Special leadership encourages the best efforts of others

Constantly writing and teaching about leadership these days. There are tips for leadership, leadership courses, books, retirement and continuing education – all focusing on leadership. While all of this content is useful and can certainly enhance one's leadership skills, for the most part, avoid asking and answering two questions:

1. Why does a better leadership difference? , and

2. How do you better manage those things?

We all know that we are going to "work" to be better leaders, but why does it matter, what impact does it have and how does it work?

When I ask the "Why" question, the answers come to mind most like "better leadership creates greater productivity, higher profits, less turnover, more job satisfaction, more loyalty … you get a picture. But these answers bring us In a real question, "How does better lead those things? How does a better leader achieve greater productivity, higher profits, less turnover, greater job satisfaction, greater loyalty? "These are the answers to these two questions that raise us from simply learning and understanding better leadership rules to conduct courses that transform us and our leadership skills into something that really matters.

I often suggest that my clients use their own experience Ask for yourself when you find yourself most satisfied, most productive, proud, most straightforward and most committed. When we reflect back in those times, most people would admit that we did not feel like we did because Our "leader" had made a good decision or that they had gone through "leadership training" (this term is quoted because leaders need to evolve, not trained.) or their leaders were no, usually we felt how we did happy, productive, proud, focused and committed) because of what we did – so ð we did. It always comes back to us how we felt. It's usually not about anybody else – it comes down to our feelings. The key to outstanding leadership lies in our ability to connect effectively with people and their feelings.

Imagine if everyone at work felt happy, productive, proud, focused and committed! What would the consequences be? As a consequence, everyone would create more productivity, higher profits, less turnover, greater job satisfaction and greater loyalty! The key to better performance is to help people feel more satisfied, productive, proud, focused and committed. Notice that there is no technical or intelligence available? Notice that we have not thought of the idea of ​​"stimulating" people? We have not touched encouraging people for simple reasons … people can not be motivated! Trying to encourage someone is similar to physically trying to get them to do something they do not want to do. You will not succeed. What really works is when we are self-evident – when we do something because we want. When we are inspired we enjoy our work. We are productive and proud of our efforts. We continue to focus on the task we have. In short, we put out the best work.

Special leadership is the lead that encourages people to do their best. While it is important and necessary for leaders to be productive and have good time management skills, they are insufficient. Having good judgment will unexpectedly be important, the higher the institution we rise, though it is insufficient for truly effective leaders. A particular leadership is to connect people in such a way as to encourage them to do their best – individually, their organization, their community, their family and / or their world.

How is this achieved? The basis of unusual leadership – motivating others – consists of the areas – Successful summit (for yourself and the organization), successful goals, tasks and values ​​and efficient human skills.


Leading an example – Whether we know it or not, we always follow a precedent. In our words (what we say or not say), in our actions (what we do or do not) and in our expressions (what we do not show or do not show). What we do and say, in moments "as insignificant", allows us to draw attention to those around us.

Serving Summit – In our leadership workshop, I ask participants as the most important man in business. The answer is of course the customer. The next question is: "Who is the most important man in the company with that customer?" Most people get this person who is the most important customer is the one they come into contact with – "frontline". The question that follows is the real key to a better understanding of the leader of a servant. This question is: "Who is then the Managing Director of these Progressive Men?" The management of faculty members is to make their job as easy and as effective as possible for the client to have the best experience possible! If this philosophical leadership is approved through an organization, it ends with an organization that looks like an inverted pyramid. It is an organization that recognizes the importance of the frontline and reflects ideology services through.


An organization that encourages the best work in their people will attract the employees it wants and needs and will keep them. It has the purpose, task, and value that it delivers, it actually returns them and measures actions and decisions against them.

– The goal is "WHERE" of the equation. It defines why we do what we do. Any decision and policy should take the company closer to reaching "REASONS". Once a company has clearly defined purpose, it starts to function as a magnet, attracting any kind of people, which will further the purpose; people who are like mentals. Not only is the purpose of attracting the right people, but it will also work to maintain them.

– The task is "WHAT" in equation. It defines what the company will do to achieve that goal. Tasks can be fairly narrow or fairly wide. Anyone who is too narrow can, however, overly restrict an organization from looking at options that should otherwise be great to fit and one that is too wide offers no guidance at all.

– Value is "HOW" of the equation. Value define how tasks will be performed in order to achieve purpose. They define "rules of the game". Some of them will come to mind quite easily, such as honesty, courtesy, kindness and ethics. But any other important value becomes only the surface when thinking takes place – when different perspectives and voices are heard.


I would often ask clients or workforce practitioners the best boss they ever had and visits the worst boss. Inevitably, I get answers that: (Best) seemed my thoughts, worked on developing me, demanding me, listening, strengthening me and allowing me to make my own mistake and (worst) it's interesting to say that the technical skills or intelligence of boss Has neither promised nor been convicted. All interesting practices, both good and bad, should be done with people's talents. The goal of successful talent is good relationship management. Relationship management includes the ability to develop others, encourage others, influence others, resolve conflict and build cooperation and cooperation.


The essence of unusual leadership is the ability to inspire everyone else. When people choose to do their best, satisfaction increases, pride evolves, innovation is gained, productivity gains, stability is rising and profitability increases. The key to a highly successful organization is to create a motivating environment and become a personally leading leader. We can create an inspiring environment by adopting successful leadership philosophers and clarifying goals, tasks and values. We can personally become a more effective leader by honing and acquiring the effective skills of people. Be a leader who encourages the best work in others.


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