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The Leadership Strategy: An Unmined Comstock Lode of Results
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| Wednesday, December 17, 2008 |
During the Second World War, Winston Churchill had a framed inscription on his desk that said: "It's not enough to say that we are doing our best. We must succeed in doing what is necessary. "
The world demands results. Good intentions and promises are to use. And one of the best ways for any leader to achieve results is to develop a strategy, which is a plan, a method or a series of actions for achieving a goal or outcome . It does not matter what job you have or how many people you lead, if you do not come grappling with the challenges of development and implementation of strategies, you limit your ability to get results.
In a sense, strategies are banknotes, the payment is due on demand. One reason for their becoming less and less worthy than the supply is not supported by a strategy of leadership.
Leadership Strategy - have you heard? I bet you did not. For one thing, it is not taught in schools. And for another, even in the unlikely event that you have heard of him and know what it is, you probably do not know how to get there.
In this article I will show you what a leadership strategy is and how to implement it. It may be much larger than the standard of your business strategy.
Whereas business strategy is to gather around a central body functions, organizing concepts, a strategy of leadership, on the other hand, seeks to obtain, organize and direct the heart of the appointment of persons must fulfill the strategy.
The strategy is sailing, the strategy of market leadership ballast. Without a Leadership Strategy, most business strategies capsize.
To understand what a leadership strategy is, look at your past activities of leadership.
Divide a single sheet of paper into two columns labeled A and B. At the top of the column to write "(or organizational) strategies." The top of column B write, "Leadership Strategies" - in other words, what strategies were used to obtain people's sincere commitment to carry out business strategies?
Consider strategies your organization has developed in recent years. They could be the product strategies, service strategies, growth strategies, sales strategies, marketing strategies. You do not have to explain it in detail, just give each strategy a tag and write tag.
Did the list in column A match the ads in column B? Is there all the ads in column B? This gap between what is in column A and what was in column B is a killer gap. This means that business strategies have not been complemented by strategies of leadership. And when that happens, the results suffer.
I do not care if you lead three people, three hundred or three thousand more. I do not care if you're in sales, you are a factory supervisor, a marketing manager or a COO, CFO or CEO. You will need a leadership.
And if you do not think you need some sort of strategy, think again. Whatever the work you are doing takes strategic thinking. In fact, make a habit of watching what you do in the strategic plan gives you a great advantage in your career advancement.
The roots of the word "strategy" from two German words, the first meaning one or more camps over the army and then the second word meaning "to drive." In other words, a strategy provides guidance to the 'organization and strength to another body dispersed.
Most entrepreneurs are of a quality development strategies. They learn in schools. But I bet that the 9999 heads of 10,000 do not know what a leadership strategy is, let alone how it is a business strategy.
Leadership strategies are not taught in schools because these strategies are not meaningless in the abstract formulations or case studies, but what can not be taught but must be experienced, process and relationship.
And if you have not thought of a strategy for leadership before, start thinking now, because it can boost your career in many ways. Most leaders develop their strategies in bunkers, without taking into account those outside the bunker who have to implement. Unwittingly, they buy into the "fallacy of automatic reciprocity" - the belief that their dedication to the cause is automatically reciprocated by the people they lead. It is a mistake because reciprocity is not automatic . It can not be controlled. It must be nurtured and won.
Here are the five stages of developing a strategy for leadership.
(1) Understand your business strategy. There are many books and courses on developing business strategies. I do not want to reinvent the wheel. Suffice it to say clearly, you must develop this strategy.
(2) identify the dream (s) of your cause leaders.
Why do I say "dreams"? Far from being fluff, dreams are the things difficult, the results measured are made of.
Watch as follows: Leadership is the motivation or is stumbling in the dark. The best leaders are not for people to work, the best leaders motivate people to want to do the job.
The problem is the vast majority of leaders not to plunge into the depths aspects of human rights and motivation are not able to motivate people effectively.
Go to the objectives and goals and aspirations and ambitions and you click on the basis of motivation, the dream. Many leaders fail to take into account.
The dreams are not objective and goals. The objectives are the results towards which efforts are directed. The realization of a dream may contain goals, which can be milestones towards the realization of dreams. But the achievement of a goal does not necessarily lead to the realization of a dream.
For example, Martin Luther King did not say, "I have a goal." Or "I have a goal." The power of this speech was in the "I have a dream".
Dreams are not aspirations and ambitions. Aspirations and ambitions are strong desires to do something. King said he has not had an aspiration or ambition ".... that one day this nation will rise up and live the true meaning of its creed: 'We hold these truths to be self-evident, that all men are created equal. " He said he had a dream.
If you are a leader speaking to people's aspirations and ambitions, you talk about something that motivates them, yes, but you are not necessarily tap into the heart of their motivation.
After all, or you can aspire to be ambitious to achieve a dream. But his desire and ambition May also be connected to things of lesser importance that dream.
A dream embraces our most cherished desires. It embodies our very identity. We often do not feel respected as human beings, we realize that our dreams.
If leaders are avoiding people's dreams, if leaders are simply setting goals (as important as goals are), they lack the most potential to help these people to take strong action to achieve great results .
I teach leaders to get their bodies in the realization of "more results faster, permanently." To do this, you must first take the trouble to understand the dreams of people you lead.
(3) Creating a shared dream. If your vision of where you want the organization to go and their dream of where they want to go are shared, you call a dream shared. In addition, you can not take the next step, unless you have developed a shared dream.
Watch as follows: The crucial issue of the leadership strategy is not the motivation of leaders. As a leader, you must be motivated. If you're not motivated, you should not be the first. The crucial question is: Can you transfer your motivation to the people so that they are as motivated as you are?
(By the way, the dream shared is not "win / win." As you see, there is much deeper and richer than the relationship itself "win-win" for the difference in win / Win ", the dream shared is a course on the relationship process arising mutually beneficial expectations and solutions.)
(4) Turn the dream shared in a leadership strategy. The leadership strategy is the dream shared by a clear action plan.
In the action plan, identify the steps that lead you to dream shared. The first step is complete in May, rigorous identification of the needs of the cause of leaders and how those needs fit into the corporate strategy. (Remember, you can use this process with a number of leaders of the facts. Just the scale until the number you need.)
Churchill was right, "... we must succeed in doing what is necessary."
And one of the best ways for any leader to get people to succeed in doing what is necessary is to combine a business strategy with a strategy of leadership.
© 2005 The Filson Leadership Group, All rights reserved.
Permission to republish: This article May be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live in Web site link. Email notice of intent to publish is appreciated but not mandatory by mail to: brent@actionleadership.com
The author of 23 books, Brent Filson of recent books are the leaders TALK: the biggest TOOL and 101 WAYS TO GIVE great leadership talks. He is the founder and CEO Filson Group, Inc? and more than 20 years has been to help the leaders of major companies worldwide get audacious results. Sign up for his free leadership e-zine and get a white paper: "49 possibilities of action results" in http://www.actionleadership.com |
posted by neptunus @ 5:32 PM
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