Executive Coaching To Discover Your Purpose - Purpose-Driven Work

By Maynard Brusman

Discovering True Meaning at Work

I work with a lot of clients including lawyers who love their work. A number of my clients like their job, but want to find deeper meaning in their work However, I see a lot people in my career and executive coaching practice that want to transition to something that is more satisfying.

Transforming your work and life involves discovering your identity, purpose and deepest-held values. It takes a lot of hard work and self exploration. Gaining self-insight into what you are meant to be doing takes a lot of courage and commitment.

In an over thirty year career, I have developed a very powerful process to help people discover true meaning at work It may mean finding new and creative ways to rekindle your commitment at your current work Alternatively, it may require taking a completely different path.

Are you doing work that you love? Maybe you were destined to go on a different journey.

People working at all levels are seeking to find true meaning in what they do. There is a struggle to find what engages one at work at the deepest level.

The nature of work is changing in our world today. Job security is gone. The rapidly changing world of work causes many of us to ask ourselves questions such as, What is the true meaning or purpose in my work?

Here are four critical questions that are worth asking:

1. What is my purpose at this workplace?

2. How can I bring more meaning to my work?

3. Is this job aligned with my purpose?

4. Are my values in aligned with the values of this organization?

Working with a seasoned executive coach trained in emotional intelligence and incorporating leadership assessments such as the BarOn EQ-i and CPI 260 can help you become a purpose driven leader. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become happily engaged with the strategy and vision of the company.

Dr. Maynard Brusman is a consulting psychologist, executive coach and trusted advisor to senior leadership teams.

We provide strategic talent management solutions to select and develop emotionally intelligent leaders and lawyers.

The Society for Advancement of Consulting (SAC) awarded two rare "Board Approved" designations for Dr. Maynard Brusman in the specialties of Executive/Leadership Coaching and Trusted Advisor to Attorneys and Law Firms.

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keywords: executive coaching | leadership development | emotional intelligence | purpose | coaching | engagement

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9 Benefits of Executive Coaching - Increasing Productivity!

By L. John Mason

Why executive coaching? Because study after study shows that coaching works! Executive Coaching is an effective tool for organizations and their key people in making changes in both the direction and impact of their work. It is a cost effective way to assist your key personnel to develop their skills in leadership, communication, strategic planning & implementation, focus and accountability.

The focus of the coaching relationship is on the client, on what the client wants to have happen, and on what will help them to achieve it. There is no other relationship that consistently offers this extraordinary level of support and encouragement. The coaching relationship is often described as "having your own personal navigator for the journey: someone who will help you find your way and stay on course". Many business and professional people describe having a coach as their own "secret weapon", someone who keeps them focused and on track toward their goals when the tendency otherwise might be to lose energy or become distracted.

How Can Executive Coaching Help You?

1. Gain clarity about and maximize your strengths.
2. Gain ongoing encouragement and accountability toward reaching your goals.
3. Reach higher levels of performance and results.
4. Become the leader you have always wanted to be.
5. Identify and align your life and work with your values.
6. Set and achieve individualized personal and professional goals.
7. Thwart your "inner critic" and other stumbling blocks which have previously sabotaged your success.
8. Develop and sustain balance between work and personal life.
9. Apply concepts from international research on positive psychology to learn how to become happier and derive more satisfaction from your life.

Excellent Areas for Executive Coaching Include:

? Maximizing performance and results at work
? Developing, and fully utilizing a strong, highly engaged staff
? Successfully modeling and managing the challenge of change
? Starting a new area of business or expanding your current business in new and innovative ways
? Becoming more organized and in control of your time and space
? Preparing for or successfully navigating a career transition
? Developing new energy and stamina by becoming healthier, losing weight and changing your lifestyle for good
? Creating more joy, and revitalizing the passion in work

Executive and Corporate Coaching is for Increasing Productivity:

? Human Resources Departments interested in hiring external coaches
? CEO's, executives, managers and other professionals who would like a coach
? Companies looking to launch a coaching initiative
? Initiatives to prevent and/or cure burnout
? Companies wanting the support of a coach in any of the following: Strategic planning, process re-engineering; creating a compelling vision; launching and developing teams; or 360-degree reviews.

L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Success & Executive Coaching and Training. Conact Dr. Mason to discuss your specific requirements and to receive a tailored proposal for your organization.

Please visit the Stress Education Center's website at Management Coaching-Training for articles, free ezine signup, and learn about the new telecourses that are available. If you would like information or a targeted proposal for training or coaching, please contact us at (360) 593-3833.

If you are looking to promote your training or coaching career, please investigate the Training-Certification Program for a secondary source of income or as career path.

keywords: coaching | management | business | communication | executive coaching | manage | success | leadership | productivity

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Leadership Development - Leadership Styles and Training

By Robin Chandler

What makes a good leader?

Leadership development

Ever since we started Impact Factory, lo these many years ago, we have struggled with the whole notion of leadership development or leadership training. Indeed, we have resisted writing about it in much detail because the subject is so subjective.

Are leaders born or made? Can you use management leadership training to give leadership skills to someone who isn't leadership material? How is it done?

Given that we're being asked to create a lot more leadership programmes of late, we decided we'd take a hard look at just what makes a good leader.

Even of you don't think of yourself as a leader, you will have areas in your life where other people look to you for leadership. So here are some essentials qualities and skills you need to be a good leader in whatever leadership arena you're in.

Leadership training

Training is a misnomer when applied to leadership. Any leadership development programme has to include at least a passing reference to the following:

Introduction to the concept of leadership behaviours Discussion and debate about leadership A widening of the definition beyond traditional leadership stereotypes Personal understanding of individual leadership qualities and strengths The difference between leadership and management A look at how people perceive, their perception is their reality Assumptions and their effect on how people see the world What are your terms of reference and seeing the bigger picture Personal patterns and beliefs A look at the elements that have influenced and shaped the participants Establishing ownership of individual's leadership behaviours

A programme needs to be designed around the development of the individuals involved rather than towards competencies identified as required by the organisation.

Leadership style

What does a leader look like?

No cookie cutter models here. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When someone is committed to, and practises using their leadership capabilities at all levels in their life, then they can and will develop their own potential as a leader.

There is a tendency, in our Western culture, to see Leadership as synonymous with white, middle class, male, in charge. There's a kind of unspoken template of what leadership is supposed to look like. Now we know that isn't true. Leadership can and does come in many different shapes and forms.

Good leaders don't conform to a template. Indeed, leaders are people who don't usually follow the party line. They have an edge to them, they get up people's noses sometimes, they make decisions - lots of them - that often others don't like. They say the things that need saying in a way that others understand.

Don't let the picture get in the way

However, it is important to acknowledge that people developing their leadership skills are often hampered by their picture (or other people's picture) of what a leader is supposed to 'look' like.

This is when it's important to understand that the role of leader is not only completely individual (remember, they don't fit a mould!) but also has to be worked at with belief and will and determination by the person occupying it.

It's different for everyone

Not only that, leaders will be experienced differently by the individual people they lead. One getting encouragement, another understanding. That, of course, will be due to the leader's ability to see what each person needs (more on this later).

In addition, not every leader is going to be a great leader in the sense that the world around them acknowledges their leader status. Many leaders get no 'public' recognition, only their personal satisfaction of a job well done.

Leadership theory

Seeing the Big Picture Vision

When the 'vision' word is used it usually means that someone has an idea of what the future could look like and a plan to get there. No point painting rosy, pie in the sky pictures ('we'll double our turnover in a year; we'll create international markets; we'll be number one in the UK', etc.) if pie in the sky is all they are.

More like, 'we could double our turnover in a year, this is how we could get there, this is what I expect from everyone in the organisation to help us get there and any new ideas are welcome.'

The ability to see

There is one essential quality for anyone in any position of leadership: the ability to see what is going on. Seeing is clarity. Seeing in the 'wood for the trees' kind of way.

We've heard the following phrase from a number of people throughout the years and it's a good one - get your attention off yourself and on to whatever is going on.

What you'll see

Here's what you'll be able to see if you do that: you'll be able to see things from other people's points of view; you'll be able to understand what's going on for them. You'll be able to see what other people are capable of and how to help them achieve it. Most importantly, you'll be able to see the whole picture not just your little bit of it.

Leadership skills

What makes you tick?

Know thyself. To be able to see you need a clear understanding of what has made you the way you are and what has shaped and influenced your life. The clearer you are about what motivates and affects your behaviour, the clearer you will be able to see what is going on with other people.

You didn't spring fully formed from Zeus's head - many things have affected you over the years. A good leader is proud to acknowledge role models, people, places, things, etc, which have inspired them.

You can't do it alone

Any good leader worth their salt should be able to name 100 people, places, things, right off the bat. Why? Because they know themselves well enough to acknowledge who has supported and inspired them along the way, and what support they still need to get things done.

Leadership quality

Qualities

Think about what qualities your role models have that are attractive to you, that make them inspiring. Now, putting aside modesty, false or otherwise, think about what qualities they have that you also have. You have to know who you are and accept that you have outstanding qualities - leaders are able to do that.

Beliefs, rules and patterns

How well do you understand the rules, beliefs and patterns you have created in your life so far? Everyone's got 'em.

They can be the simple kind of rule - you should brush your teeth twice a day. They can be the more complex kind - you should treat everyone the way you expect to be treated. Beliefs can be things like - I believe everyone should be fair. And patterns can be as simple as going to and from work the same way every day.

When identifying your rules, patterns and beliefs see if you can avoid putting a value judgement on whether they are good or bad; this is far more about seeing just how well you understand your own behaviour.

Leadership management

Moving things forward Innovative thinking

Leadership requires innovative thinking; it requires people making positive and inspiring impacts; and it requires them to be able to motivate others. What is needed is an ability to think and act 'out of the box'; out of the accepted or 'right' ways of doing things.

The culture of tomorrow will be one where change and innovation are the order of the day. Out of the box thinking and identifying future needs go hand in hand.

There's no such thing as 'can't do'

'Can't do' is an alien concept to a real leader. Leaders get things done. They have commitment, persistence, determination and resilience. Couple all of that with creative problem-solving and you have a person things happen around.

What we mean, is that no matter what their personality, there will be a kind of buzz around them; things change when they're around; indeed, things might even get shaken up when they're around. It isn't always comfortable being around leaders.

You can't stay stuck

Along with a 'can do' attitude, is an ability to move things forward. When others get bogged down, good leaders know how to motivate and inspire the people around them. They are willing to take risks and stand up for what they believe. They want to get things done and bring people along with them.

Development training

Can training develop leadership skills?

In our view, you cannot 'send' someone on a leadership programme who doesn't want to be there and expect them to become a leader. It's not like the reluctant presenter who gets sent along to a course and finds out that it's not so bad after all. If your prospective leader isn't fully engaged in the process, sending them along to be 'taught' leadership skills will be a waste of time and money.

If you fall into that category, then no amount of leadership training is going to develop your skills.

However, if you have to step into a new leadership role, or there are greater expectations of how you manage people, or you've become a project leader, and you have a willingness to develop and take on new skills, then it's really possible to give yourself a leadership boost. Everyone can develop their capacity to lead, from church committees to local pressure groups to business teams to political parties. When you are committed to, and practise using your leadership capabilities at all levels in your life, then you can and will develop your own potential as a leader.

Management training

We believe there is a real difference between management and leadership. You don't need to be a leader to be able to manage other people. However, to be an outstanding manager, you do have to have some of those essential skills and qualities that are necessary in developing as a leader.

Even if you are a manager with no major aspirations of leadership, there will be people who will turn to you for leadership, whether you like it or not. Therefore, when looking for training to develop your skills, it might be a very good idea to look at leadership courses as well as management courses.

Leadership courses

There are scores of courses available calling themselves Leadership Training, Leadership Development, Leadership Skills, etc. We cannot judge just how good they are, but if you think about everything you've read so far and feel in synch with our sentiments, then that's what you need to look for: courses that incorporate a clear approach to developing leadership skills.

Earlier in this document we outlined some of the things to look for in a Leadership Training Programme. Add to that list a few more essentials:

How to initiate leadership behaviours Understanding how commitment works Leading by example Influencing skills Empowering and motivating others Thinking on your feet Handling yours and others' stress

In our view, really good leadership courses need to incorporate all of these elements to be truly effective. Equally important, a programme needs to be relevant to your specific leadership needs and not something off the peg.

This is why Impact Factory only delivers tailored leadership training; so that each and every course fits the organisation to a 'T'.

In conclusion:

Expect the unusual, the quirky, the non-conformist, the doer, the inspirer and you've got yourself a leader. To become one or to develop your leadership skills you have to be fully engaged in the process of development and just like everyone else, you have to practise, practise, practise.

Key Learning Points:

The power of aligning personal motivation and business objectives The capacity of strong well expressed beliefs to motivate others Communication is far more than just words Leadership is not just about getting people to do what you ask It is far more about seeing what is needed and carrying people forward with your vision Being able to create the impact you want Expanding your spheres of influence Being able to talk to people in terms they understand Using appropriate language The relevance, development and use of personal style Putting across concepts and ideas with ease and flair The value of creative risk-taking and "out of the box" thinking Making sure projects move forward without having to do all the work yourself.

Jo Ellen and Robin run Impact Factory who provide Leadership Training and Development, Public Speaking Presentation Skills, Communications Training and Executive Coaching for Individuals.

keywords: leadership development | leadership training | leadership skills | leadership style

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Leadership: One Quick And Easy Thing You Can Do Right Way To Improve Your Results

People who want to lose weight search for a magic program that will let them lose weight without changing how they eat or whether they exercise. Late night infomercials tout systems that will turn you into a millionaire overnight. We crave magical solutions that are quick and easy and produce big results.

Well, I haven't found any magic diet programs, and I never saw a get-rich-quick program that really worked, but I do know one "magic" thing you can do to improve your results as a leader.

It doesn't require any special equipment. You don't have to take an expensive seminar. It won't take you a long time to learn.

Here it is. Show up a lot.

Sounds simple, right? How could something so simple possibly produce an improvement in your leadership?

Show up a lot so your arrival won't be an event. If you only show up to deliver big news, the people who work for you will erect their defensive shields as soon as you appear on the horizon.

Those defensive shields make communication tough. But if you show up a lot, then your appearance is just a normal part of how the world works. The shields stay down and communication can happen.

Show up a lot to learn about your people. Reports and statistics won't get the job done. You need to see your people in action to understand them. Show up a lot and you'll learn all about what they do well and poorly.

Show up a lot so your people can learn about you. The best way for them to do that is by seeing you in person.

Show up a lot so you can tell people what's important. You should have crafted your one or two simple messages about the mission and your people's part in achieving it. Show up a lot and you get more opportunities to share those messages.

Show up a lot so you can make small course corrections. Your life as a leader will be easier if you can make lots of small course corrections instead of a few big course corrections.

Remember, most effective supervision happens in the cracks in the system. Show up a lot and you've got lots of opportunities to make things right.

Show up a lot to learn about the real world. The real world doesn't come to you in your office, neatly formatted into reports. If you want to get an unfiltered look at reality, get out of your office and around the people who work for you.

But how much is "a lot?" The best answer to that question is: "More than you're doing right now."

Make it a priority to get out among the people who work for you. Don't just swoop in then swoop out, either.

To get benefits from showing up you have to stay and watch and listen and communicate. You have to take every encounter with someone who works for you as an opportunity to communicate, coach, encourage, and correct.

Don't expect instant trust. If you haven't been showing up much, your people will probably not trust you when you suddenly start acting different. It will take time for your behavior to change their expectations. Hang in there. The benefits are worth it.

Showing up a lot is an easy concept to grasp, but you have to turn it into a habit. That takes time, a month at least, but probably more. And it takes effort and attention. In the beginning, you'll probably need to schedule your "showing up" time.

Showing up a lot won't help you lose weight or turn you into a millionaire overnight. But it just might be the one "magic" behavior that will make you a better leader.

Leadership: One Easy Thing You can do Right Away to Improve Your Results

People who want to lose weight search for a magic program that will let them lose weight without changing how they eat or whether they exercise. Late night infomercials tout systems that will turn you into a millionaire overnight. We crave magical solutions that are quick and easy and produce big results.

Well, I haven't found any magic diet programs, and I never saw a get-rich-quick program that really worked, but I do know one "magic" thing you can do to improve your results as a leader.

It doesn't require any special equipment. You don't have to take an expensive seminar. It won't take you a long time to learn.

Here it is. Show up a lot.

Sounds simple, right? How could something so simple possibly produce an improvement in your leadership?

Show up a lot so your arrival won't be an event. If you only show up to deliver big news, the people who work for you will erect their defensive shields as soon as you appear on the horizon.

Those defensive shields make communication tough. But if you show up a lot, then your appearance is just a normal part of how the world works. The shields stay down and communication can happen.

Show up a lot to learn about your people. Reports and statistics won't get the job done. You need to see your people in action to understand them. Show up a lot and you'll learn all about what they do well and poorly.

Show up a lot so your people can learn about you. The best way for them to do that is by seeing you in person.

Show up a lot so you can tell people what's important. You should have crafted your one or two simple messages about the mission and your people's part in achieving it. Show up a lot and you get more opportunities to share those messages.

Show up a lot so you can make small course corrections. Your life as a leader will be easier if you can make lots of small course corrections instead of a few big course corrections.

Remember, most effective supervision happens in the cracks in the system. Show up a lot and you've got lots of opportunities to make things right.

Show up a lot to learn about the real world. The real world doesn't come to you in your office, neatly formatted into reports. If you want to get an unfiltered look at reality, get out of your office and around the people who work for you.

But how much is "a lot?" The best answer to that question is: "More than you're doing right now."

Make it a priority to get out among the people who work for you. Don't just swoop in then swoop out, either.

To get benefits from showing up you have to stay and watch and listen and communicate. You have to take every encounter with someone who works for you as an opportunity to communicate, coach, encourage, and correct.

Don't expect instant trust. If you haven't been showing up much, your people will probably not trust you when you suddenly start acting different. It will take time for your behavior to change their expectations. Hang in there. The benefits are worth it.

Showing up a lot is an easy concept to grasp, but you have to turn it into a habit. That takes time, a month at least, but probably more. And it takes effort and attention. In the beginning, you'll probably need to schedule your "showing up" time.

Showing up a lot won't help you lose weight or turn you into a millionaire overnight. But it just might be the one "magic" behavior that will make you a better leader.

Leadership: Is Mentoring For You?

If you are considering mentoring a younger person, here are some things to think about.

Make sure that mentoring is for you. Most effective mentors truly, deeply enjoy helping younger people grow and develop. Make sure you're likely to enjoy the process before you take it on.

Make sure you have the time and flexibility. If your schedule is already overloaded or you're under stress at home, you might want to consider holding off on a mentoring commitment until things are a little less hectic.

Make sure you know what you bring to the table. None of us is good at everything, but every one of us is really good at something. If you know what you're good at and what other things you may bring to the table, you're more likely to be successful.

In his excellent book, Winning, Jack Welch says that "There is no one right mentor. There are many right mentors." From your perspective, that means you don't have to do everything. You aren't the only place that your protégé should get help.

Make sure you know what kind of people you like to work with and which ones are hard for you. Mentoring should be a pleasant relationship for both of you.

Make sure you know what you expect from your protégé. It's a good idea to tell him or her what you expect them to do. Clear expectations are vital to a mentoring relationship.

Make sure you know that a good mentoring relationship should be a good experience for both of you. You should both enjoy it. You should both grow and develop. And you should both make a friend for life.

Mentoring can be one of the most rewarding experiences of your career or it can be a frustrating and time-consuming trial. Make sure you know what you're getting into.

Leadership Training - All You Need To Know About It

Leadership training is of paramount importance to those who aspire to be good leaders and stand tall among others. Leadership training improves communication skills and other qualities that are key to becoming a successful and confident leader.

Effective leadership training also entails helping individuals form an enterprising and immensely focused group. The leadership qualities assist an individual in making sure that members of the group function jointly in an efficient and constructive manner. Leadership training helps a leader to imbibe a sense of optimism in the group to which he belongs. The group’s members are guided by the leadership virtues of the key man.

The introduction of a successful leader into a management team is a good investment for any organization. Leaders visualize plans, inspire subordinates and plan the required course. Leadership skills comprise of various qualities such as optimism, commitment and the ability to use power effectively.

Leadership training is significant, not only in the world of business, but even in the worlds of sports and medicine. Leadership training is essential for the social and economical set-up of any business. Leadership skills in managers are important ingredients in company's expansion. These skills are best acquired with the help leadership training. Democratic, autocratic and laissez-faire are the different approaches to leadership training. Each of these is unique and inculcates leadership skills based upon distinct operational patterns

A majority of times it has been observed that, despite possessing leadership skills, a person cannot flourish. This inability to come out in flying colors stems from the fact that the person is not conversant with the subtle techniques that help bring out the leader in him.

Individuals aspiring to be successful leaders may at times find that their efforts are undermined despite their best efforts. This is due to the fact that the individual lacks the motivation to overcome his obstacles. A proper and suitable training in leadership skills often helps one to overcome these barriers.

Training programs are tools that help in the application of leadership skills at work. These skills could have been acquired at leadership skills classes, seminars or read. Individuals as well as organizations specialize in offering leadership training in various fields. There are many organizations that offer online leadership training also. Some of these organizations are even willing to reimburse the money paid for a leadership seminar, if the result is not satisfactory. Leadership training programs are expected to use core and widely agreed upon features of leadership, to bring out the best in people. Leadership involves vision and the ability to influence people and motivate them to work towards it.

Leadership training can be profitable to businesses in a number of ways. It helps to educate the employees, improves their performances and reduces staff attrition. This is beneficial to organizations, as it reduces the cost involved in constantly hiring new employees. It also helps in developing high performance teams. The participants gain a sense of power, which is, the power to guide others and the organization in the right direction, successfully.

Leadership Talent: Winning The Succession Wars

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today.

Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full?

To make matters worse, the global and more dynamic economy of the 21st century requires executive talent with a more complex skill set:

* Greater technological literacy
* A sophisticated understanding of global marketplaces
* Multicultural fluency
* Relationship savvy, with extensive networks of alliances and stakeholders
* Leadership skills over a delayered, disaggregated and virtual organization

Succession Planning in the 21st Century

In response to these challenges, organizations have a renewed interest in succession planning systems. While these systems functioned merely as replacement charts in the past, and were HR executives' function, there are two critical differences today, emphasizing:

1. Leadership development at all levels (not just senior executives)

2. Responsibility and involvement for leadership development within the work group, with the person's manager and team members (and no longer an HR function)

Distinct Leadership Levels

Most development models fail to consider leadership requirements at all levels. As a person is promoted from line manager to business manager to functional manager, skills and requirements change.

Companies mistakenly focus on leadership traits, styles and technical competence. They commit a major error when promoting successful individuals without acknowledging required skill set differences at different levels of leadership responsibilities.

The Leadership Pipeline

Hiring gifted people makes sense as a tactic, but not a strategy. Companies need to build leaders, not buy them. Research and experience demonstrate that potential is not fixed.

The more people achieve, the more they learn. Their willingness to tackle new challenges increases. To capitalize on potential, companies must define the true work requirements at each key leadership level. Succession planning systems must spell out what's needed to make a successful transition from one layer of leadership responsibility to the next.

Succession Planning to Fill the Pipeline

The following five-step plan will facilitate succession planning:

1. Tailor a leadership pipeline model to fit your organization's succession needs.
2. Clarify standards for performance and potential, in your own language.
3. Document and communicate these standards throughout the organization.
4. Evaluate succession candidates through a combined potential-performance matrix.
5. Review plans and progress of the entire pipeline frequently and seriously.

Leadership Skills: Managing Meetings

Analyse Strategic Level Meetings Needs, by: considering the strategic direction and objectives, and senior level operational objectives; identifying an appropriate structure of meetings to satisfy the communication and decision making needs in these areas. Evaluate The Current Meetings Structure, by: analysing the current structure and format of senior level meetings: identifying and evaluating the frequency, format, attendance, and outcomes of current meetings; comparing these findings with the needs identified in the previous stage. These two stages are critical. In all areas, and at all levels, leaders of organisations must not allow the status quo to remain in place without regular and rigorous evaluation against current and forecast objectives. The same is true of senior level meetings. The attendance, format, frequency, and outcomes must be regularly evaluated to ensure that they meet the needs of the current strategic direction and objectives.

Establish Agreed Meetings Structure, by: informing and discussing proposed changes with all senior level stakeholders; agreeing and implementing the revised or new structure; providing training for new roles and approaches, where necessary. Changing the existing framework and format of senior level meetings will inevitably cause some disruption and possibly some conflict. However, it is essential that the organisation has structures and processes in place, at all levels, and in all areas of activity, that support and contribute to the strategic direction taken by the organisation. Meetings are a key part of the communication, information management, and decision making processes, and must therefore be shaped and managed to meet the needs of these functions. Any difficulties that change in this area brings, must be dealt with and overcome.

Planning for meetings for the leader, by: discussing and agreeing with colleagues, when appropriate, the purpose of the meeting; deciding on the purpose of the meeting; setting clear and precise objectives, as outcomes of the meeting; deciding on who should attend, though this might be a by-default list it is still necessary to review this regularly; set an appropriate date, time, and place for the meeting,again a default may apply, but should be reviewed regularly; issue an agenda to all participants and to all other stakeholders; issue supporting information in time for participants to become familiar with it; arrange pre-meeting discussions where necessary; ensure that necessary administrative arrangements will be made; complete personal participation preparation. Planning for meetings for the participants, by: ensuring that all participants are made aware of their obligations to prepare professionally for the meeting; ensuring that participants are provided with all necessary information to enable them to contribute to the meeting effectively; arranging for pre-meeting discussions with participants with particular concerns or needs regarding the meeting; adjusting the agenda to take into account legitimate specific needs of individual participants. In ensuring that each individual meeting is effective, planning is the most important stage. As with all key activities, appropriate preparation is the key to success. Even regularly scheduled meetings should be prepared for in the manner described above. The most common reason for regular meetings losing their credibility and influence is that each meeting is not given sufficient individual attention. The purpose, the desired outcomes, attendees, format, frequency, timing, location, should all be reviewed regularly. The leader must ensure that each meeting is managed professionally and that its purpose is not diluted by lack of preparation, not on the part of the leader, or chairperson, nor on the part of any of the attendees.

Chairing Meetings Effectively, by: being fully prepared, as described above; arriving in advance to oversee final preparations; welcoming participants as they arrive; starting the meeting at the agreed time; introducing new participants; summarising the format of the meeting; reiterating the purpose of the meeting; reiterating the agenda; shaping and controlling the nature and direction of discussion on each agenda item; ensuring that each participant is encouraged to contribute appropriately; remaining as objective as possible; summarising progress and decisions, at appropriate intervals; managing the time spent on each agenda item and overall; reviewing key discussion points and decisions made; confirming individual and collective follow-up actions; thanking participants for their contributions; reminding participants of the next scheduled meeting; formally close the meeting. When taking the role of Chair, the leader is highly visible, and the way in which they manage the meeting will be judged by the participants and add to or detract from their opinion of the leader’s capabilities. For this reason, the leader must ensure that when they personally chair meetings, they do this in a professional, firm but fair manner. Although some would argue that the Chair of a meeting should remain unbiased and act purely as a facilitator, this is not possible when the Chair is also the leader, or one of the leaders, of the organisation. Nevertheless, when acting as Chair, the leader should make every effort to facilitate effectively, whilst also presenting their own views when appropriate. A difficult role, but one that must be carried out well.

Follow Up Effectively, by: ensuring that all key discussion points, issues raised, decisions made, actions agreed, are recorded accurately; distributing the minutes of the meetings to participants; requesting action plans from participants who have agreed to take follow up actions; monitoring the progress on follow up actions; obtaining feedback from participants on their view of the effectiveness of the meeting; adjusting the approach to future meetings as necessary.

In Summary: although managing meetings at a senior level can appear to be technically straightforward, these meetings play a critical role in the strategic level communication process, and if ineffective will seriously damage the quality of this activity. In addition, poorly managed meetings can damage relationships between the leader(s) and the team and between team members. The objective of senior management meetings are to inform, discuss, make and confirm support for decisions, and agree continuing support for, or changes to, the strategic direction of the organisation. The role of the leader is to ensure that these meetings are planned and managed effectively, are productive in terms of outcomes, and contribute to maintaining the quality of communications at the senior level.

Leadership Skills: Developing Positive Relationships

Maintaining High Standards Of Personal Behaviour, by: maintaining high standards of personal beliefs; behaving with integrity and fairness; behaving ethically; showing respect and sensitivity for the views of others; ensuring that all relevant people are kept informed of plans, decisions, and progress; pro-actively seeking positive relationships; accepting criticism and feedback positively. The rationale is that the leader must aspire to be a role model for high standards of personal behaviour, be ethical, be honest, be genuine, so that they are ultimately trusted by colleagues and stakeholders. Even if the leader is required to carry out actions that have an unpalatable impact, such as when redundancies are necessary, the aim is to carry out such actions in as honest, open, and sympathetic manner as possible, so that observers, even those most negatively affected, will not be able to accuse the leader of unacceptable personal behaviour.

Establishing Supportive Communication Systems, by: establishing training programmes that develop individual and team communication skills; establishing systems that support collaboration and cooperation between internal and external individuals and groups; implementing information management systems that ensure key information reaches appropriate people in a timely manner; encouraging consultative and participative decision making at all levels. Systems and approaches described here are essential foundation blocks on which positive relationships can be built and developed. Without this underlying framework in place, information will be dissipated and misinterpreted, decisions will be based on inadequate information, and relationships will deteriorate.

Promoting Values and Standards, by: consulting with specialists, individuals, teams, and legislative bodies, to identify and establish appropriate values and standards for the organisation; providing guidance on values and standards that is understood at all levels; ensuring that all external partners are made aware of the organisation’s values and standards; implementing policies and procedures that manage, monitor, and improve the quality of values and standards, at all levels; taking prompt and visible action when established values and standards have not been maintained. The objective here is to ensure that all working relationships are built and developed against a background of known values and standards, and that all parties are made aware that the quality of internal and external relationships is an important aspect of the organisation’s approach to these.

Gaining The Trust of Colleagues, by: consulting with colleagues in an open and honest manner; keeping colleagues appropriately informed about decisions, plans, actions, and progress; providing colleagues with sufficient personal support; honouring commitments made to colleagues; treating colleagues with respect and with appropriate confidentiality. Leaders should work with colleagues in a way which demonstrates the leader’s commitment to the values and standards of the organisation, and in a manner which demonstrates to colleagues that they have the respect and support of their leader. This is vital in enabling the leader to draw the best performance from colleagues, and for those colleagues to achieve their personal performance targets. Gaining The Trust Of External Stakeholders, by: striving to understand the viewpoint and the objectives of the stakeholder; consulting with stakeholders in an open and honest manner; keeping stakeholders appropriately informed about the organisation’s decisions, plans, actions, and progress; demonstrating personal commitment to agreements and arrangements; honouring commitments made to stakeholders; treating stakeholders with respect and with appropriate confidentiality. The aim here is to behave with stakeholder in an honest, open, and positive manner. For the relationship between the organisation and the stakeholder to be successful, there must be mutual understanding, mutual respect, and a desire to develop a relationship that is beneficial to both parties. This is essential in all external relationships, and particularly critical when the relationship is intended to be long term.

Evaluate Relationship Performance, by: laying down clear quality criteria for the assessment of the condition of relationships; establishing monitoring procedures which include scheduled evaluation review points; insisting that evaluation reviews are carried out even though the relationship appears to be healthy; taking appropriate corrective action to address problems; adopting a continuous improvement approach to all internal and external relationships; ensuring that the quality of relationships is high on the quality assurance agenda of the organisation. Regular and thorough assessments of the condition of relationships is vital. Without these evaluations, and appropriate corrective action, many relationships will deteriorate. Some will linger in a poor condition, causing a constant flow of minor difficulties, some will implode and cause major problems. These problems can be avoided by a regular health-check on each set of relationships followed by appropriate action.

In Summary: just as the organisation’s leaders must maintain, develop, and continuously improve the quality of its physical resources, its marketing performance, its financial health, and so on, the leaders must also take the same approach to working relationships between themselves and others, and between all other internal and external partners in the organisation. For the organisation to achieve its operational targets and strategic objectives, it is essential that all working relationships are healthy and productive and continuously improving. The leaders of the organisation must ensure that this is the case.

Leadership Skills: Delegating Responsibility

Support Strategic Objectives, by: identifying roles and responsibilities necessary to support strategic objectives; defining roles, responsibilities, and degrees of authority, needed by individuals and teams; designing policies and procedures for the management of delegated activities. The purpose of this is to review the distribution of roles and responsibilities at the senior level. The aim of the review is to ensure that the distribution is balanced and appropriate. This is also an opportunity to make certain that the senior, executive level management structure is appropriate for the strategic direction being taken. If mismatches are discovered at this point, then the leader(s) have an opportunity to adjust the organisational structure, at this level, to better match the demands of the strategies.

Make Decisions On Activity To Delegate, by: deciding which areas of work, routine activity, stand alone projects, absence cover, key operational decisions, emergency or business disaster events, and strategic level decisions, should have responsibility or authority delegated to specific managers. This is an essential stage, but a difficult one. It involves forecasting and scenario planning, in order to determine which activities, and in which circumstances, should responsibility and authority be given. It requires the delegating leader(s) to analyse thoroughly the planned activity and potential events, in order to identify where delegation should take place, and to whom it should be given to.

Selecting Managers And Specialists To Delegate To, by: identifying the current roles, responsibilities and authority of those individuals and teams; evaluating the skills, abilities, and development potential, of existing (senior management) individuals and teams; assessing the degree of responsibility and authority that can be given to individuals and teams; identifying coaching and-or training needs to prepare individuals and teams for delegation. Carefully profiling the existing senior management individuals is critical, because delegation will not be effective if it is given to an individual who is not capable of using the delegated powers effectively. Where gaps in capability are identified, training or coaching should be provided to fill that gap. If the corrective action needs to be long term, then the delegation should be delayed until that process is complete.

Agree Responsibilities, Levels Of Authority, And Objectives, by: identifying delegated responsibilities and levels of authority for each individual manager, specialist, and team; discussing these with the individual managers and specialists; agreeing the degree of delegation; agreeing the objectives delegated to the individual. One of the most critical stages, this is where the details of the delegated responsibility and authority are explained, discussed and agreed. It is at this point that the leader(s) should aim to gain commitment to the delegated responsibilities and authority, to targets and deadlines, both qualitative and quantitative.

Clarifying The Boundaries, by: defining the limits, the boundaries, of the delegated powers; discussing and agreeing these boundaries; agreeing action that should be taken when the boundaries are reached. This must be treated as a separate stage in the process, and applies to both the leader and the manager being given delegated powers. The leader must understand and accept that delegation does not mean abandoning responsibility. The ultimate responsibility lies with the leader, the one delegating to others. Delegated powers must be managed and supported by the leader. The individual being given delegated powers must be clear about the limits of those powers, and understand that when that boundary, that limit, is reached, they should refer back to the one who delegated to them.

Remove Or Reduce Barriers To Effective Delegation, by: identifying organisational policies, procedures, structures, practices, or cultural aspects, which work against effective delegation; discuss ways in which barriers could be weakened or removed; implement changes or adjustments to reduce or eliminate identified barriers. Most organisations have visible and hidden barriers that inhibit and hinder effective management. The role of the leader(s) is to introduce direction, strategies, structures, policies, procedures, and influences, into the organisation, so that managers and specialists can operate in a culture which encourages creativity, innovation, high quality performance, and success. In parallel with this, the leader(s) must also encourage managers and specialists to take local responsibility for activities and decision making. To do this, barriers and constraints must be reduced to a minimum, leaving an appropriate level of controls in place.

Provide Support For Delegated Activity, by: discussing and agreeing the level and nature of support needed; adopting a leadership style that provides appropriate availability, support and guidance to those with delegated responsibilities, but also allowing them the freedom to carry out the delegated powers without unnecessary interference; reviewing levels of personal support and adjusting that support appropriately; consistently behaving in a manner that inspires and motivates those who have been delegated to. There are two most common reasons for delegation to fail. One is that the analytical and decision making process was not thorough enough, leading to the degree of delegation being inappropriate. However, the other most common reason for failure is that the leader delegates and then does not provide appropriate support to the manager being delegated to. Once the leader has delegated, they must then provide an appropriate level of personal support, encouragement, and resources, to the individual. This support should include: publicising the delegated powers to relevant individuals and teams internally; informing other stakeholders such as suppliers, customers, clients, of the delegated powers; coaching, mentoring, providing training, as appropriate.

Reward Performance, by: openly praising consistently high quality operational performance and exceptional event performance; building performance on delegated powers into the organisation’s performance appraisal system. An important part of the process because delegated powers are, by default, in the highest group of demands made on the individual, and when performed well, are deserving of recognition and praise. Rewards do not have to be substantial, nor monetary in nature. Recognition and praise will be appreciated by the receiving individual and by their teams and other observers. The leader who delegated the powers must ensure that, when appropriate, high levels of performance in delegated areas, are achieved.

Monitor, Review, And Adjust, by: implementing regular reviews of the delegation process and of individual instances; reviewing the appropriateness of current and planned delegation, against the most current strategic objectives; taking corrective action where necessary. The leader(s) delegating powers to others should implement a monitoring and review process that requires them to review the whole process, and individual performance. Individual performance should be monitored continuously, with formal review points at least quarterly. The overall process should be reviewed at least every six months, at which point the success of the process should be evaluated against the original objectives and then adjusted to take into account changes in operational activity and in strategic direction.

In Summary: Leaders must delegate, but must delegate effectively. The most successful leaders treat delegation as an essential strand of their leadership approach. Senior management structures, processes, and objectives are reviewed to ensure suitability for delegation to take place. Areas of work, activities, routine and event-specific decisions, are analysed, evaluated, and where appropriate the decision is made to delegate responsibility and authority. Delegated powers are explained, discussed, and agreed, and measurable objectives set. The leader then builds on this by adopting a consultative, supporting, coaching, role, as appropriate for each of the individuals delegated to. Individual performance on applying delegated powers is monitored and adjusted as necessary. Finally, the performance of the delegation process itself is monitored and reviewed by the leader(s) and the senior management team, to ensure that it remains compatible with the strategic direction being taken by the organisation.

Leadership Quotes To Motivate You And To Maintain Your Focus As A Leader

This article on leadership aims at providing you with all the necessary matter you will need to understand more about leadership development program, leadership, leadership programs. So read it well.

Information is the main thing that has to be incorporated in an article on leadership. Read through this article to prove me wrong!

Many times the words of others actually have far more impact and insightfulness than when those words are read within the pages of a dictionary. Quotations are rooted in actual performance, of leaders who have been there done that. They can be easily incorporate into everyday speeches or part of a training session.

Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell!Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell!

It is with much interest that we got about to write on leadership. So we do hope that you too read this article with the same, if not more interest!

These quotations help to define or explain leadership:

Leaders are people who do the right thing; managers are people who do things right. Warren G. Bennis

Leadership appears to be the art of getting others to want to do something you are convinced should be done. Vance Packard

Leadership is all about getting results. Peter Drucker

Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve. Tom Landry

Leadership is the capacity to translate vision into reality. Warren G. Bennis

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership. Colin Powell

Consensus is the absence of leadership. Margaret Thatcher

If you are seeking the purpose of leadership, you may feel comfortable using these quotations:

The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet. Theodore Hesburgh

The key to successful leadership today is influence, not authority. Ken Blanchard

The growth and development of people is the highest calling of leadership. Harvey S. Firestone

Leadership is unlocking people's potential to become better. Bill Bradley

We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership. John Kotter

Leadership demands that we make tough choices. Alan Autry

A sense of humor is part of the art of leadership, of getting along with people, of getting things done. Dwight David Eisenhower

We hope you develop a better understanding of leadership on completion of this article on leadership. Only if the article is understood is it’s benefit reached.

Or possibly you are trying to explain how to develop leaders within your business, organization or community? These quotations may help you achieve that goal:

The only real training for leadership is leadership. Anthony Jay

Leadership is the ability to do, not the ability to state. Paul Von Ringelheim

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army or in an office. Dwight David Eisenhower

Leadership cannot really be taught. It can only be learned. Harold S. Geneen

Leadership is diving for a loose ball, getting the crowd involved, getting other players involved. It's being able to take it as well as dish it out. That's the only way you're going to get respect from the players. Larry Bird

The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there. John Buchan

The art of leadership is saying no, not yes. It is very easy to say yes. Tony Blair

Variety is the spice of life. So we have added as much variety as possible to this matter on leadership to make it’s reading relevant, and interesting!

You can take these leadership quotations and transfer them to 3x5 index cards. Read them 3 to 5 times each day and within a month you will remember them. Then you can infuse them into your conversations with friends to business associates and show everybody just how smart you really are.

Keeping in mind the important points about leadership, we hope this article on leadership proves to be very informative to you. Use these points well.