SITUATIONAL LEADERSHIP

"To be effective as a leader, it's important to know your group in terms of knowledge, ability, desire and willingness, and be ready to adapt your style to suit the occasion..."

EFFECTIVE LEADERSHIP TRAITS

"Effective leadership traits has to do with HONESTY, in which the leader is real; TALENT, in which the leader is capable; UNDERSTANDING, in which the leader respects subordinates' opinion and praise them for their excellence..."

25 STATEMENTS OF HIGHLY EFFECTIVE LEADERS

"What you say and what you do, affects how you carry yourself and the reality you create about you. So does these 25 Statements of Highly Effective Leaders, shows how people view and accept you as a leader..."

LEADERSHIP QUALITIES

"Effective leaders have many common qualities. Good group leaders make an effort to learn and practise skills so they can be better and more productive..."

10 TRAITS OF EFFECTIVE LEADERS

"Effective Leaders are honest, reliable, credible, approachable, teachable, trustworthy, believers... etc etc etc, please, Read On!"

Wednesday, December 21, 2011

WEALTH CREATION BY BECOMING A LANDLORD

Wealth Creation is a skill that many people attempt to master. Many people attempt to create wealth through real estate investing, but fail to do so because they lack the knowledge needed to become successful.


A very simple wealth creation strategy that you can use to become wealthy is to become a landlord. Becoming a landlord is the classic wealth creation model of real estate investing. Let's assume that you acquire ten properties worth $100,000 each and after renting them out consistently for ten years, they are now worth $180,000 each. Not taking into account the income that you received from these properties over the last 10 years, you would have increased your wealth by $800,000 just off of the appreciation alone. That is why becoming a landlord is a powerful wealth creation strategy.


The concept is simple in theory, but takes good management skills in order to be successful long term. If you can purchase numerous houses, rent them out consistently, and manage them well, then you will be well on your way to creating wealth and financial freedom for yourself. Unfortunately, the reality is that the beginning years can be tough on beginning landlords because generally the expenses on your rental properties will be high and the income will be marginal. Over the years as the income increases the profit generated from these properties can be significant.


Management is really the key to a landlord's success and wealth creation. If you plan to follow this business model and hold these rental properties for the long term, then you must know how to effectively manage these properties, or you must hire a property manager who can properly manage them.


The image of being a landlord strikes fear into the hearts of many aspiring real estate investors. All they can picture are the late night calls from tenants claiming that the toilet is broken. However, this is rarely the case, and for the savvy landlord who hires a property management firm, this is never a concern. The reality is that a well managed property can provide you with a large passive income. You might start off investing in single family houses, but eventually you will want to upgrade to apartment investments in order to maximize your returns. If you are committed to taking the plunge as a landlord, and acquire good properties and manage them will, you can look forward to creating wealth that most people only dream about.


The goal of wealth creation is truly up to you. Study your market and the rental rates in your area and try to find a good property manager. These simple steps will put you on the right path to wealth creation by becoming a landlord. Hopefully, that this article has been of help to you. If you have questions, please feel free to leave a comment in the section below.


By: Perry Pearson, ArticleBase

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Wednesday, December 14, 2011

WIRED TO BE LEADERS

Research tells us that there are seven brain attributes—thinking and behavioral tendencies—every leader naturally takes advantage of to a greater or lesser extent, and finds they’re effective to a greater or lesser extent depending on the traits of the individuals they interact with. These neural pathways are etched in the brain over many years:


1. Analytical thinking happens in the left hemisphere of the brain and is essential to making more objective, less biased decisions. As a leader, this is the function that helps you look at existing research and data, examine options, and question what will or will not work.


2. Structural thinking also takes place in the left part of the brain and ensures that you come up with a plan that is doable. It is the methodical, sequential process that helps maximize results, and minimize pitfalls.


3. Social thinking is a right-brain tendency that allows a leader to listen, build successful teams, relate to people, and develop and inspire others.


4. Conceptual thinking is right-brain, visionary thinking that jumpstarts innovation. Ideas that connect the dots and come out of left field can invigorate your organization.


5. Expressiveness is a behavior style you use to communicate your ideas. It affects how you relate to people and sets the course for the way you speak with others.


6. Assertiveness is a behavior style you use to put your ideas to work. An effective leader is assertive enough to make things happen, but not so assertive that others are stymied.


7. Flexibility is a behavior style you bring to the way you get things done. It determines not only your openness to other points of view, but also your ability to thrive in undefined (or very defined) situations.


Retraining the brain (especially with years of neurons firing against you) isn’t easy and like Jeff, you may need to pay more attention to what doesn’t come naturally.


If you really look inside your head though, effective leadership is in you!


Source: Yahoo Small Business Advisor

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Monday, July 11, 2011

PERSONAL QUALITIES OF LEADERSHIP

What qualifies a person to be a leader? Most natural leaders don't aspire to be great leaders; they aspire to be great persons. Personal qualifications lead to leadership qualifications. When leaders lead their own lives well, others naturally want to follow.


Consider Mother Theresa of Calcutta, India. It's doubtful she ever said, "I am going to set out to be a great leader!" Yet that is what she became by determining to be the person God created her to be. She developed perosnal qualities that became leadership qualities.


If you want your leadership to last, you must pay attention to following four crucial elements:


1. Character - enables you to do what is right even when it seems difficult.


2. Perspective - enables you to understand what must happen to reach a goal.


3. Courage - enables you to initiate and take the risks to step out toward a worthy goal.


4. Favor - enables you to attract and empower others to join you in the cause.


Source: The Maxwell Leadership Bible, John C. Maxwell

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Sunday, July 10, 2011

FIVE PERSONAL CHARACTERISTICS OF A GOOD LEADER

Posted By: Mayor Timo

1. A good leader has an exemplary character.
It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader “walks the talk” and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads.

2. A good leader is enthusiastic about their work or cause and also about their role as leader.
People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen as part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.

3. A good leader is confident.
In order to lead and set direction, a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members.

4. A good leader, as well as keeping the main goal in focus, is able to think analytically.
Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. While keeping the goal in view, a good leader can break it down into manageable steps and make progress towards it.

5. A good leader is committed to excellence.
Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.

These five personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader.

However, each of these characteristics can also be developed and strengthened.
A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role.

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THE GREAT LEADERS METTLE

Posted By: TimoStevens, 2009


Great leaders know the need to unleash talent. They create a culture that releases the highest talents and contributions of their people.


People make their highest and best contributions when their leaders execute on the following 4 imperatives:


1. Align Systems; Great leaders build the organization's capability to consistently achieve its goals, attract and retain talent, improve work processes, and develop intense customer loyalty.


2. Unleash Talent; Great Leaders tap the full potential and contribution of each individual, respecting all the dimensions of the "whole person."


3. Inspire Trust; Great leaders create personal credibility and earn the legitimate trust of others.


4. Clarify Purpose; Great Leaders work efficiently with others to create a clear and compelling purpose that is focused on customer needs - strategically aligned and financially viable.


"Talented employees need great managers... how long that employee stays and how productive he is while he is there is determined by his relationship with his immediate supervisor," - Buckingham and Coffman (First, Break All the Rules)


Source: The 7 Habits of Highly Effective People, Franklin Covey.



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Tuesday, January 11, 2011

FIVE STEPS TO POWERFUL TEAM BUILDING

1. Abandon the idea that you know it all. 


You don't. No matter how long you've been in business, you can still learn from customers, employees, and vendors.


2. Collaborate, don't dictate. 


By encouraging your constituents to contribute ideas, suggestions, criticism, and feedback, you will give them the sense of teamwork that makes everyone more productive.


3. When visiting customers, listen before you sell. 


People want the opportunity to explain in detail what they need. And they want to know that their vendors value their input and factor it into the product or service.


4. Resist the urge to dominate company meetings. 


Listening to the boss issue a stream of orders isn't a meeting –  it's a one-person show that violates the spirit of teamwork.


5. Give people freedom to make mistakes. 


If you are a military commander, you tell your troops, "Make a mistake and you're dead." But in business, you can make a mistake and have the chance to learn, regroup, and try again – all the wiser from your experience.


Source: Moshe Levy

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10 LEADERSHIP ESSENTIALS

1. Create a positive work environment. 


You set, maintain, and change the tone. Model and encourage a positive one.


2. Set clear expectation. 


Tell people what you expect, when, and how, or your day can be filled with surprises, such as "Oh, you meant today?" Unclear expectations create an atmosphere of unease and frustration.


3. Give clear guidelines. 


As others participate in your organization, give them clear road maps. Don't keep your processes a secret.


4. Delegate. 


The added perspective on a job can create even more substantial results than you might create if it were part of your balancing act.


5. Be enthusiastic. 


Enthusiasm is contagious and creates an energetic work environment.


6. Demonstrate confidence. 


Believe in your product / service and yourself. Others will be far more eager to follow you.


7. Provide necessary resources. 


Ensure that team members can access information and people to help them achieve their goals.


8. Provide training. 


Provide team members with the skills and information to reach their fullest potential. If you want your team to be confident and competent, provide avenues for them to enhance their knowledge and skills.


9. Inspire team spirit. 


Hone your understanding of teams to create a positive atmosphere in which people feel appreciated and inspired.


10. Provide developmental feedback. 


By letting your team know how they are doing, you will propel them to excellence.


Source: Linda Eve Diamond and Harriet Diamond.

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HOW TO LEAD CREATIVE PEOPLE

1. Innovation is the lifeblood of an organization. 


Knowing how to lead and work with creative people requires knowledge and action that often goes against the typical organizational structure. Protect unusual people from bureaucracy and legalism typical of organizations


2. Be vulnerable to real surprise.


3. Be wary of incremental changes – they replace creativity and real innovation.


4. Creative people are loyal to an idea and appear to be nonjoiners. Don't demand unreasonable personal or corporate loyalty.


5. When you have real innovation, don't compromise.


6. Set the example for how to live with eccentricity.


7. Creative people need diverse experiences to do their work.


8. Creative people need constraints.


9. Creative people need to work with others of equal competence.

Source: Max DePree

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LEADERSHIP vs. MANAGEMENT

1. Leaders optimise the upside; Managers minimise the downside. Both together net more.


2. Leaders envision possibilities; Managers calculate probabilities. Both together win more.


3. Leaders focus on the ends; Managers focus on the means. Both together reach more.


4. Leaders focus on the what; Managers focus on the how. Both together do more.


5. Leaders prepare beyond the limits; Managers focus execution within limits. Both together perform better.


6. Leaders generate energy; Managers preserve energy. Both together energise more.


7. Leaders seize opportunities; Managers avert threats. Both together progress more.


8. Leaders are the first ones onto the battlefield; Managers are the last ones off. Both together triumph more.


9. Leaders amplify strengths; Managers reduce weaknesses. Both together develop more.


10. Leaders provide vision; Managers provide execution. Both together achieve more.


11. Leaders do the right things; Managers do things right. Doing both together is the right thing.


12. Leaders drive change; Managers maintain consistency. Both together continuously improve.


13. Leader/Manager distinction: “Leaders plant; Managers weed. Both together yield the greatest harvest.


Source: Bruce Lynn

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MODEL OF A TEAM LEADER

Richard Winfield, Founder of The Brefi Group, lists the following characteristics of a model


1. Know everything – keep on top of your brief and your subject – knowledge gets respect


2. Have clear timelines


3. Give positive feedback in front of others


4. Have a laugh


5. Delegate – very, very important – don't take on too much it gets no-one anywhere


6. Daily stand-up meetings – 2 minutes every morning so everyone knows where they are


7. Weekly retro meetings – feedback on what we can improve every week and make sure it is acted upon


8. Don't stand for any rubbish


9. Listen but in the end it is your head on the block so make let them know it is a good idea but that this time you opt for option...


10. Support them with tasks whenever they have a problem – giving them another resource or working with them


11. Make weak workers work with stronger ones


12. Don't vanish to meetings without letting others know


13. Try and make sure the team gets allocated tasks that they will perform well at – helps you and them i.e. fight their corner.


Source: Richard Winfield

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THE 17 INDISPUTABLE LAWS OF TEAMWORK

1. The Law of Significance: One Is Too Small a Number to Achieve Greatness


2. The Law of the Big Picture: The Goal is More Important Than the Role


3. The Law of the Niche: All Players Have a Place Where They Add the Most Value


4. The Law of the Great Challenge ("Mount Everest"): As the Challenge Escalates, the Need for Teamwork Elevates


5. The Law of the Chain: The Strength of the Team Is Impacted by Its Weakest Link


6. The Law of the Catalyst: Winning Teams Have Players Who Make Things Happen


7. The Law of the Vision ("Compass"): Vision Gives Team Members Direction and Confidence


8. The Law of the Bad Apple: Rotten Attitudes Ruin a Team


9. The Law of Countability: Teammates Must Be Able to Count on Each Other When It Counts


10. The Law of the Price Tag: The Team Fails to Reach Its Potential When It Fails to Pay the Price


11. The Law of the Scoreboard: The Team Can Make Adjustments When It Knows Where It Stands


12. The Law of the Bench: Great Teams Have Great Depth


13. The Law of Identity: Shared Values Define the Team


14. The Law of Communication: Interaction Fuels Action


15. The Law of the Edge: The Difference Between Two Equally Talented Teams Is Leadership


16. The Law of High Morale: When You're Winning, Nothing Hurts


17. The Law of Dividends: Investing in the Team Compounds Over Time

Source: John C. Maxwell

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9 ROLES OF A TEAM LEADERS

1. Provide purpose


2. Build a star team, not a team of stars


3. Establish shared ownership for the results


4. Develop team members to fullest potential


5. Make the work interesting and engaging


6. Develop a self-managing team


7. Motivate and inspire team members


8. Lead and facilitate constructive communication


9. Monitor, but don't micromanage


Source: 1000ventures.com


"Trust men and they will be true to you; treat them greatly, and they will show themselves great." ~ Ralph Waldo Emerson


"The best way to kill creativity in a team is letting the boss speak first." ~ Victoria Holtz

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Monday, January 10, 2011

10 TRAITS OF EFFECTIVE LEADERS

  1. They are honest. This gives them credibility, resulting in the trust and confidence of their people. Credible leaders foster greater pride in the organization, a stronger spirit of cooperation and teamwork, and more feelings of ownership and personal responsibility.
  2. They do what they say they will do. They keep their promises and follow through on their commitments.
  3. They make sure their actions are consistent with the wishes of the people they lead. They have a clear idea of what others value and what they can do.
  4. They believe in the inherent self worth of others.
  5. They admit to their mistakes. They realize that attempting to hide a mistake is damaging and erodes credibility.
  6. They create a trusting and open climate.
  7. They help others to be successful and to feel empowered.
  8. They don't push too much. They encourage members to do more, but know when it's too much.
  9. They roll up their sleeves. They show the members they aren't just the figurehead or decision maker. Members respect leaders more when they show the willingness to work alongside them.
  10. They avoid phrases that cause resentment, reluctance and resistance. For instance, instead of saying you have to do something, effective leaders request or recommend that members do something.



Source: Thomas Gordon, Effective Leadership

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21 STATEMENTS OF HIGHLY INEFFECTIVE LEADERS

1. That’s an excellent idea. (I think I’ll steal the credit for it!)


2. If I wanted your opinion I’d tell you what it is.


3. Since you didn’t say anything I had to assume you agreed.


4. You’re paid to do, not think.


5. What part of “Do as you’re told” do you not understand?


6. Who’s the idiot who came up with that idea?


7. You should be a little more grateful that you even have this job.


8. That is a top priority. As is everything else you are assigned to do.


9. Lucky for you, I found an error in your plan before you made a fool of yourself.


10. That’s why I’m the boss, and you’re not.


11. I shouldn’t have to tell you you’re doing a good job.


12. I want you to think outside the box, (as long as your thinking agrees with mine.)


13. I expect you to be on time for staff meetings. (Even when I’m consistently late.)


14. The next time you decide to use some initiative, make sure you run it by me first.


15. Sorry, but you’ll just have to work smarter, and do more with less.


16. Please – leave your personal life at the door. You’re here to work.


17. I’m in charge. (I don’t have to justify or explain my decisions.)


18. Never talk to “X” without clearing it with me first.


19. You seem to forget who’s most important around here. (Me.)


20. If you don’t like it here, you’re free to leave.


21. I expect your loyalty. (That means, do what I tell you to do at all times.)


What would you add to the list?


Source: GaryWinters.com

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LEADERSHIP QUALITIES

Effective leaders have many common qualities. Good group leaders make an effort to learn and practise skills so they can:


  * listen openly to others
  * offer and accept constructive suggestions
  * give clear directions
  * set and meet deadlines
  * give formal and informal presentations
  * help members identify and solve problems
  * set an example of desired behavior
  * show appreciation of others' contributions
  * show understanding
  * encourage members to exchange ideas
  * handle conflict
  * guide the group in goal setting and decision making
  * delegate responsibilities
  * ask questions of the group to prompt responses
  * create a productive atmosphere


Source: Thomas Gordon, Effective Leadership

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25 STATEMENTS OF HIGHLY EFFECTIVE LEADERS

1. This is excellent work.


2. You’re a valuable member of this team.


3. Help me understand how you reached your conclusion. What are your underlying assumptions?


4. While I don’t yet agree with your position, I appreciate you offering a different perspective. Good food for thought.


5. I can see how you feel stuck between the policy and your sense of what the right thing to do is. Where do you think we should go from here?


6. Do you have the resources you need to complete this project?


7. Let me do a listening check. It sounds like you’re saying…


8. That must have taken some courage to tell me. Thanks.


9. I can’t give you my full attention right now, and that’s not fair to you. Let’s schedule a time that’s good for both of us.


10. How are things, generally speaking? How are you doing?


11. I’ve interrupted you. Please continue.


12. When we add that to your plate, what needs to come off?


13. Next time, what could you have done differently? What could I do differently?


14. Do you feel heard?


15. I’m pretty sure this will feel like an unreasonable request, and I wish I didn’t have to make it. Let’s talk about why I’m asking you to do this.


16. It’s a pleasure having you as a colleague.


17. You’ve been putting in a lot of long hours lately. What can we do to restore a sense of life balance?


18. It’s clear you’ve given this a lot of thought.


19. That’s a terrific insight. I’m moving my stake.


20. It feels good knowing I can rely on you.


21. What’s the lesson we should take from this experience?


22. What part of this do you think I should be held accountable, and what part do you think belongs to you?


23. I know you didn’t agree with this decision, and I’m grateful that you gave it your full support after it was made.


24. What priorities are you struggling with right now, and how can I help?


25. I’ve got some ideas on how you might proceed, and I want to hear yours as well.


What these comments tend to have in common is:


  * They convey the experience of being heard
  * They demonstrate authentic caring
  * They acknowledge that the leader doesn’t always know everything.
  * They reveal a leader who believes his or her staff is comprised of real people, who are actual grown ups.


What would you add to the list?




Source: GaryWinters.com

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Wednesday, January 5, 2011

SITUATIONAL LEADERSHIP

Throughout the years, there have been many leadership style theories identified. Basically, the autocratic leadership style has gone out of fashion in recent years, though certain situations, such as emergencies, still call for its use. 


One popular theory is called "situational leadership." No one style of leadership is appropriate for every occasion or situation. The most effective style to use depends upon the situation and whether the group members are willing and able to take on the responsibility. To be effective as a leader, it's important to know your group in terms of knowledge, ability, desire and willingness, and be ready to adapt your style to suit the occasion. 


The telling leader - This leader "tells" the members what to do and doesn't worry too much about the feelings or relationships within the group. This is appropriate where members are new, inexperienced, lacking in confidence or need a lot of help and direction in order to get the job done. The leader should give clear directions and provide follow-up and feedback. 


The selling leader - This leader often needs to "sell" or persuade the group to "buy into" a job. The group is a little more responsible or experienced, but direction and guidance by the leader is still needed at this level. The leader should explain the decisions and give a lot of opportunity for clarification. 


The participating leader - The leader and the group members participate in making the decisions and carrying them out together. The group has the ability to do the job, but might lack the confidence to carry it out on their own. The leader puts more emphasis on the group relationship than on the task to be done. They encourage and compliment the members. 


The delegating leader - The leader trusts the group to decide and carry out the responsibility on it's own. The members have the desire and are experienced and capable of doing the job. The members are responsible for directing their own affairs. 


Source: Thomas Gordon, Effective Leadership

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HOW TO BE AN EFFECTIVE LEADER

  * Communicate clearly and routinely. 
Lay out your company goals and principles in a mission statement and keep sharing your vision with your employees.
  * Involve employees in setting objectives. 
Give them feedback on how they are progressing toward meeting those targets.
  * Give your people authority, then hold them accountable. 
But don’t go after them personally when things go wrong. Find out first if the process is at fault.
  * Be accountable yourself. 
Install an advisory board or executive team to help you make good strategic decisions and give you feedback on your own performance.
  * Be trustworthy and extend trust to your employees. 
That will help you earn their loyalty and strengthen your company.


Source: Score.com

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Tuesday, January 4, 2011

TOP 10 LEADERSHIP LESSONS

Lesson 1. Leadership is everyone’s business.
Lesson 2. Credibility is the foundation.
Lesson 3. Personal values drive commitment.
Lesson 4. You either lead by example, or you don’t lead at all.
Lesson 5. Looking forward is a leadership prerequisite.
Lesson 6. It’s not just the leaders vision.
Lesson 7. Challenge provides the opportunity for greatness.
Lesson 8. Leaders are team players.
Lesson 9. Leadership is a relationship.
Lesson 10. Caring is at the heart of leadership.


Source: J.D. Meier, Sources Of Light

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