TRANSFORMING LEADERSHIP
  BY DEVELOPING GREAT LEADERS
THE PLAN - LEAD - EXCEL
LETTER
Newsletter Archives Plan-Lead-Excel Home



Get your copy now!

I'm proud to announce the release of my new book, Balancing the Generations: A Leader's Guide to the Complex, Multi-Generational, 21st Century Workplace

The book examines each generation, dispels common myths, and gives leaders tools to build a more effective organization by helping them recognize and take advantage of each generation's strengths.

If you were born between 1900 and 2000 and are in the 21st Century workplace, you need to read this book!





PLANNING TO EXCEL:
STRATEGIC PLANNING THAT WORKS



Get your copy now and Plan to Excel!




Plan for success
train your leaders to lead
and help them excel!!

With all the despair
about the economic situation,
this is the time
to plan and train
for a positive future.

Plan for success
and train your managers to lead!



When Money Isn't a Motivator - Non-Profits, Charities and Leadership
By Bob Mason



Of course money is not a motivator, but it lies at the heart of what many think is a big difference in leadership in a for-profit organization as opposed to a non-for-profit organization.

When I talk to people about training leaders for non-profit organizations (I'll use non-profit here to also include charities) many are aghast at the idea that I would actually think that leadership in both cases was actually very similar. "No," they say, "It's very different." Further discussion usually reveals a focus on money. First, let me clarify one point. Non-profit doesn't necessarily mean unpaid. There are many large organizations that have non-profit status, but still maintain a paid staff. However, at some point, there are probably volunteers in the organization and it's those volunteers that usually make people think leadership has to be different. But that is a belief brought on by a misunderstanding of the basic leadership principle of motivation.

Good leaders know that money is not a motivator. When a person volunteers to work for a non-profit organization they are obviously not doing it for the money. They have a different motivation; probably one rooted in a belief in what the organization is doing. Abraham Maslow cited a hierarchy of human needs, believing that everyone falls somewhere on that hierarchy. Those needs ranged from survival, to safety, belonging, self-esteem, and self-actualization. This list of needs is a very good way to look at what drives a person's motivation. When a volunteer shows up at the door and wants to help, they are most likely motivated by a need to belong to that particular organization or cause, or a need to achieve a level of self-esteem brought on by feeling good about helping the organization or cause.

Money isn't a factor and a good leader will understand that the volunteer has a higher level of need driving their motivation. When the leader is able to help fulfill that need, there will be a successful relationship.

Now you see why for-profit and not-for-profit isn't all that different. In the for-profit arena, a leader who concentrates on only tangible rewards like money will not be as successful as the leader who strives to understand the needs that are driving a person's motivation.

There is one case where money plays a role. You'll note that the list of needs starts with survival. If a person isn't assured of their basic survival, that will be their primary, and perhaps only, motivation. What that means for a volunteer is, if they lose their job, or some other event seriously threatens that survival, they will most likely not have any higher level motivation and therefore will not provide much to the non-profit organization until the problem is resolved.

If you're a volunteer leader, do you know what those volunteer's real needs and motivations are?









Get a fresh new article every week to help you on your leadership journey.
Go to www.planleadexcel.com/Bobs-Blog




12 Common Things That Great Leaders Do
By John Robert Tolhurst

1. Great leaders know themselves and know their staff

Great leaders know their own strengths and weaknesses so surround themselves with a team who can complement them. They understand personality differences and know that in a team you need a mix to get a variety of viewpoints and angles to get to the best result. They will focus on individual strengths and understand that you cannot change fundamentally who people are. It is therefore important to have the right people in different positions. It is also important to change the way you communicate depending upon individual personalities and the way you motivate will be different.

2. Get the right people on board

Great leaders know the importance of having the right people and also realise that fit, attitude and potential are more important when hiring than just skill. Leaders know how to interview and put candidates to the test. They realise the importance of getting it right so will make the selection process robust and rigorous. Jim Collins, author of Good to Great believed the best CEOs were those that hired highly competent people who over time don't need to be managed.

3. Articulate vision and purpose

All great leaders have a very clear sense of direction and communicate that vision to every corner of the business, no matter how big.

4. Recognise that every role is important

Great leaders recognise that everybody makes a positive contribution to the success of the organisation. The importance of this is that everybody, regardless of whether they are a senior executive or a warehouse worker, is valued.

5. Create clear outcomes for each role

People want to understand clearly what role they play to the success of the organisation. Outcomes are more important than tasks and they shouldn't keep changing all the time. If you define tasks it minimises creativity. Good leaders will set a clear end result and let individuals develop the best way to get there with help and guidance along the way.

6. Give staff the tools and support to do their job

Good leaders will ask the question " Are you able to do your job and what can I do to help" Leaders should be servants to their staff and be generous with time and assistance for those that want it.

7. Put faith in people

It is amazing what people can achieve when you put faith in them. Don't tell people every step of the way how to do things. There is no place for control freaks in a progressive happy organisation.

8. Engage regularly and positively

Managers talk, leaders listen then talk. Good communication at all levels is critical for great leadership. Never manage by email or send in anger. Involve staff in making decisions and you will get so much more buy in and commitment. Openness and honesty is always the best policy.

9. Set high expectations but also have fun

Great leaders will behave how they want their staff to behave. Set and demand high standards of yourself and your team will follow. However you need balance and some fun along the way.

10. Make the tough decisions and front up

Great leaders are prepared to stand up and make the tough decisions themselves. People respect people who are prepared to deal with difficult situations and not "pass the buck". If bad news needs to be delivered to staff don't delegate but do it yourself.

11. Are humble and know their staff

Being a leader doesn't make you better than anybody else. Great leaders keep their humility. They are totally self-aware and will also know their staff well and what motivates them. They will take an interest in their staff and engage positively with them on a personal level.

12. Coach, Encourage and Develop

Great leaders will spend a lot of time with staff who want to be developed and take the business forward. They will understand the enormous power of praise and encouraging words. As former CEO of General Electric, Jack Welsh, pointed out "I was like a gardener providing water and other nourishments to over 750 people. Of course I had to pull a few weeds as well!"

I am the author of an ebook " How to lead people and influence them". It is a great book for anybody in a leadership role as it provides practical tips from many leaders in business and sport, including Nick Mallett, one of world's most sort after rugby coaches. To view the sales page go to http://www.bigtolly.com

Article Source: http://EzineArticles.com/?expert=John_Robert_Tolhurst
http://EzineArticles.com/?12-Common-Things-That-Great-Leaders-Do&id=6925054






Developing Leaders

A good leadership development program has three levels. We've talked about the first; helping new leaders succeed. The second is the mid-range leaders. These are usually managers who are responsible for other managers. This level is often overlooked but it's just as vital to the organization as the other ones. This level of leadership needs more advanced training. They need to look a little deeper into leadership theories and styles. This isn't to tell them what they should do, but help them apply the research to their own situations. Development for these leaders also should include more discussion of communication, with emphasis on how to communicate with the leaders they are responsible for in a way that recognizes those leader's positions and helps them develop. Delegating is also important for this level as they will begin to have opportunities to use that skill to get more accomplished as well as develop other leaders.

As I said last month, mentoring and support is still important. In fact it's essential, especially at this level. Mid-level leaders are just that and can easily become discouraged, or tyranical, feeling they're caught in the middle, unable to please anyone. This stage of the development program is also a good time to introduce exercises and on-the-job projects. Just make sure they are not make-work. Your leaders are probably busy enough already.


A QUESTION ON LEADERSHIP

I recently fired an employee because they were worthless and did nothing but hang around and cause trouble. That same person had the audacity to use me as a reference. Is it true I really can't say anything about his miserable performance.


First let me say that you should contact your attorney to make sure you understand any state or local laws regarding this question. There is a lot of contention on this issue. Many people believe, and some companies have mandated, that a reference can only be confirmation that the person did or did not work there with inclusive dates. That's probably the safe bet. It's also a good way to make sure that you pass off a toad on someone else; which may be what someone did to you. I firmly believe that, as leaders, we have an obligation to be honest with each other. If someone asks you if that person worked there, then I suppose you can say yes. Or you might say he was employed there. But if they ask for a recommendation, I believe you should tell the truth. However, you need to be able to back up what you say. So, keep that documentation. You did keep documentation didn't you?

Now, your lawyer is probably going to tell you not to say anything, just to be safe. It's just another example where you, as a leader, must make the call.

Please send your thoughts and questions to comments@planleadexcel.com.



  THINGS TO PONDER

Some silly headlines, some of which were actually published.

Police Begin Campaign to Run Down Jaywalkers

Teacher Strikes Idle Kids

Squad Helps Dog Bite Victim

Juvenile Court to Try Shooting Defendant

If Strike Isn't Settle Quicly it May Last Awhile

Cold Wave Linked to Temperatures

 



Follow Me!

RLM PLANNING AND LEADERSHIP
PO Box 50984
Albuquerque, NM 87181-0984
866-243-1682
www.planleadexcel.com
email rlm@planleadexcel.com

PLAN - LEAD - EXCEL