Saturday, May 31, 2008

In Leadership, Identifying Dreams That Lead To Great Results

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 956

Summary: The importance of motivation in leadership cannot be denied. But most leaders overlook a critical component of motivation, the human dream. Before you can work with people's dreams, you must identify what they dream, a sometimes difficult task. Here's how to make such an identification.

In Leadership, Identifying Dreams That Lead To Great Results by Brent Filson

History teaches that when people needed to do great things, a leader first had to gather them together and speak from the heart. This heartfelt speech was often connected to defining and reinforcing a dream shared by both the leader and the people.

Drill down through goals and aims and aspirations and ambitions of the people you lead, and you'll hit the bedrock of human motivation, the dream.

For instance, Martin Luther King did not say, ""I have a goal."" Or ""I have an aim."" The power of that speech was in the ""I have a dream"".

A dream embraces our most cherished longings. It embodies our very identity. We often won't feel fulfilled as human beings until we realize our dreams.

If leaders are not tapping into the power of people's dreams, if leaders are simply setting goals (as important as goals are), they miss the best of opportunities to help those people take ardent action to achieve great results.

But what do people dream? How can we discover their dreams? After all, people usually won't tell you what they dream until they trust you. They won't trust you until they feel that you can help them attain their dreams. Knowing and sharing their dream can cement a deep, emotional bond between you.

Here are three things you can do to get at what people dream. Be helpful. Be hopeful. Be scarce.


The relationships cultivated by the Imperative lend themselves to dream sharing and dream motivation.

Be hopeful: ""Hope,"" said Aristotle, ""is a waking dream"". Nobody wants to be associated with a leader who thinks the job can't get done.

In the face of dire circumstances, there is usually hope to find and communicate.

A great leader I knew who consistently had people get more results faster, continually, had a refrain: ""You may think you can't meet the goals I set for you. But I believe in you and I believe you can and I'll support you in every way possible so you can.""

That hopeful refrain had the power of a dream; and in the relationships he established, he was able to identify and share in their dreams.

Be scarce: Cultivate the art of being scarce. In other words, give them space to get results.

Use this art the way a homeopath prepares medicine by diluting drugs which would produce in a healthy person symptoms similar to those of the full-blown disease.

The full-blown disease in this case is total scarcity -- meaning the leader is never around. Not being there for the people can be a leadership pathology. After all, in the historical example, a leader had to GATHER PEOPLE TOGETHER -- leader had to be with the people. Many leaders are absent without leave. One secretary described her seldom seen CEO as follows: ""He's like Elvis -- There are rumors of sightings of him. The only time we know he's around is when we smell is pipe smoke.""

But being with the people can be a fault, if the people resent it. They make think you're trying to micro-manage them or are snooping around trying to get the goods on them.

The art of being scarce is predicated on your giving them the space to do well. The coach of a great Arkansas basketball team said, ""I don't want to hamper them by coaching them."" Likewise, don't hamper the people you lead by leading them in a domineering way.

People's dreams are pathways to their inner heart and their most ardent desires. However, most leaders don't know how to go down those paths. Be helpful, be hopeful, be scarce will help you walk your talk, letting people get great results though the gift of their dreams.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Friday, May 30, 2008

In Leadership, The Critical Convergence Drives Great Results

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 566

Summary: Leaders can achieve more results if they create an environment in which people are ardently committed to the leaders' cause. A key factor in creating this environment is developing a critical convergence, the joining of leaders' enthusiasms and the people's into a single force for success.

In Leadership, The Critical Convergence Drives Great Results by Brent Filson

The Leader's Fallacy lives! We subscribe to the Fallacy when we believe our enthusiasm over a particular leadership challenge is automatically reciprocated by the people we lead.

If ignorance is bliss then leaders going around blithely adhering to the Leader's Fallacy have cornered the market on happiness.

The truth is, it's more realistic to believe in INVERSE RECIPROCITY: i.e., whatever motivates you, ""DE-motivates"" the people.

That's especially so for leaders who are trying to motivate people to meet extraordinary challenges.

You'll never know how good you are as a leader unless you are motivating others to be better than they think they are. In that endeavor, you'll inevitably get at least some of the people angry.

Most people are settled into a comfortable status quo and resist and resent being challenged to break out.

But if you aim to get great results, people not only have to be pushed but more importantly, they must be challenged to push themselves.

So, if you're not getting some people angry with you over the pushing, you're doing something wrong as a leader, you're not challenging people enough.

This doesn't mean you can't or shouldn't have the people share in your enthusiasms. You must. That sharing is called CRITICAL CONFLUENCE, the joining of your enthusiasms and theirs so they are as enthusiastic as you about meeting the challenges you face. Until a critical confluence happens, you can't get great results consistently.

The Leader's Fallacy is an obstacle to the critical confluence. Don't think the Critical Confluence will happen automatically. Know instead that you must work hard to achieve it.

After all, you yourself must be motivated about those challenges. If you're not motivated, you shouldn't be leading. But your motivation is irrelevant simply because it's a given.

Here's what's relevant: Can you transfer your motivation to the people so they are as motivated as you are? And can you translate their motivation into action that achieves results?

Everyone has major needs that shape their thinking and their actions day in and day out. If you want those people to take ardent action for you, you must provide solutions to the problems of those needs so the action you have them take brings them closer to realizing those solutions.

By the way, the critical confluence is not ""win/win"". It's much deeper and richer. Unlike ""win/win"", the critical confluence is an on-going relationship process from which flow mutually beneficial expectations and solutions.

Here are three steps you can take to help make a critical confluence happen.

(1) Understand their needs.

(2) Turn their needs into problems.

(3) Have their commitment to your cause be a solution to their problems.

To get the best out of people, we must embrace the best in them. Whenever you need to lead people to tackle important challenges, recall the Leader's Fallacy. Know that their commitment to your cause doesn't come automatically. You have to earn it by embracing the best of who they are. When you take the trouble to build a critical convergence, you'll see a significant jump in the results you have others achieve.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Thursday, May 29, 2008

What is Your Leadership Style?

Author: Michele Webb

There are countless numbers and types of leadership styles in organizations today. Unfortunately, many leaders today are ineffective because they are not motivators or because they have a warped idea about their role and purpose. As such, workers in these organizations suffer from inadequate leadership and likely have no energy, motivation or loyalty to the organization.

Leaders who honestly appraise their leadership style can effectively reinvent themselves in order to inspire and motivate those whom they lead, are to be commended. Here are five basic categories of leadership. Identify which category best suits your style and how you can best use your style to motivate and lead those who work with you.

1.Authoritarian. Leaders using this style are often harsh, demanding, and inflexible in their approach to others. Best stated as "It is my way or the highway!"

2.Humanistic. This leadership style is characterized by someone who does not follow a precise plan. They allow others to set the agendas. You may hear a humanistic leader say "What do you think we should do today?"

3.Charismatic. These leaders depend on personality and energy for success. You can hear them say "Wow! I am really excited about this!"

4.Democratic. Democratic leaders are always seeking a group consensus prior to moving ahead. Have you heard anyone say this lately? "Before we go any further, let's take a vote."

5.Mission-Driven. Leaders who are mission-driven build teams to help bring about the organization's vision and purpose. They may be overhead to say, "We are all in this together."

There are some interesting observations to be made about these styles. For the first four styles: authoritarian, humanistic, charismatic and democratic, their style almost always reflects a person who is in charge, or "at the helm" of the business. When a leader is mission-driven, however, several other important factors emerge, most importantly that the entire organization is pulling together in the same direction. This means that there is far less motivating or "nudging" the troops and more forward direction.

So, what is your leadership style? Review the five basic categories above and determine which style you typically present. If, after your review, you decide that you want to change your style, then reinvent yourself! Become a party of one to change and motivate yourself to become an effective leader!

Publishing Rights: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted. Copyright 2005, Michele Webb. All Rights Reserved.

About the author: The author manages a number of her own website businesses and is a member of a number of organizations for women Netpreneurs and business owners and lives in Las Vegas, Nevada USA with her two dogs. You can contact Michele at or visit her website at:

Wednesday, May 28, 2008

Your Ultimate Leadership Feedback Loop: Their Leadership

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 517

Summary: Leaders need feedback to thrive. If they don't constantly evaluate how they are doing as leaders, they face repeated failure. Here is one important feedback mechanism that most leaders ignore.

Your Ultimate Leadership Feedback Loop: Their Leadership by Brent Filson

Life on our planet flourishes through feedback. If life forms don't develop feedback loops and get good information about how well they are interacting with their world, the world eventually kills them.

This holds true with leaders. Leaders must get feedback as to how they're doing -- otherwise they won't be leaders for long.

One kind of feedback is results. After all, leaders do nothing more important than get results. You should understand the kinds of results you're getting, if they are the right results, and if you are getting them in the right ways.

There is another kind of measurement that is as important, and sometimes more important, than results. It's a measurement most leaders overlook. That measurement has to do not with you but with the people you're leading.

To explain what that measurement is, I'll first describe a fundamental concept of how one goes about leading people to achieve results.

There's a crucial difference between doing a task and taking leadership of that task that makes a world of difference in the task's accomplishment.

For instance, if one is a floor sweeper, doesn't one best accomplish one's task not simply by doing floor sweeping but by taking leadership of floor sweeping?

Such leadership might entail: -- taking the initiative to order and manage supplies, -- evaluating the job results and raising those results to ever higher levels, -- having floor sweeping be an integral part of the general cleaning policy, -- hiring, training, developing other floor sweepers, -- instilling a ""floor sweeping esprit""that can be manifested in training, special uniforms and insignias , behavior, etc. -- setting floor sweeping strategy and goals.

Otherwise, in a ""doing"" mode, one simply pushes a broom.

You may say, ""Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!""

Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.

Whenever you need to lead people to accomplish a task, challenge them not to do that task but to take leadership of that task.

This gets back to the key measurement of your leadership. Your leadership should best be measured not by your leadership but by the leadership of the people you lead.

Now, in becoming leaders, they can't simply do what they want. They must come to an agreement with you as to what leadership actions they will take. You can veto any of their proposed actions. However, use the veto sparingly. Cultivate your confidence and their confidence in their leadership.

When you evaluate the effectiveness of your leadership by the feedback loop connected to their leadership, you are assessing your world as it should be, and great results will follow.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Tuesday, May 27, 2008

Leadership Lessons For Sales Managers

Author: Bill Willard

Leadership, like class, is hard to define, but easy to spot.

Someone once defined management as "the effective coordination of the efforts of the individuals in a group to accomplish that stated objectives of the organization." Managers get results by establishing goals and working with and through people to achieve those goals.

As a manager, your success depends on your ability to:

• Find and attract career-oriented men and women who have the knowledge, skills and attitudes to do the job, who are motivated to work, and who will cooperate with you and each other, and;

• Develop and manage these people to meet specific performance standards.

Management is a process because it involves a series of skills. But management is as much attitude as it is skills. Managers should be helpful supporters, working to build trust and confidence, and seeking to improve performance by recognizing that individuals have different needs, motivations and aspirations.

That means, the more of a leader you are, the better manager you will be.

Happily, most leaders are made, not born. They are cultivated, shaped and strengthened by education, training and real-world experience. Understanding leadership AND management is a good way of becoming more proficient at both.

What is leadership? What does it take to be a leader? Here's a short course: • Leadership means having a mission and inspiring others to be committed to it. The mission is everything; leaders approach it with enthusiasm.

• Leaders are agents of change; they make decisions based on a vision of the future, not just on established directions.

• Leaders take risks to make things happen that would not otherwise happen.

• Leaders need a combination of competence, integrity, credibility and authority. They're seen as being involved in a lot of things and able to answer a lot of questions.

Leadership is a collaborative, not individual, process. It's the ability to get people to do what you want them to because they want to do it!

• Leaders help people do their best.

• Leaders depend on themselves and act on their own authority, but they recognize the importance of others.

• Leaders ask questions and know how to listen.

• Leaders let others talk; they don't talk about themselves.

Leadership begins when people disagree.

• Leaders recognize that performance and progress are forged on the anvil of constructive conflict.

• Leaders are willing to be unloved! In the words of Admiral John S. McCain (the late father of the Senator): "People may not love you for being strong when you have to be, but they will respect you for it and learn to behave themselves when you do." Try it; it works!

Qualities of an Effective Leader

• Leaders are purposeful; they have a clear view of their objectives and avoid digressions into irrelevancy.

• Leaders know their stuff; they have a thorough grasp of their subjects, when possible, backed up with hands-on experience.

• Leaders are prepared. No matter how well you know what you're talking about, choose appropriate ways of getting your message across. Avoid shortcuts.

• Leaders are enthusiastic, but season their enthusiasm with intelligence and appropriate humor.

• Leaders understand the use of drama. Dull is boring, so cultivate a sense of staging, especially when addressing a group.

• Leaders are confident and easy-going. Regardless of their management style, they speak clearly, projecting their voices and looking people in the eye. Distinct speech is a sign of distinct ideas; self-assurance catches on.

• Leaders maintain a positive attitude. They never speak ill of their organizations or of individuals under their management. The glass is always half full, never half empty.

• Leaders demonstrate the contagion of example. It's not enough to talk the talk; leaders must walk the walk.

• Leaders support their subordinates, giving them the widest possible authority and discretion, while keeping responsibility centralized with themselves.

• Leaders live the U.S. Army's motto: Adapt, Improvise and Overcome.

Leadership Makes Businesses Work

If management ability keeps systems operating efficiently, leadership identifies management needs and seeks systems to address them. If management skills are required to administer existing programs and systems, it takes leadership to create a vision of success, and get people excited about attaining it.

In short, leadership—provided by agency heads, sales managers and other members of the management team—makes businesses work. It enables them develop to the limits of their potential, then helps them break those limits.

Want More? Send comments and questions to

Sources: Management Online – A "Do-While-Learning"™ Program, The Diversified Group The Marine Officer's Guide, Naval Institute Press

About the author: Bill Willard has been writing high-impact marketing and sales training primarily for the financial services industry for 30 years. Through interactive, Web-based ""Do-While-Learning™"" programs, enewsletters and straight-talking articles. And fun!

Monday, May 26, 2008

MLM Network Marketing Training- MLM Leadership- The Two Golden Words..

Author: Doug Firebaugh

"" MLM Leadership-The Two Golden Words.."" By Doug Firebaugh

Many a Leader in Network Marketing get into the business, and really go after it....they see where they want to go, and truly start on an excited journey to success....but little by little, it starts to fade...

Ever seen that in you or your folks?

The gleam in their eyes has started to fade, and the pounding in their heart is not as strong, and the Fire in their words is now burning low...

Where did it go? What happened?

And as a Leader,you think"" What caused it?"", and why can't you see this ""Creeping Cancer"" start?

You can...

And you can actually help prevent it...with what we at PassionFire call ""The Two Golden Words...""

Too many times in MLM Leaders are blindsided by something that most Leaders are not even aware of, or at least not focused on it....and if they were, the ""Creeping Cancer"" could be at least diagnosed, and dealt with on an emergency basis...

As a Leader, or an Aspiring Leader in Network Marketing, you will build an organization, and many times will shake your head at people quitting, walking away, for no apparent reason....and most of the time, it is caused by one thing....and it truly is a 'Creeping Cancer"" in your business and the Industry as a well as Life itself...

What is that Cancer?


And what are the Two Golden Words in MLM Success?

NO COMPROMISE., as a Leader, must promote and enroll your folks in a No Compromise Vision...(CLUE!!!) How does this happen? starts with a Lack of awareness that this can and will happen, and if it is not focused on and handled, will grow as a part of how most mediocre people live their lives...Little by little, inch by inch..a little compromise here...a little compromise there...Lowering their standards and expectations for success.... ..that is how this business becomes a low priority with folks after a while...

It's called ""The Rust Factor""...Just as a new piece of steel if left to the elements will does your Vision and dreams if left to the ""Elements of Compromise...

"" The ""Rain of Doubt..."" The ""Wind of Frustration... "" The ""Hail of Negatives"" The ""Storm of Adversity...."" The ""Heat of Anger....""

RUST.....Regressing Under Someone-else's Thinking.... Do you do that???????

Lower and regress you dreams under someone else's Little thinking and ""advice""? DON""T!!!!!!!!!

How does this happen with the new distributor?

1. The new MLM distributor sets high goals, and starts their business, but after a little while with little results, they lower their dreams, and compromise their success...and life...and future..and expectations..

2. The new MLM distributor starts their business, and as they start contacting their warm market, the people they hold in high regard are negative to them, and want to ""Bring them down to earth""...and to ""reality""...and due to their Influence, the new distributor compromises His/Her success by lowering or abandoning their dreams, to please their ""Fit in"" and not rock the ""Boat of Acceptance....""

3. After a while, the new distributor gets to know some ""Veteran Distributors.."" and these folks ""Tell it the way it is...""..and whine and complain to the new distributor, and the newbie starts to lower their dreams and goals to ""Fall in line"" with what is ""real"" in MLM...compromising their life again...

What if Abraham Lincoln had compromised His Standards?What if Thomas Jefferson had Compromised His Standards? What if Mother Teresa had compromised Her standards?

Greatness in ANY Leadership endeavor starts with a NO COMPROMISE Mindset and ""Heartset"" as well..... And the sad part about it, a lot of MLM Leaders are the one's who compromise their New Distributor's dreams and standards because they have not been dilligent in their own pursuit of success...(Are you guilty?)What can you do?

Start a ""NO COMPROMISE Campaign"" with your group....

1. Announce it to your group....and tell them NO ONE is going to steal their future as long as you are their Leader...NO ONE!

2) Tell them that Compromise is NOT AN OPTION in your group...amd you will STAY THE COURSE-REACH THE DREAM...which is the true Secret of Leadership in this Business...and the 3 most important words to drive your campaign: NO MATTER WHAT!

3. And ""NO COMPROMISE"" Flyers, button, stickers, whatever you want to promote the message....and everytime you chat with your Leaders...remind them... Only People who DON""T ACHIEVE THEIR DREAMS... compromise...We WILL achieve our dreams.... NO MATTER WHAT!

And one final thought... The Last word in Compromise is Promise....

Are you focused on that part of the word?If you have compromised, you have broken a Sacred Leadership Promise, and Trust, to Navigate your folks to Success...

What does a promise mean to you?What does your Vision and your Folk's Vision mean to them?

DON""T let life, or negative people compromise your future, dreams, and Success...

Don't Compromise..... but CAN-Promise.... and Lead your people to a future that CAN and WILL be achieved...but only with a NO COMPROMISE Leadership..... NO MATTER WHAT!

Compromise... The ""Creeping Cancer"" of MLM Leadership...

Cut the Tumor out at the Heart of the Cancer....

with Radical and Massive Radiation Treatment called... Passionate Leadership in MLM and Network Marketing.!

blessings...doug PassionFire Intl MLM Leadership (c) 2005/ all rights reserved

Subscribe to the MLM Network Marketing Training Letter- PF HEAT

About the author: Doug Firebaugh, living in Birmingham, Michigan, is one of the top Trainers, Speakers, and Authors in the MLM and Network marketing industry. Having built a huge group, he draws on his 20 years experience and giftings to create unique and fresh trainings for the industry. He can be reached at

Sunday, May 25, 2008

The Flexible Leadership Workshop

Author: CMOE Development Team

The Leadership Challenge

Leaders in today's society are faced with an increasingly complex challenge: To deliver business results in the face of rapidly changing conditions, while building team members' capacity to address the future. While organizations are becoming generally flatter, less hierarchical, less "command-and-control," individual managers must still determine which leadership style to employ. As leaders, we may recognize the value of developing our delegation and facilitation skills, but be unsure whether we can use them in every case, and still get the results we desire. This is where a flexible leadership workshop can help. Diagnose and Apply the Appropriate Style for Every Situation

The Flexible Leadership Workshop is designed to provide today's leaders with the tools they need to apply the right leadership style to every situation. Some models for situational leadership focus only on the readiness of the individual; some models are too complex to use effectively in the workplace.

The Center for Management and Organization Effectiveness (CMOE) has created a learning experience that provides: An easy-to-use, intuitive tool for diagnosing workplace situations. Clear and specific criteria screens for choosing the appropriate leadership style. Extensive practice to gain confidence in use of new tools and skills. Personal flexibility assessments and evaluations that identify gaps in learning and areas for development Develop Confidence and Skills in Managing in a Variety of Situations

Participants in this leadership workshop will learn to delegate more effectively, facilitate discussions when involvement of team members is required, establish clear commitments and accountability, and know when each style is appropriate to the situation. For leaders wishing to strike the balance between personnel development and getting things done, Flexible Leadership provides a helpful road map to guide their decisions and efforts.

About the author:

To find out how CMOE can assist with your Leadership Workshop needs, contact our team toll free at (888) 962-6224 or visit our website .

Saturday, May 24, 2008

The Goals of Leadership Coaching and Partnerships

Author: CMOE Development Team

Webster's Dictionary describes a "partner" as an ally or an association built around common interests and goals.

A partnership denotes a joint venture, a relationship built on equal status (rather than inequality). Mutual consent and consideration from both parties are important attributes.

Organizations need leaders with a personal commitment to the idea of building partnerships with employees by establishing goals and missions, listening, being accessible, understanding, empowering others, and maintaining accountability. They need leaders with a sense of dedication for employee productivity, who develops unconditional support and concern. They need leadership coaching to change employees' patterns of reacting to situations to a more "proactive" style of influencing events. They need people who are empowered risk takers, who can accomplish and break through tasks. Dictatorial edicts, autocratic requests, domineering opinions that amount to marching orders, have no place in this kind of partnership.

Partnering is a more useful approach to building a relationship with an employee. A problem-solving or motivational one-on-one coaching exchange acknowledges a mature adult-to-adult relationship and allows both parties to participate. The employee recognized the coach's greater experience, and the coach appreciates and helps develop employee talent. A Two-Way Process

Leadership coaching is a two-way street, which involves quality communication and trust between the manager and the employee. Its underlying premise is always mutual benefit. The better one partner looks, the better the other will too. A lot of power and creativity can come from both managers and employees working together to build and maintain this two-way partnership relationship.

Leadership coaching is a responsibility to effectively coach, train, and develop employees. Research demonstrates that skillful leaders use their ability to listen, reason, ask penetrating questions, and bring out the best in employees. Top managers show that they are really trying to understand the other person. They are coachable themselves. They rely less on authority and dictums and more on collaboration and negotiation. Effective leaders blend and weave ideas and solutions, and when appropriate defer to the employee. They avoid hammering on employees, criticizing their work and acting in non-productive ways.

Employees also have responsibilities. Those who refuse to participate treat the job mechanically, are disinterested, and in shared responsibility and authority many need to be dismissed – as compassionately and gracefully as possible. Others may need to be brought along slowly until they are helping solve job challenges and other problems.

Quality employees will perform whether a supervisor is watching over them or not. They recognize the key to success is pulling together. Teamwork, mutual benefit, and trust are important guide words for them.

Sometimes building and maintaining a good partnership is not easy. Talking straight to your partner (whether it be a spouse, employee, or a manager) takes a lot of candor, skill, and courage. However, difficulties can be overcome, and in the long run, the benefits are worth the effort.

When you come right down to it, employers and employees have a lot more in common than they have differences. They both can benefit by successful partnerships. As resources are used efficiently and accountability is embraced, salaries will improve through achievement as well as job satisfaction. Everything considered, good leadership coaching between the manager and employee makes a lot of sense and is in the best interest of both parties.

About the author:

If you would like to learn more about leadership coaching and how it can assist you or your organization, please contact CMOE at (801) 569-3444 or visit their website.

Friday, May 23, 2008

MLM network Marketing Training- The Ten Commandments of MLM Leadership

Author: Doug Firebaugh

The 10 Commandments for MLM Leadership By Doug Firebaugh


Simply, there is nothing more powerful in this Industry than a True decision to Lead. It seems when that happens; you literally become magnetized to Success. How can you tell a True Decision? It is a Decision from the heart, not just the mind. You simply cannot imagine traveling down any other Path, because of the Success Power in Decision. Right in the middle of the word Decision is the word ""Is"". If you are looking for the Secret of Success to this business, there it ""Is'


Your Vision needs to be more than just on course or on track. It needs to be ONFIRE! It needs to be Crystal Clear, Powerful, and Hot! As my friend John Milton Fogg says, "" A leader when they meet people, should either Ignite them, or Melt them."" It needs to be a consuming Vision OnFire that people are compelled to enroll in and buy into, whether it is wealth, helping people, or changing the world. The real Power in your Vision , the real ""Heat"" is in the Fire in your Heart…where the MLM Vision is birthed and ignited, and ignites others hearts with Hope, Possibilities, and Change.


You must as a Leader have a plan, a step by step trail, and direct your people down the MLM Power Path. You must guide them along the way to solve challenges, and navigate them through storms that do happen in this business and life. How? With your Network Marketing support, coaching, caring, instructing, and believing. Remember, the North Star of your organization and compass for your people is your Leadership. Navigation requires knowing where you are, but also where you are headed, and how you are going to get there. The Last syllable in Navigate is Gate. You must provide the Gate to Success for others …It is up to them to open it and walk through.


There is nothing more powerful and compelling than a Leader who cares more about their distributor's paycheck, than their own. People are magnetized to it. And the influence that creates through the ethics that are needed to do it, is enormous. But as a leader, you must always display ethics and integrity to maintain respect with your people. And sincere caring Leaders know, people don 't follow what you say, or what you do, as much as who you are.


You must create an environment that your distributors can grow and thrive in. An environment of hope and possibilities, and that the hope will be crystallized into Success. You must also create an environment of expectancy. MLM Leaders know that people usually rise to the level of their expectations. Believe and expect big things from your people. As oxygen is to a population, your belief is to your organization. Let your distributors ""breathe the air of Success"", in MLM, which gives life to every distributor, and creates an Incredibly Empowering environment.


Leaders have an incredible chance to empower people, and change their life through this business. And the greatest way to empower is to believe in them. The 4 most powerful words in network marketing are ""I believe in You!"" And through the Power of Encouragement, like ""You can do it!"" and the proper knowledge of how to do it, you will become their biggest supporter, and cheerleader. Believe and encourage your people...through Heart Power and the Fire of Belief.


Leaders are a lighthouse in a sea of adversity and frustration in network marketing. And your distributors must always be looking forward. Being out in front also means doing what your teaching them and setting the example. You must understand, your distributors quietly watch you, and observe. You will never know it, but they are watching to see if you practice what you are preaching. If you are not, they will quietly duplicate what you are doing. Show them the way, and lead them through what we a PassionFire call ""The New Distributor Fog""…the fog of doubt, frustration, and discouragement. You do that by leading them through the fog with your light of Leadership.


MLM Leaders know: You make the Big Money from the back of the room. Do you understand that? Too many distributors get leadership and what we call ""celebrityitis"" mixed up. A lot of distributors become a celebrity when they get successful, and to the detriment of their group. Leaders who build permanent downlines put the recognition spotlight on their people then stand behind it, and stay there. Yes, Leaders do need to be visible to inspire, but the Power lies in recognizing and celebrating every little attempt or success to encourage and build the distributor's confidence in this business. Why? People will do more for recognition than money. That's MLM Leadership 101.


We at PassionFire believe in the L.I.A.C.P. Principle. Leadership Is A Construction Project.

First, you must build you, and construct the skills; attitudes, habits, and thinking you need to succeed in this business. Then you must construct your people, through all we have been talking about in this article. And then you construct your business. Most distributors constrict their business with a very limiting self-focus, and looking out for #1 attitude. The average distributor has a selfish focus. Leaders have a selfless focus. And that brings us to what we call ""The Leadership Paradox"". You must construct your business by building you first, downline second, and business third, but all at the same time. If you understand what I just said, you are on your way to building a retirement vehicle.


What is the Secret to building A Million-Dollar Distributorship? You build Million Dollar Relationships. Remember that it is easier to walk away from a business than a friend. Get to know your folks, especially your Leaders as people, not just a paycheck. Get to know their dreams, what is important to them, and especially what they value. Spend personal time with your leaders, and develop that bond. Visit their house, their workplace, ""Their world"", and make it a part of yours. And always, always, always put their interests ahead of yours. That will create amazing loyalty, which will create amazing motivation, which will create amazing paychecks. Get on a ship and sail on the sea of relating, and when people discover you are truly interested in them; that is when your paycheck becomes truly interesting.

These are the ""Ten Commandments of Network Marketing MLM Leadership 2005.""

I encourage you in this new Millennium to start engaging your business through the eyes of a Leader, not just a distributor. The impact on your business will be enormous. And once you discover how the journey of leadership will transform you in all aspects of your life, the year 2000 will be for you without limits, barriers, or failure, and you will be on a one-way track to all the success you ever dreamed of.

And that is what Network Marketing is supposed to be about…Unbridled, and unstoppable Success.

And the Secret? Leadership!

blessings...doug PassionFire Intl MLM Leadership (c) 2005/all rights reserved

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About the author: Doug Firebaugh, living in Birmingham, Michigan, is one of the top Trainers, Speakers, and Authors in the MLM and Network marketing industry. Having built a huge group, he draws on his 20 years experience and giftings to create unique and fresh trainings for the industry. He can be reached at

Thursday, May 22, 2008

The Quakers, William Penn's Sword, And The Leadership Talk

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 889

Summary: Nearly 350 years ago, the founder of the Quakers uttered seven words to Pennsylvania's founder William Penn that can live on today in your leadership challenges. Here's why those words are important and how they can be put into daily practice through a process the author has been teaching for more than 20 years.

The Quakers, William Penn's Sword, And The Leadership Talk by Brent Filson

William Penn (1644-1718),founder of what would become the state of Pennsylvania, was on the receiving end of a succinct Leadership Talk that still reverberates down the centuries and into your everyday leadership challenges.

In his youth, Penn became an ardent Quaker. When he asked George Fox (1624-1691), the founder of the non-violent religious sect, if he should continue to wear a sword, a standard part of the dress of Penn's aristocratic class, Fox replied, "Wear it as long as thou canst."

Fox's reply not only illustrates a principle of Quakerism but also a principle underpinning a leadership process I have been teaching to thousands of leaders worldwide during the past 21 years: the Leadership Talk.

Get the Leadership Talk right, and it can boost your job performance and career in many ways. But you can't get the Leadership Talk right unless you understand this principle.

What is a Leadership Talk? You can understand it by first understanding "the hierarchy of verbal persuasion." The lowest levels of the hierarchy are speeches and presentations. They are methods for communicating information. The highest level, the most effective way for a leader to communicate, is through the Leadership Talk. The Leadership Talk not only communicates information; it does something much more: it helps the leader establish deep, human, emotional connections with the people they're talking to, enabling them to be much more effective.

As to the principle: it goes right to the heart of Fox's reply to Penn. Fox ardently believed that every human has an "inner light and spirit." The Quakers were guided by that light which they believed came directly from God. They refused to bow to authority and endorsed pacifism. Implicit in Fox's reply was that it was Penn's choice, not any mandate from Fox or anyone else, that governed the situation.

The Leadership Talk recognizes that leaders do nothing more important than get results; and the best results happen not when leaders are ordering people to go from point A to point B, say, but when they are having them want to go from A to B. Instill "want to" in others is what the Leadership Talk does. That "want to" cannot be mandated; it is the free choice of the people. In other words, great results happen in the realm of free choice of the people you lead.

The Leadership Talk creates an environment conducive to people exercising free choice. In order to create this environment, you must first ask three questions about the people you'll speak to.

(1) Do you know the needs of the people? (2) Can you bring deep belief to what you're saying to them? (3) Can you have the people take action?

If you say "no" to any one of these questions, you can't give a Leadership Talk.

Asking and answering these questions many times daily throughout your career with people of all ranks and functions will help you create a fortunate environment of free choice leading to great results.

Let's see how these questions played out with Fox and Penn.

DO YOU KNOW THE NEEDS OF YOUR AUDIENCE? Fox's reply went to the heart of Penn's needs. Penn was the scion of an aristocratic family who in his youth had powerful religious experiences. Penn's needs were clear: He wanted to live by the imperatives of those experiences, which were deeply and personally felt. Fox's spiritual revelations, to use a Quaker saying, "spoke to his condition."

CAN YOU BRING DEEP CONVICTION TO WHAT YOU'RE SAYING? George Fox certainly spoke with conviction. Penn described Fox in his journal as ".... plain and powerful in preaching, fervent in prayer ... a discerner of other men's spirits, and very much master of his own." He added that Fox was able to "speak a word in due season to the conditions and capacities of most, especially to them that were weary, and wanted soul's rest .... valiant in asserting the truth, bold in defending it ...." The two met when Fox was being jailed frequently for his beliefs. Coming from a man holding such deep convictions and being repeatedly jailed defending them, the words "Wear it while thou canst" deeply impressed William Penn.

CAN YOU HAVE THE AUDIENCE TAKE ACTION? The next time Penn saw Fox, he was not wearing his sword. He said, "I wore it as long as I could." He would never wear a sword again. After he joined the outlawed and persecuted Quakers, he was exiled from English society, thrown out of Oxford University, and arrested several times. Yet he never wavered from promoting and living by the Quaker ideals. That action, NOT putting on his sword (sometimes the best action is no action) when all of social convention cried out that he should, was made all the more notable and instructive because it came from his own deeply-felt urging.

Mind you, don't mistake the Leadership Talk principle of free choice as some psychological delicacy. I'm talking results here. Leadership is all about getting results. The principle does and should have practical functions. The point is those functions are best manifested in environments of deep, human, emotional relationships. Such relationships can most effectively be established by your being open to and trusting in the choices people make. Guided by the principle of "Wear it as long as thou canst", you can markedly improve your leadership effectiveness.

2006 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: "49 Ways To Turn Action Into Results," at ht

Wednesday, May 21, 2008

Values-Based Leadership Has Huge Pay-Offs

Author: Jim Clemmer

"Baldwin occasionally stumbles over the truth, but he always hastily picks himself up and hurries on as if nothing had happened." -- Winston Churchill, English statesman and prime minister

A number of studies that have shown over the years that companies with "high standards of ethical behavior," "shared values," or who are "socially conscious" have much higher than average performance. That's because when a team or organization identifies and lives its core values:

* There's a sharp focal point and context for culture change or renewal.

* They shape organization structure, define the use of power, and determine the degree of participation, shared leadership, or autonomy of teams.

* Teams are strengthened and collaboration is improved. James Kouzes and Barry Posner found, "leaders who establish cooperative relationships inspire commitment and are considered competent. Their credibility is enhanced by building community through common purpose and by championing shared values. In contrast, competitive and independent leaders are seen as both obstructive and ineffective."

* Managers are less likely to contradict each other and confuse people in their organizations. Management teams can "sing from the same sheet of music" in caring for the organization's context and focusing everyone on the improvements that really matter.

* Everyone makes more consistent choices according to a shared hierarchy of values.

* There's a deeper source of spirit and passion renewal to draw from during continual change and constant improvement.

* People feel less helpless and more hopeful, even if the organization has been having performance problems. They feel they can better predict and influence what happens to them, their teams, and the organization.

* People spend less time playing political games and guessing what the "real reasons" are for management's actions. Everyone knows what to expect from each other and what behavior is and isn't acceptable.

* Trust, toleration, and forgiveness levels increase.

* Morale, pride, and team identity is enhanced.

* People in the organization are either excited or repelled by the alignment with their own principles and beliefs. They reinforce the values by supporting them or leaving.

* Hiring, promotion, reward and recognition, performance management, measurement and feedback, and skill development decisions and priorities are much clearer and more consistent.

* Customers, suppliers, and other external partners know what to expect.

* Rules and policies can be reduced and changed to treat people as responsible adults.

Well-grounded, shared values that are alive and thriving in teams and organizations can do all of the above and more. Now here's the big BUT -- most organizations, management teams, and managers have a major gulf between what they say and what they do. Since they confuse their aspired behavior with their actual behavior, they don't recognize their own rhetoric-reality gulf. Sometimes they point to the declining work ethic as a reason for the inconsistent behavior on their team or in their organization.

But that is often a cop-out. The desire for doing meaningful work, being part of a winning team, and making a difference in our jobs has been on a steady increase throughout the Western world. If I feel that "people don't want to work any more" I need to take a deep look in my management mirror. Maybe they just don't want to work with me!

About the author: Jim Clemmer is a bestselling author and internationally acclaimed keynote speaker, workshop/retreat leader, and management team developer on leadership, change, customer focus, culture, teams, and personal growth. During the last 25 years he has delivered over two thousand customized keynote presentations, workshops, and retreats. His web site is

Tuesday, May 20, 2008

Classic Leadership Styles

Author: Martin Haworth

Much has been said over the years about leadership styles. Yet research into the best and most practical overview leads to the easiest conclusion (there will always be variables on these, as well as mixes of them), are that there are four distinct leadership styles. With one to avoid as well!

1. The Autocrat

This leadership style is one that is typically less prevalent now than it was in the 70's and 80's. This leader thrives on leading from the front making all the decisions and typically dragging the rest of his people along with him.

He is energised by his own ego and is driven internally to make decisions and those which are right and those which are his. There is little potential to influence here and he is single-tracked in his determination for doing things his way.

Often full of self-importance, he has little confidence in his subordinates and distrusts them. He makes most of the decisions and passes them down the line. He makes threats where necessary to ensure that his orders are obeyed.

The autocratic leadership style is sometimes described as strong leadership, desired by their followers. This is where individuals seek 'leadership', but often mistake this for being told what to do, which is much more comforting in certain situations and organisations. Sadly, in many organisations, individuals have no other experience than this way of being led.

Whilst it is less favourable a style nowadays, than in the past, it rather seems to have become unstylish to overtly behave this way. To be seen to be an autocrat is not the thing. This may well have driven the Autocrat into hiding. Often ego-driven autocrats will be found lurking just below the surface of the other three key styles, paying homage to current trends, but still calling the shots!

2. Involving Autocrat

In this leadership style, true autocrats have realised that they can't do it all, so they seek and get help. The ideas may still be theirs, but they try to sell the ideas to others in as convincing a way as possible.

By spending time being approachable, actually talking and, even better, listening to their people, they develop a much more inclusive way than the pure Autocrat. Often very charismatic, they build effective teams, who are pulled along in the wake of their personal character.

And they still get their own way! Lurking Autocrats often hide here! Yet it works, because people get far more engaged. This leadership style needs a lot less energy to drag people along, than have them alongside you, up to a point.

They often see themselves as a sort of benevolent father figure who makes all the important decisions and then persuades his people to go along with them. He may even let minor decisions be made by some subordinates using his own rules. Incentives as well as reprimands may be used to keep people onside and delivering.

3. The Partial Democrat

In this leadership style, their people get a look in, with involvement in major decisions, even strategic planning, being the benchmark.

Partially Democratic leaders really do believe that their people can contribute and they take their issues to them for some input. Believing that there is value in taking in some contributions as useful, is a major breakthrough of leaders to behave this way.

Although they seriously retain their overall leadership position, they are seen to be involving, although not so far as to let others get on with it fully freed.

The partial democrat has believes in the capabilities of most of his people and involves his employees widely. Before making decisions he will seek their views, but he will still have the final say.

4. The Total Democrat

Fully bought into the value that the involvement of others, brings the very best solutions, the Total Democrat enables solutions to come bottom up (as distinct from The Autocrat, who is very 'top down'). Indeed this style of leader is quite hands-off, letting the wisdom of his people deliver solutions.

Great at delegating, this style of leader can also significantly develop individuals, if they are given ongoing support and focus for the challenging work asked of them. Often this style of leader has the vision to realise what people need and ensure they get it, generating successful and sustainable organisations.

The Total Democrat has complete confidence and trust in his employees. When issues arise and decisions must be made, relevant and varied participants are involved to discuss the situation and a majority view is taken as the final decision.

And finally...recognise this?

The Abrogator

This leadership style is way the wrong extreme. Here, there is no guidance regarding quality, standards, direction or strategy from above, and everyone beneath the leader is frustrated, even though they are allowed to do their own thing. Decisions are just left to happen and responsibility is abrogated.

Total Democrat to the extreme, but without any leadership qualities, all his people feel unable to cope and in the end, underperformance precedes implosion of team and individuals are left floundering.

This is a disastrous style, which is more common than you might think. Often, when this happens, a 'sub-leader' takes over and delivers enough to keep things afloat.

About the author: ©2006 Martin Haworth is a Business and Management Coach. He has hundreds of hints and tips at his website, Coaching Businesses to Success .

Monday, May 19, 2008

My Company's Leadership Sucks!

Author: John McKee

Maybe it's the season or just a more buoyant job market; but lately I'm sure involved in a lot more discussions about leadership. I'm receiving more requests for help defining the key characteristics which make a great leader; and I'm hearing a lot of negative stuff from clients about their bosses. Most leaders die with their mouths open: I recently read an article in Fast Company magazine which reflected on the issue of leadership. In it, they quote Ronald Heifetz, the founder of Harvard's Center for Public Leadership, who made the above comment back in 1999. He followed it up by saying that, ""leaders must know how to listen - and the art of listening is more subtle than most people think it is. But first and just as important, leaders must want to listen."" You'd think this is simply basic stuff, right? Like what we learned in Management 101. I doubt there's any exec in business today who wouldn't say they 'know' this already.

But in my experience, in many cases, leaders don't seem to think it applies to them. And yet, I'm continually told by executives and professionals that they don't feel 'heard' enough by their superiors. And here's the really interesting thing about it - I hear this frustration cited by people at every level within organizations!

What this means that managers at every level, are busy looking 'up' the organization chart for someone to listen to them - but they're not giving their own managers and staff 'below' them the same benefits! So we have the situation, in many companies, where the managers go around telling those who report to them what to do & how to do it but rarely ask those same people for their input. How dumb is that? Our North American companies are pretty inefficient: OK - this is a random poll: Please raise your arm if you believe that your company is at least 90% efficient. Based upon what I hear from clients, there aren't many arms raised out there, I'd guess. In fact, most executives tell me that their own organizations are actually inefficient. Many are concerned that their employer is getting less competitive on a global scale. Some worry about cutbacks or reduced investment spending which may result. At the same time, they'll often tell me that they personally are bored, unchallenged, stale, and losing interest. So, let's review: Inefficient businesses - no one is listening to those closer to the real action - and stale managers who are worried about global competitiveness.

Is this a coincidence? Not likely. We can fix this situation. And it's not that hard. Remind yourself once in a while about that lesson of Management 101 and become a better leader by becoming a better listener. Simply start asking - and here I mean showing that you really want to hear your team members' ideas about making your department or organization more efficient. Show clearly that you are on a new mission and want to make 'listening' a priority. When your direct reports start to believe that you are serious - watch out.

I guarantee that you'll start to hear new ideas which will kick-start your organization's success. With that will come renewed enthusiasm for the job. And the cycle of success will build from there. You don't need to die with your mouth open. Tips: 1. Give your team credit for having the same basic needs and expectations as you have yourself.

2. Shut up once in a while.

3. Ask your subordinates how they'd deal with a problem or situation.

4. Get enthusiastic for the game again. There was a reason you took this job.

If you thought this article was worthwhile, you many want to take a free 7 part mini coaching course, "7 Secrets of Leadership Success".

Sign up at

About the author: John McKee is the visionary behind, the premier online coaching service for business people and professionals at all levels. During his over 25 years as a senior executive, he personally hired, promoted, and fired literally thousands of people. Now, as a business coach, McKee uses the phone to coach others to become more successful using field tested approaches.

Sunday, May 18, 2008

Leadership and The Dirty Work

Author: Kevin Eikenberry

The airline, Jet Blue, has been featured in many magazines as a new company that has hard great results and success so far. A lot too has been mentioned about the challenges they face ahead and about the culture they created at the start and are working hard to foster now. One of the many things that sets Jet Blue apart is their focus on teamwork. Here's one example. They have no cleaning crews - every employee on the flight (including pilots and those not working but on the flight) cleans up the plane. This saves time and money - both things very important to any business.

When I say everyone helps clean, I mean everyone - including the CEO, David Neeleman. Neeleman helps the flight attendants hand out snacks and helps clean up. This takes Neeleman's words about teamwork and turns them into action. He is quoted as saying, ""You can't ask employees to do something you aren't willing to do yourself.""

I learned this lesson from my father growing up on a farm. There were many tasks I was asked to do - some of them much more unpleasant than picking up newspaper and snack wrappers on a plane - but all of them were done knowing that my Dad had done them and was willing to do them still, even if he had higher priority work to do.

This is an extremely important lesson for us as leaders. Being willing to do the grunt work, the dirty work (call it whatever you want - on the farm there was some VERY dirty work) builds commitment and shows that all of the work in the organization is important.

As a leader, please don't push this off saying you want to delegate and make people responsible for their own work. Delegation and ownership is important to be sure. If you always delegate the unpleasant stuff, but always want to help with the more glamorous tasks, your comments of delegation will fall on deaf ears.

Help. Show up for clean up. Be a part of the team. These actions will make you a better leader.

About the author: Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (, a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to or call us at (317) 387-1424 or 888.LEARNER.

Saturday, May 17, 2008

Strengthening Leadership Development with employees

Author: Stephanie Tuia

Within every business lies a network of people who are working to make their employer successful. Because growing business requires more employees, employers need to seek prospective candidates who will align well with their business. Some businesses prefer to promote employees internally; and it can be very beneficial for their company. Keep in mind of three ways a business might want to hire internally. These reasons not only help with the growth of the business but enhance leadership development with their employees. Strategy- Hiring new employees is needed and inevitable within a growing business. However, most employers strategize and hire internally for upper-level management positions. Within a growing business, hiring new employees will be inevitable, this strategy, to hire candidates internally, saves time, money, and resources that would otherwise be used to train management employees. Upper-level management positions may require some training, but an internal employee will already have exposure and working knowledge of the company and their position. Their natural leadership development will prosper as they begin to train and educate new employees of the business. Culture- Every business exhibits a work culture that employees are accustomed to. When you promote internally, you are hiring people who are already familiar with that work culture and leadership development is enhanced when employees carry on the traditions of a company. When an internal employee is promoted, they are often influenced by the leadership of their predecessor; and if they wish to follow their predecessor, many of the same traditions will be maintained. For example, if a predecessor hosted a Friday luncheon for all employees, the successor might wish to section off that day for their employees to continue the tradition. This provides other employees a sense of continuity. A promoted employee will take on the reigns of their new position, and lead often employees with a continued, valued work culture. Future vision and goals- A job or career is a significant part of one's life, spending a full-time work load each week, and establishing relationships with work associates. With leadership development, the long-term employee develops a strong relationship with their employer. They understand and are willing to help accomplish the goals of the company. Out of loyalty, they promote the vision and goals of the company to others especially new hires.

Hiring from within or hiring new faces has various benefits. Hiring external candidates for upper-level management positions will provide a business with fresh ideas. Yet, as mentioned before, hiring candidates internally will save time and resources. To develop employees within your own business, prepare them for promotion and help improve their leadership development so that they can become a continuing asset to your business.

About the author: Stephanie Tuia specializes in internet marketing for CMOE .

CMOE has helped thousands of participants around the world with their leadership development . For more information, contact one of our team members by calling (888) 962-6224.

Friday, May 16, 2008

Leadership Training and Character

Author: CMOE Development Team

The vast majority of leadership training available to managers focuses primarily on skill and behaviors: how to delegate, how to communicate, how to manage conflict. These skills are unquestionably important and necessary. However, we maintain there is another important ingredient that has been severely neglected in leadership training, that ingredient is "character." Leadership character and its qualities is the focus of our new book and workshop: "Qualities of Leadership."

In 340 B.C. Aristotle began describing a series of principles that have been embraced in both western and eastern cultures. A thorough understanding of these ideas enables a leader to think and act with greater clarity and effectiveness causing people to voluntarily follow the leader's direction and example. We believe that sound character has the greatest impact on leadership success. Leaders simply attract people, ideas, circumstances, opportunities, and resources that are in harmony with their core thoughts and being.

A leader can never achieve greatness and success on the outside unless he or she has developed fundamental qualities on the inside. Behavior decisions and choices are all a reflection of our inner world. Unfortunately managers can unintentionally get caught in the competitive "win at any cost" mentality or the greedy "more for me" line of thinking. This can derail the careers of most intelligent people. We read all about it every day in the Wall Street Journal, Business Week, and Forbes, manager who abused their trust of the community, customers, regulators or employees. It happens in the sales, research, or in operations from the executive suites to the front lines. Successful business thrives on sound character, values, and principles more than laws, regulations and fines.

Most leaders would never plunder their company, rip off investors, cook the books, or ride on the safety of others by taking short cuts. But leaders can violate character principles in smaller ways like: making a commitment and not seeing it through not honestly saying what you really think shying away from "bad news" that need to be shared with employees not telling your boss or peers the whole story not accepting accountability not giving employees full credit for a success or idea Playing games and manipulating rather than straight up negotiating

Leadership Training that focuses on character, values, and principles help bring balance to the practice of leadership. It helps leaders build lasting and productive relationships that unleash employee motivation and help leaders who want to bust down the status quo and build an innovative culture.

About the author: CMOE's leadership training programs are always tailored to fit each client's needs and priorities. The qualities of leadership training can be delivered in a brief overview workshop, 4 hours, or in a deeper more impactful 8 – 16 hours.

Thursday, May 15, 2008

Leadership Development for Success

Author: Steven J. Stowell, Ph.D

In today's highly competitive world, there is a lot of pressure on leaders to create highly productive organizations. To be successful with this task, leaders will need all of the talent, skills, techniques, and experience they can muster through leadership development. The pressure to succeed can create a real dilemma: whether to "manage" people or to "lead" people. At CMOE, we maintain that in order to achieve high levels of employee engagement and morale, people in authority must learn how to show others the way, be a "lighthouse," rather than to "railroad" people into compliance by telling, commanding, or controlling them. Respected leaders easily gain loyalty and mutual agreement with their followers (loyalty demanded is loyalty denied).

Leaders who earn the respect and commitment of their followers demonstrate qualities and characteristics that run deeper than leadership skills, techniques, and knowledge alone. Effective leaders lead by example and exhibit their true character consistently. This in turn causes people to voluntarily support an organization's mission and purpose. They know that leadership is a privilege. It means you have to consistently do the right thing for the right reasons. Good leadership is an inner choice. It is character based. Good leaders will give your organization a competitive edge; bogus leadership, on the other hand, will cost you in critical times when you need the support of followers the most.

There are basically three kinds of leaders in organizations today: unsuccessful ones, those who are occasionally successful, and those who consistently maintain the commitment of followers on a long term basis. The third type requires an understanding of the finer qualities of leadership, character, and values. Character based leadership cannot be achieved by arrogant or power-hungry managers who choose to intimidate others. Sometimes those in authority feel driven to be overly aggressive, take short cuts, and do what is expedient versus doing what is right. Others will make a "Wall Street driven" decision that is not focused on the long term well being of stockholders, customers, or employees.

In CMOE's leadership training, we acquaint participants with (or reaffirm) the fundamental qualities and characteristics leaders need to possess. For example, in our leadership development training, we examine the quality of courage. Leaders will always be required to make the right decisions and manage dilemmas. They must also take risks and at times withstand the ridicule from others. Courage is the strength to choose and stand for the right course of action. Leaders will experience failure (the great teacher), and leaders must respond courageously to failure and take responsibility. Owning up to a failed action, learning from it, and adjusting your course is a courageous act. Giving someone bad news, confronting a sensitive conflict, and giving feedback to others takes skill, tact, and most definitely courage. Courage can only come from deep within one's being. In CMOE's leadership development, we help leaders improve or strengthen this characteristic.

It is this courage that distinguishes great leaders from those who have skills but don't convert their knowledge to proper actions and decisions. Courage, rather than power, position, or techniques, defines great leadership.

Leadership without character will eventually create "motivation fall out." Without genuine leadership, people will not set up and contribute their talents and energy. If they feel manipulated with "slick" techniques they will withdraw their support and loyalty. In our leadership development curriculum, we connect leaders with qualities like: Inclusiveness / Collaboration Integrity Accountability Accessibility & Humility Credibility

This is a time when we need leaders and members alike who can move forward, think positively, and act creatively. Character based leadership provides the foundation for building skills and confidence.

About the author: Steven J. Stowell, Ph.D, is the co-founder of the Center for Management and Organization Effectiveness.

For more information about CMOE's 30 years of experience in leadership development, call toll free at 1-888-262-2499.

Wednesday, May 14, 2008

The Leadership Talk As A Living Hologram

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 629

Summary: A growing number of research scientists are persuaded that the universe is not made of separate things but on a deep level is a single entity. This view is called the holographic paradigm. The author takes a page from this unique point of view by asserting that the success of a leadership tool he has been teaching for 21 years is attributed to the fact that it is indeed a hologram.

The Leadership Talk As A Living Hologram by Brent Filson

The hologram is a three-dimensional photograph made on a flat surface with laser beams.

The three-dimensionality of such an image is not the only remarkable characteristic of a hologram. If a hologram of your face is cut in half and then illuminated by a laser, each half will still contain the entire image of your face.

Indeed, even if the halves are divided again, each snippet of film will always be found to contain a smaller but intact version of the original image of your face. If we try to take apart something constructed holographically, we will not get the pieces of which it is made, we will only get smaller wholes.

To some scientific researchers, the hologram is the basis for a striking view of reality -- that the entire universe is a superhologram. Everything from the grains of sand beneath our feet to the farthest star in the outermost regions of deep space, everything is interconnected as one.

This view has come to be called the holographic paradigm, and though it is supported by findings of quantum physics and corroborates the insights of the ancient Rabbis of the Kabbala, the Buddha, Lao Tsu, Plato, the Veda mystics, and many more prophets and spiritual traditions, many scientists have greeted it with skepticism.

Still, a small but growing group of researchers believe it may be the most accurate model of reality science has arrived at thus far.

If the holographic paradigm is true, then each of us — including your best friend and your worst enemy — are all connected on a deeper level of reality. Consequently, our individual actions affect others, everywhere. The state of the world, the state of the universe for that matter, is merely the sum total of the interactions of humanity.

Let's bring the holographic paradigm into our ordinary lives, our ordinary day-to-day jobs. Because if it doesn't work in our daily lives, it's nothing more than an interesting idea. In fact, it's in the very ordinariness of our moment-to-moment experiences that the holographic paradigm finds its true manifestation.

That manifestation creates an entirely new way of understanding leadership and organizational success; for a key leadership tool that I've been teaching for many years is indeed a hologram. Not the static photo-image hologram but a living hologram of great complexity and energy.

That tool is the Leadership Talk.

There is a hierarchy of verbal persuasion, the lowest levels of which are speeches and presentations, the highest and most effective level is the Leadership Talk. Speeches and presentations communication information, but Leadership Talks do something much more, they help the leader establish deep, human emotional interactions with the audience -- so vital in motivating people to get results.

According to the holographic paradigm, we are really ""receivers"" participating in a kaleidoscopic flow of wondrous frequency, and what we extract from this and translate into physical reality is but one channel from many extracted out of the superhologram of the universe.

Like a hologram, The Leadership Talk is a totality -- the totality of right leadership interactions. And like a holographic totality, each part of a Leadership Talk is the whole. Whatever Leadership Talk process you choose, you'll find that it not only permeates all other processes of the Talk, it permeates time and space.

(By the way, I say ""right interactions."" Wrong leadership interactions are countless and have mainly to do with order-leadership. The right interactions are triggered by the Leadership Talk processes I've taught for 21 years. Those processes have one end in mind: helping leaders achieve not just average results but more results faster continually. Such ""superresults"" can only be achieved in penetrating human relationships.)

Ralph Waldo Emerson saw this permeation of space/time when he wrote, ""There is one mind common to all individual men. Every man is an inlet to the same and to all of the same.... I believe in Eternity. I can find Greece, Asia, Italy, Spain and the Islands -- the genius and creative principle of each and of all eras in my own mind.""

This idea is not arcane philosophy but most importantly, a practical leadership tool for achieving superresults.

Look at it this way: Leaders do nothing more important than get results. Yet working with thousands of leaders worldwide for the past 21 years, I've found that very few are getting the results they are capable of.

These leaders look at superficial facets of results, such as information technology, productivity loops, quality programs, human resource activities, speed, productivity, operations efficiencies, sales closes, sales leads, sales to new customers, failure prevention, health and safety advancements, quality, training, quality control, logistics efficiencies, marketing targets, new revenue streams, sales erosion, price calibrations, cost reductions, demand flow activities and technologies, inventory turns, cycle time reductions, materials and parts management, etc. -- the stuff taught in business schools.

Sure, these facets are important, and they must be developed and put to use, but without taking into account the human-interactions that animate each of the facets, the leaders stumble. And that's not taught in business schools.

All organizational challenges are ultimately challenges of human relationships. The Leadership Talk enables leaders to get those relationships right; and when they do, right results will follow. The proof may well be found in the holographic paradigm.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at For more about the Leadership Talk:

Tuesday, May 13, 2008

Leadership Skills: Four Ways of Overcoming Perfectionism

Author: Teresa Proudlove

The High Price of Perfectionism

We pay a high price for perfectionism. "What perfectionism?" we perfectionists mutter. "We've known for years perfectionism is not healthy so we have dealt with this issue and strive for personal excellence only!" Really?

When you slip-up - maybe handle a situation, task or project less than perfectly – what do you say to yourself? Are you able to commend yourself on what you did well and perhaps then, note a thing or two you could improve upon? Or do you focus on the mistake or less-than-perfect behavior neglecting your positive efforts?

Recently I completed facilitating six evening "Leadership" sessions. Being only my second time facilitating this particular series I closely observed my "perfectionistic" tendency. As I completed each session I could readily see areas I could have improved upon.

Commend Yourself! Gently Observe Improvements!

For me, it took a huge effort to commend myself on what I had done well and to be gentle with myself on the areas of improvement. In fact, I made a pointed effort of congratulating myself after each session and allowed myself the joy and relief of savoring a job well done when the series of six was completed. This is not a simple, natural process for us perfectionists.

To further this exercise in self-acknowledgement I did not read my participant's evaluations at the program end as usual. This was perhaps a first in my fourteen years of facilitating. Too often, I have rushed to read the evaluations to determine my success.

Eventually I will receive a summary of the evaluations from the College I was contracted to but more importantly, I have deepened my self esteem and self worth through rewarding, congratulating and commending myself despite what others may think. To be a strong leader and healthy human being let us begin now acknowledging our achievements rather than devaluing our worth and work.

Herein, we begin to wean ourselves from being reliant on outside influences to determine our worth or how well we have done. We begin to befriend ourselves and give the internal "Judge" less power over us.

Not only are we robbed of the enjoyment of our efforts by focusing on what went wrong and neglecting to commend ourselves but also, by rushing into worry over the next thing we have to do. When caught in this repetitive ritual of "not good enough… do better… do more…" I have found this simple phrase very freeing…

Not Perfect but Well Enough!

Feel the relief and comfort of this phrase, "not perfect but well enough!" Yes! Thank You God! "Thank You God" is another simple phrase that can help relieve us of the burden of perfectionism. Not only have I been working on giving myself credit but also on thanking God for His/Her part in my success. I know I must constantly turn to my God, my Source, my Higher Power – call it what you will – for guidance in all I do.

In the perfectionist's mind it is all up to ME to do everything so very, very well but of course - never quite measuring up. The more I trust that God is working in me and through me the more I can lay down the heavy burden of perfectionism. It is not all up to ME. My job is to "do my best and give God the rest."

Do My Best and Give God the Rest

Even in the midst of our fear, doubt and inadequacy we can comfort and encourage ourselves by knowing it is not all up to us. We can trust God is also at work and all is unfolding according to a Grand Design far greater than our understanding. As an Alcoholics Anonymous slogan so simply says "Let go and let God."

We can become better leaders and human beings and release ourselves from the bondage of perfectionism by practicing these few ideas. 1. Commend yourself on a job well done. 2. Be gentle observing your areas of improvement. 3. Remember: "Not perfect but well enough! 4. Do your best and give God the rest.

What a relief to give up responsibility for doing everything AND doing it perfectly!

About the author: Teresa Proudlove is the publisher/editor of support and inspiration for your work and life. Teresa has been inspiring, supporting, and mentoring over 3000 people upon their lifework path for fourteen years, leading workshops and authoring many internationally published articles.

Monday, May 12, 2008

The Leadership Strategy: An Unmined Comstock Lode of Results

Author: Brent Filson

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to:

Word count: 1450

Summary: Most business leaders can develop a business strategy, but they usually neglect what is equally important, a Leadership Strategy. A Leadership Strategy focuses on having the people who must implement the business strategy become cause leaders who take ardent action for the strategy's success.

The Leadership Strategy: An Unmined Comstock Lode of Results by Brent Filson

During the Second World War, Winston Churchill had a framed inscription on his desk that said, ""It's not enough to say we are doing our best. We must succeed in doing what is necessary.""

The world demands results. Good intentions and promises are no use to it. And one of the best ways for any leader to get results is to employ a strategy, which is a plan, method or series of actions for obtaining a goal or specific outcome. It doesn't matter what job you have or how many people you are leading, if you don't come to grips with the challenges of developing and executing strategies, you're limiting your abilities to get results.

In a sense, strategies are promissory notes, payment due upon demand. One reason for their becoming less than worthy tender is they are not backed by a Leadership Strategy.

Leadership Strategy -- have you heard of it? I bet you haven't. For one thing, it isn't taught at business schools. And for another, even in the unlikely case that you have heard of it and know what it is, you probably don't know how to make it happen.

In this article, I'll show you what a Leadership Strategy is and ways to institute it. It can be far more important than your standard business strategy.

Whereas a business strategy seeks to marshal an organization's functions around central, organizing concepts, a leadership strategy, on the other hand, seeks to obtain, organize, and direct the heartfelt commitment of the people who must carry out the business strategy.

The business strategy is the sail, the Leadership Strategy the ballast. Without a Leadership Strategy, most business strategies capsize.

To understand what a Leadership Strategy is, let's look at your past leadership activities.

Divide a single sheet of paper into two columns labeled A & B. At the top of column A write ""business (or organizational) strategies"". On top of column B write, ""Leadership Strategies"" -- in other words, what strategies were used to obtain people's heartfelt commitments to carry out the business strategies?

Think of the strategies your organization has developed during the past few years. They might be product strategies, service strategies, growth strategies, sales strategies, marketing strategies. You do not have to explain it in detail, just give each strategy a tag and write down the tag.

Did the listings in column A match the listings in column B? Were there any listings at all in column B? That gap between what was in column A and what was in column B is a killer gap. It means that the business strategies haven't been augmented by Leadership Strategies. And when that happens, results suffer.

I don't care if you lead three people, three hundred or three thousand and more. I don't care if you're in sales, you're a plant supervisor, a marketing manager or a COO, CFO or CEO. You're going to need a Leadership Strategy.

And if you don't think you need any kind of strategy, think again. Whatever job you're doing takes strategic thinking. In fact, getting in the habit of looking at whatever you do in strategic terms gives you a great advantage in your career advancement.

The roots of the word ""strategy"" come from two German words, the first meaning an encamped or spread out army and then second word meaning ""to drive."" In other words, a strategy gives direction, organization and force to an otherwise scattered organization.

Most business leaders are good a developing business strategies. They're taught how at business schools. But I'll bet that 9,999 out of 10,000 leaders don't know what a Leadership Strategy is, let alone how it fits in with a business strategy.

Leadership Strategies are not taught at business schools because such Strategies find their meaning not in abstract formulations or case studies but in what can't be taught but must be experienced, process and relationship.

And if you haven't thought of a Leadership Strategy before, start thinking about it now, because it can boost your career in many ways. Most leaders develop their strategies in bunkers, without taking into consideration those outside the bunker who have to implement it. Unwittingly, they buy into the ""fallacy of automatic reciprocity"" — the conviction that their devotion to the cause is automatically reciprocated by the people they lead. It's a fallacy because reciprocity is not automatic. It can't be ordered. It must be cultivated and earned.

Here, then, are five steps to developing a Leadership Strategy.

(1) Understand your business strategy. There are many books and courses on developing business strategies. I don't want to re-invent this wheel. Suffice to say you should clearly develop that strategy.

(2) Identify the dream(s) of your cause leaders.

Why do I say ""dreams""? Far from being fluff, dreams are the stuff that hard, measured results are made of.

Look at it this way: Leadership is motivational or it's stumbling in the dark. The best leaders don't order people to do a job, the best leaders motivate people to want to do the job.

The trouble is the vast majority of leaders don't delve into the deep aspects of human motivation and so are unable to motivate people effectively.

Drill down through goals and aims and aspirations and ambitions and you hit the bedrock of motivation, the dream. Many leaders fail to take it into account.

Dreams are not goals and aims. Goals are the results toward which efforts are directed. The realization of a dream might contain goals, which can be stepping stones on the way to the attaining dreams. But the attainment of a goal does not necessarily result in the attainment of a dream.

For instance, Martin Luther King did not say, ""I have a goal."" Or ""I have an aim."" The power of that speech was in the ""I have a dream"".

Dreams are not aspirations and ambitions. Aspirations and ambitions are strong desires to achieve something. King didn't say he had an aspiration or ambition that "" day this nation will rise up and live out the true meaning of its creed: 'We hold these truths to be self-evident, that all men are created equal.'"" He said he had a dream.

If you are a leader speaking to people's aspirations and ambitions, you are speaking to something that motivates them, yes; but you are not necessarily tapping into the heartwood of their motivation.

After all, one might aspire or be ambitious to achieve a dream. But one's aspiration and ambition may also be connected to things of lesser importance than a dream.

A dream embraces our most cherished longings. It embodies our very identity. We often won't feel fulfilled as human beings until we realize our dreams.

If leaders are avoiding people's dreams, if leaders are simply setting goals (as important as goals are), they miss the best of opportunities to help those people take ardent action to achieve great results.

I teach leaders to have their organizations get into the realm of achieving ""more results faster, continually."" To do so, you must first take the trouble to understand the dreams of the people you lead.

(3) Create a Shared Dream. If your vision of where you want the organization to go and their dream of where they want to go are shared, you call it a Shared Dream. Furthermore, you can't go to the next step unless you have developed a Shared Dream.

Look at it this way: The critical issue of the Leadership Strategy isn't the motivation of the leaders. As a leader, you must be motivated. If you're not motivated, you shouldn't be leading. The critical issue is: Can you transfer your motivation to the people so they are as motivated as you are?

(By the way, the Shared Dream is not ""win/win"". As you'll see, it's much deeper and richer relationship than the self-limiting ""win/win""; for unlike ""win/win"", the Shared Dream is an on-going relationship process from which flow mutually beneficial expectations and solutions.)

(4) Turn the Shared Dream into a Leadership Strategy. The Leadership Strategy is the Shared Dream manifested by an action plan.

In the action plan, delineate milestones that take you to the Shared Dream. The first milestone may be a comprehensive, rigorous identification of the needs of the cause leaders and how those needs dovetail into the business strategy. (Remember, you can use this process with any number of cause leaders. Just scale it up to the number you require.)

Churchill had it right, "" ... we must succeed in doing what is necessary.""

And one of the best ways for any leader to get people to succeed in doing what is necessary is to combine a business strategy with a Leadership Strategy.

2005 © The Filson Leadership Group, Inc. All rights reserved.

About the author: The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: ""49 Ways To Turn Action Into Results,"" at

Sunday, May 11, 2008

Two Leadership Strategies: Don't Lose Your Mind & Be a Coach

Author: Teresa Proudlove

Don't Lose Your Mind

Are you feeling overwhelmed, a lack of confidence or under a ton of pressure? Are you trying too hard to make something work and focusing too much on trying to fulfill other people's needs and expectations? You may have "lost your mind!"

My small still voice often speaks to me in cryptic one-liners. I'll never forget the first time I heard the quiet whisper, "You've lost your mind." And no, I had not lost my mind through hearing strange voices! Rather, this cryptic one-liner was reminding me I was trying too hard to fulfill other people's expectations and solve their problems.

This cryptic statement harkened back to an article I had read by Management Consultant, Barry Oshry. This article referred to Middle Managers who begin their careers as healthy humans but in time become confused, weak, powerless and self-doubting as they slide into the 'Middle Space' becoming torn between demands from the people Above and Below… hence "losing their mind."

At that time I had taken on a new contract to facilitate a six week "Leadership" series for a local college. In my anxiety to do a good job I was trying too hard to emulate the program designer's "superior knowledge" and trying hopelessly to solve the high-stress, workplace problems of the managers who were my participants. Of course, I knew I had the necessary skills and experience to facilitate this series yet, I had "lost my mind."

Reconnect With Your God

Focusing on other's needs and expectations removed me from my own knowledge and power. My stress elevated and my self-confidence plummeted. Thankfully, that gentle nudge of "you've lost your mind" helped me see how I was eroding myself through comparing myself and worrying about what other people thought, wanted or needed. This is our cue to stop, step back inside and reconnect with our own truth – our own God.

In doing this we step back into our own authenticity and own power. Here we can reformulate our own view, thoughts and perspectives on what is happening and what we need. We can let go of the guilt and self-doubt we feel in trying to meet other's expectations or in trying to solve their problems. We can relax and trust in our Higher Power always there for us.

Certainly, as leaders, managers, family members and humans we have a responsibility to listen and empathize with those in our close circle but it is not our job to solve their problems or fulfill their expectations… which is all a part of the coaching process. Rather than striving to give other people answers, everyone concerned is better served if we instead help others to reflect on their own solutions or options. This is what it means to be a coach.

Be a Coach

We can let people know we care about their situation and that we are willing to work with them to empower them to solve their own problem. We can listen, empathize and ask pertinent questions all of which encapsulates the art of coaching. After carefully listening to and empathizing with another's problem you might consider asking some of the following questions if they seem appropriate:

"Have you ever had a similar situation in your life and found something that worked? What options do you have in this circumstance? That's one possibility, any others? What outcome do you want? What really matters here? Would it help to break this into smaller steps? What do you need to change or to move this forward? What is standing in the way? What other people or resources could help you? What steps can you take from here? What will you do and by when? Would you like me to hold you accountable for your commitments?"

Be careful not to turn coaching into a probing session! Always be respectful and gentle with others and of course, yourself. Remember if you are feeling overwhelmed, lacking confidence or you are trying too hard you may have "lost your mind." Let go of comparing and trying to meet others expectations and needs. Trust yourself and be a coach!

About the author: Teresa Proudlove is the publisher/editor of support and inspiration for your work and life. Teresa has been inspiring, supporting, and mentoring over 3000 people upon their lifework path for fourteen years, leading workshops and authoring many internationally published articles.