Incredible Teamwork - Well Done! Incredible Teamwork - Well Done!
Thursday, April 29, 2010 | Comments (0) تعليقات | Permalink
Thanks to the whole team for your incredible efforts this week with the take over of 8 buildings for Abu Dhabi Municipality. We have grown as a company 20% in just 1 month. This is a massive feat no matter the size of the company, especially one that has just celebrated its first year in business. Great Job!
It is truly great to see everyone come together for a common goal and a common purpose. I am so impressed that all of the Services Supervisors and Managers were on ADM this week making sure things got off to a great start! Secondly, I love that the Property Management leaders were out to help inspect and play an important part - Great Teamwork and Great Leadership.
When you think about our growth of 20% in 1 month, you see the important role of Support Services plays with Services or Property Management to pull off a feat like this. Now don’t get me wrong, we have had some problems and we need to learn from this and improve. But all in all, with only 30 days to get ready, we grew 20% in only one month to now 495 employees. It is quite a feat.
Think about this - recruiting, selecting, training, supplies, etc. are the life blood to a company, especially one that is fast growing like we are. It is like an army's need for supplies in ammo, people, weapons, and food. The army can only advance into enemy territory (Khidmah growing with new contracts) as far as the supplies are there to support them. The quickest way to stop an army (or a company) is cut off the supplies, then the people doing the fighting (our PM and Services Teams) have nothing to fight with and we lose not only the battle but possibly the war.
It takes really good communication between the troops on the front lines and the people supporting them. Both must determine FUTURE NEED, which many times is an experienced estimate done in collaboration with both teams. This relationship, if done well, allows the Army (Company) to defeat the enemy and take new territory (win new business). Success begins inside an army or a company, not on the outside. And most of the time, the battle is already decided before the fight starts based on which side is better supplied and trained.
As we take on new business and expand in size, these communication and supply lines must be strengthened by ALL and defended as the life blood of our growth. It is not just up to the people supplying or people fighting, but all of us. We are all in this struggle together.
Lead On!
Sutton
Cityscape: Khidmah succesfully participates in Cityscape Abu Dhabi 2010 Cityscape: Khidmah succesfully participates in Cityscape Abu Dhabi 2010
Monday, April 26, 2010 | Comments (0) تعليقات | Permalink
Moments at the Khidmah exhibition booth in Cityscape Abu Dhabi 2010:
Khidmah team welcoming visitors Interested customers inquiring about Khidmah's services
Visitor reading about company offerings CEO interacting with visitors
Media interviewing top management Client testing the newly launched resident portal & technologies
Khidmah team extending a warm welcome to visitors All committed to serving the vision of our Nation
Times of Stress can Bind us together Times of Stress can Bind us together
Sunday, April 25, 2010 | Comments (0) تعليقات | Permalink
In times of stress, like we are in these weeks with ADM, it is even more important to communicate clearly, praise often for a good job, and show everyone more patience than normal with fellow team members.
When a team goes through a time of stress, especially when it is going to a HNL, we find ourselves doing 1 of 2 things:
1. The stress of the situation makes team members begin to fight against each other because they are frustrated with the current situation. The Team can actually come apart during a time such as we find ourselves in.
2. The stress of the situation makes team members begin to defend each other and help other team members cure their mistakes. The Team can actually come/bind together during a time such as we find ourselves in.
So I challenge everyone over these next couple of weeks to allow this current situation to binds us together and not pull us apart. As this is an individual decision, I urge you to think about it.
Thank you and together we can Lead On!
Sutton
Leading Up Leading Up
Monday, April 12, 2010 | Comments (0) تعليقات | Permalink
Leading Up
The 360 Degree Leader must learn the skills to lead up (with your leader), lead across (with your colleagues), and lead down (with your followers). Each of these draws on different principles and requires different skills. Leading up is the greatest challenge. Your underlying strategy should be to support your leader, add value to the organization, and distinguish yourself from the rest of the pack by doing your work with excellence.
Let’s study the “Lead Up” principles one by one in this lesson.
1. Lead Yourself Exceptionally Well
Learn to lead yourself before you try to lead others. The keys to leading yourself well are self-management and self-discipline. Nothing will make a greater positive impression on those above you than your ability to lead yourself.
John Maxwell lists the following areas in which you must manage yourself:
1. Manage your emotions.
2. Manage your time.
3. Manage your priorities.
4. Manage your energy.
5. Manage your thinking.
6. Manage your words.
7. Manage your personal life.
If I can’t lead myself, others won’t FOLLOW ME.
If I can’t lead myself, others won’t RESPECT ME.
If I can’t lead myself, others won’t PARTNER WITH ME.
2. Lighten Your Leader’s Load
The top leader carries many responsibilities. He can give up many things, but he cannot give up final responsibility. As a subordinate leader in his organization, you can make his load lighter, or you can make it heavier.
Helping the top leader carry the load does the following:
1. Shows you are a TEAM PLAYER.
2. Shows your GRATITUDE for a place on the team.
3. Makes you part of something BIGGER.
4. Gets you NOTICED.
5. Increases your VALUE and INFLENCE.
Follow these principles:
* Do your own job well first.
* When you find a problem, offer a solution.
* Tell leaders what they need to hear, not what they want to hear.
* Go the second mile by doing more than is asked of you.
* Stand up for your leader whenever possible.
* Ask your leader how you can help lift his load.
3. Be Willing to Do What Others Won’t Do
Few things gain the appreciation of a top leader more quickly than a subordinate with a whatever-it-takes attitude. This person can think outside their job description and tackle the kinds of jobs others are too proud to do or too frightened to take on. This is crucial to becoming an effective 360 Degree Leader.
John Maxwell teaches several things to do to become a 360 Degree Leader who leads up:
1. Take on the TOUGH JOB.
2. Work hard even if no one NOTICES you.
3. Learn to get along with DIFFICULT people.
4. Be a RISK TAKER.
5. Admit faults, but never make EXCUSES.
6. Do more than is EXPECTED of you.
7. Be first to VOLUNTEER to help others.
8. Perform tasks that are not in your JOB DESCRIPTION.
4. Do More Than Manage – Lead!
“Leaders must be good managers, but managers are not necessarily good leaders.”
Leadership is much more than management.
Leadership is:
1. People more than projects
2. Movement more than maintenance
3. Art more than science
4. Intuition more than formula
5. Vision more than procedure
6. Risk more than caution
7. Action more than reaction
8. Relationships more than rules
9. Who you are more than what you do
Sum it up this way: Managers work with processes – leaders work with people.
1. Leaders think LONGER term.
2. Leaders see the LARGER context.
3. Leaders push BOUNDARIES.
4. Leaders see the INTANGIBLES.
5. Leaders invest POWER in others.
6. Leaders see themselves as agents of CHANGE.
5. Invest in Relational Chemistry
All good leadership is based on relationships. People won’t go along with you if they can’t get along with you. As a 360 Degree Leader, you must take it upon yourself to connect not only with the people you lead, but also with the person who leads you. If you want to influence those above you, you must take the responsibility to connect up.
Here’s how to get started:
1. Know and relate to your leader’s INTERESTS.
2. Know your leader’s PRIORITIES.
3. Know your leader’s STRENGTHS.
4. Support your leader’s VISION.
5. Understand your leader’s PERSONALITY.
6. Earn your leader’s TRUST.
7. Respect your leader’s FAMILY.
6. Become a Go-To Player
The Law of the Catalyst in The 17 Indisputable Laws of Teamwork states, “Winning teams have players who make things happen.” These team members demonstrate consistent competence, responsibility and dependability. These are the people who will step up and make a difference when it matters most, often when the pressure is greatest. Go-to players gain tremendous influence with the leaders above them.
They produce!
1. They produce when the PRESSURE is on.
2. They produce when the RESOURCES are few.
3. They produce when the MOMENTUM is low.
4. They produce when the LOAD is heavy.
5. They produce when EVERYONE is tired.
6. They produce when the LEADER is absent.
7. They produce when the TIME is limited.
Do you volunteer to help your leader in challenging times and situations?
How can you develop as a go-to player for your leader and team?
Be prepared every time you take your leader’s time.
Bring ideas and solutions to the table.
Know when to push and when to back off.
Make the right move at the right moment with the right motive.
Be better tomorrow than you are today.
The key to personal development is being more growth-oriented than goal-oriented.
So let’s be leaders who lead up and LEAD ON!
Sutton
Leading Across Leading Across
Monday, April 12, 2010 | Comments (0) تعليقات | Permalink
Leading Across
Leaders who work really hard and exhibit very high competence can influence those above them. So in that respect, they become leaders of leaders. But leading peers is another kind of challenge! To succeed as a 360 Degree Leader who leads peer-to-peer, you have to work at giving your colleagues reasons to respect and follow you. If you want to gain influence and credibility with people working alongside you, there are principles that must be followed. Let’s discuss them in this lesson.
1. Understand, Practice, and Complete the Leadership Loop
Here are the steps:
1. Caring – Take an INTEREST in people
2. Learning – Get to KNOW people
3. Appreciating – RESPECT people
4. Contributing – Add VALUE to people
5. Verbalizing – AFFIRM and ENCOURAGE people
6. Leading – INFLUENCE people
7. Succeeding – WIN with people
“Great leaders don’t use people so that they can win.
They lead people so that they all can win together.” John C. Maxwell
2. Put “Completing” Fellow Leaders Ahead of “Competing” with Them
There is nothing wrong with competition. The problem with many leaders is that they end up competing against their peers in their own organization in a way that hurts the team and them. You want to compete with your teammates in such a way that you are actually completing them. The list below will help you determine if you are competing with or completing your co-workers.
Competing vs. Completing
The bottom line is this, the success of the whole team is more important than any individual wins. Winning at all costs will cost you when it comes to your peers. If your goal is to beat your peers, then you will never be able to lead across with them.
Competing Completing
Scarcity mind-set Abundance mind-set
Me first Organization first
Destroys trust Develops trust
Thinks win-lose Thinks win-win
Single thinking Shared thinking
(My good ideas) (Our great ideas)
Excluding others Including others
3. Be a Friend
Friendships are important because…
• Friendship is the FOUNDATION of influence.
• Friendship is the FRAMEWORK for success.
• Friendship is a REFUGE in the storms of life.
Make it your goal to be a friend, not find a friend. Here are some steps:
1. Be a great LISTENER.
2. Be AVAILABLE.
3. Have a sense of HUMOR.
4. Find mutual INTEREST.
5. Tell the TRUTH when others don’t.
4. Avoid Office Politics
Office politics is when you change who you appear to be or what you normally do to gain an advantage with whoever currently has power. Political people in the work environment are unreliable and opportunistic, doing anything in the moment to win, regardless of what’s best for their peers, their employees, or the organization. There seem to be two ways to get ahead in an organization – politics or production.
Note the differences:
People Who Rely on Production People Who Rely on Politics
Depend on how they grow Depend on who they know
Focus on what they do Focus on what they say
Become better than they appear Appear better than they are
Provide substance Take shortcuts
Do what’s necessary Do what’s popular
Work to control their own destiny Let others control their destiny
Grow into the next level Hope to be given the next level
Base decisions on principles Base decisions on opinions
Here are some safe guards against falling into the trap of playing politics:
1. Avoid GOSSIP.
2. Stay away from ARGUMENTS.
3. Stand up for what is RIGHT, not just for what is popular.
4. Look at all SIDES of the issues.
5. Don’t protect your TURF.
6. See the BIG PICTURE.
7. Always tell the TRUTH.
The characteristics of an out-of-control leader:
1. He misunderstood the HEART of his leader.
2. He lost JOY over little problems.
3. He was desperately INSECURE.
4. He burned with ENVY.
5. He would do ANYTHING to win.
6. He listened to the WRONG people.
7. He thought too HIGHLY of himself.
8. He REAPED what he sowed.
5. Expand Your Circle of Acquaintances
Expanding your circle of acquaintances may be uncomfortable, but it can do a lot for you. It will expose you to new ideas. It will help you see things from a different point of view, which will often help you generate new ideas of your own. It can help you learn new working methods and become more innovative.
Here are some suggestions for expanding your circle of acquaintances:
1. Ask your friends to introduce you to their FRIENDS.
2. Connect with people who have EXPERTISE in fields other than yours.
3. Go out of your way to meet people who have STRENGTHS different than yours.
4. Expand beyond your personal PREJUDICES.
5. Extend beyond your ROUTINE.
Leading Across
Leaders who work really hard and exhibit very high competence can influence those above them. So in that respect, they become leaders of leaders. But leading peers is another kind of challenge! To succeed as a 360 Degree Leader who leads peer-to-peer, you have to work at giving your colleagues reasons to respect and follow you. If you want to gain influence and credibility with people working alongside you, there are principles that must be followed.
Let’s discuss them in this lesson.
Let’s discuss them in this lesson.
1. Understand, Practice, and Complete the Leadership Loop
Here are the steps:
1. Caring – Take an INTEREST in people
2. Learning – Get to KNOW people
3. Appreciating – RESPECT people
4. Contributing – Add VALUE to people
5. Verbalizing – AFFIRM and ENCOURAGE people
6. Leading – INFLUENCE people
7. Succeeding – WIN with people
“Great leaders don’t use people so that they can win.
They lead people so that they all can win together.” John C. Maxwell
2. Put “Completing” Fellow Leaders Ahead of “Competing” with Them
There is nothing wrong with competition. The problem with many leaders is that they end up competing against their peers in their own organization in a way that hurts the team and them. You want to compete with your teammates in such a way that you are actually completing them. The list below will help you determine if you are competing with or completing your co-workers.
Competing vs. Completing
The bottom line is this, the success of the whole team is more important than any individual wins. Winning at all costs will cost you when it comes to your peers. If your goal is to beat your peers, then you will never be able to lead across with them.
Competing Completing
Scarcity mind-set Abundance mind-set
Me first Organization first
Destroys trust Develops trust
Thinks win-lose Thinks win-win
Single thinking Shared thinking
(My good ideas) (Our great ideas)
Excluding others Including others
3. Be a Friend
Friendships are important because…
• Friendship is the FOUNDATION of influence.
• Friendship is the FRAMEWORK for success.
• Friendship is a REFUGE in the storms of life.
Make it your goal to be a friend, not find a friend. Here are some steps:
1. Be a great LISTENER.
2. Be AVAILABLE.
3. Have a sense of HUMOR.
4. Find mutual INTEREST.
5. Tell the TRUTH when others don’t.
4. Avoid Office Politics
Office politics is when you change who you appear to be or what you normally do to gain an advantage with whoever currently has power. Political people in the work environment are unreliable and opportunistic, doing anything in the moment to win, regardless of what’s best for their peers, their employees, or the organization. There seem to be two ways to get ahead in an organization – politics or production.
Note the differences:
People Who Rely on Production People Who Rely on Politics
Depend on how they grow Depend on who they know
Focus on what they do Focus on what they say
Become better than they appear Appear better than they are
Provide substance Take shortcuts
Do what’s necessary Do what’s popular
Work to control their own destiny Let others control their destiny
Grow into the next level Hope to be given the next level
Base decisions on principles Base decisions on opinions
Here are some safe guards against falling into the trap of playing politics:
1. Avoid GOSSIP.
2. Stay away from ARGUMENTS.
3. Stand up for what is RIGHT, not just for what is popular.
4. Look at all SIDES of the issues.
5. Don’t protect your TURF.
6. See the BIG PICTURE.
7. Always tell the TRUTH.
The characteristics of an out-of-control leader:
1. He misunderstood the HEART of his leader.
2. He lost JOY over little problems.
3. He was desperately INSECURE.
4. He burned with ENVY.
5. He would do ANYTHING to win.
6. He listened to the WRONG people.
7. He thought too HIGHLY of himself.
8. He REAPED what he sowed.
5. Expand Your Circle of Acquaintances
Expanding your circle of acquaintances may be uncomfortable, but it can do a lot for you. It will expose you to new ideas. It will help you see things from a different point of view, which will often help you generate new ideas of your own. It can help you learn new working methods and become more innovative.
Here are some suggestions for expanding your circle of acquaintances:
1. Ask your friends to introduce you to their FRIENDS.
2. Connect with people who have EXPERTISE in fields other than yours.
3. Go out of your way to meet people who have STRENGTHS different than yours.
4. Expand beyond your personal PREJUDICES.
5. Extend beyond your ROUTINE.
So, Let's Lead Across and Lead ON!
Sutton
So, Let's Lead Across and Lead ON!
Sutton
Leading from the Middle - Myths and Challenges Leading from the Middle - Myths and Challenges
Tuesday, April 06, 2010 | Comments (0) تعليقات | Permalink
Fighting through the Myths about Leading from the Middle:
1. The Position Myth: “I can’t lead if I am not at the top.”
The number one misconception about leadership is the belief that leadership comes simply from having a position or title.
“The true measure of leadership is influence – nothing more, nothing less.”
2. The Destination Myth: “When I get to the top, then I’ll learn to lead.”
3. The Influence Myth: “If I were at the top, then people would follow me.”
The position does not make the leader; the leader makes the position.
4. The Inexperience Myth: When I get to the top, I’ll be in control.
“If I were in charge, things sure would be different around here”?
To think that life “at the top” is easier is a serious mistake. Being at the top has its own set of problems and challenges. In leadership – no matter where you are in an organization – the bottom line is influence.
5. The Freedom Myth: “When I get to the top, I’ll no longer be limited.”
When I get to the top, I’ll have it made.
When I finally finish climbing the organizational ladder, I’ll have time to rest.
When I control the organization, I’ll be able to do whatever I want.
When I’m in charge, the sky will be the limit.
When you are on top, you no longer make the easy decisions. The only decisions you make at the top are the hardest decisions that no one else is able to make.
6. The Potential Myth: “I can’t reach my potential if I’m not the top leader.”
John Maxwell argues that people should strive for the top of their effectiveness, not the top of the organization.
Sometimes you can make the greatest impact from somewhere other than first place.
7. The All-or-Nothing Myth: “If I can’t get to the top, then I won’t try to lead.”
You do not have to be the top leader to make a difference.
Fighting through the Myths about Leading from the Middle: The Challenges 360 Degree Leaders Face
1. The Tension Challenge: The Pressure of Being Caught in the Middle
Here are five suggestions for relieving the tension challenge:
1. Determine how much authority and responsibility the person above you has given to you.
2. Accept the fact that you may receive limited recognition and appreciation.
3. Know what is expected of you by your senior leaders.
4. Never violate the trust of your leaders.
5. Take initiative without overstepping your boundaries.
2. The Frustration Challenge: Following an Ineffective Leader
1. Develop a solid relationship with your leader.
2. Identify and appreciate your leader’s strengths.
3. Commit yourself to adding value to your leader.
4. Tactfully share good leadership resources with your leader.
5. Publicly affirm your leader.
6. Remember that you also have blind spots.
7. Bring your leader solutions, not problems.
3. The Multi-Hat Challenge: One Head – Many Hats
Here are some suggestions for dealing with this challenge:
1. Always remember which hat you are wearing in a given situation.
2. When you change hats, don’t change your personality.
3. Don’t neglect any hat you are responsible to wear.
4. Remain flexible at all times.
4. The Ego Challenge: You Are Often Hidden in the Middle
Here are some suggestions for doing that:
1. Focus more on your duties than on your dreams.
2. Appreciate the value of your role in the organization.
3. Find satisfaction in knowing you did your job well.
4. Remember that good leadership always gets noticed in due time.
5. The Fulfillment Challenge: Leaders Like the Front More Than the Middle
There are some advantages to being out front:
1. There is more recognition at the front.
2. The view is better at the front.
3. The leaders in front determine the direction.
4. The leaders in front can set the pace.
A 360 Degree Leader can influence the entire organization wherever he or she is in the organization. Here are five things to enhance his fulfillment in the middle of the organization:
1. Develop strong relationships with key influencers in the organization.
2. Define winning in terms of teamwork.
3. Put the team’s success above his own success.
4. Engage in continual communication with the organization’s leaders.
5. Accept responsibility and keep growing.
6. The Vision Challenge: Championing the Vision is More Difficult When You Didn’t Create It
They add value to the vision so it becomes their own vision. They do four things exceedingly well:
1. Place the organization’s needs before their needs.
2. Help keep the vision before the people.
3. Understand their roles in seeing the dream become reality.
4. Stay focused on the vision.
7. The Influence Challenge: Leading Others Beyond Your Position Is Not Easy
People follow the kind of leader described below:
1. People follow leaders who CARE about them.
2. People follow leaders they trust – leaders with CHARACTER.
3. People follow leaders they respect – leaders who are COMPETENT.
4. People follow leaders they admire – leaders with COMMITMENT.
5. People follow leaders they can approach – leaders who are CONSISTENT.
Learn to think INFLUENCE, not position. Grow your influence by:
• Building relationships on trust
• Caring about people as individuals
• Believing in people
• Listening to what others have to say
• Understanding from others’ points of view
• Helping others become better
• Assisting others through difficulties
• Initiating positive relationships
• Giving others the power to lead
Lead On!
1. The Position Myth: “I can’t lead if I am not at the top.”
The number one misconception about leadership is the belief that leadership comes simply from having a position or title.
“The true measure of leadership is influence – nothing more, nothing less.”
2. The Destination Myth: “When I get to the top, then I’ll learn to lead.”
3. The Influence Myth: “If I were at the top, then people would follow me.”
The position does not make the leader; the leader makes the position.
4. The Inexperience Myth: When I get to the top, I’ll be in control.
“If I were in charge, things sure would be different around here”?
To think that life “at the top” is easier is a serious mistake. Being at the top has its own set of problems and challenges. In leadership – no matter where you are in an organization – the bottom line is influence.
5. The Freedom Myth: “When I get to the top, I’ll no longer be limited.”
When I get to the top, I’ll have it made.
When I finally finish climbing the organizational ladder, I’ll have time to rest.
When I control the organization, I’ll be able to do whatever I want.
When I’m in charge, the sky will be the limit.
When you are on top, you no longer make the easy decisions. The only decisions you make at the top are the hardest decisions that no one else is able to make.
6. The Potential Myth: “I can’t reach my potential if I’m not the top leader.”
John Maxwell argues that people should strive for the top of their effectiveness, not the top of the organization.
Sometimes you can make the greatest impact from somewhere other than first place.
7. The All-or-Nothing Myth: “If I can’t get to the top, then I won’t try to lead.”
You do not have to be the top leader to make a difference.
Fighting through the Myths about Leading from the Middle: The Challenges 360 Degree Leaders Face
1. The Tension Challenge: The Pressure of Being Caught in the Middle
Here are five suggestions for relieving the tension challenge:
1. Determine how much authority and responsibility the person above you has given to you.
2. Accept the fact that you may receive limited recognition and appreciation.
3. Know what is expected of you by your senior leaders.
4. Never violate the trust of your leaders.
5. Take initiative without overstepping your boundaries.
2. The Frustration Challenge: Following an Ineffective Leader
1. Develop a solid relationship with your leader.
2. Identify and appreciate your leader’s strengths.
3. Commit yourself to adding value to your leader.
4. Tactfully share good leadership resources with your leader.
5. Publicly affirm your leader.
6. Remember that you also have blind spots.
7. Bring your leader solutions, not problems.
3. The Multi-Hat Challenge: One Head – Many Hats
Here are some suggestions for dealing with this challenge:
1. Always remember which hat you are wearing in a given situation.
2. When you change hats, don’t change your personality.
3. Don’t neglect any hat you are responsible to wear.
4. Remain flexible at all times.
4. The Ego Challenge: You Are Often Hidden in the Middle
Here are some suggestions for doing that:
1. Focus more on your duties than on your dreams.
2. Appreciate the value of your role in the organization.
3. Find satisfaction in knowing you did your job well.
4. Remember that good leadership always gets noticed in due time.
5. The Fulfillment Challenge: Leaders Like the Front More Than the Middle
There are some advantages to being out front:
1. There is more recognition at the front.
2. The view is better at the front.
3. The leaders in front determine the direction.
4. The leaders in front can set the pace.
A 360 Degree Leader can influence the entire organization wherever he or she is in the organization. Here are five things to enhance his fulfillment in the middle of the organization:
1. Develop strong relationships with key influencers in the organization.
2. Define winning in terms of teamwork.
3. Put the team’s success above his own success.
4. Engage in continual communication with the organization’s leaders.
5. Accept responsibility and keep growing.
6. The Vision Challenge: Championing the Vision is More Difficult When You Didn’t Create It
They add value to the vision so it becomes their own vision. They do four things exceedingly well:
1. Place the organization’s needs before their needs.
2. Help keep the vision before the people.
3. Understand their roles in seeing the dream become reality.
4. Stay focused on the vision.
7. The Influence Challenge: Leading Others Beyond Your Position Is Not Easy
People follow the kind of leader described below:
1. People follow leaders who CARE about them.
2. People follow leaders they trust – leaders with CHARACTER.
3. People follow leaders they respect – leaders who are COMPETENT.
4. People follow leaders they admire – leaders with COMMITMENT.
5. People follow leaders they can approach – leaders who are CONSISTENT.
Learn to think INFLUENCE, not position. Grow your influence by:
• Building relationships on trust
• Caring about people as individuals
• Believing in people
• Listening to what others have to say
• Understanding from others’ points of view
• Helping others become better
• Assisting others through difficulties
• Initiating positive relationships
• Giving others the power to lead
Lead On!
Sutton
1
Comments
Post has no comments.