Thursday, May 8, 2014

Primary Objective of Leadership


Primary Objective of Leadership

 


 

One thing most seem to forget is that, without a team, there is no need for a leader. That’s why the primary objective of leadership should involve the team.  They are the ones that can accomplish the objectives of the company. A team is composed of individuals who have different personalities. In order to keep them motivated, a leader must consider several things. Some of the workers can be motivated easily. There are others that need more attention. It is important for a leader to be able to affect the things you can control while not focusing on the ones you can’t.

 

In order to display good leadership, you must be able to display a confident façade even if you are unsure about the details or path forward. If you focus too much on the things you can’t control, you tend to sound like your giving alibis rather than solving the problem.

 

A leader must be accountable in order to gain credibility with the team. Take for example; a situation where you need to explain company policies to the employees. Instead of just explaining the policies to them, you must also give reasons why they are implemented by the company. If you don’t agree with a policy, don’t express it to your team. That’s a conversation that should be held in confidence.

 

The top complaints employees have when asked why they are dissatisfied with their work are not having the proper tools to do their job and not having the proper training. Effective leadership can solve these problems by procuring the right tools for the job and providing adequate training for the workers. Training must be done frequently in order to keep workers motivated. Budget restrictions might make it hard for a leader to provide tools to each member of the team, but this should not be an excuse. A leader must be able to come up with efficient purchasing plans to provide the proper tools to workers.

 

In short, the primary objective of leadership is to make sure the team has adequate training and the proper tools for the job. To learn more about being an effective leader, check out the book The Secret to Leadership: How Not to Suck.

Sunday, June 23, 2013

Finding motivation as a leader


Finding focus and motivation as a leader


 

   One of the challenges of leadership is once successful finding continued focus and motivation.  It can become extremely easy to become complacent once you have found a certain level of success in your leadership role or achieved some of your most important goals.  This is a process that usually takes years and often leaders that have held leadership roles for a long period of time tend to decline or lose the motivation and passion that they once held.  This can be tricky as no one can truly help you with that.  Motivation has to come from the inside to be long standing and enduring.  It has to stem from a sense of pride in what you are doing and a natural competitiveness that exists at your deepest level.  Overall leaders are naturally aggressive and passionate or they likely would not have ascended to their leadership position in the first place so it can always be found and renewed.  Complacency in leadership is toxic and progressive and almost always ends in loss of the leadership position.  For this reason it’s important to constantly set new standards or goals, and once achieved immediately focus on a new goal or level of accomplishment.  Keeping your thoughts focused on new achievements as a leader is the best way to stay motivated and successful.  All thoughts and actions lead to a subsequent outcome.  This outcome can be either positive or negative depending on the mindset and focus of the leader.  Keeping thoughts focused on new goals and achievements means a constant and consistent improvement in culture and performance.  Unproductive or negative thoughts will lead to an undesired result.

   Let’s take a business venture as an example.  If the goal of a person is to open a new business and this is their passion then they will think about this often almost to the point of obsession.  Through this thought process their curiosity will build and they will naturally seek out the steps to achieve that goal even if they know nothing about it.  They will research and think about the concept, demographic, structure and purpose of that business.  They will discuss it with friends and bounce the idea of people seeking feedback.  As time passes this curiosity and obsession will drive them to seek possibilities in capitalizing their idea.  They may seek out loans or begin searching for a location if it is a brick and mortar business concept.  At some point once they have researched and investigated the idea enough their confidence will build to a point where they feel it’s time to pull the trigger on their business and follow that dream and obsession.  It is through this obsession of thought that slowly progresses ideas into physical accomplishments.  Adversely if your thoughts are unproductive or focused on things other than that idea you will also accomplish a goal but likely not a productive one or one that leads to a positive outcome.  Productive thoughts tend to morph slowly into meaningful actions thus creating their physical equivalent and accomplished goal.  All great ideas and accomplishments first start with an obsession of thought and curiosity.

Thoughts have a tendency to morph and transform themselves into their material equivalent.
 
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On Amazon in Ebook and Paperback Format
 
 
 
 

Thursday, March 7, 2013

5 Leadership Styles to Avoid

Five Leadership Styles to Avoid


The tyrant The tyrant is a leader that leads with force and discipline.  He or she is typically a micro-manager and works hard to ensure every aspect of the operation is always under control.  This leader is skilled at establishing accountability within his or her team but rarely shares that responsibility.  Typically this leader earns respect through fear and consequence and is not much fun to work with or for.  These leaders are seen as closed in and don’t easily share information with the team and therefore the team usually only knows their role within the team and not the team vision, progress, or accomplishments.  The tyrant rarely acknowledges accomplishments instead focusing on opportunities and failures.  A tyrant leadership style demands discipline and respect yet never works to earn it. The irony is this leader never really achieves respect or loyalty and when a tyrant leader’s tenure ends the team looks forward to the next leader never remembering this person in any positive way.

The emotional leader  An emotional leader as earlier discussed uses emotion as a motivational tool and often tries to achieve loyalty through sympathy.  This leader will frequently display emotions to emphasize their point and goals.  These can vary from extreme anger, frustration, happiness and excitement, sympathy, depression, discouragement, and optimism.  This leader is emotionally all over the map and carries a sense of unpredictability.  He or she will often show public displays of emotion including crying, and yelling, and is easy to upset.  The team’s primary goal becomes to keep this leader happy and stable and not to improve performance of focus on the vision.  This leader often has closed door conversations in the open and cares little about how they are perceived by their team.  This behavior keeps the team at a constant state of stress and anxiety and the unpredictable emotional nature of this leader does severe damage to his or her team through lack of respect and admiration.

The parrot The parrot is a common leadership style and easy to recognize.  This person holds corporate policies as foremost priority and embraces every aspect of corporate culture and vision.  They will often state the obvious and typically lacks creative thought or innovation.  They will frequently quote company jargon, mission statements, and goals and will never challenge the status quo or their leader’s instruction thus earning the name parrot.   The parrot does not question and is typically what is called a “yes man”.  The parrot’s primary focus is maintaining their job or position and is rarely in the best interest of the team.   The parrot is rarely respected by his or her peers or team members and is completely comfortable with maintaining current levels of performance.  The parrot hates risk and will never willingly take any initiative that involves risk.  This leader does not embrace change unless it is directly instructed from their superior and will always result back to standard operating procedures.  They will never initiate change on their own and in the interest of improvement trusting that the organization and their superior knows best what changes to make and how to operate.

The BFF  The BFF is the polar opposite of the tyrant. The BFF has difficulty separating what behavior is acceptable in the workplace and at home and frequently involves his or her personal life into their daily business.  They are typically close friends with their team members and frequently find the gray area in professionalism in an attempt to lead through friendship and trust.  This leadership has a very low sense of accountability and easily accepts excuses especially if the excuses are of a personal nature and stem from trouble at home or off the field issues.  The BFF is equally skilled at offering excuses and those also typically revert back to challenges in their personal lives which of course are always unique to them.  The BFF is easy to identify as their superiors and subordinates typically know everything about them.  They will openly discuss anything and cross the lines of professionalism frequently spending personal time with their employees.  This person is a constant liability risk and although usually adored by their team they frequently find themselves in drama and personal conflict between their responsibilities as a leader and responsibilities as a friend.  They typically have the loyalty of their team but for all the wrong reasons. This behavior makes it difficult for this leader to attach accountability or initiate discipline. This usually results in very poor team performance and frequent excuses and for the most part the BFF is someone that probably should not have been placed in a leadership position in the first place.

The superhero  The superhero actually is not a completely ineffective leadership style but one with limited long term potential.  Typically this leader will work hard and aggressively to accomplish his or her goal and use every resource to make a difference.  This person will take risk, and is typically knowledgeable and competent in his or position with strong communication and team building skills.  This will yield fast results initially but the motivation is flawed.  Typically this person requires constant praise and acknowledgement for his or her accomplishments and rarely shares their success or offers credit to their team for victories.  Although the team is the primary catalyst that helped the superhero accomplish his or her vision this is rarely discussed and for the most part the superhero will take complete credit for any accomplishment feeling the team could not have done it without them.  This person is typically praised by both team and superior for his or her performance as a leader and over time this has created a level of arrogance and lack of direct accountability.  The superhero does not take discipline or criticism well and when things go wrong can be a master of excuses.  Being both knowledgeable and well spoken this can be hard to recognize and appear as justified reasons.  He or she will always cite their action plan to fix the problem and will never admit fault or direct responsibility.  The problem with this leadership style is that in the long term the superhero’s supervisor and team will recognize that the culture of the team is built around the leader and not the vision and only in the interest of the leaders pride and arrogance.  The team will slowly lose respect for this leader seeing him as self serving and arrogant, and that leader will lose loyalty.  The leader's supervisor will see a leader that always has an answer, excuse, or plan but never takes direct responsibility and although effective at times is highly inconsistent and not destined for long term success.

Learn More:  Click Link Below


http://www.amazon.com/The-Secret-Leadership-Explanation-Simplified-ebook/dp/B00IPS1YSQ/ref=sr_1_6?ie=UTF8&qid=1394111996&sr=8-6&keywords=thomas+dipaolo


Available on ITunes:


https://itunes.apple.com/us/book/secret-to-leadership-how-not/id891425618?mt=11

Tuesday, February 26, 2013

Effectively delegating in Leadership


  While delegating there are a lot of things a leader must remember.  The first is to ensure that you direction is both specific, and well understood.  This is the single most reason that instruction fail, and goals are not met.  You must always ask yourself as a leader was I specific in my instruction?  Did I communicate clearly and did I explain the impact that instruction would have on the overall vision?  Did I attain buy in with the team member and does the team member completely understand the importance of the task and the impact it will have?  Was a time frame established?  Is that team member motivated and do they understand the level of follow-up that will be initiated to ensure the task is done to satisfaction?  Do they know the impact of that task and how it will affect them as a person and their personal goals? 
   This may seem excessive on simple tasks but these are important questions and even in simple tasks your team member needs to know that you are both consistent, precise, and engaged in every task and that you will always without exception follow up on that task to ensure it is done to your satisfaction and not theirs.  Your understanding of what needs to be done must be the same understanding as theirs and all must be on the same page with no room for interpretation or excuse.  This is the cornerstone of accountability. If you fail in your communication and instruction this becomes your failure and not the failure of the person whom you delegated the task too. If done correctly you can then release yourself from that task and move on to other responsibilities with little or no supervision however you must always follow up once the task is complete and offer feedback on your satisfaction in their work.
 
Learn More
Available and temporarily discounted in Amazon for all electronic devices or in softcover
 

Sunday, February 24, 2013

The Reason Political Leaders Fail

The Reason Political Leaders Fail

    There are many reasons leaders fail but most are grounded in arrogance and self interest.   We will use politicians as a prime example of these leadership styles as they are the most notorious for making this critical mistake.  Most politicians fall into this trap from there very first campaign.  Politician’s primary goal is to become elected and for the most part they will do and say whatever is needed to accomplish that goal.  Many times it can be impossible for a politician to attain office without the backing of special interest groups.  These companies or groups will back a candidate through campaign advertisements, publicity, and through contacts sometimes spending millions to assure that candidate is elected.  They do this because they believe that their candidate best sympathizes with their cause or business agenda and will of course expect payment in the form of legislation and regulation to their benefit.  Once elected it is very difficult for the candidate or leader to approach his office with an open mind and with the best interest of his voter demographic in mind.  This is partially due to loyalty within the groups that helped secure his seat, partially due to loosing those same backers on a possible re-election bid in the future and also partially due to that leaders core beliefs and political party affiliation in which he also must remain loyal.  It is a balancing act of leveraging what the leader feels is right and what would be in the best interest of that leader’s contributors and political party.  Unfortunately for the voters whom elected that official their views take a back seat in this. Often decisions, legislation and regulation are not the vision or beliefs of the demographic in which that elected official is supposed to be representing.   The primary goal for that leader becomes election, and re-election which is a prime example of a self-serving leadership style. 

 For any leader to attain loyalty, respect, and admiration he must accept his position with the best interest of the team, organization, or community in mind.
Learn More:  Available on Amazon for all electronic devises, and in softcover. Click Link Below

Saturday, February 23, 2013

The Secret to Leadership; How Not to Suck

This blog is intended for feedback and support relating to the newly published book by Thomas DiPaolo, The Secret to Leadership.  For a limited time The Secret to Leadership is on sale and available on Amazon in both ebook and Softcover format.  The ebook version is temporarily marked down to only $4.99 as an introductory price. 





More about The Secret to Leadership: How Not to Suck
The Secret to Leadership: How to Not Suck, takes a different view and approach to leadership study. This book will help break down the very basic principles of effective leaders and strip away the over complicated and intimidating ideas that currently exist within leadership study. It will help you to identify flawed practices and concepts of leadership which should be eliminated and refocus on the basic principles of successful leaders. Sculpture's are not created by constantly adding material in hopes of creating a work of art but rather by removing material. Like carving a sculpture the strategy is to carve away material that is useless, and which hides truth, to reveal your vision which lies beneath. Through the process of carving away over complicated theories in leadership you can help identify, simplify and refine your leadership style which enhances your effectiveness and abilities. This book focuses on internal exploration and self reflection as opposed to searching externally for new ideas and gimmicks. Leadership is not an entitlement and is never awarded or attached to a certain position or social status. It is earned and lived through everyday actions and ideas. There is nothing complicated about being a great leader and it’s a mindset that is carried naturally and extends well beyond the workplace and into all facets of life.




Order your copy now from Amazon for any electronic device or in Softcover! Click link Below