What Good Leaders Do

Recognizing and rewarding results is key It’s no secret we’re living in a time of sweeping transformation in the Great Lakes Bay Region and around the world – and it just keeps speeding up. Indeed, for business, the rules and models are changing faster than ever before. This overheated environment presents unprecedented and unpredictable challenges and opportunities to leaders everywhere, every day. So, is a new type of leader needed? I want to look at a few basic patterns, focusing on what some leaders do that differentiate themselves from the rest.   Shape and Sponsor a Vision Leaders communicate a vision, whether it’s one they’ve helped mold or it’s one they simply care passionately about. In some cases, they are the first to articulate the vision, explain what the mission is and tell how they expect to make it a reality. In other instances, they may simply endorse the existing vision of the organization, bringing it to life through their bold initiatives and contagious commitment or engage their people in creating a new vision. Dale Carnegie, for example, shared and translated his vision into action with a practical approach to human development, and it’s been enthusiastically received by millions of people worldwide for more than 100 years.   Communicate Core Values Leaders communicate values at the heart of an organization – the shared principles that hold a company together and drive a company forward. In addition, leaders consistently communicate those values with clarity and passion. They know that if their messages are murky or half-hearted, stakeholders will get mixed signals and respond in confused or lukewarm ways. Studies show that business performance often is linked with the level of enthusiasm leaders can convey to their people. Put simply, leaders who excel can communicate excitement about their business goals and, in turn, win buy-in and engagement from their teams. Leaders also promote two-way communication. They want to hear regularly from their people up and down the organization. Comfortable with positive feedback, they also encourage dissent. Leaders aren’t looking for clones. They prize risk-takers, people who can think creatively to get things done and who can bounce back from setbacks. Finally, what is essential to leadership communication is that it must be reinforced with action. Leaders walk the talk. Every important leader you can think of hasn’t just articulated and communicated the goals but also helped build and deliver the results.   Engage and Encourage People Enlightened leaders in the Great Lakes Bay Region and around the world understand that the workforce is their key competitive asset. More important, leaders truly believe in people and can bring out the best in the people they serve. They express high but realistic expectation of their team, and their associates typically respond with positive results. In short, leaders attain what they expect by getting involved with people and by recognizing and rewarding individuals and teams for superior performance. For ideas on improving leadership, communication, presentations, teamwork, sales, employee engagement and organizational performance, visit dalecarnegie.com, or contact Dan Handley at dan.handley@dalecarnegie.com, (989) 799-7760 or (800) 518-3253.

Recognizing and rewarding results is key

It’s no secret we’re living in a time of sweeping transformation in the Great Lakes Bay Region and around the world – and it just keeps speeding up. Indeed, for business, the rules and models are changing faster than ever before. This overheated environment presents unprecedented and unpredictable challenges and opportunities to leaders everywhere, every day.

So, is a new type of leader needed? I want to look at a few basic patterns, focusing on what some leaders do that differentiate themselves from the rest.

 

Shape and Sponsor a Vision
Leaders communicate a vision, whether it’s one they’ve helped mold or it’s one they simply care passionately about. In some cases, they are the first to articulate the vision, explain what the mission is and tell how they expect to make it a reality. In other instances, they may simply endorse the existing vision of the organization, bringing it to life through their bold initiatives and contagious commitment or engage their people in creating a new vision.

Dale Carnegie, for example, shared and translated his vision into action with a practical approach to human development, and it’s been enthusiastically received by millions of people worldwide for more than 100 years.

 

Communicate Core Values
Leaders communicate values at the heart of an organization – the shared principles that hold a company together and drive a company forward. In addition, leaders consistently communicate those values with clarity and passion. They know that if their messages are murky or half-hearted, stakeholders will get mixed signals and respond in confused or lukewarm ways.

Studies show that business performance often is linked with the level of enthusiasm leaders can convey to their people. Put simply, leaders who excel can communicate excitement about their business goals and, in turn, win buy-in and engagement from their teams.

Leaders also promote two-way communication. They want to hear regularly from their people up and down the organization. Comfortable with positive feedback, they also encourage dissent. Leaders aren’t looking for clones. They prize risk-takers, people who can think creatively to get things done and who can bounce back from setbacks.

Finally, what is essential to leadership communication is that it must be reinforced with action. Leaders walk the talk. Every important leader you can think of hasn’t just articulated and communicated the goals but also helped build and deliver the results.

 

Engage and Encourage People
Enlightened leaders in the Great Lakes Bay Region and around the world understand that the workforce is their key competitive asset. More important, leaders truly believe in people and can bring out the best in the people they serve. They express high but realistic expectation of their team, and their associates typically respond with positive results. In short, leaders attain what they expect by getting involved with people and by recognizing and rewarding individuals and teams for superior performance.

For ideas on improving leadership, communication, presentations, teamwork, sales, employee engagement and organizational performance, visit dalecarnegie.com, or contact Dan Handley at dan.handley@dalecarnegie.com, (989) 799-7760 or (800) 518-3253.

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