I highly appreciate the work assigned to another?

People are motivated to do the work that they consider important and necessary. The words "without your work we will not do" inspire and motivate. The words "your work does not solve anything," killed in the bud any interest and enthusiasm.

I still remember the day norm, when we were at work came Linda, a computer expert. I invited her into his office to tell her about our organization and to show that her work with us - it is much more than setting up a computer system. I told Linda that the quality of their work will help each of their employees to work more productively.

I can still see in front of Linda's face when she realized how important her work for the overall success.

 

Have I understand the man, what good can it get?

Generally, people keep motivated if they see in the work they do for the benefit of themselves. At a time when we read an ad in the newspaper, see on television advertising commercial or hear someone's request, somewhere in the back of our mind is heard a quiet voice: "And it would give me? '. If you are prepared for a long time an important meeting, and some employees found "compelling" reasons for their lack of it, it was only for one reason: people have not seen in the presence at the meeting of any benefit for himself.

Think about the person with whom relations are very important to you (such as your boss or subordinate). Take a sheet of paper and divide it in half vertically. The left-hand column are titled "What I give," and list its contribution to the relationship with that person - that is what he gets from you. (When it comes to your subordinate, it may be a steady job, pay, career development and so on.)

The right-hand column are titled "What I'm getting." Write down here all the benefits that you get from contact with this person. Then compare the entries in the left and right speakers. No need to count the number of items in one and the other column. (In any contact between people is important and not so important things, and it is possible that you will find it possible not to mention on both lists some of the aspects of your relationship.)

Stay focused and try to answer the following question: "Given the fact that I get out of a relationship with this man, and what he gets from me, who gets more? '. There are three possible answers:

1. I'm getting more. (This may cause me to complacency and ingratitude.)

2. Another person received. (This may make me a sense of resentment and indignation.)

3. We both get equal shares. (This usually generates mutual respect and motivation.)

Analyze your answer in terms of three axioms "Factor justice" (authors Hyuzman and Hatfield)

1. When evaluating the relationship people compare that they provide another person that is obtained from it.

2. Inequality is given and the resulting human suffering brings.

3. A person experiencing the suffering due to the fact that he no longer gives more than it receives from it, will seek to restore the balance. This leads to negative consequences.

As to whether the said person you? *

 

SUCCESSFUL RIGHT mentors help people

I have to develop the strengths of the people. important for a leader is not the question, "How does he (the slave) is working?" (he diligently

* Richard Huseman, John Hatfield, Managing the Equity Factor (New York, Houghton Mifflin, 1989).

works?), and the question: "How many has he done?" (How rezultativen his work?).

It so happens that the most capable people in the organization have not fully realized their strengths. It may be that the chief aims of these people to work, which he considers the most important, and locks them there, as in the cell. People working in the wrong place, at times getting good results. But they lack the ability to do what they do best. In this case, everybody loses.

The man "out of place" does not feel a sense of job satisfaction and the organization spends its main asset - human resources - in vain. This reduces the overall productivity of labor.

I have to give myself to people. From a distance, you can put pressure on people, but you can influence them only by close contact.

■ Make a list of people with whom you this week spent thirty minutes or more.

■ Who was the initiator of the meeting, you or the other person?

■ Did you have prepared "agenda" - issues for discussion during the meeting?

■ What is the purpose of the meeting: family relationships, counseling, communication and development (training)?

■ Have both parties benefit from the meeting?

■ Was there a meeting with a representative of the "top" (the most influential) 20 percent of the team or the "bottom" 80 percent?

You have to love everyone, but to give ourselves to be people from the "top" 20 percent of your organization. Encourage and support of many, but the mentor be in a few. Be open to these people, develop a plan for their personal and professional development. You have to become one team.

I have to make people feel themselves masters of the situation. Sydney Harris said:

People want to be appreciated, but do not put pressure on them.

They want to be seen as people, not reflectors someone's opinion, someone's personality.

They want to be an end in themselves, not means to meet someone else's vanity.

I have to give people every opportunity for personal success. My duty leaders - to help those who work with me by providing:

■ An excellent working environment - a positive mood, warm, open, creative and inspiring environment.

■ The quality of work equipment. Do not expect a great employee does a great job with the tools of average quality.

■ Permanent training program. Professional and personal growth of our employees ensures the growth of the entire organization or enterprise.

■ A beautiful image of the future. Give employees the opportunity to work for something bigger than themselves.

In an outstanding leader people always get a "head start" in comparison to the people working under the 'average' leader. Outstanding leader adds value to their employees, helping them to become better and achieve more success than working alone. Every leader should always ask yourself the question: "How can I help the people around me achieve more success?". When the answer to this question and is becoming a reality, everybody wins!

 

PRINCIPLES OF MENTORING

 

Mentoring takes time

At one time, Andrew Carnegie was the richest man in America. Carnegie family moved to America from Scotland when Andrew was still quite small. In his youth, having tried many diverse works, Carnegie ended his life largest stalepromyshlennikom USA. There were times when it worked forty three millionaire. (It should be noted that in those days, the millionaires were rare. Millions of dollars in those days was equal to a minimum of twenty million today.)

Asked by a reporter as Carnegie able to employ forty three millionaire stalepromyshlennik said: "Since I have a job, these people were not millionaires, but as a result they have become."

The reporter then asked how these people have become so valuable that Carnegie paid them a lot of money. The value of man rises just said Carnegie, as gold is extracted from ore. To get the grams of gold, we have to recycle tons of ore and remove tons of waste rock. But he who goes down into the mine, is not looking for waste rock, and gold.

In the words of Robert Half, "there is something even more rare and scarce than ability - the ability to recognize ability." But there is little to find gold ore - to smelt gold from it. A similar challenge faced by each leader.

It is not enough to detect the ability of a person, it is necessary to develop them. It is better to teach ten people to work than to do the work of ten men, but, surprisingly, it's difficult. "He who travels alone, can go where he wants. But the one who comes with a companion, must wait until he is ready to hit the road. "*

 

Ability to work with people - an important factor for success

All successfully growing businesses and organizations have a common quality: they are able to find common language with people. Dave Smalley, in his book says that Andrew Carnegie, Charles Schwab has appointed an annual salary of one million dollars just for the fact that Schwab got along great with people.

At Carnegie were employees, perfectly knew his business, which had a great experience, but it lacked one thing - the ability to help people grow in the ability to find the best employees and develop these qualities.

* Henry David Thoreau, Bartlett Familiar Quotations.

On the question of what quality is most needed person in management positions, most CEOs of large companies gave the following answer: "The ability to work with people."

Twenty-sixth U.S. President Theodore Roosevelt said: "The most important ingredient in the recipe for success - the ability to find a common language with people." John D. Rockefeller, founder of the giant industrial corporations, said that for the ability to work with people, he would pay more than for any other ability and professionalism.

Center for Creative Leadership, located in Greensboro, North Carolina, conducted a survey of 105 successful leaders of various enterprises and received the following results:

■ Respondents recognize their own mistakes and shortcomings and their consequences, and not try to blame others.

■ They were able to find a common language with different people.

■ They had great tact and sensitivity to the problems and needs of others.

■ They had a calm and confident nature, they are not characterized by the variability of mood.

At the same time, the leaders of the losers tend to be inflexible, prone to sarcasm and cruelty, indifferent, unpredictable behavior, but worst of all - insensitive to the people.

Lack of ability to get along with people can lead to a sad outcome, as happened with the coach "Denver Bronco "John Ralston. "I had to leave the coaching position because of illness and fatigue - said Ralston. - Fans are so tired of me that they felt bad. "

 

Become a model for other

Principle number one motivation is: "What do people see what they are doing." Where a leader and followers there, and they can not go faster than the leader.

For many years I have followed the principles of coaching and teach them to others:

Action

Result

I'm doing:

I show an example.

I do, and you're with me:

I teach.

You do, and I'm with you:

I'm in control.

You do:

You are moving forward.

You do, and the other with you:

We are getting bigger.

Monitoring the actions of other people's opinions can change faster than any arguments.

Benjamin Franklin, the great American educator, scholar and statesman of the XVIII century, once observed that liming increases the yield. He described his discovery of the neighbors, but they did not believe and have begun to argue that there is no need to rub lime on the field. Finally, Franklin realized that the debate is pointless.

The following spring, when it came time to sow grain, Franklin decided to visual experiment. At home, by the road, he drew on the plowed earth letters and sprinkled them with lime, and then planted the seed. When the seeds have germinated, all the neighbors were surprised to see on the back of weak shoots bright green inscription: "Here is sprinkled with lime."

After that, any additional arguments in favor of the liming of the soil was not necessary.

 

Be able to look at the world through the eyes of others

The poet Henry W. Longfellow said: "We judge ourselves by what can do, but others judge us by what we have already done."

Every successful leader, who heads a group of people knows that every follower of his plans and his own view of the situation. As someone said to me a long time ago, people tend to think that:

Their problems - the biggest,

Their children - the most intelligent,

Their jokes - the funniest,

Their faults can be ignored.

Just how different are the views of people on the same event, says one anecdote.

The English general, and the accompanying a young lieutenant in the train. Across from them sat a pretty girl and an elderly lady, her grandmother. After some time the train entered a long tunnel, came a complete darkness, and the darkness suddenly heard the sound of a kiss, and then - the resounding slap in the face.

The girl thought, "How wonderful that this cute lieutenant kissed me, and how I wish that my grandmother gave him a slap in the face!".

My grandmother was like, 'This young smart aleck reached with a kiss to my girl, but she is a good sport, did not lose her and gave him a decent fight back! ".

The general thought, "My aide - the guy did not miss, climbed to the girl with kisses, and went to slap me."

It was only a young lieutenant knew that actually happened. When the train entered the tunnel, he immediately took advantage of the two possibilities - peck on the cheek, a pretty girl and slap general! *

* Ron Watts, La Croix United Methodist Church, Cape iirardeau, Missouri, personal Communication.

To find out how the other person perceives this or that event, and to better understand its behavior in different situations, ask yourself the following questions:

■ Question premise: what is the history of this man stay in the organization and in other organizations?

■ The issue of character: what are the major and minor character traits of this man?

■ The question of stability: if the event affects in any way the work of this man?

■ The issue of relations: what organizational communication of this man with me and other members of the group?

■ Question motivation: what is the real reason that drives a person to act in a given situation in a certain way?

■ Question capacity: deserves this person (or his conduct in this case) the time and energy of a leader?

I have noticed that it is best to contribute to the growth and development of people when:

Listen carefully and lead by example,

Establish trust and sincere communication,

Myself work well and give the best tools in the hands of the people,

I think people like to broaden my horizons and encourage them to grow.

 

The leader must take care of people, and then he will be able to contribute to their development

Too often I have seen leaders who require their followers (or slave) displays commitment, but it is not showing enough attention to the people. They are somewhat similar to the Spanish general Narvaez. The priest taking confession from a dying Spaniard asked if he forgave his enemies before his death. "Father - he replied - I have no enemies. I shot them all. "

Narvaez did not know that the "good soul" subordinates and followers will work much better. In the journal "Wall Street Journal "published the results of a study conducted by the organization" Teleometric International ". Of those surveyed 16,000 executives of various companies 13 percent were identified as "highly successful".As a rule, these people cared about employees of the enterprises is not less than the profit. "Average" leaders focused their attention on the production, and the heads-losers - the stability of their own position. Successful leaders are optimistic looked at his subordinates, while the losers have demonstrated faith in their abilities.Successful leaders consulted with employees, losers - no. Successful managers know how to listen, the average listening only to their superiors, losers generally avoided dealing with people preferring memos and other documents.

 

Leader Mentor is looking for opportunities to grow the reputation of individuals

Most of the people in leadership positions and positions every day steal his subordinates "living water" necessary for their personality, leaving unsatisfied thirst for a person to be recognized and appreciated at its true worth. Steal, do not realizing! The slave will say: "What today I had a busy day". And to hear the response from the Chief: "That you have something - a busy day? You should have a mountain of papers on my desk. I have no idea even how to clean up. " The slave will say: "Today, I finally completed the work on this project. Eight months of work! ". And the head of him: "Oh, Jim finally finished the work on the curtain so long tinkering!"

What makes a leader in these cases? Stealing from a person "living water," without which "withered" his self-respect. In fact, he says, "You must think like a good job, but let me tell you that others work just as well, if not better."

Tomorrow subsequent care of yourself - just for fun, and count how many times you find yourself on the fact that satisfy their ego by stealing "water of life" in others.

JS Shtells many studies analyzed the data and concluded that the main causes of discontent workers - actions of leaders, which is a good leader could have been avoided. Below they are listed in order of importance.

1. Inability to recognize the achievements of subordinates for the suggestions.

2. Failure to respond to complaints.

3. The failure to encourage and motivate people.

4. The criticism of subordinates in front of others.

5. The failure to ask the opinion of subordinates on a particular issue.

6. The failure to inform their subordinates about the progress of the work.

7. Favoritism.

Note: Each of the items - an example of how the head is stealing "water of life" that feeds the self-esteem and self-respect of subordinates.

 

The greatest potential for business growth - personal and professional growth of its employees

In one of the studies conducted in the United States, about 85 percent of the employees of various companies said they would work better in the workplace. More than half said they could double the impact of their work, "if only wanted to" *.

Staff - the main wealth of any company, whatever it was engaged in: manufacturing of goods for sale, sale of goods manufactured by others, or the provision of intangible services. Nothing will not budge on its own, as long as it's not for people will take. Studies have shown that the average American spends Manager three-quarters of their time in dealing with people. The largest item of expenditure in most companies have on people. The primary, the most valuable asset of any business - the people, his employees. Any

* Richard Huseman, John Hatfield, Managing the Equity Factor.

plan of any leader is executed or not executed by people.

According to William J. Betchker, people are divided into four groups:

1. Those who always makes less than they say.

2. Those who do what they say, and nothing more.

3. Those who take up the cause, rather than waiting until they are told.

4. Those who inspire others to commit deeds.

In which group will get you - you decide.

The philosopher Ralph Waldo Emerson said, "Trust men and they will be true to you, please contact with them as best you can, and they will show their greatness."

In one of the ancient Chinese poems you find the best advice on how to become a good leader:

Go to the people

Live among them,

Learn from them,

Love them.

Start with what they know,

The guesswork out of what they have.

But the best of the leaders.

When their task is completed,

When their case is completed,

People will say this:

"We did this ourselves."

 

 

Chapter Eight

Without this there LEADERSHIP:

WAY OF THE FUTURE

Writer Robert Greenleaf, author of "The Leader in the service," said: "The foresight of the future is a" leash ", which is the leader of the people behind him. Once this "leash" is lost, the leader is the leader in name only. He is no longer for themselves, but simply reacts to events. And then it will last long in the lead. In our life many examples of how leaders cease to be leaders because of the inability to foresee what was to be expected, and to act according to the foreknowledge as leader is always free to choose the action "*.

* Robert K. Greenleaf, The Servant as Leader (Mahwah, I'aulist, 1977).

Watching effectively acting leader for over twenty years, I have come to the undeniable conclusion that a successful leader always sees clearly the goal to which he is to come. A clear vision of the goal achieved gives energy and strength to go forward, overcoming all obstacles. Such a leader is "missionary" and his ideas spread among the followers, filling them with inspiration and energy. To enable people to realize their dream, they need unity. If there is unity, then the people are ready to work for hours to reach a common goal, sacrificing personal for the common, partly for the sake of the whole. So do great, historical deeds - and all because the leader has a clear vision of the future!

The key word in the paragraph you just read - a vision of the future. Remove them, and the enthusiasm is gone, the energy drops to a minimum, all the deadlines will be missed, personal inquiries will start fighting with the general objectives, the performance will drop, people disperse in different directions. In a blind and deaf author Helen Keller was once asked:

- What could be worse than to be born blind?

- Have a vision, but does not see the future, - she said. - How sad that so many people occupy the leading position, but do not see the future of the organization is headed. All good leaders know where they are going, and are able to convince others to follow.

On the door of a shop eyewear hung a sign: "If you do not see what you want to see - so you need here." A true leader is giving people the same as the points give the visually impaired. In this chapter, we will focus on the ability of the leader to see the future and "infect" the vision of others.

Recently, the leaders of many companies and organizations are developing the first thing a clear statement of objectives of the organization. If you can not smoothly quote from memory the motto of the organization, or write it on a piece of paper, you can see how an alien.

Why is this important - clearly set out the purpose of the organization in its motto? There are two reasons.

First, the vision of the future becomes a specific call, rallying people. The motto indicates that the company has taken an important place in the market and stands out from the competition. In the motto set out the true reason for the existence of a business or organization.

Second, the vision set out in the motto, into a means of managing a team, better than the 1000-page manual, difficult to understand and limit the initiative of the workers. At a time when decentralization is a necessary means of survival, a clear vision of the future is becoming a key factor in maintaining the unity and focus.

 

THOUGHTS ON THE IMAGE OF THE FUTURE

We can realize that the mind's eye can see, we can become what we see ourselves. It is about our potential. I used to ask myself the question: What comes first? The image of the future makes a person a leader or, on the contrary, the leader creates a vision of the future?

Now I'm sure that the first is a vision of the future. I knew many of the leaders lost their first vision of the future, and then - leadership abilities. What people see what they do. This is - the greatest principle motivation of all the known principles. Studies have shown that 89 percent of the information enters our brain through the organs of vision (visual information), 10 percent - through the organs of hearing, and only 1 percent - in other organs of sensation.

In other words, the growth and development of people depend on visual stimulation. It is necessary to connect the image of the future (dream) with a leader willing to make this dream a reality, as immediately begins to move. People will not follow a dream as such, but will follow a leader who has the dream, and the ability to share their dreams with others.

At first, the image of the leader of the future makes a leader, but that image was growing up and I called for a leader should be responsible for it.

 

The four-level vision for the future

1. People who never see the future. (This wanderers.).

2. People who see the future, but never by yourself go for it. (That's followers.).

3. People who see the future and go after him. (These are people reaching their goals.)

4. People who see the future, go for it and help others see it too. (These are the leaders.)

"A person can become the person sees themselves." Life is the thirty-eighth of U.S. Vice President Hubert X. Humphrey - confirm the truth of these words. In 1935, during a trip to Washington, he wrote to his wife, "Honey, I can see how one day, if only we'll get down to business and decide to work on the big and good works, we'll move to Washington and even, may be, will find its place in politics, government or public service ... Oh God, I hope that dream will come true - at least, I'm going to make an attempt. "

 

You can see what they are ready to see

We are talking about the peculiarities of perception. FRG Federal Chancellor Konrad Adenauer was right when he said: "We all live under the same sky, but we have different horizons."

At Henry Ford, the automotive genius, the idea of ​​a revolutionary motor model (now known as V -8). Ford wanted as soon as possible to start a new engine in production. But when engineers have carefully studied the drawings submitted to them, they agreed: their boss lacked basic engineering knowledge. Ford had said that his dream was impossible.

- Anyway, do, - said Ford.

- But that's impossible! - Replied the engineer.

- Begin - Ford commanded - and work until you get it, no matter how long it took neither.

Six months engineers this way and that trying to implement planned by Ford. Nothing came of it. It took another six months - the same result. At the end of the year, Ford's engineers have once again said that he wants the impossible. "Continue to work", - said Ford. Engineers obeyed and eventually developed the design of the engine V -8.

Henry Ford and his engineers design live under the same sky, but the horizons they were different.

William Barker, author of "The Savior of all time," recalls the history of the Protestant bishop of the east coast, many years ago, made a visit to one of the religious colleges. He stopped at the house of the President of the college, a teacher of physics and chemistry. After lunch, the bishop said that the millennial reign of Christ is not far off, as scientists have learned about the nature of almost everything, and all the most important inventions already committed.

President of the college, a relatively young man, politely protested and said that many great discoveries yet to be made. Angered, the bishop asked to name at least one.

- I have no doubt that in fifty years people will be able to fly, - said the teacher.

- Nonsense! - Exclaimed the indignant bishop. - Only the angels are given the ability to fly!

Surname angry bishop was Wright. Home waiting for him two boys who saw the future of humanity is much wider and farther than his father. Boys named Orville and the Il-drill. That they had to commit in 1903 the world's first flight on the same aircraft created by them. Father and sons were living under the same sky, but the horizons they were different.

How is this possible? Why two people living in the same place at the same time see the world in completely different ways?

The answer is simple: we will see what we are willing to see, rather than what it actually is. This is known by every true leader, so he asks himself three questions: "What do others see? Why do they see it that way? How can I change their perception? "

 

What you see is what we get

The next example I found in a book by Louis Palau "Dream of the great."

You will, of course, a sign of a nice refreshing taste of Coca-Cola. This drink with pleasure drink millions of people across the globe - all thanks to the foresight and Robert Vudrofa, president of «Coca - Cola» from 1923 to 1955. "We shall see how every man in uniform can buy a bottle of Coca-Cola for five cents, wherever he may be." After the Second World War Vudrof announced his new dream - that during his life, everyone on the planet tried Coke. Robert Vudrof able to look to the future!

The great perseverance and careful planning - and a dream come true.

In 1971, at the opening of the park "Disney World "in Florida was asked to address the widow of the late Walt Disney. In presenting it to the public, host said:

- If only Walt Disney could see it all!

- He saw it, - said the widow of Disney.

What we see is what we get. Walt Disney and Robert Vudrof knew about it.

At this point, before you go ahead and move on to the topic of personal accessories vision of the future, I have to ask the question: "Can the my dream to change the world in which I live? . "

Bob Beale, in his book "Become a confident leader," says: Do not forget about the difference in the mentality of a winner and loser. The winner is focused on the big win. He is thinking not just about how to win and how to win a big score. But the defeat did not need to focus on the thoughts of defeat: it is enough to focus on how to survive and make ends meet! "*.

What do you think - about survival, success or a significant change? You are fighting for survival, dreaming about success, or are willing to change the world?

Moshe Rosen came up with a simple and very useful exercise. Here it is:

If I was a (n) _____________

I would togda___________________

^* Biehl, Increasing Your Leadership Confidence.

If you had everything you could wish for - unlimited supplies of money and time, unlimited access to information, unlimited staff - that is, all the resources, what would you do? Your answer to this question - this is your dream. Let it be decent.

Heroes of the popular comic book and Lucy Lai-nous going to make a wish, tossing a coin. "We need to make a wish out loud?" - Said Linus. "Of course, - said Lucy - and somehow the desire is fulfilled." And she began to make a wish: "I want four new sweaters, new bike, new skates, new clothes and a hundred dollars." "And I want all of my friends lived a long time - said Linus. - I want the world was at peace. I want the medicine was well advanced. " Then Lucy hid a coin and said resentfully: "Au, Linus, you're always spoil everything."

 

Personal vision of the future

My friend Rick Warren says, "To know the temperature of the organization, place the thermometer its leader." I repeat: the leader will never lead the followers of more than

will move itself. What is the leader and the followers are. Followers are the leader, and then - the image of the future. The leader finds the image of the future, and then - followers. Speaking at conferences and seminars across the country, I always hear a lot of questions from the participants. One of the most common questions I hear from people in positions of authority, is: "Where can I get an image of the future and how to deliver it to the entire organization? . " This question is crucial. While it is not found the answer, the leader is the leader in name only. Of course, I am not able to give you a picture of the future, but I can share with you the secret of how to find it.

 

Look inside yourself, what do you feel?

Theodore Gesburg said: "The very essence of leadership is the clear view of the future. It should be such that you can clearly and forcefully speak about it at every opportunity. Can not be hesitant to blow the pipe. " "Uncertain trumpet" is usually emitted by a person who has no idea at all about the future, or is there, but it's not his own dream, and a stranger. Sure the call of the pipe - the voice of a leader whose vision of the future lives in his heart.

It should be remembered that the image of the future and the imagination - not the same thing.

■ A person with a way of the future, says little, but a lot do.

■ Dreamer does little but says a lot.

■ A person with a way of the future, to draw strength from their own internal beliefs.

■ Dreamer draws strength in the external environment.

■ A person with a way of the future, does not stop on the way if there are problems.

■ Dreamer refuses to go further, if the path is difficult.

Many of the great men began their journey of life in poor families in cramped conditions without any sufficient education or influential patrons. Thomas Edison in his youth selling newspapers on trains. Junior Andrew Carnegie worked for $ 4 a month, John D. Rockefeller - for $ 6 a month. Abraham Lincoln was born in a poor wooden hut, but it draws attention to his personality. The main thing is that he got out of a wooden hut.

Demosthenes, the greatest orator of antiquity, was a stutterer! When he first tried to utter a public speech, he ridiculed and driven from the stands. Julius Caesar suffered from epilepsy. Napoleon was born in a poor family and was not a natural-born genius (of sixty-five classmates at the Military Academy, he was forty-sixth in progress). Beethoven was deaf, like Thomas Edison, Charles Dickens - lame, Homer - the blind Sir Walter Scott - quadriplegic.

Where to find these great forces people to achieve what they have achieved, overcoming poverty and severe disease? In the soul of every person living the dream, switched it everlasting fire. The great dream begins with a "work of the soul." Napoleon Hill said, "Cherish your dreams, the children of your soul, this is your greatest achievements of the projects."

 

Look back: What have you learned?

A person with no experience, looking to the future idealistic, believing that only one only image of the future, and nothing else. In his naivete of such person shares a vision of the future with others, hoping that the dream itself will do all the work. He can not understand that the picture of the future need support. A person with experience understands that people are attracted to the person at the beginning of the leader and only then - his vision of the future. Experienced leaders know that people are fickle and fragile dreams. In our own experience I have learned the following principles:

■ The plausibility of the image is determined by the future leader.

■ Eligibility is determined by the image of the future timing of its announcement.

■ The value of the image is determined by the energy of the future and the direction he asks.

■ Evaluation of the image of the future is determined by the level of the obligation of the people involved in its implementation.

■ The success of the vision of the future is determined by how this was his way to the leader and the followers.

Leonard Lauder, president of "Es - tee Lauder ", said:" When a person with experience meets a man with money, people with experience get the money, and people with money get experience. "

 

Look around you: what happens to the others?

The little boy for the first time in his life came to a concert full symphony orchestra. For the first time he sat in a large and luxurious room full of well-dressed people. Of all the instruments orchestra for some reason he liked best dishes. Hearing their loud ringing, the boy was delighted. Shiny brass discs immediately captivated his heart. Young student wondered why most of the concert musician with plates in their hands stood motionless and only occasionally made his instrument sound, and most of the other musicians played all evening.

After the concert, the boy's parents had backstage. He immediately went to the drummer and asked, "Tell me, how much do you need to know to play the cymbals? '. The musician laughed and said: "Many do not know. It is important to know when to play. "

A good idea is a great idea, when people are ready for it. Those who do not have the patience and tolerance in dealing with people, not be a good leader. Strength is not to rush forward ahead, but the ability to adapt his impetuous step towards a more peaceful footsteps of others, without losing the lead.

Breaking out far ahead of followers, we are losing the power to influence.

 

Look forward: what is the overall picture?

This question is often a stumbling block for the Chiefs, who have not become leaders. Important for the leaders of the main goal of the existence and activities of the organization - something for which the organization exists and what goals it should achieve. "Technical" and organizational issues do not stand for the leader in the first place.

Look up: what do you expect from God?

Richard Dey said: "Every golden age in the history of mankind - a product of dedication, sacrifice and passion of one righteous man. The genuine mass movements do not happen, they just seem so. Behind them is always one person who knows his God and knowing your way. "

My potential opportunities - the gift that I received from God. The way I will arrange them - my gift back to God. I believe that the outstanding leaders hear "call from above" - ​​the call that lifts them above themselves. What a waste of time - a lifetime to climb the ladder of success only to, climbing up, see: you leaned his ladder against the wrong wall ...

Great images of the future is always bigger than the person that created them. My definition of success is:

To know God and what He wants from me.

Growing up, showing the most potential.

Sowing the seeds that bring the harvest to others.

 

Look around: what resources do you have?

The image of the future should be bigger than the person who has them. Its implementation should be the result of the work of many people who have invested in the business much effort and money. More than once I re-read the text of the speech of U.S. President John F. Kennedy, which he shared with the Americans, the dream of landing a man on the moon. That dream has captured the whole American people demanded considerable resources and has become a reality.

An experienced leader is always looking for people to work together with them to make the dream a reality. Too often it happens that the leader does not dare to assess how committed the common cause of the people around him, as far as they are required. As a result, the leader never really know how's it going and what is the mood of the people. I well remember how our church has completed its first major campaign to raise funds for charity (we collected four million dollars). We had to work hard, and I, as rector of the church, knew how busy the protesters and what their mood.

The leader is constantly shared with others their vision of the future, because dreams are contagious, you should only make them right.

That's what happened with Abe, hero of the movie "Tucker: The Man and His Dream." Abe worked as an accountant in Preston Tucker, who intended to build a revolutionary car, technically perfect and affordable. Preston so vividly described the future car that Abe believed in the reality of his crazy dreams. Though, remember Abe, mother warned him: "Do not associate with people too close, and then get infected from them dreams." Only many years later, he realized that the wrong heard my mother's words: she said she did not "dreams" and "worms" *.

 

CORPORATE IMAGE OF THE FUTURE

The image of the future - it is clear and distinct picture in the mind of the leader. In it, he sees himself and his subordinates. According to a study published in the journal «Leadership», is the wording of the image will be-

* «Weekend», Newsday, August 1990.

present bonded one of the biggest problems in the leadership of the organization or enterprise.

Recently I've been recording for radio transmission. During the break, leading complained to me: "I have a concrete idea about the future, but it is very difficult to transmit it to other employees." You can without a doubt say that those leaders who are able to convey their thoughts to the followers achieve significantly better.

Successful leaders have a vision of three levels:

Level 1. Perception: the ability to see what is at the moment (an objective reality).

Level 2. Probability: the ability to see what is (insight).

Level 3. Features: the ability to see what could be (the image of the future).

Futurist lives exclusively only at level 3, the predictor - at level 2, the sequence - at the level of 1. But the leader of the lives of 3, leads people on level 2, listens to people at level 1.

Assume the organization has a specific purpose - to change the name. Outstanding leader in the light image of the future is already seeing a new name of the organization (level 3). Through the prism of insight (level 2), he sees the main trends in the development of the organization. Looking through the prism of reality (level 1), he sees the direction in which the organization is moving.

It may seem surprising, but the transfer of the image of the future does not begin with a "big picture" (level 3), and with a "fragment" (level 1), but will only be successful if the leader is able to influence the level 2 ("intermediate image") .

 

Determine which slows the transfer of the image of the future - Level 1

We see the world not as it is, and so what we are. The spread of ideas about the future organization does not interfere with the events and people. We can distinguish ten types of people, "brake".