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Leadership For Deep Results: Without Them Are You Wasting Your Leadership And Your Life? (Part Two)
How does one go about getting deep results? There are many paths up this mountain. But one path is straight and steep and clear. That is the path of the Leadership Imperative. I WILL LEAD PEOPLE IN SUCH A WAY THAT THEY NOT ONLY ACHIEVE THE RESULTS WE NEED BUT THEY ALSO BECOME BETTER AS LEADERS AND AS PEOPLE. The Imperative has two parts: one is results-accomplishments and the other is self betterment. You are never more powerful as a leader as when, in getting results, you are helping others be better than they are -- even better than thought they could be. Guided by the Leadership Imperative, you'll find yourself realizing deep results. Deep results are not a measurement or a direction. They are not a central purpose. They are a process of being. They are not something achieved. They are an achieving - taking place not at a special place in a special time but at every place at all times. You are deep results before you know that you are. Though deep results are easy, though often they do not come easily. We are this mind/body in this space/time continuum. We know that. But to realize it, we must live it. To live it, we must seek it in our living. And that knowing and living and seeking is deep results. The task that we shoulder reveals our heart to the world. Deep results show our soul to the world. Examples of deep results: --With the disasters of the Franco-Prussia War tumbling down upon Paris, a remarkable event took place, the word of which spread like wildfire through the city. The great author Victor Hugo, exiled for 19 years, had come back to Paris. Traveling through German lines, through the war-ravaged countryside, he had come into the city on virtually the last train. He had come to share the sufferings with the Parisians in their darkest hour when his arriving meant virtual imprisonment in the city. Throngs gathered at the station to applaud him. One man shouted over the crowd, "If defeat brings us Victor Hugo, we could not be better rewarded!" deep results. --Doug Collins, member of the '72 U.S. Olympic team that ultimately lost the gold medal on a disputed call to the Soviet Union, describes the dramatic moments at the end of the game. We're losing by one. The Soviets have the ball. The clock's running out. I hide behind the center, bait a guy into throwing a pass, knock it loose and grab it. A Russian goes under me as I'm going up for the lay-up. I'm KO'd for a second. The coaches run to me. John Bach, one of the assistants, says, 'We gotta get somebody to shoot the fouls." But coach Hank Iba says, 'If Doug can walk, he'll shoot.' That electrified me. The coach believed in me. I can't even remember feeling any pressure. Three dribbles, spin the ball, toss it in, same as in my backyard. I hit 'em both and got the lead. I did not know what I was made of until then." ?deep results. --Herb Rammrath, a General Electric client of mine in the late 1980s, told me this. "I was a young Naval officer reporting with many other new sailors aboard an aircraft carrier. The captain met us in a formation on the flight deck. He shook my hand and went down the line greeting many other sailors. I did not think anything of it until several weeks later when he passed by me in a passageway. He said, 'Hi, Herb!' I never forgot that. He remembered my name despite the fact that he had met scores of new sailors that day. It's made a tremendous impact on me till this day." ?deep results. --Seeing abolitionist William Lloyd Garrison dragged with a rope down a Boston Street, Wendell Phillips became so outraged that he joined the abolitionist movement and became one of its most effective activists. ?deep results. Many people go through their careers ignorant of deep results. But when you view your career as a whole, don't you think that the ultimate yardstick of your life should be deep results? Deep results are not about getting but giving, not about doing but becoming, not about material accumulation but about the enrichment of human relationships. From now on, when thinking about getting results in your jobs and your career, think too of the deep results you should achieve. 2005 © The Filson Leadership Group, Inc. All rights reserved. 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: brent@actionleadership.com 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 20 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 http://www.actionleadership.com
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Coaching Leadership Development and Jumping Out of Airships A German silent film melodrama depicts an airship bombing London during World War I. Lit up by searchlights and strafed by fighters, the crippled airship loses altitude as the captain frantically jettisons dispensable gear to lighten weight. Eventually, the only weight left is human. So the captain orders members of the crew overboard. A grisly scene unfolds as the airmen, one by one, without parachutes, step up to the hatch, salute the captain and the first mate, then jump to their deaths. Lightened, the airship returns safely to Germany. Thoughtleading: The Art of Separating Yourself from the Pack Lately the age-old business dilemma of how to stand out from the crowd has been haunting companies and professional service firms more than ever before. All too many firms nowadays look too much alike, with marketing strategies seemingly unable to distinguish them from their competition. Glossy brochures, snazzy websites, press releases, advertising: when everyone employs the same methods, everyone ends up vying for the same narrow window of client and prospect attention. Stand Out as a Leader, Do 5 Things Better! Number One: Improve the Quality of Your Decision Making! The manager administers, the leader improves; the manager maintains, the leader develops; the manager relies on systems, the leader relies on people; the manager counts on controls, the leader counts on trust; the manager does things right, the leader does the right thing. -Fortune Magazine Leadership Skills Training Empowers Problem-solving and Visioning Leadership skills training programs empower you to influence, persuade or inspire others. Well constructed training programs should result in improved, more effective leadership skills for your colleagues and you. Awaken the Leader in You: 10 Easy Steps To Develop Your Leadership Skills "The miracle power that elevates the few is to be found in their industry, application, and perseverance, under the promptings of a brave determined spirit." - Mark Twain Managing Monsters in Meetings - Part 4, Quiet Participants There are many reasons why someone would decline to participate during a meeting. For example, the person may feel reluctant to speak out, may disagree with the approach endorsed by others in the meeting, or may just be tired. A Call to Men to Live a Strenuous Life! Any man would be justly proud to claim even a portion of what Teddy Roosevelt accomplished in just one of his fields, whether politics, hunting, writing, military, or family. He was an extraordinarily accomplished man with an enormous appetite for life. But he is more than that. For us today, he remains a hero, a patriot, an authentic, masculine role model of success, self-improvement, perseverance and courage. Mentor? Who Needs A Mentor? Who needs a mentor. . .everyone who is truly serious about achieving more of their true potential, personally and financially. In fact, Richard Brooke says: The Six Essential Leadership Attributes Leadership is the foundation for all organizations, whether corporate, nonprofit or government. Leadership is a high calling and responsibility, upon which all else the organization is or does rests. Moreover, leadership is always top down, never bottom up. The Code of the Conference Leader Are your meetings generally a waste of time? Do you have trouble getting commitment on the decisions made? The following information is based on "Conference Leadership", an atypical Marine Corps publication that is no longer available to the public (as it has been incorporated into a sensitive and restricted document.)The publication details a method of achieving results from groups and meetings that was far ahead of its time, originally published in 1947. Veins of "stewardship," "dialogue" and "servant leadership" can be seen throughout, though not by those names. 8 Questions to Ask if You Want to be a Better Leader Those that have successfully made the transition from manager to leader have found the importance of continuously asking questions. Constantly receiving feedback from front line workers enables aleader to understand what is going right and where improvement is needed. At the same time, the leader is showing interest in the front line workers through these questions. However asking questions can become harmful if two key steps do not follow them. Managing Monsters in Meetings - Part 7, Personal Attacks Personal attacks hurt people, mar communication, and end creativity. If they become part of a meeting's culture, they drive the participants into making safe and perhaps useless contributions. Leadership Webster's defines leadership as : "1. the office of position of a leader, 2. capacity to lead, 3. the act of instance of leading, 4. LEADERS." Dale Carnegie, founder of the Dale Carnegie Institute and teacher of leadership skills, defines leadership as a mixture of traits and skills that can be learned and honed. John C. Maxwell, founder of INJOY and professional speaker on leadership, agrees with Carnegie, but further states that there are five levels of leadership with the highest level being attained by only a few people. Wanted: A Dictionary-Perfect Leader Answers are often before our very eyes or in front of our noses - particularly if we read the American Heritage Dictionary! What Makes A Good Leader? Ask Uncle Sam What do the major generals who are leading the war efforts in Iraq have in common with executives and entrepreneurs who are conducting business back home? When it comes to leadership, the answer is probably a lot more than you think. In Leadership, Dreams Are The Stuff That Great Results Are Made Of 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. Pure Discipline General George S. Patton was born on November 11, 1885 on his fathers ranch and vineyard in Los Angeles County over what is today the city of Pasadena and much of the UCLA campus. Early in life he was small and weak, but raw determination and drive built up body day-by-day, piece-by-piece. Character -- Why It Matters In Leaders "Character is much easier kept than recovered." -Thomas Paine Leadership Push vs. Pull? At your next staff meeting consider leading your team through the following discussion. Are You a Leader or a Manager? President Ike Eisenhower once demonstrated the difference between leadership and management to his cabinet by putting a piece of string in a straight line on the conference table. He then asked one of the attendees to put his finger on one end of the string and push it. The string, of course, bunched up in an ugly bundle. He then asked the man to pull the string with his finger on one end. The string straightened up in a nice neat line and followed the finger across the table. "This", said Ike "is the difference between managing and leading."
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