#leadershift

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Leading Your Team To Success: Top Tips

Strong leadership skills are paramount to creating an effective team and leading an organization to greatness. If you are looking to develop your own skills in order to become such a strong leader, keep reading. Here, we will provide you with a bevy of information that can enhance your leadership capabilities and help to lead you to new heights in the business world.

In order to be an effective leader, you must work closely with your team. Listen to them when they talk, encourage individuality and innovation, and let each member of your team enjoy their individual and group successes. Above all, don’t ask a member of your team to do anything that you would not be willing to do yourself.

When trying to be a good leader, it is important to listen to what other people have to say. Your opinions or ideas aren’t guaranteed to be great just because you’re a leader. If you listen to other ideas or opinions, you may find that the people around also may have great ideas that could work well with yours.

Good leaders should be honest people. Do what you can to tell the truth. Remain authentic. When you tell the truth, do so kindly. Be open about any mistakes that have occurred. Mistakes will happen, so you need to accept them. It is those mistakes that you can use to find a new solution. They can provide you with nearly limitless opportunities.

If you make a mistake, admit it. Nothing will kill the confidence workers have for you faster than insistence that you’re right when you are clearly not. However, if you can admit that you are wrong, you will gain the respect of your underlings. The respect of those around you is imperative.

If you’re trying to improve your leadership skills, avoid acting like you know everything. You might have good ideas and think you’re perfect, but others may wish to add something, too. They can add to your plan with their own great ideas.

As you’re trying to be a good business leader, you’ll need to be able to make difficult decisions. When making a difficult decision, you should understand the consequences and outcome of your decision. When making a decision, you should always consider what is going to be best for your business, not just for certain people or yourself.

Continue to learn new leadership techniques and innovative methods for conducting business. Continuing your education will give you a better understanding of how your younger employees think. A new perspective will help you improve your leadership style, while also giving you the tools to be competitive in an ever-changing market.

Work hard at being approachable. Being so intimidating that people are afraid to talk to you is a bad idea. However, this is not a good approach to take and will lose your respect. Be sure to let coworkers understand that you’re always there to talk to.

Promotions, bonuses and raises should always be fairly distributed and based on performance. Don’t simply promote the person who has been working with you the longest or hand out the biggest raise to a family member. Your employees will be more motivated when they know that they can earn tangible rewards for working hard.

A great idea for anyone in a leadership role to try is to periodically write an “open letter” to the team members, or workforce. In this letter, you can acknowledge good work, overall performance and show your appreciation for all they do. There is nothing like a little praise to boost morale.

Integrity and leadership go hand in hand. The two best ways to pragmatically practice integrity are to always speak the truth and do what is right, especially when you think no one’s watching you. People find it difficult to trust people with no integrity. Leading with integrity generates trust, loyalty and respect in your underlings.

Always remember that there is an inverse relationship between what’s on your mind and your personal productivity right now. If something is on your mind, write it down. When you need to, work on it now. If it can wait or can’t be helped right this minute, set the paper to the side and get to work on something you can do right now.

Rehearse the behaviors and attitudes you wish to display as an effective leader in your mind. Try to create the most realistic vision you can. When the time comes, focus on putting the behaviors you practiced into action. This method is often used by athletes before a big competition or race.

Leadershift je pojam koji je skovao John C. Maxwell, jedan od najvećih autoriteta u području leadershipa. Autor desetaka bestseller knjiga prodanih u milijunskim naknadama. Ova knjiga nije razočarala. Izvrsna knjiga koja kroz 11 tema opisuje gdje se najčešće nalaze leaderi a gdje su najbolji leaderi tj. koje promjene bi leaderi trebali provesti da postanu izvrsni leaderi. Prepoznao sam se u svojoj povijesti ali i trenutnoj situaciji. Uz sažetak koji sam napisao, sastavio sam si i action points gdje se želim promijeniti.

Chapter 1 - Why every leader needs to leadershift

"Leadership, however, requires a more nuanced view of the world because it involves people, what motivates them, what their interests are, and how engaged they become" "Good leaders adopt. They shift. They don't remain static because they know the world around them does not remain static" "If you want to be successful as a leader, you need to learn to become comfortable with the uncertainty and make shift continually" "Embrace these practices daily, and you will be ready to face every leadershift situation with flexibility and confidence: - Continually learn, unlearn, and relearn - Value yesterday but live in today - Rely on speed, but thrive on timing - See the big picture as the picture keeps getting bigger - Live in today but think about tomorrow - Move forward courageously in the midst of uncertainty - Realize today's best will not meet tomorrow's challenges"

Chapter 2 - Soloist to conductor; The focus shift

"One of the first and most important shift anyone can make to become a leader is from soloist to conductor. You can be a successful person on your own, but not a successful leader" "When you transition from soloist to conductor, there are some realities you have to face: - Going slower so you can go farther - Recognition that you need others - Making the effort to understand others - Wanting others to shine more than you do - Helping others to become better every day" "Good leaders shift from being self-focused to others-focused" "People remember those who added value to them, and they're especially grateful to those who helped them first"

Chapter 3 - Goals to growth; The personal development shift

“The goal I set and achieved were nice, but they weren’t as significant as the growth I experienced. Goals helped me to do better. But growth helped me to become better” ”Growth’s biggest reward is not what we get from it, but what we become by it” ”To start making that shift , do these seven things: - Embrace change - Adopt a teachable spirit - Make your love for learning greater than you fear of failure - Develop relationships with other growing people - Develop greater humility - Believe in yourself - Embrace layered learning”

Chapter 4- Perks to price; The cost shift

"Leaders who focus on perks end up misusing their leadership, and because they love perks more than people, they are continually tempted to misuse people to receive, maintain, or improve the perks" "As leaders we can't deny reality, nor should we try to sugarcoat it when communicating with our people. We need to bring reality into the conversation as soon as possible" "All people with leadership ability have one perspective in common: before and more. They see things before other people do, and they see more than other people do" "However, what sets great leaders apart from all other leaders is this: they act before others and they do more than others" "Over the years, I've observed that they share three common before-and-more characteristics: - Follow-me leaders believe in themselves before and more than others do - Follow-me leaders set expectations for themselves before and more than others do - Follow-me leaders make commitments to themselves before and more than to others" "If you desire to go to higher levels of leadership, you need to keep paying the price" "If you want to have an amazing impact as a leaders, you need to make shift from perks to price and do many unamazing things as you make the difficult uphill climb of leadership and set the example for your team"

Chapter 5 - Pleasing people to challenging people; The relational shift

"But if you are a leaders, the answer is no. You can never make everyone happy. And wanting to do so is a setup for disappointment or failure" "To make that shift , you need to do seven things: - Change your expectations toward leadership - Value people as much as you value yourself - Work to establish expectations up front - Ask yourself the hard questions before any potentially difficult conversation - When a tough conversation is needed, do it right - Understand the 25-50-25 principle - Balance care with candor"

Chapter 6 - Maintaining to creating; The abundance shift

"What gets celebrated gets done" "Micromanagement undermines creativity while freedom and flexibility foster it" "Creativity requires risk, and taking risks requires courage" "Too many rules cause idea anemia" "Any time you learn what doesn't work, you're a step closer to what does work" "If you want to create something significant, build it in small increments" "To be creative, leaders need to add options to their planning" "The more ideas you test, the more likely you are to find one that works" "When an idea falls apart, take time to consider what went wrong and how you can learn from it. The only true bad ideas are those that die without giving rise to other ideas" "Curious people are imaginative people, and questions are doorways to opportunity" "Leadershift from maintaining to creating allows you to lead people into the land of abundance and opportunity" "Don't ever get comfortable. Make the shift to abundance. Get out on the edge. Break new ground. Seize opportunity. Get creative"

Chapter 7 - Ladder climbing to ladder building; The reproduction shift

"Leadership should always be about others" "This leadershift is about changing from being a personal producer to equipper of others" "The better you are at climbing the ladder yourself, the more you will have to give others when you move on to the next phases" "Good mentors don't jump to conclusions. They ask questions and explore ideas to unlock doors that would otherwise remain locked" "With that in mind, ask the following questions about anyone you are considering helping: - Is this person hungry to learn? - What is this person's capacity? - Are these person's values compatible with mine? - In this individual a leader?"

Chapter 8 - Directing to connecting; The communication shift

"If you want to become the best leader you're capable of being, you must learn to connect with people" "Here are the seven thing I have found to be most important to a leader who wants to connect with others: - Humility - let people know you need them; Good leaders are aware that they need other people, and they let them know that - Curiosity - ask people questions - Effort - go out your way to connect with people - Trustworthiness - be someone others can count on - Generosity - give first, give continually - Listening - open the best door to connecting with people - Encouragement - give people oxygen for their soul"

Chapter 9 - Team uniformity to team diversity; The improvement shift

"As a leader it's important to know that you don't know. How? By engaging with diverse people on your team" "As a leader, it is my responsibility to encourage and engage in conversations that draw out different perspectives" "When people are on your team but don't feel like they belong or contribute, they disconnect" "Leaders can do that by providing a collaborative environment in which employees can see the impact of their work, understand the value they bring to the organization, and are recognized for their effort" "When you share space, share responsibility, share ownership, and share rewards, everyone wants to contribute"

Chapter 10 - Positional authority to moram authority; The influence shift

"Competence is the core of moral authority" "How do you build a foundation of competence? By giving your best, starting with the small stuff" "Leadership authority shrinks or expands with a person's courage" "Every leader who possesses moral authority has had to stand alone at some point in time"

Chapter 11 - Trained leaders to transformational leaders; The impact shift

"If your actions inspire people to dream more, learn more, and become more, than you are a transformational leader" "Transformational leaders see thing differently. They ask Why Not, because they're always thinking about trying to create a better future" "Transformational leaders speak up" "Transformational leaders believe that they can make a difference" "Do you know what happens when a transformational leader has something to do? They get moving" "If I want to help others to be transformational, I must first be transformational" "An essential step in the leadership from trained to transformational is a commitment to taking action"

Chapter 12 - Career to calling; The passion shift

"Is there a cause you want to pursue that is consuming you so much that you can't sleep at night? That's a sign you might be called to it" "People who have a sense of calling need to maintain a daily focus without loosing their long-term perspective" "People who fulfil a calling leave a legacy in others"

Dodatne poveznice

Goodreads: Leadershift: The 11 Essential Changes Every Leader Must Embrace Amazon: Leadershift: The 11 Essential Changes Every Leader Must Embrace Blackwell's: Leadershift: The 11 Essential Changes Every Leader Must Embrace

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