Introduction

This incident, I will never forget. On that day, I gave a lecture on the topic of leadership. During the break, I was approached by one of the students named Bob.

- You saved my career! - He cried. - How grateful I am!

Having said these words, the listener was about to move away, but I managed to call out to him:

- Stop it! Tell us how it is that I was able to "save" your career?

- I'm fifty-three years. The last seventeen years I have been working a job that requires leadership. Until recently, it was very hard work, I am keenly aware that I lack the ability to be a leader. So last year I went to your seminar on the development of leadership skills. After that, I immediately began to apply leadership principles learned in their work - and there was something that I had dreamed of, Let it not once, but people began to willingly follow my instructions. Before that, I had a great experience of work, but I lacked competence. You have made ​​me a leader. Thank you!

It is cases such as the one on which I have just told you, do not make me regret the time for education leaders. That's why I'm about ten times a year I spend in the U.S. and other countries workshops on leadership abilities. That is why this book was written.

For several decades, I experienced mastered the principles of leadership, described in this book. For about twenty years, I teach people to these principles, and then with great satisfaction watching the progress of the work of my students. Now I have the opportunity to tell you about these principles.

 

The key to success in any business - the ability to lead people

And the ups and downs of any business depends on leadership. When I say this phrase in lectures and seminars, students really want to tweak it: "In almost every case, and the ups and downs depend on leadership." Most people want to find an exception, rather than by the wish to be exceptional!

Now you have certain leadership skills. For example, let's assume that your leadership skills are assessed at 6 on a 10 point scale. I will say with certainty: the effectiveness of your work will never exceed your ability to be a leader, the ability to lead people and influence them. In other words, on your ability to be a leader depends on your level of success - not only yours, but also the success of all those who work with you.

Once in the magazine «Newsweek» I read the words of the president of the company «Hyatt Hotels »:« The main thing I learned in twenty-seven years of work in the service industry: 99 percent of the employees want to work well, but the real result of their work - just a reflection of their employer "*.

Perhaps more accurately the extent of the importance of effective leadership and not say. Here's more

* David Hartley - Leonard. «Perspectives», Newsweek, August 24, 1987, 11.

one story on the same topic. At the meeting, representatives of the trade manager arranged for his subordinates separation woefully underperformed. "I'm tired of your excuses - he cried. - Do not know how to work - will find others who can. In the end, be a sales representative of our company - a great honor and a great opportunity. " With that, the manager pointed to a newcomer in the team, a former football player, and went on: "If a football team is playing bad, then what do? Change the players. Am I right? "

At some time in the office reigned silence, and then came the voice of a former football player: "Actually, sir, if the whole team plays poorly, then change the coach." *

 

Leadership can be learned

Leadership - it is not "closed elite club for natural leaders." Personal qualities necessary for effective leadership can be learned, and then you need to connect them to each other, putting it in his heart and soul - and then nothing resin

* Doug Lysen, Reader's Digest, February 1989.

may prevent you from becoming a true leader. This book will give you the basic principles of leadership from you only need a desire to master the principles and follow them. Leonard Reyvenhill in his book "Messages of the last days," tells the story of how a group of tourists pass through the picturesque village. When he saw an old man sitting on a bench near the fence, one of the tourists asked in a condescending tone:

- Maybe in your village anyone born of the greats?

- Nah - handed the old man. - We are born only children.

Leadership is not open to themselves and develop. What is true, there is always the real "born leaders", but even for them to stay ahead, we have to constantly improve traits, the nature of the data. Working with thousands of people willing to become leaders, I found that all of them are divided into four groups:

 

Natural born leaders:

■ possess an innate leadership abilities.

■ All my life watching the examples of leadership.

■ Learn and learn more leadership skills.

■ Possess self-discipline, without which it is impossible to become a great leader.

Please note that three of these four qualities - acquired.

 

Trained leaders:

■ Most of my life watching the examples of leadership.

■ mastered the theory and practice of leadership.

■ Possess self-discipline, without which it is impossible to become a great leader.

Please note that all three of these qualities - acquired.

 

Potential leaders:

■ Relatively recently started watching for examples of leadership.

■ Learn the theory and practice of leadership.

■ Possess self-discipline, without which it is impossible to become a great leader.

Please note that all three of these qualities - acquired.

 

Restricted leaders:

■ See a few examples of leadership or do not see them at all.

■ Not only studied the theory and practice of leadership or not studied at all.

■ Have a desire to become a leader.

Please note that all three of these qualities can be learned.

 

Books on leadership - more than enough, and about leadership - not enough

It seems to me that very often people confuse the word "leadership" and "leadership."

Former Secretary of the Department of Health, Education and Welfare United States John W. Gardner, who now heads a research project on leadership in Washington, called the five main features that distinguish "head-leader" of the usual crowd of heads:

1. Head-leader is able to see into the future, far beyond today's challenges and quarterly reports.

2. Interests head-leader is not limited to his department or shop. Head-leader wants to know as much as possible about the interaction of the structural units of the entire enterprise, not limited to its sphere of influence.

3. Head-leader is focusing on the future vision, values ​​and motivation.

4. Head-leader has the skill to cope with the conflicting demands of numerous components of the process

5. Head-leader perceives present situation as something completed and unchanging *.

Head of executing the program and the achievement of objectives of the organization he heads. The leader creates a vision of the future and motivate people to implement this image.

"People do not want to be led. They want to be led along. Have you ever heard about the leaders of the world scale? And on leaders worldwide have heard for sure. On political leaders, religious leaders, trade union leaders,

* John W. Gardner. «The Nature of Leadership», Leadership Papers # 1, Independent Sector, January 1986.

Business leaders, scout leaders. These people lead others, and do not direct them. Gingerbread is always stronger than a whip. Do not believe me - ask the horse, which, as we know, can lead to water but you can not get drunk if the horse does not want it himself. If you still want to lead, then lead him, and do it as best you can.Then you'll be ready to move from management to leadership. "*

■ The duty worker - to be able to do its job.

■ Charge mentor - show how to do the job.

■ The duty manager - ensure the implementation of those to whom it is entrusted.

■ Charge the leader - to inspire people to work as best as possible.

I really want you to learn to perform the duties of a leader. That's why I wrote this book. In the book, Bruce Larson's "Wind and Fire" is a very interesting line of cranes: "These large birds, the way-

* Richard Kerr for United Technologies Corp, Bit s and Pieces, March 1990.

TION on intercontinental flights, there are three features. First, cranes change leaders. No bird remains at the head of the wedge for the duration of the flight. Second, they choose the leader of the birds that can withstand air flow. And finally, all the time, until one of the birds is the head of the pack, all the rest to the leader shouts express their consent and support. " By reading the book you now hold in your hands and apply the underlying principles of leadership, from time to time, remember these words.

I hope you learn the principles of leadership bury enough to have a seat at the head of "flock of cranes." You can be sure that at this time I'm with a sense of pride and a great inner satisfaction will keep you mentally.

At all times, in all the centuries there comes a time when the foreground of stories have been popping leaders. There is no such a person with the potential makings of a leader was living "not in my time." Read this book ... and then be ready to prove, when your time will come!

John C. Maxwell

 

 

Chapter One

DEFINITION OF LEADERSHIP: THE IMPACT

He is spoken of everything, but few people understand what it is. Most people dream about it, but few achieve it. There are many definitions of it: I was able to find more than fifty. What is it - an intriguing and fascinating phenomenon called leadership?

Most of us want to become leaders. Most likely, this is why so hard to give a neutral definition of leadership, not emotionally tinged. Most often, giving the definition of the word "leadership", we think of a familiar person with leadership skills or a known leader and define leadership in terms of personality. Ask ten people to define leadership, and you will likely get ten different answers. I had the opportunity for more than four decades to observe the manifestations of leadership in the family of my parents opened their own leadership potential and eventually came to the conclusion that the leadership - that influence. That's right, no more and no less.

Very accurately said this James George of «ParTraining Corporation »:

"What is leadership? Take away for a while all the moral aspects of this concept, and will remain one thing: leadership - the ability to acquire followers. The leaders were Hitler and Jim Jones. Jesus of Nazareth, Martin Luther King, Winston Churchill and John F. Kennedy - they were all leaders. However different were their system of values ​​and the ability to lead people, they all have one thing in common: each of them had followers. And already the basis of the definition of leadership as the ability to acquire followers, we can discuss the quality of leadership and leadership style. "*

* James S. Georges, ParTraining Corp., Tucker, GA, in Executive Communications, January 1987.

Herein lies the crux of the problem: most people do not define leadership as the ability to gain followers, but as the ability to reach a specific location or position. Based on this definition, a person strives to achieve the position, rank or title, and on reaching his goal believes it has already become a leader.

This way of thinking leads to two typical problems. First, very often, people with high status and highly placed, suffer from a lack of followers. Second, those who do not have appropriate titles, can not see a leader and because of that neglect the development of their leadership abilities.

My goal - to first help you to understand that leadership - this effect (ie, the ability to acquire followers) and then, based on this definition, to help you learn how to be leaders. Each chapter of this book is devoted to one of the principles of leadership.

The purpose of the first chapter - to expand your level of influence.

 

THOUGHTS ON THE INFLUENCE

 

Each of us is affected by someone

Sociologists argue that even introverts pronounced throughout his life is influenced by an average of a thousand people! This amazing information reported to me by my colleague Tim Elmore. Each person has an impact on others and himself influenced by, which means that each of us at the same time the leader in something, but something - a follower. This rule is no exception. Your duty - to realize the potential inherent in your leadership abilities. In every group of people in a given situation must be addressed now bright leader influencing the rest of the group. This man, who has shown himself a leader in one situation or group, other conditions may lose market leadership, becoming one of his followers. A typical example - an ordinary working day in the family. In the morning, when the child is going to school, the dominant influence it exerts mother. She decides that the child will eat for breakfast, what clothes to wear. In this situation the mother - the unequivocal leader of the child - a follower. Arriving at the school, the same child can become a leader, to influence other children. While a child is in school, my parents decided at lunchtime to meet in one of the restaurants. They waiter comes and offers specialties, affecting both visitors. In the evening, the family gathers at the table, but the dinner depends on the schedule of the day the mother or the father.

Very easy to find a leader. Watch a group of people deciding any question. Whose opinion is the most compelling? Who is most listened to the discussion of the problem? Who are the fastest agree? Whose call (and most important) people follow? This is the real leader of the group.

 

We do not know to whom and to what extent influence

The best way to realize the power of influence - to think about what the event or the person affected ourselves the most. Significant events remain forever in the memory of a generation. Ask older Americans (those born before 1930), what they were doing when they heard the terrible news about the attack on Pearl Harbor. I am sure that they will describe in detail and their environment, and their feelings at that moment. Ask Americans born before 1955 that they did in the moment when the broadcast message about the attempt on President John F. Kennedy. Again, you will hear a detailed response. Younger people as much detail will tell you about the occupation for which caught them the terrible news about the explosion of space shuttle "Challenger".

Think about the seemingly insignificant events that dramatically affect your life. I'll never forget how one trip to a summer camp determined my choice of profession. And I remember my school teacher Glenn Leatherwood ... and the shimmering lights on the Christmas tree at the sight of which I have in my heart every year occurred delightful sense of celebration ... and approving words a college professor ... Such memories - innumerable. Our entire life consists of meetings with people and events, under the influence of which we have become exactly as you are. This was famously said JR Miller: "There are ships that pass in the night, leaving an unforgettable experience for all, for life. That which we call the word "influence" - a mystery, to understand that no one can ... but each of us always has an impact on others, in some cases, healing, blessing, leaving wonderful memories in others - causing pain and resentment, poisoning, leaving black marks another's life. "*

* JR Miller, The Building of Character (New Jersey, AMG Publishers, 1975).

I always remember these sobering words, thinking about his father's influence on children. On my desk is another gift - frame, which placed these words:

Kid coming after me

I have to be very careful -

In my footsteps is a baby.

I have no right to turn from the straight path

And so he went on a curve track.

Not for a moment, I can not hide from his eyes,

He tries to repeat all my actions,

He says he wants to be like me -

Kid coming after me.

On the way through the summer heat and winter cold

I should not forget for an instant,

What is the life I create the future -

Here's this kid going after me.

 

The best investment in the future - the correct influence that today

Thus, we have found out that the question is not, affect whether you're on someone or not. Affected! It is important to decide what kind of impact you want to have on people. Here are some of Warren Bennis and Burt Nanus, authors of the book "Leaders": "The truth is that the opportunities for leadership - a great many, and they are available to the vast majority of people" *.

You have to believe in these words! The remainder of this chapter will help you become a better leader today and change for the better tomorrow.

* Warren Bennis, Bert Na nus, Leaders (New York, Harper & Row, 1985), 222.

 

Effect - a skill that can be learned

Robert Dilenshnayder, the head of the world-renowned PR-agency «Hill and Knowlton », - one of the leading masters of American art called" influence ", a virtuoso show the wonders of persuasion on the world stage, where there are governments and international corporations. In his book, "The power and influence" Dilenshnayder set out the principle of the "triangle of power." "The three sides of the triangle - writes Dilenshnayder - is communication, acceptance and influence. It should start with effective communication, leading to the approval and endorsement, in turn, gives rise to the influence of "*.

I firmly believe that each of us are able to develop their leadership skills, increasing their levels of influence (see chart on page 37).

* Robert Dielenschneider, Power and Influence: Mastering the Art of Persuasion (New York, Prentice Hall, 1990).

 

LEVELS OF LEADERSHIP

 

Level 1: Status

Status - basic, entry-level leadership. This influence coming exclusively from the office, or title of the post. At this level, there are territorial rights, traditions, protocols and charters. Nothing wrong with these things is not, unless they become the basis for an authoritarian management style, replacing him missing leadership abilities - useless, I must say, the replacement.

The person assigned to this or that position, may have a certain power and the ability to control others, but real leadership - it is something much more than just power, experience, knowledge and adherence to certain rules. A true leader - the one for whom people follow voluntarily and knowingly. A true leader knows that the word "leader" and "chief" means is not the same thing.

The chief command of men, their leader teaches.

Head relies on the power of the leader - the goodwill.

The chief causes fear in people, a leader - inspiring.

Boss says "I", the leader said "we."

The chief blamed for the problem, leading to cope with them.

Head knows how to work the leader - shows the right way.

The chief says, "Go", the leader - "Let's go!".

 

Features of "leader of the ex-officio"

Certainty and stability are not based on talent, but on the position or title. Said that during the First World War, one of the rank and file shouted at General Pershing, not recognizing him in the heat of battle. With horror I discovered my mistake, soldier, trembling and stammering, began to apologize, to somehow soften the inevitable punishment. In response to the general soldier patted on the shoulder and said, "Do not worry, son. Just be glad I'm not a junior lieutenant. " You already knew: the higher the level of influence, the more confidence and a sense of stability.

The first level of influence ("the leader in the post") is often achieved through the appointment.

All the others, higher levels of influence achieved by the individual abilities of the individual.

One well-known baseball coach Leo Darocher led exhibition match. One of the spectators, fans of the opposing team, all the while insulting Darochera, trying to draw him out of himself.

- Hey, Darocher! - The guy yelled. - Tell me, how such a minnows like you managed to climb to the big leagues?

- I was appointed Congressman my state! - Not to be outdone Darocher *.

People follow a "leader in the office" only to the extent of his official authority. They follow orders and do what is required of them, but no more. In the teams headed "leader in the post," morale is generally weak, and if such a leader lacks confidence, his "followers" will not show much zeal - just like a boy, he met with a great preacher Billy Graham. Graham asked the boy how to get to

* E. G. McKenzie, Quips and Quotes (Grand Rapids, Baker. 1980).

the post office. After hearing the answer, Graham thanked the boy and said:

- Come tonight to hear me preach. I'll tell you how to get to heaven.

- Do not go, - said the boy. - You do not even know how to get to the post office!

"The leaders on post" difficult to work with volunteers, "white-collar" and young people. At volunteers, that is, people who perform volunteer duties without financial leverage effect: they do not work in the organization, "a leader in the post" and not for a salary. "White collar" involved in decision-making, do not tolerate the dictatorial leadership style. A youth-formal symbols of power do not make much of an impression.

Almost all of us have learned from childhood that leadership - this post. When we grow up and come into contact with reality, such a belief becomes a source of frustration and disappointment: too many of their own bitter experience that it is only one position by itself does not guarantee the availability of followers. To become a successful leader needs more - the ability to rise from one level of leadership to the next.

 

Level 2: Approval

In the words of Fred Smith, "leadership - is the ability to convince people to work for you even when they do not have to do that." * This is only possible at the transition to the second level of influence. People do not care how many of you know, but they want to know that you care! Leadership does not start with the head, and a heart, the perfect environment for him - not strict rules, and intelligent, meaningful relationships between people.

"The leaders in office" often resort to bullying and intimidation. They are somewhat similar to chickens. Norwegian psychologist Shelderup-Ebbe, exploring the formation of hierarchical relationships in a group of chickens, found that one usually dominates the chicken (she bites everyone, but it does not bite nobody). Chicken, ranked second in the hierarchy, too, are biting all

* Fred Smith, Learning to Lead (Waco, Word, 1986), 117.

except for "Chicken number one." And so on down to the unfortunate "outsider": this chicken pecking at all and sundry, but no one can fight back.

Leader who rose to the level of approval, does not rely on force, but on human relationships. He does not "bite" of the other, and helps them to waste time and energy on meeting the needs and wants of the people. Amitai Etzioni in his book "Modern organizations" had this to say about Henry Ford: "He created the perfect car -« Ford T ", then all other models of cars are not needed. He was totally focused on the production of excellent products and would like to fill up the whole world with their cars. But when it started to come with the words, "Mr. Ford, we would like the car of a different color," he said, "You can get a car of any color if the color - black."It is here that began its decline. " In any case in the first place must be people, their wants and needs.

The man, unable to forge strong and lasting relationships with other people, inevitably soon discovers that he can not long remain a real, effective leader. (See Chapter 7, "Priceless capital leaders: people"). Of course, it is possible to love people and lead them, but you can not lead people without loving them.

Attention! Climbing the ladder of levels of leadership, do not try to jump through the level! Most people just trying to jump level 2: Approval. For example, my husband wants to go from level 1: Status (on the wedding day, he bought a new social status and became a man) to level 3: Productivity. It becomes a great "breadwinner" and provides a great family financially, but it neglects the human relationships with family members - that is, those on which, in fact, kept the family. As a result, the family breaks up, the business suffers. Human relationships create an invisible glue that holds productivity.

 

Level 3: Productivity

At this level of leadership is beginning to happen a lot of pleasant events. Increasing profits, staff turnover to a minimum, people act with enthusiasm, needs are met, the plans are implemented. At this level, the work is literally boiling. To be a leader, influence people - a pleasure, problems are solved with minimal effort, people are regularly updated statistics on the activities of the organization and are proud of its growth. Everyone is focused on results, results - that's the main reason for all the activities.

Levels 2 and 3 are fundamentally different from each other. At level 2, people gather together just to be together, and the other goals are not. But at the level of 3 people gather together to achieve a common goal. They still like to be together, but now they are together for a reason, and for some cases. In other words, they are focused on achieving results.

In one of the film hero Jack Nichols tries to order in a restaurant sandwich with toasted bread, but he refused. Finally found an original way: the hero Nicholson ordered a sandwich of toasted bread with chicken, and then the waitress said, "Instead of mayonnaise - oil ... and leave the chicken itself. " The goal is set, the result is achieved.

Here is an anecdote, which I love very much. One salesman, recently recruited a trading firm, went to his first business trip. The very first message sent by them to the office, threw the head of the department in horror: a new employee could not correctly write two words! "Nashevo product has not been here before, which-that bought tiper paehal in Chekago."

After the first message came second, from Chicago, "I preehal here and sold goods at half a mile."

Head of the department did not know what to do: whether to immediately dismiss ignoramus, whether still leave. With this in mind, he went to the director of the firm. The next morning, the desk manager at the top of the two letters from the new employee was a note from the director: "I kazhitsya vdva that we spend twice as long on grammar than targovlyu. SMAT Rita how it works. Let each prachetaet letters from Dzhonsana that went vkamanderovku and Pradal all Tavare. So you need to work the same way. "

Needless to say, any boss would prefer a subordinate, which is equally good and knows how to write and sell. But we must not forget that many of the "under-educated" people are great to work and achieve excellent results.

Dan Reiland, one of my colleagues once expressed this thought: "Level 1: Status - is the door leading into the lead, and level 2: Approval - is the foundation of leadership."

 

Level 4: Mentoring

According to Robert Townsend, the leaders are "any size, age, shape and condition." Yet the leaders, although they are so different, notice right away. The real leader of the people constantly show excellent results. The greatness of a leader - not in his own strength, and the ability to empower the people around him. Even if it is you have achieved success, but if you have not prepared followers, your victory - a Pyrrhic victory. If the employee's primary goal - to do the work assigned to him, the main task of a leader - to promote the development of people to enable them to do the work assigned to them (see Chapter 7).

Followers of the most loyal to the leader, if he contributed to their personal growth. Notice how the ratio of follower to leader: at 2 follower loves leader at 3 - admires him, at 4 - devoted to him. Helping people to grow as individuals, the leader wins their hearts.

Currently, my team one of the leading roles played by Cheryl Fleisher, though at first she was not social activity. By working with me, Cheryl is gradually becoming more active, and now it successfully contributes to the development of others. Work closely with me led to a positive change in the character of Cheryl and I am sure that she will never forget. Now Cheryl works with people, investing in their personal growth of their time and effort, but it helps not only to them, but I do. I also will never forget the good things that I did for Cheryl.

Circle leaders around you, should consist of people for personal growth that you have a direct connection. In this case, you will be bound by ties of mutual love and devotion as to its immediate environment and with people around your closest allies.

However, when promoting the stairs effects can cause problems. You may not even realize how many new people coming into your organization only recently, see you as "a leader in the post," because they have never met you in person. Keep in mind the following rules:

Through the crowd to go slow. Find a way of personal contact with all members of your organization. I headed to the church community - 5,000 members, and I do everything for a personal touch to each of them:

■ Learning the names of the permanent members of the community brought in the parish books.

■ I distribute cards to members of the community feedback and personally read received messages (every week comes to me filled with about 250 cards).

■ Read all the application forms from those who want to become permanent members of our community.

■ Personally, I read letters from members of the community and tell them.

■ Each year, visiting at least one event to be held by each of our Sunday School class.

Development of key leaders. I constantly kstrechayus with people occupying a leading position in our community, and teach them, and they, in turn, transmit to others received from my knowledge.

Level 5: Personality

In this book, we will not pay much attention to the highest level of influence, so as to reach it one must be a true leader throughout his life. I would like to someday reach that level - I know that it is achievable.

 

RISE BY LEVEL OF LEADERSHIP

Here are a few conclusions about the growth leader.

 

The higher you go, the longer it takes to rise

Every time your job changes occur or when you get into a new circle of friends, you have to start from the lowest level.

 

The higher you go, the higher the level of commitment

This applies not only to you but also those around you. If a leader or a follower do not want to incur additional liabilities associated with higher levels of leadership, the influence of the leader begins to fade.

 

The higher you go, the easier to lead people

Notice what happens when climbing stairs lead from the second to the fourth level. At first, people like yourself, then they like what you are doing for the benefit of common interests (and then - what you do for them personally). At each new level, the followers are new grounds for the voluntary route for you.

 

The higher you go, the more growth

The quantitative and qualitative growth of the organization is possible only when there occurs a positive difference. As you climb the ladder of leadership, these

change comes easier and easier, as other people just will not stop you from making any necessary modifications, but they will help you.

 

Climbing the ladder of leadership, you do not leave the base level

The stairs lead to the other one go. If you go to a higher level, will neglect the bottom, the ladder simply collapse. For example, you have moved from the level of approval (relationship) to the level of productivity (results) and have decided that now you can not take care of people, through which productive activity is made ​​possible.In this situation, your followers can feel that you are just using them to achieve their goals. The higher you go, the deeper and stronger to get your relationship with people.

 

You are at different levels of leadership in relation to the members of the group, which is led by

Be prepared for the fact that people will respond differently to your leadership.

 

To maximize your leadership remained effective, you need to help other leaders in your organization to rise with you

Thanks to the collective influence exerted by the followers of you and the rest of the leaders, the whole organization or group moves together with you in the same direction. If it does not, it is inevitable emergence of different interests, which leads to a violation of unity.

 

SOME FINDINGS

Now we know in general terms what the impact is and how to increase it. In our hands - a road map for climbing the leadership ladder. It should first pay attention to two points:

 

Decide on what level you are now

Keep in mind that in relation to the kinds of people you are on different levels, so the determination of the level of leadership should be as detailed as possible. If you are using the support of the most influential in the organization of people standing at the highest levels of leadership, it creates the preconditions for the success of your own leadership, but if this support is not, you will soon have a problem.

You should know what qualities are necessary for success at every level of influence, and to apply them in practice

The following are some qualities that you need to acquire and develop before you can climb to the next level.

 

Level 1: Position / Rights

■ Good to know their duties.

■ Know the history of your organization.

■ Relate the history of the organization with people coming into it (in other words, to be a "team player").

■ To accept the responsibility.

■ Do your work as best you can.

■ Do more than is expected of you.

■ To offer creative ideas to help improve the work of the organization.

 

Level 2: Approval / Relationships

■ sincerely love people.

■ To promote the success of those who work with you.

■ To be able to look at things through the eyes of other people.

■ To love people more than the process of activity.

■ Grow together with other people.

■ To act so that all the winners out.

■ With wisdom refer to "difficult" people.

 

Level 3: Productivity / Results

■ Initiate and take responsibility for the growth of the organization.

■ Formulate objectives of the organizational activities and follow them.

■ Make their duties and energy an integral part of the overall goals of the organization.

■ Develop the people responsible for the results, starting with himself.

■ Understand that promotes high results, and apply knowledge in practice.

■ each member brings to the business strategy of the organization and presentation of its future.

■ Become "agent of change" in the organization, to be able to manage time.

■ Take the hard decisions that contribute to positive change.

 

Level 4: Mentoring / Reproduction

■ Realize that your most important asset - its people.

■ Give priority to the personal development of people.

■ Be a model for the followers.

■ Pay special attention to the most active 20% of the members of your organization.

■ Provide opportunities for growth for the top leaders of your organization.

■ Being able to attract other successful leaders to work together towards a common goal.

■ Set up around the "inner cool" leaders whose activities are complementary to yours.

 

Level 5: Personality / Respect

■ Your followers are committed to you and are willing to donate.

■ You have dedicated many years of education and training of leaders.

■ You have the social or public figure, counselor, people seek your help and support.

■ The greatest joy for you - to see how people develop and grow as a person.

■ Your credibility is outside your organization.

Each of us - the leader, because each of us to anyone affected. Of course, not everyone can become a great leader, but a better leader than he was before, can be anyone. All you have to answer two questions:

1. Be you own leadership potential?

2. Will you use your leadership abilities for the good of all mankind?

This book is written to help you answer "yes" to both questions.

I and others

Before the end date,

Before the sun sets over the horizon.

My life to be in touch with dozens of other lives

And leave them countless traces of good or evil.

And the desire of all my desires.

Here is my tireless prayer:

Lord, let my life be an assistant of other lives -

Those with whom I was destined to touch *.

 

PRACTICAL TASKS FOR leadership abilities

 

Repetition

1. Leadership - eto________________

2. Five levels of leadership - is:

(1) _______________

(2) _______________

(3) _______________

(4) _______________

(5) _______________

* John S. Maxwell, Be a People Person (Wheaton, Victor, 1989).

3. At what level I am currently against the majority of people?

4. At what level I am currently in relation to others with influence?

 

Practical exercises

1. Write down the names of the five most influential people in your organization.

a) What is the level of influence are you against them?

b) At what level of effect are those people relative to other?

2. One hour per month spend in person with each of the five most influential people in the organization.

3. Two hours per month to spend time communicating with all five key leaders in your organization. This time should contribute to their development. One hour discussion devote a chapter of this book, the second - to work together on the project, contributing to the strengthening of the organization.

4. Repeat the main characteristics of each of the five levels of leadership and highlight three of them, which you are particularly lacking, to pay more attention to work on them.

(1) _______________

(2) _______________

(3) _______________

 

 

Chapter Two

KEY TO LEADERSHIP: PRIORITIES

At a conference I heard these words: "The hardest thing to convince people to rank their thoughts and actions according to their importance." It is the ability to set priorities, in his view, distinguishes the professional from the amateur.

I am convinced that the ability to think through in advance all duties and rank of importance is the main difference between a leader and a follower, because:

■ Practice know how to get what they want.

■ Philosophers know what they should want.

■ Leaders know how to get what they should want.

Success can be defined as the consistent achievement of pre-determined objective. This definition implies that a successful leader needs the ability to establish priorities and the ability to direct the efforts to achieve the goal. I'm sure these qualities - the foundation of any leadership.

Many years ago, studying economics, I read about the "Pareto Principle", or "the principle of 20/80," and began to apply it to their lives. Twenty years later, I found that this principle - the most effective means for setting priorities in the life of any particular person, and in the activity of any organization.

The Pareto Principle

20 percent of the stated goals and objectives make up 80 percent of the results,

IF

you focus your time, energy, money and the efforts of staff in your organization to the top 20 percent of you have set goals and objectives.

TSELIIZADACHI   RESULTS --------------------------------------

 

Pareto principle or the principle of 20/80

The scheme shows that the time, energy, money and labor invested in key priorities persons or organizations (20 per cent of the total number of goals and objectives), yielding 80 percent of all of the results (in the scheme - a continuous line). Time, energy, money and labor invested in the less important goals and targets (in the scheme - dashed line), bring very small fruit.

Examples of the principle of Pareto

Time

20 percent of the time spent giving 80 percent of the results

Counseling

20 per cent consulted leaves 80 percent of the time

Production

20 percent of all products yielding 80 percent profit

Reading

In 20 percent of the text of the book is 80 per cent of its content

Work

20 percent of our work gives us a sense of satisfaction, 80 percent

Speeches

Speech produces 20 percent, 80 percent and experience the effect of its

Every leader needs to understand the action of the Pareto principle in the collective. In particular, 20 percent of the members are responsible for 80 percent of its success. To increase the productivity of the organization, a leader must use the following strategy:

1. Determine the 20 percent of people acting the most productive.

2. Spend 80 percent of the time devoted to contacts with people on the 20 per cent of employees.

3. Spend 80 percent of the funds allocated for staff development for the 20 percent of employees.

Donations

20 percent of people who make up 80 percent of the total amount of money

Leadership

20 percent of people are taking 80 per cent of decisions

Picnic

20 percent of the guests eat up 80 percent of all products!

4. Determine which 20 percent of the entire work for 80 percent of all results. Prepare an assistant and instructed him to carry out 80 percent less productive. This will free you and your best employees from unproductive labor and would focus on the fact that you know how to do best.

5. Ask 20 percent of your best people to organize "on the job training" to become mentors for the other 20 percent of the collective.

We teach others what we know ourselves - do not forget that. We seem to be reproducible. themselves. Like produces like. The lectures and seminars, I often ask the question: "How do you determine 20 percent of the most influential and effective actions of people in the organization?". I propose to proceed as follows. At first, make a list of all members of the organization, and then ask yourself the question: "If this particular person no longer supported me or against me, what can happen?". If you decide that your work is of a rut, then check the person's name in the list. If a person's actions, no matter how offensive to you as they are, can not prevent you to perform the most important job - do not put on the list of marks. Gone through the list until the end, you'll see that noted about 15-20 percent of the total composition. This is the key people in your organization. It should pay particular attention to the development of relations with them, and to send them to the appropriate amount of resources needed for the growth and development of the organization.