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Leadership

Leadership

Leadership development for supervisors, managers and business owners

Leadership is about inspiring a group of people to make effective plans for doing the right things to achieve envisioned goals on time.

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Leadership development for all walks of life

1. What’s in a name?

All human beings start a life with a name, normally shortly after birth. A name, first name with surname, will normally stay attached to oneself until departure from this planet. As long as it remains unblemished from the day one decide so. One should therefore protect a name with all the powers one can muster and be aware that it may take several attempts.

2. Exhibiting integrity during an adult work life:

An adult work life normally starts out at a very youthful age from 18 to 24. Leadership qualities start out together with an adult work life. The leadership qualities we are referring to are embedded in the word “integrity”, as “truth” and “honesty”. As long as one protects integrity, one is at the same time protecting a name, your personal name.

One should therefore grow personal integrity by building it up to more leadership qualities than only truth and honesty, but also include qualities like incorruptibility.

Build all aspects of integrity into your personal personality traits to quickly gain strong leadership traits for quick career progress.

Read this best article on integrity in PDF format  (160 kb), by subscribing to our occasional newsletter below, to fully understand the meaning of integrity, which can become the forerunner to a successful career life for anyone.

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3. Earn respect through integrity:

Being known as a person of integrity is one of the best ways to earn respect from others around you.

Integrity is made up of several words, meanings and synonyms. It consists of a lot of what can be described as ethical and moral values or civilised values.

3.1 Soundness: This refers to how healthy an opinion, argument, reasoning or a research finding is, implying how free it is from flaw, defect or decay. Also, how free is it from error, fallacy, or misapprehension; exhibiting or based on thorough knowledge and experience; legally valid; logically valid and having true premises; agreeing with accepted views. It also means solid, firm, stable and thorough; showing good sense or judgment based on valid information.
3.2 Completeness: It means having all necessary parts, elements, or steps; highly proficient; totally, absolutely, thoroughly and fully carried out; including all possible parts.
3.3 Sincerity: It means fairness and straightforwardness of conduct; adherence to the facts.
3.4 Honesty: It implies a refusal to lie, steal, or deceive in any way.
3.5 Honour: It suggests an active or anxious regard for the standards of one’s profession, calling, or position.
3.6 Probity: It implies tried and proven honesty or truthfulness.
3.7 Incorruptibility: It implies trustworthiness and truthfulness to a degree that one is incapable of being false to a trust, responsibility or pledge. It also finally means being incapable of corruption; not subject to decay or dissolution; incapable of being bribed or morally corrupted.
3.8 Conclusion: The question to be asked is where does a nation stand with regard to these principles of integrity; where does an organisation or political party stand and finally what is my individual position? This synonymous question can also be asked: How civilised are we?

Resources: Stanford Encyclopaedia of Philosophy, Wikipedia Free Encyclopaedia and Merriam-Webster Online Dictionary

4. Become highly competent:

Becoming highly competent in job related tasks can also have a great impact on earning respect.

5. Good interpersonal relationships:

Having good interpersonal relationships with others can also earn lots of respect. Read up on what motivating factors make people feel good and how one can get others to have a likable inclination to oneself. Try to read the book “How to win friends and influence people” that was written by Dale Carnegie, as a starting point.

6. Acquire leadership traits:

Anyone can become a leader. All the characteristics and traits of leadership can be acquired through learning and practice. Leadership is not synonymous with assertiveness, despotic behaviour or managerial position.

Assertiveness is a good quality only if it can be backed up by respect. Respect stems from various sources as outlined lower down on this page.
Management is about doing things efficiently. Leadership is about doing things differently, in new ways, in better ways. Leadership is about lateral thinking, being innovative and creative.

Leadership is not limited to the top echelon in an organisation. Any person in an organisation, who can differentiate him- or herself by being inventive, can be a leader. If you display inventiveness, others will follow your direction naturally out of respect.

Leadership does not follow lines of authority. More often than not, creativity stems from the floor level nearest to the processes and problems.

Leadership is therefore by no means limited to the formal structure of supervisory and managerial positions.

The role of leadership can be earned in many ways, small or big. For instance, you can display leadership and earn respect from others in the following ways:

6.1 Expert or superior knowledge about a subject or something
6.2 Excellence in execution of tasks
6.3 Positive attitude, high morale
6.4 High ethical values and codes of conduct
6.5 Good human relations
6.6 Streamlining paper work, production, methods, your use of time
6.7 Being innovative or creative

Innovativeness usually results in bigger leaps with more benefits and profits. It can therefore be most profitable for an employer to cultivate, encourage and support the development of creativity and risk taking in all employees. Therefore, the most important quality to develop and the fastest way in order to become a leader, is through creativity.

7. Other leadership traits:

7.1 Loyalty
7.2 Willingness to stand out, differentiate yourself, risk being rejected by being different.
7.3 Determination and perseverance to push through your own ideas.
7.4 Improvement drive – desire to find better ways of doing things, curiosity.
7.5 Questioning mind – not accepting authority, willingness to challenge the status quo.
7.6 Self-belief – believing that you can think for yourself and devise a better way.
7.7 Thick skin – being able to withstand criticism and recover from setbacks.
7.8 Learning from mistakes – being prepared to try things to find what works.
7.9 Trustworthiness – keeping your word, being honest.
7.10 Delivering on promises – like being trustworthy, you deliver what you promise.
7.11 Treating people with respect and fairness.
7.12 Not deliberately harming others.
7.13 Dedication to improving the lot of those you represent.
7.14 Management skills – the ability to get things done efficiently.
7.15 Strong influence skills
7.16 The ability to convey a compelling vision of the future.

These characteristics can be either classified under ethics or managerial skills.

How do these characteristics above compare with entrepreneurial traits?

8. The psychological traits of entrepreneurs:

8.1 Desire to perform
8.2 Drive, determination and energy
8.3 Goal orientation
8.4 Time conscious
8.5 Self-motivated
8.6 Self-control
8.7 Can make decisions in situations of lack of information or uncertainty
8.8 Take calculated risks
8.9 Positive self-image
8.10 Creative and innovative capabilities (imaginative and real)
8.11 High ethical standards about integrity and trustworthiness
8.12 Intelligence
8.13 Individualistic
8.14 More task than human oriented
8.15 Flourish on feedback
8.16 Take initiative and responsibility for their actions
8.17 Objective and optimistic
8.18 Profit is a measure of success

Build a name to be regarded as a person of character with high civilised, moral and ethical values. It is the only way for achieving faster career progress in the modern world we live in. Do it sooner than later.

Download this PDF e-book on morality, it’s philosophy and impact on ethics, by subscribing to our occasional newsletter below (3.29 mb). Morality is about the historical development of civilisations as opposed to backward barbarism or barbarity.

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To get the download links, one must confirm the authenticity of one’s email address, by clicking the link in our email to you. If you do not confirm, the links will never reach you in our second email.

9. Select and build your team members wisely, based on competency:

If a person in a position of authority appoints other persons in vacancies, without considering or conducting competency based interviewing, such an authoritative person will very soon start to suffer from the consequences of such unwise appointments. Surround yourself with mud and you will also start to look, feel and smell like mud; and that is also how others will perceive you.

10. Some more leadership behaviour advice:

10.1 Leadership is about making things happen.

If you want to make something happen with your life, do it. Perceived obstacles crumble against persistent desire. There is great value in persistence. At the same time, have compassion for others. Therefore, persistence for your cause should not be gained at the expense of others.

10.2 Listen and understand the issue, then lead.

Time and time again we have all been told, “God gave us two ears and one mouth for a reason”…or as Stephen Covey said…”Seek to understand, rather than be understood.” As a leader, listen first to the issue, then try to coach.

10.3 Answer the three questions everyone within your organization wants answers to.

What the people of an organization want from their leader are answers to the following: Where are we going? How are we going to get there? What is my role? The more clarity that can be added to each of the three questions, the better the result.

10.4 Master the goals that will allow you to work anywhere in today’s dynamic business world.

These are those four goals: The ability to develop an idea, effectively plan for its implementation, execute the plan second-to-none and achieve superior results time after time.

Forget what others do. Work to be known for delivering excellence. It speaks for itself and it opens doors.

10.5 Always be curious.

Curiosity is a prerequisite to continuous improvement and even excellence. Learn to apply the notion of intellectual curiosity by thinking about the organization’s future, understanding the present, and knowing and challenging yourself to creatively move the people and the organization closer to its vision.

10.6 Listen to both sides of an argument.

Listen to all different kinds of people and ideas. Listening only to those who share your background and opinions can be imprudent. It is important to respect your neighbours’ rights to their own views. Listening to and talking with a variety of people, from professors to police officers, from senior citizens to schoolchildren, is essential not only to be a good leader in business, but to also be a valuable member within your community.

10.7 Prepare, prepare, prepare.

If you fail to prepare, you are preparing to fail. If one has truly prepared and something goes wrong the strength of the rest of what you’ve prepared for usually makes this something easier to handle without crisis and panic. “Preparation is the science of winning.”

“Do you deserve to win?” and “Have you done the work?” This speaks to the importance of preparation toward achieving your final goal. If you haven’t done the work (preparation) the answer to the second question is an easy “no!”

The important point to remember is to stay open, listen to everyone, but also develop your own leadership style.

10.8 Become a strategic thinker.

Strategic thinking will enable one to create challenging, descriptive and vivid visions of desired future organisation outcomes.

10.9 Leadership courage:

Some experts on leadership traits rate emotional intelligence as the most important.

“There is one trait that to me is critical, if not the most important of all leadership traits, one that gives meaning to all the rest. And that one trait is courage.

You don’t find courage in the official Harvard University Competency Dictionary, and unfortunately, courage is hard to find in business these days. And what I mean by leadership courage is the willingness and the “guts” to:

  • stand up for the purpose and principles of good business
  • to expose the “elephant in the room” and open up difficult conversations
  • to do what’s right and not what’s expedient or easy
  • to call out bad behaviour rather than walk on by
  • to challenge poor decisions or poor leadership instead of turning a blind eye
  • to defend employees who are being bullied by supervisors or managers
  • to protect “whistle blowers” from retaliation by management
  • to encourage innovation, even at the expense of quarterly returns
  • to promote the best person for the job, not the “right” person
  • to put the customer first and the Wall Street analysts last.

Without courage, all the other leadership traits will have very little impact.”

Source.

The Harvard University Competency Dictionary can be downloaded here.

The Harvard University Competency Dictionary complete list publication of 76 pages can be downloaded here.

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Improvement of one’s leadership capabilities is a sure way for faster career progress in any occupation. In fact it is a prerequisite in the modern society of today.

In essence, a high proportion of leadership development, boils down to character building through pursuing, cultivating, nurturing and upholding the highest ethical and moral values known to mankind!

The remaining proportion of leadership development is about proven researched techniques or tools, to further enhance leadership competencies through learning and experience.

In our quest of leadership development for managers, we have included the following training modules for members:

1. Training presentation topics: How to compile a business plan, how to control stock levels, how to do a job description professionally, how to do annual budgeting, how to do performance appraisals, how to do strategic planning, how to identify performance indicators, how to motivate capital professionally, how to solve problems with Ishikawa, project planning and execution, how to implement short interval control and understanding human behaviour in the workplace.

2. Short course training module topics: A professional approach to CV’s and cover letters, change management, conflict management, all about delegation, destructive versus constructive motivation, all about integrity, job interviewing process, leadership styles, participative management, possibility thinking techniques, presentation skills, strategic planning, how to streamline a system, tackling problems creatively, team building, the hierarchical differentiation of management work and functions, the relationship between creativity and attitude, leadership development, workplace productivity and safety, the integrated performance management blueprint, strategic planning as analysis and improvement process for all types of organisations, team leadership principles and traits to fulfil team leadership roles and responsibilities, the science of conducting effective meetings, model for running a business in the corporate world as blueprint for chief executives, senior managers and middle managers and interviewer skills for managers and supervisors.

3. Spreadsheet calculation models: Aggregate logistics planning for scheduling delivery of material, Ammortisation analysis by calculating present values, outstanding debt and future values, Breakeven analysis for calculating break even turnover to survive and break even for various profit levels, Cash flow projection for a rolling 12 month period, Customer service efficiency measuring service levels for job cards, deliveries and purchases, Equipment replacement point in time calculations.

4. Financial training manuals for non-accountant business owners and and anyone else, who may need it for improved job competencies: Accounting principles, Assessing financial performance, Cash flow analysis, Interpretation of financial statements and Reading of a balance sheet.

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