Leadership

Why learn about leadership if I do not aspire to a leadership position?

Are leaders born or made?

Leadership is in part a moment, a chance opportunity, when someone steps forward and says, "This way, follow me."

A moment.

Leadership is not a final destination we arrive at after a period of preparation. Rather, it is a lifelong trip toward a greater degree of self-awareness and interpersonal skill. A symphony. art of leadership. The music, though, is symphonic in nature; it consists of notes coming from many instruments. This is why one cannot lead only oneself. It is not that the piano cannot stand alone as an instrument;

A journey.

The unique role of a leader is then to provide the energy and commitment to see this job through, and ensuring execution is perfect. Leadership is about listening, and making a real "connect" with others. It is a process.

Step 1: Envision Leadership starts with having a vision, then developing a plan to achieve it. It is based both on data assessment and intuition, hope and fear. It is a noble challenge. A vision of the future is the key to getting started as a Leader. Without one, go back to square one

Step 2: Enable The Envisioning step forces decisions on choices strategies, in other words. Leaders must then decide what methods or tools will be used to Enable the objectives, and to encourage the right kind of action

Step 3: Empower Given a clear vision, strategy and enabling tool kit, the third step of the Leadership process is empowering people to achieve the goals. There is a deal between the Leader and his or her followers. The followers and the Leader have a contract, for success and failure, reward and sanction, on both sides. Both are given mutual freedom, yet held mutually accountable. Both are thus empowered

Trust via empowerment The overall impact of empowerment is to build trust. There are many ways to do this, all of which are as applicable to networks as in any other context. A word of warning trust is not something a group can just agree to have. It is built over time

Step 4: Energize So, the goal is clear, the plan is in place, and the troops are both motivated and armed. Still, there is an essential ingredient missing. The Leadership role demands the skills of energizing the organization to act

Step 4: Energize So, the goal is clear, the plan is in place, and the troops are both motivated and armed. Still, there is an essential ingredient missing. The Leadership role demands the skills of energizing the organization to act

leadership scale is balanced between the qualities of respect and responsibility. When there is respect in an organization, everyone feels a sense of partnership, equality and fairness. When responsibility is prevalent, each person is willing to take initiative and act for the good of the entire organization

INTEGRITY
INTEGRITY

Leaders must be honest, credible and completely trustworthy. A person with integrity doesn't twist facts for personal advantage, is willing to stand up for what is right, keeps all promises, and can be counted on to always tell the truth. A person with integrity makes sound decisions, especially when faced with moments of indecision, temptation and conflict. Without integrity, no leader can be successful.

RESPECT
INTEGRITY

Respect helps create a state of partnership and teamwork. People who demonstrate respect show unconditional high regard for others, acknowledging their value as human beings, regardless of their behavior. The respect comes through in all situations,

Empathy

Treating everyone in the organization with empathy helps leaders earn trust. Leaders who are empathetic create strong bonds and are seen as less political. A person who demonstrates the core quality of empathy: v Can understand others points of view, including the views of those who are different v Shows genuine concern for others v Listens with understanding v Is respectful even when he or she has nothing to gain from the relationship

Humility

v v v v

Listens to others with an open mind Doesn't brag or name drop Clearly sees and admits their own limitations and failings Is not afraid to be vulnerable

Emotional Mastery

v Stays calm even in crisis situations v Reflects before reacting and is able to consciously choose an response

Emotional Mastery

v Stays calm even in crisis situations v Reflects before reacting and is able to consciously choose an response

Responsibility

Responsibility is the acceptance of full responsibility for personal success and for the success of the project, team and organization. . Becoming responsible requires developing and refining the following core qualities:

Responsibility Becoming responsible requires developing and refining the following core qualities: v v

Takes the initiative to get things done Takes personal responsibility for organizational success

Self-Confidence

People who are self-confident also recognize the value of building the self-confidence of others and won't be threatened by doing so. Self-confidence in everyone builds a sense of partnership and helps the organization get maximum effort and ideas form everyone. A person with the core quality of self-confidence:
v v v v Has a self assured bearing Is flexible and willing to change Easily gives others credit Isn't afraid to tell the truth

Courage They are willing to risk conflict to have their ideas heard, balancing that with the respect that makes constructive conflict possible. A person with the core quality of courage: v v v v Champions new or unpopular ideas Talks to others, not about others, when there is a problem Accepts feedback and really hears what others say Takes the ball and runs with it, even when there are obstacles

Focus on the whole

A person who demonstrates the core quality of focusing on the whole:

v Realizes that they represent their company to customers v Sees how the work in their area affects the entire project and the entire organization v Gathers information from all stakeholders when making decisions v Shares information throughout the company and understands the value of a knowledgeable workforce