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 Career, Job, Profession & Employment

 

Leadership For Deep Results: A New Look At Your  Career, Job, Profession & Employment


Standard results, though necessary, are far less important than deep results. Here's how to define them and how to achieve them.

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, motivator, motivating, executive

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

Word count: 1200

Summary: Standard results, though necessary, are far less important than deep results. Here's how to define them and how to achieve them.

Leadership For Deep Results: A New Look At Your  Career, Job, Profession & Employment
 by Brent Filson

I've challenged all leaders I have worked with during the past two decades to achieve "more results faster continually."

They can get on track to start achieving such results not by working harder and longer but by slowing down and using Leadership Talks on a daily basis.

However, I also tell them that getting on the more-results-faster-continually track is not an end but a beginning. They must then begin focusing not just on the quantity and speed of results but the kind of results they aim to achieve.

There are roughly two kinds of results, standard results and deep results. Most leaders understand standard results but fail to come to grips with deep results. In fact, these leaders go through their entire  Career, Job, Profession & Employment
s getting the former, but they don't have a clue about the latter. Of course, standard results are necessary. But in the long run, they are far less important than deep results.

We know what standard results are. They are the results we must get in our jobs, such as: 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.

Whereas achieving standard results enables us to do a better job and have a better  Career, Job, Profession & Employment
, deep results are different. Deep results are about being better leaders and human beings.

Of course, being a better leader will have a positive impact on your job and your  Career, Job, Profession & Employment
. But there is something else involved: Being a better leader means being a better person. Who we are as a leader and who we are as a person should be the same thing. If they're not, we diminish both our leadership and the person we are.

Look at it this way: Standard results are about "doing"; deep results are about "being". Our most important achievements as leaders are not just what we achieve but who we become in that achieving.

For instance, if we don't get standard results in our job, we fail in that job or at least in that particular aspect of the job.

But in the realm of deep results, such failure might lead to success if in that failure, we find a better way to lead, a way to be better.

Here are some ways deep results differ from standard results.

--Deep results emerge over longer periods of time.

--Deep results encompass wider circles outside your job, usually impacting your family, friends, and relatives.

--Deep results are often not conventionally successful results. They can come in the guise of failure.

--Deep results can't be quantified. They're usually a quality of living or being.

--Deep results are often not immediately apparent. Usually, you become aware of them after they appear and sometimes long after they appear.

--Deep results are formed in your inner life and the choices you make over the things you control, your opinions, aspirations, and desires.

--Deep results shape, and are shaped by, character.

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 WE TOGETHER 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.

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 couldn't 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 didn't 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 didn't 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  Career, Job, Profession & Employment
s ignorant of deep results. But when you view your  Career, Job, Profession & Employment
 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 self-enrichment and the enrichment of human relationships. From now on, when thinking about getting results in your jobs and your  Career, Job, Profession & Employment
, think too of the deep results you should achieve.

 

A Monster Of A Leadership Challenge: The Creature That Ate Your  Career, Job, Profession & Employment


All leaders experience fear, failure and self-doubt many times throughout their  Career, Job, Profession & Employment
s. The author combines the three into one creature he names after the movie monster Ghidora -- and shows how to defeat it.

leadership skill, leadership skill training, leadership development, management, management skill, management skill training, effective leadership, leadership communication, leadership communication skill, management communication, management communication skill, management training, management development, business leadership, influence leadership, motivation, motivational leadership, leadership excellence, charismatic leadership, communication, manage, organizational success, organizational development, results, leadership results,  Career, Job, Profession & Employment
, motivator, motivating, executive

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

Word count: 815

In the 1964 movie, "Ghidorah, the Three-Headed Monster", King Ghidorah was a gigantic, dragon-like creature that came from outer space. It had three heads on long necks, bat-like wings, no arms, and twin tails. It terrorized Tokyo until Godzilla, in a role reversal as protector rather than destroyer, defeated it in a terrible battle and chased it back into outer space.

As a leader, you don't have to go to the movies to face Ghidorah. You do it every day. Ghidorah is the three-headed monster of fear, failure, and self-doubt. How you deal with the triple threat will determine to a great extent how your  Career, Job, Profession & Employment
 develops.

Though fear, failure and self-doubt are each separate, they cannot be separated: The prospect of failure can lead to fear of failure, and fear of failure can lead to self-doubt, which closes the cycle by leading back to fear of failure.

Of course, this is not strictly linear. Three-headed Ghidorah is comprised of any number of combinations. For instance, self-doubt may lead to failure or failure may lead to self-doubt, which leads to fear.

Don't concern yourself with the combinations that can afflict you. Concern yourself instead with how to deal with Ghidorah. The first thing to understand about how to deal with the monster is that if you're NOT dealing with Ghidorah, you're doing something wrong. Leadership is not about living an easy life for ourselves but a hard life for other people and for the organizations you serve. Fear, failure, and self doubt are a natural outcomes of good leadership.

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.

The second thing is that if you face Ghidorah head on, you'll find that fear, failure and self-doubt are your benefactors; for Ghidorah can be your partner in achieving limitless results.

For instance, I worked with the CEO of a company that proved results are limitless. In the 1930s, the company was making tea bag paper. Over the years, they kept changing and improving their products so today they are making high tech thermoplastics. Going from making tea bag paper to high tech thermoplastics involved innovation, hard work, and great leadership. My bet is that fear, failure and self-doubt were driving factors in that three-generation, results-are-limitless evolution.

Don't simply overcome Ghidorah. Instead, use Ghidorah -- use fear, failure and self-doubt as your results-partner. To do so, you need to cultivate your inner, submerged strengths.

An assault by Ghidorah is an opportunity for us to manifest strengths we did not know we possessed.

"I'm afraid I might fail." – We can manifest perseverance.

"I doubt if I can do this." -- We can be innovative.

"I have failed." -- We can evince patience, tenacity, and resilience.

My leadership processes, which today may look simple, clear, and robust, were developed with my grappling countless times with Ghidorah. There is not a process I teach that did not have its birth in a failure of one kind or another. Often, I really didn't understand the process until I first failed in trying to put it into action. I have to give Ghidorah much of the credit for their success.

Over time, as we keep manifesting our strengths in the face of Ghidorah's assaults, we tend to avoid getting carried away by appearances or our mercurial desires but instead will gradually actualize a centered leadership. The more we assess our strengths in times of affliction, the more easily assessable those strengths become.

But that's not all. Here's the final secret: We manifest these strengths not just for ourselves but also for the people we lead; for when we face Ghidorah, we show others the path; and in doing so, help them tap into their own inner strengths, creating a motivational bond between you.

King Ghidorah was brought to life on the movie screen by a stunt actor inside an elaborate costume, with a team of puppeteers controlling the beast's many appendages. When tough challenges call forth Ghidorah in your leadership, you may see that the creature is, similarly, not substance but the dazzle of our minds and emotions, reminding us that leadership begins not when we grasp at outward appearances but when hold to our center and the resources flowing from that center.

 

Can Leadership help Your  Career, Job, Profession & Employment
?


The author asserts that presentations and speeches are the least effective means of leadership communication. There is a much more effective way: the Leadership Talk.

leadership,leadership development,organizational behavior,results,management,measurement,influence

We want to grab your attention to this article on leadership. It not only is interesting, but also has loads about leadership.

In Part One, I described the Leadership Talk and how it is a much more effective leadership tool than presentations or speeches.

I also described two fundamental premises that the Leadership Talk is based on.

In Part Two, I will show you the purpose of the Leadership Talk. You won't be able to give a Leadership Talk effectively on a consistent basis if you misunderstand its purpose.

Do not judge a book by its cover; so don’t just scan through this matter on leadership. read it thoroughly to judge its value and importance.

The Leadership Talk doesn't drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that's to motivate people to be your cause leaders in meeting the challenges you face.

This is important in understanding the difference between Leadership Talks and presentations/speeches.

You're a leader. You have a task to complete. Do you want the people you lead to simply do the task? Or do you want those people to actually take leadership of accomplishing the task? For the difference between doing and leading in terms of accomplishment is stock car and a formula 1 racer.

Clearly, you can order them to accomplish the task; and if you're in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order.

It may take some time to comprehend the matter on leadership that we have listed here. However, it is only through it’s complete comprehension would you get the right picture of leadership.

However, their committing to take leadership involves your establishing a special relationship with them.

For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it 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.

We hope you develop a better understanding of leadership on completion of this article on leadership. Only if the article is understood is it’s benefit reached.

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.

Furthermore, though you may order people to do a job, you can't order anybody to take leadership of it. It's their choice whether they take it or not.

After many hopeless endeavors to produce something worthwhile on leadership, this is what we have come up with. We are very hopeful about this!

The completion of this article on leadership was our prerogative since the past one month. However, we completed it within a matter of fifteen days!

This is where the Leadership Talk comes in. Using it, you set up the environment in which they make that choice.

The Leadership Talk is not only the most important way to get cause leaders; it is the only way to get them on a consistent basis.

So what is your verdict on this composition on leadership? Are there anymore unanswered questions about leadership in your mind?




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