Ten rules of leadership


Published on

Published in: Business, Education
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ten rules of leadership

  1. 1. TOP 10 RULES OF LEADERSHIP “The skills that will set you apart from the rest, get you recognized, and position you as a leader in your organization.”
  2. 2. Why become a leader? • Eventually, your employer will expect you to develop leadership skills -- so you might as well start now. • Leadership is the gateway to greater career success. The higher you want to climb, the more you need leadership. • Leadership ability will make you indispensable.
  3. 3. Why become a leader? • To make a difference and to have a voice. • Leadership ability increases your effectiveness exponentially. It is your lid. • “The Law of the Lid” – John Maxwell, Author of “The 21 Irrefutable Laws of Leadership”
  4. 4. Increasing Effectiveness • You can increase effectiveness by working harder. Law of diminishing returns though. • You can increase effectiveness by increasing your leadership skill. • Which is better? • Talented sports team that can’t win (i.e., isn’t “effective”) – Why? • McDonald’s Brothers had a great idea and made a decent amount of money / Ray Kroc had great leadership and made many millions of dollars
  5. 5. What is Leadership? • The ability to attract people who want to follow you, not because of your title or position, but because they truly want to. • The best way to define leadership may be to study the skills common to great leaders. • We have distilled these skills into what we call “the Top 10 Rules of Leadership”
  6. 6. But I’m not a natural leader… • Some leadership skills come naturally (think Bill Clinton), but much of it can be learned, studied, and practiced. • Charisma can also be developed. • Developing leadership is like exercise. It may awkward at first, but will become more and more comfortable.
  7. 7. Extroverts and Introverts • Extroverts thrive on social interaction; it gives them energy. • Introverts thrive and recharge their batteries through alone time. • Both can become great leaders. • You must evolve and break out of your comfort zone. As an introvert, you must still set aside “alone time” to recharge.
  8. 8. 1. Leaders Listen • True leaders know that listening is more important than talking. • Leaders listen to gather facts, evaluate all possible scenarios, and then offer a constructive response. • Leaders practice active and empathetic listening. • Listening helps create trust.
  9. 9. 2. Leaders Convey Trust • In the absence of force, would you follow someone you do not trust? • Trust is the most important part of becoming a strong leader. • Leaders create trust in others. • Do what you say you are going to do. • Honor your commitments.
  10. 10. Building Trust • Do as you say • Honor your commitments • Think of the level of trust others have in you as money in a bank account. Every time you do something to build trust, it is like making a deposit in the account. When you make a bad decision, there is a withdrawal. You cannot let your withdrawals overtake your deposits.
  11. 11. Building Trust • Exemplify competence • Have good moral character • Integrity • Authenticity • Discipline
  12. 12. 3. Leaders Give Before They Take • To become a respected leader, you must give of yourself before you every take. • Taking by force or authority does not work in the long term. • You will never become a strong leader unless you make people WANT to give to you. • You must give REPEATEDLY of yourself.
  13. 13. Leaders Give (cont’d.) • Leaders Volunteer: charities; serving on nonprofit boards; civic organizations; community groups; government. • Leaders Sacrifice: When someone has to give something up, leaders are first to volunteer, such as working during weekend. • Leaders are the ultimate team players. They are not afraid to get their hands dirty, chip in where necessary, and perform any task.
  14. 14. 4. Leaders Are Decisive • Leaders understand that indecision is a direct path to failure. • Leaders gather the necessary information, make a decision, and then take action. • Leaders are quick to reach decisions, but slow to change their minds. Adjustments are okay. • Decisiveness is a characteristic of most successful people.
  15. 15. Causes of Indecision • Ever get “paralysis by analysis”? • Does fear of failure stop you from making decisions? • Does fear of success stop you from making decisions? • Does negative programming stop you from making decisions?
  16. 16. Becoming More Decisive • Leave your comfort zone • Become comfortable taking measured risks • Gather information then make decision • Don’t look back but be willing to make adjustments
  17. 17. 5. Leaders Influence Others • You do not need a title to lead. • True leadership cannot be awarded, appointed, or assigned. • Leaders influence family, friends, and co- workers. • If others turn to you for guidance, you are a leader.
  18. 18. Leaders Influence Others • Managing v. leading • Leadership is about influencing people to follow. Management focuses on maintaining systems and processes. • Managers can maintain direction, but not change it.
  19. 19. Leaders Influence Others • A subordinate can lead a supervisor • Becoming indispensable to your organization will de facto make you a leader.
  20. 20. Becoming Indispensable • Volunteering for difficult assignments • Looking for novel solutions • If you can get to the point where your boss won’t make a move without you, you will have become a leader and wield considerable influence.
  21. 21. How else can you influence? • Character – who you are • Relationships – who you know • Knowledge – what you know • Intuition – what you feel (sensing energy, morale, and timing) • Experience • Past success • Ability
  22. 22. 6. Leaders Empower and Give Credit • This may seem counterintuitive, but leaders do not hoard power and they do not hog all of the credit for successes. • Leaders give power and credit. • Leaders delegate. • Leaders make their followers into additional leaders. • These actions make the leader stronger.
  23. 23. Empowering Others • Hoarding power is a short-term strategy • Tempting to fear that your followers will overtake you or jump ship to another company • Leaders become more respected to those whom they train. Who is the stronger leader, the leader with followers, or the leader with followers who are themselves leaders?
  24. 24. Empowering Others • A company or employer will not long overlook a leader who develops other leaders. • This is the most valuable contribution a leader can make to an organization. • While the company may not recognize every little thing you do, there will be no hiding the fact that you churn out additional leaders from your ranks.
  25. 25. Giving Credit • Leaders do not take all of the credit – they don’t need to. • Leaders are self-confident and would rather see their followers receive credit. • A true leader relishes seeing his followers receiving credit and becoming stronger. • The stronger the followers, the stronger the leader.
  26. 26. 7. Leaders Take Risks • Risky is the new safe, especially post-2008. • The days of obtaining a secure corporate job, working 40 years, and retiring with a gold watch are over. • You will not get ahead without taking some measured risks in life. • Are you basically just doing the same thing every day, hoping that you will magically get ahead?
  27. 27. Taking Risks • Leaders get out ahead of the curve, create change, and influence people. They don’t simply react to what happened yesterday. • How can you take risks? • Volunteering for the difficult assignment. • Networking in situations that might, at first, be uncomfortable. For example, with “higher- ups.”
  28. 28. 8. Leaders Plan and Prioritize • Action is important. • Action alone does not, however, solve anything. • Activities must be planned and prioritized. • Consult with your close advisors / team members. • Action must be taken at the right time.
  29. 29. 9. Leaders Have Close Advisors • Nobody does anything great alone. • A leader does not succeed alone. • A leaders’ potential is determined by those closest to him.
  30. 30. “The Five” • Think of the five people with whom you spend the most time. • You are likely the product of these five people in terms of financial success, attitude, relationships, etc. • Your spouse may be one. A co-worker you spend most of the day with may be one. That’s two. • Environment is everything. Your potential is determined by those closest to you. Are these people positive influences? Negative? Do you need to change some of these people?
  31. 31. The Inner Circle • Leaders develop and maintain a close group of advisors. “Inner Circle”; “Circle of Trust”; “Master-Mind Group” • Tight-knit group of trusted people with whom you regularly interact. • These are people you trust completely. • They offer you perspective and feedback.
  32. 32. The Inner Circle • “You can do what I cannot do. I can do what you cannot do. Together we can do great things.” -- Mother Teresa • The Master Mind • Who are you drawing into your inner circle? We tend to attract like-minded people.
  33. 33. Potential Inner Circle Members • Do they have high influence with others? • Do they bring a complementary gift to the table? • Do they hold a strategic position within the organization? • Do they add value to you? • Do they positively impact you and other inner circle members?
  34. 34. The Inner Circle • Like leadership itself, the Inner Circle is a “process.” You should never stop improving your Inner Circle. • There are two types of people, those who “lift” and those who “lean” – fill your Inner Circle with those who lift you up.
  35. 35. 10. Leaders Lead • Who is more convincing: the leader who tells you what to do, or the leader who tells you what to do and then joins in? • A leader may not be able to join in every effort, but his followers will know from past experience that he won’t give an order that he himself would not be willing to carry out. • The leader is the ultimate team player.
  36. 36. Leaders Chart the Course • Does a leader charge ahead without planning? • A leader takes time to chart the proper course. • A manager charts the progress through the forest. A leader climbs a tree, looks around, and says “we’re in the wrong forest.” • Once a plan of action is set, a leader is reluctant to change his mind, but may alter the plans if needed.
  37. 37. Leaders Chart the Course • “A leader is one who sees more than what other see, who sees farther than others see, and who sees before others do.” -- Leroy Eims • This doesn’t happen overnight. It comes from practice, thinking, training, and knowledge, and past experience. Then it become intuitive.
  38. 38. Leaders Look for Opportunities • Every failure is an opportunity to learn and improve. • Opportunities are presented to you every day. This seminar is an opportunity. You exercised leadership by taking advantage of it.
  39. 39. The “Leadership Lens” • Leaders evaluate everything through a leadership lens. • Leaders look at things differently than others do. • Leadership intuition. “What is the best way to approach this situation?”
  40. 40. Leaders Take Action • Leaders don’t just talk. They take action. • How much time will you spend thinking and talking about the things you want to do in life? • At some point, you have to stop talking about it and do it. • Break out of your comfort zone and do it. • Leaders lead!