Effective Personal Leadership

When I ask participants to the workshop on the characteristics of leaders good and bad, the list includes issues of intelligence, technical skills, and effective decision-making! Instead, the list is full of people related traits - good listener, respectful, good communicator, develops others ...

Effective personal leadership can be summarized as competent in these skill sets:

O Becoming Influential

√ facilitate teamwork and collaboration

Ø Being a catalyst for change

or manage conflicts

Ø Develop Others

or To Have and communicate a compelling vision

Unfortunately, improving their competence in these areas is often a challenge. Let me explain why ... Unlike factual information, which is transformed in the neo-cortex, the people skills are discussed in part of the brain called the amygdala. This portion of the brain regulates insights and emotional responses rather than logical insights and answers. Improving leadership skills mentioned above require to break old habits / responses and form new, and we are not able to do so by simply learning and acquiring knowledge. This is the difference between the neocortex and the amygdala.

There are a couple of challenges inherent in this process. All more or less acknowledges that they have room for improvement. The first challenge is knowing what are the areas for improvement. We all have blind spots. We are aware of some of our faults, but usually not all. Second, breaking the habits and training of new demands commitment, perseverance and time. Usually it takes the support of others - people who can point when it is acted inconsistently your intent. It 's important to use a reliable assessment to identify areas of opportunity for growth. From these results, we can develop a plan of development that strengthens the weakest sectors and leverages stronger areas. The final aspect of a successful personal development plan is based on having one or more people who can support, to give impartial, non-judgmental feedback, and help you make course corrections.

Organizational culture

The foundations of a strong organization are as follows:

1. The development of a clear and convincing

2. Identify the organization's mission of achieving goals

3. Agreeing on a set of values ​​with which to perform the mission

4. Adopting an attitude of service leaders throughout the organization

The purpose of the organization is the "why" of his existence. It is not what it does as what he is trying to accomplish. This is a statement of the greater good that is trying to achieve. It answers the question: "Why are we here?" and helps to give clarity and attention to each person in the organization. It is the criterion by which decisions are measured.

The organization's mission is the "What" of an organization. This is a definition of what the company does to achieve its stated purpose. It begins to define the fundamental skills in a business and helps keep you focused on achieving its purpose.

Set of values ​​of an organization is the "how" of an organization. It defines what the organization values ​​most of the execution of his mission. It is not a comprehensive list of possible values ​​as much as a statement of what the organization most values ​​in its people and their conduct. It defines the behavior and culture within an organization. It helps to set guidelines of what is and is not acceptable.

At the core of Servant Leadership is the premise that the customer is the most important person in the organization. As a result of this premise, it follows that only those most relevant to the customer are the frontline staff. They are the people who interact with customers on a daily basis. This realization leads to the philosophy that the work of people in the front line manager is to make their work easier and effective as possible so that the customer has the best experience possible. The result is an organization chart that looks like an inverted pyramid. This approach focuses on the development of servant leaders who surround them. It leads to people who work together in a collaborative, solution-oriented environment.

How do you develop Purpose, Mission and Values? Drawing on our understanding of Servant Leadership and the importance of all members of the organization, the creation of Purpose, Mission and Values ​​requires input from people in all sectors of society. They (Purpose, mission and values) must be relevant to all stakeholders, must be consistent with each other, and must be used consistently as a parameter for the decisions and policies. There's nothing worse than developing their values ​​and only paying lip-service, not living them day by day. Such a practice lacks integrity and actually becomes a demoralizer.

In summary, when you combine personal expertise in all areas of leadership skills, with an organizational culture that supports people, their development and their success, you end up with the exceptional leadership that, in turn, inspires the best effort in other .......