Imagine if you can have anything that you want in your life…

* money, love, peace, great career, wonderful team to work with, great boss…

What would you give to find out the secret?

There is no secret really, as popularized by the movie,The Secret.  You know that everything that comes into your life is what you attract to it, what you think, it becomes.   If you think you can succeed, then you can.

The challenge however is to discover how to allow the proper energy to flow in and manifest according to your wishes.

In a position of leadership, you could use all the help in your job to influence your team and get results.  You must know that everything begins with being aware of your own thoughts.  If you want success, imagine what it feels like to be successful and not the mountains to climb to get there. Focus on the image of success.

The Attraction Accelerator is a free special report put together by my mentor, Stephen Pierce who interviewed Bob Proctor, the ultimate Guru on Law of Attraction (he is the Teacher featured in the movie, The Secret) where he shares his 40-year study of the science of getting rich.

Read more about it here, right click to save to your computer:   http://www.theinfopublishers.com/getrich/getrich.pdf

A profound thought in the special report:

Most people are not going after what they want. Even some of the most serious goal seekers and goal setters, they’re going after what they think they can get. They say, “Now…..if this happens, and if that happens, and if that money comes in, and if I could get this, and if I could understand that, then I could do this.”.

But If the Law of Attraction is as simple as that, why aren’t more people wealthy, even gratified about the state their lives are in?

The Answer is a Simple One.

There is an Exact Science to Applying the Law of Attraction to Build the Life You Seek. Can you imagine how many good intentions FAIL to manifest because of a lack of understanding of the Science of Getting Rich?

Does this sound like you?
* I’d like to be earning a far greater income.

* I want to provide more for my family.

*I sometimes worry about money.

* I work hard, but don’t see the income I desire.

*There are many things in life I want, but cannot afford.

*Without my current job, I have no other streams of income.

Get the whole report here for free, right click to save to your computer:  http://www.theinfopublishers.com/getrich/getrich.pdf

P/S:  You may forward this free report to those whom you think can benefit from it.  I wish you well and success.

Tags: law, of, attraction,, leadership, qualities,, leadership, skill,, leadership, development,, how, to, lead, effectively

There are four key elements to consider in developing and constructing your own philosophy of business.

In the broad sense, your business philosophy is simply your understanding of human nature, human needs, your own drivers and how this understanding impacts the way your business is conducted.

You must apply this knowledge in a very practical way in your business. It has implications for every element of your business, because your business has to deal with people every day of the week.

Understand Human Nature

Basically, we are all interested predominantly in one person in the world. This person is the most important person in the world. Who is this person - our self, of course. We love talking about what we do. We are all, for the most part, self-interested in our interactions with the world around us.

Understanding this aspect of human nature is critical in life and in business. Others are interested in what I have to say or what I may have to offer only in as much as it serves their purposes or gives them something that they want.

This means then that, rather than telling people about the product or services we might have to offer, we should be focusing on listening to them and what they need, and we thereby help them resolve the problems that they have identified and need to overcome.

Understanding human nature demands that we must always be in listening mode. This is one of the priceless qualities of good leadership, good business and a good life. We must learn to listen attentively and genuinely.

Understand Human Needs

Dr William Glasser, in his work, talks about the five basic human needs that require satisfaction. They are the need for survival, the need for love and belonging, the need for fun, the need for freedom and the need for power and control.

As leaders in business, it is incumbent on us to understand the needs of the people around us, factor them into our thinking and manage them throughout all our activities.

In the successful business, we achieve everything with and through others around us. Therefore, building a business culture that is “need satisfying” for all the people in it and for those who interact with it is crucial for success.

It creates an innovative environment and a dedicated and committed group of people that willingly put in the effort that ensures your business objectives are met.

Understand Your Own Drivers

Knowing your own predominant personal drivers is critical for the high performing business person. Knowing and understanding what makes you tick, what your strengths are and what excites you are critical in getting the best out of yourself and the people around you.

Being able to talk openly about our own strengths enables us to play to them and manage our weaknesses. Working with and through others means that we become aware of the wonderful strengths of the people around us and encourage them to play to their strengths as well.

Together, this creates a leadership team that delivers high performing results, enables people to identify and manage areas of risk, and enhances your problem solving/conflict resolution skills.

Never Stop Trying to Understand Yourself and Other People

Understanding human nature, human needs and your own drivers is an ongoing journey of learning and applied knowledge.

Reading books on the subject, for example Dale Carnegie’s How to Win Friends and Influence People or How I Raised Myself from Failure to Success in Selling by Frank Bettger, can help you gain important insights into human nature.

William Glassser’s Choice Theory or Nohria and Lawrence’s book Driven help us gain an understanding of the basic human needs that we all have.

Observe the people around you and adopt a listening mindset.

Knowing yourself, your own strengths and tendencies and preferences is critical in running a successful business. There is a wide range of psychometric instruments available that can help you gain emotional intelligence in business.

Having a practical, working knowledge of these facets of the human condition is your business philosophy. Knowing what it is and being able to share it with others is invaluable in running a highly successful business that is attuned to the needs of people.

Peter McLean is a highly experienced Coach, Senior Manager, Consultant, Business Owner and Company Director. He successfully coaches top Executives in some of Australia’s leading multi-national companies. One such Senior Executive recently won an International Award for Excellence within his particular field. In addition, Peter works extensively in the Public, Private, Commercial and Not-for-Profit sectors, delivering outstanding results for his clients. To learn more of how you can benefit from Peter’s experience, visit the Essential Business Coach web site!

Leadership skills development

Tags: leadership, skills,, leadership, development,, , business, leadership

A few of the leadership behaviors I considered before I gave my final answers included such things as poor communication skills, poor delegation skills, poor team building skills, too much tactical thinking, poor coaching skills, poor empowerment skills, and poor feedback skills. Any of these behaviors could be the three worst leadership behaviors, but I opted instead for things that I had personally observed as being highly destructive to not only people, but also to things, activities and processes.

My three answers were: 1) Personal Arrogance, 2) Inflexible Position, and 3) a belief in Self-Resolution. Inasmuch as these three attributes constitute a wide range of specific behaviors, permit me to describe each one in more detail.

1. Personal Arrogance. Another way to describe arrogance is pride. Although there are clearly good aspects of being proud, pride can also be a handicap to effective leadership. First, let’s look at the good side of pride. Leaders, managers and individual contributors can take pride in their job, an assignment, a task, or even a procedure. And such pride can be a motivator to perform well, thoroughly, and with a high degree of quality. So taking pride in one’s job can be a positive attribute for any worker.

But unfortunately, there is a negative side to personal pride that I call unhealthy pride. When a person uses pride to the determent of others, then it can be a destructive rather than positive trait. Ezra Taft Benson said, “The proud make [people] their adversary by pitting their intellects, opinions, works, wealth, talents or any other device against others.” In the words of C.S. Lewis: “Pride gets no pleasure out of having something, only out of having more of it than the next [person]. It is the comparison that makes [a person] proud: the pleasure of being above the rest. Once the element of competition [or comparison] has gone, pride has gone.” So at the heart of unhealthy pride is judging oneself as superior to others.

The truth is that pride is often a liability that people often see in other people, long before they are willing to admit that it exists in themselves. This makes the proud unteachable, untouchable, and often unreachable when it comes to leadership development. Excessive pride in a leader can create executive isolation and insulation where lines of communication are disrupted at the most, or faulty at the least.

It is executive pride and the lack of personal humility that causes a leader to be convinced that his or her decisions are infallible and unchallengeable. Over time this creates in an organization a climate of fear, blind obedience and compartmentalization. Organizational compartmentalization occurs when workers feel most safe with their chin on their chest doing only what is necessary to keep from being disciplined or fired. There is in this dysfunctional climate no creativity, empowerment, risk taking, or free speech. Decision quality is, therefore, very poor. Chin on chest mentality negates the possibility of employees thinking or acting in a strategic manner.

2. Inflexible Position. I currently teach leadership development workshops for several clients. Within these courses is a module titled, “Flexible Leadership.” The primary learning point of the module is helping leaders understand that “one size does not fit all.” People are individuals and situations are situational. So when a leader approaches a situation in an organization he or she must demonstrate enough flexibility of position and ability to treat each person and situation differently. Rigid thinking and inflexible positions typically shut down lines of communication.

It’s surprising how many leaders become dogmatic with their personal opinions, preferences and biases and as a result struggle with flexibility and adaptability. This might relate to unhealthy personal pride, or it could be insecurity, or it might even be inexperience. Whatever the cause, holding fast to an opinion or belief in the face of unconsidered different courses of action seriously limits decision quality. We know from mountains of evidence that decision quality usually follows a path of divergent thinking, following by facilitated convergent thinking. Stated another way, the best idea usually follows many considered ideas. Conversely, the worst idea often follows a leader’s unwillingness to consider the ideas of others.

3. Problem Self-Resolution. Several years ago a large portion of my consulting practice was helping organizations implement a system of process improvement. While assisting literally hundreds of functional and cross-functional teams as they endeavored to create and modify organizational processes, I observed an all too often tendency of some leaders who were supposed to empower the teams. These ineffective sponsors of teams had a belief that if a problem was left alone long enough that it might spontaneously fix itself. Some of these leaders clearly lacked enough courage to confront broken processes and uncooperative employees. Others just didn’t want to upset the apple cart, so they would drag their heels in challenging and motivating teams.

Jack Welch said, “Leaders must face reality as it is and not as they may have constructed it.” The reality is that very few organizational process problems ever fix themselves to an effective level. Rather, most problems dealing with people and processes typically get worse over time, not better. Indeed, sometimes problems may go on vacation for a short time and give the appearance of being resolved, but a few weeks later they crop back up with even more steam.

Effective leaders must have the courage and ability to recognize problems when they occur, acknowledge that they need to be resolved, and work diligently to make them go away. Anything less than that will add fuel to the fire and the problems will grow into major disruptions.

Summary

I am unaware of what happened to the information I gave to the writer who asked for my list of the worst leader behaviors. Perhaps it ended up in a book, leadership development class, article, or trashcan, I don’t know. Nonetheless, the exercise of deciding on three negative attributes gave me an opportunity to consider not only good leader behaviors, but also the bad ones as well.

Perhaps the lesson in this article is to ask the following questions: “Am I guilty of any of these ineffective behaviors? Do I diligently create a climate for my followers that is open, honest, positive, motivating, and beneficial to both people and the organization? Am I willing to self-assess my effectiveness and make appropriate changes?” Give it some thought and tell me what you think.

Dr. Richard L. Williams is a business consultant specializing in leadership development, organizational development/diagnostics, performance coaching, quality improvement, and team development.

If you would like to learn more about Leadership Development, contact Dr. Rick Williams or the CMOE team or contact us at 888-262-2499.

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Leadership Development

Tags: leadership, development,, leadership, mistakes,, leadership, training