Week 42.pdf

WEEK FORTY-TWO

Hello and welcome to Week Forty-Two of the Jim Rohn One-Year Success Plan. We

hope you are having a great week and are ready for this week's journey.

How necessary is it to identify and develop leaders in your organization? As we have

discussed often this month, leadership goes way beyond just holding a position.

Leadership is the ability to influence others, and I might add the word "positively". To

positively influence others, whether at work, among peers or at home, the ability to have

a positive influence on those around you is a goal that we all should embrace.

Great leadership is able to identify and gather upcoming leaders on an ongoing basis. In

athletics, a wise coach wants to make sure his top players have bought into his system,

because the top players have the greatest influence on the rest of the team. In fact, if you

look at most of the great championship teams you will see great leadership among the top

players. For the Los Angeles Lakers it was Magic Johnson, for the Chicago Bulls it was

Michael Jordan, Bird for the Celtics, Staubach for the Cowboys and Gretzky for the

Oilers. You get the picture--when the coach has his best players 100% committed to

winning and to his/her system, he has his top players literally influencing the rest of the

team.

If you have an organization that is waning, where should you begin? Find your Michael

Jordan, the person who has heart and a desire to succeed and who can set the example for

the rest of the group. It's called positive peer pressure--leadership designed to lead others

into a more positive experience and growth opportunities.

So whether you are leading or following, step up to the challenge of helping create

positive peer pressure (influence) in your organization, group, team and/or home.

Make it a great week!

Kyle

“Respect is the key determinant of high-performance leadership. How much people

respect you determines how well they perform.”

-– Brian Tracy

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LEADERSHIP

Jim Rohn's Tenth Pillar of Success: Leadership, Part Three -

Skills Needed for Effective Leadership and Developing

Potential Leaders in Your Organization

Hi, Jim Rohn here. Remember our key phrase this month: You are a leader! Continue to

grow in your leadership position so that you can effectively lead the group around you,

no matter what size it is!

1. The Foundational Principles of Leadership and Developing a Powerful Vision. In

today's edition, we will cover the basic foundational elements that are central to

becoming a person with tremendous leadership skills and abilities. Two weeks ago we

discussed secrets to having a powerful and compelling vision that helps you attract

others.

2. Character: The Core of Leadership and Leadership Mistakes to Avoid. This week

we will look at what I believe to be the core element of what it means to be a leader--the

issue of character. We looked at what it means to be a person of character who can lead

others forward, and how character is essential in successfully leading others. Last week

we also looked at some typical leadership mistakes people make that hinder their ability

to lead and move their organizations forward, and how you can avoid making those same

mistakes.

3. Skills Needed for Effective Leadership and Developing Other Leaders in Your

Organization. This week we will turn our eye away from the character traits of leaders

and look more at the basic skills that effective leaders demonstrate. We will look at some

strategic ways to develop other leaders around you so you ensure a new generation of

leaders.

4. Becoming the Best Leader You Can Be - Taking Care of Yourself as the Leader

and Motivating Those Who Follow You - In Good Times and Tough Times. Next

week we will take a closer look at making sure that you take care of yourself. In this day

and age it is even more important for the leader to closely guard their own growth and

development. We will also look at how to motivate others to follow you.

Last week we talked about how character is the core of great leadership. Secondary to

character are a leader’s skills. A person with strong character still needs the skills to get

the job done. And the higher the leadership responsibility, the better the skills must be.

Below are what I consider to be the primary skills that every leader should master (or

begin to master as you grow in your leadership). Commit yourself to work on these, and

you will see your leadership and influence grow as well.

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First, why is skill development important? Here are a few major reasons:

Leadership is the challenge to be something more than average, and that requires

developing our skills. Skill development is important in and of itself, if for no other

reason than as humans, we were designed to grow. Life is a journey, and we reflect the

purpose of the Master Planner by going as far down that road as we can, developing our

skills to make ourselves better.

Skill development is important because it brings us fulfillment. As we progress in our

skills it gives us a deep sense of personal satisfaction to know that we have learned

something new, and not only learned it but applied it successfully as well.

Skill development is important because it will advance our career.

As much as many modern day people would like to believe that

there shouldn’t be competition, there always will be. And believe it

or not, the winner is usually the person who has honed their skills.

Be it on the ball field or in the boardroom, the winner is usually the

person with the higher level of skills.

Skill development will help you help others, and this is what life is

all about, isn’t it? One of the things a skilled leader can do is to

help people see themselves better than they are. And I think that

goes hand-in-hand with what Zig Ziglar says, “You can get

everything you want out of life if you help others get what they

want out of life.” What comes around goes around. You reap what

you sow. However you say it, when you develop skills, you are

able to help others, and that helps you in the long run.

Now, let's talk about the skills great leaders must master:

The Ability to be Inspirational. A leader needs to be able to inspire others. Yes, we need

to hit the mind with our message, but we also need to stir the heart and its passions as

well. The leader who is only rational will have bored followers who aren't inspired to go

anywhere. The leader who is only emotional will have excited followers who do not

know where to go! It takes both. Develop your ability to inspire your followers and make

them excited to be with you and the organization. Help them see the big picture that

shows they are making a difference.

Good Communication – Especially Vision. Great leaders are those who can take the

vision they have and communicate it in ways that their followers can easily understand,

internalize and own. Many leaders have great vision but fail to lead their organizations

anywhere. Vision that is only kept in your mind is not vision, but a dream. Vision

communicated clearly, memorably and passionately, so that people can grasp it and

follow, is what will take your group, whether large or small, to the next level and beyond.

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The Ability and Will to Delegate. Great leaders know that they cannot do it all on their

own. They may be able to do a lot on their own, but they will never achieve the powerful

impact that is possible until they learn to delegate, and then choose to do so. There is an

old proverb that says, “One can put 1,000 to flight and 2 can put 10,000 to flight.” When

we delegate to capable people we increase our effectiveness and impact exponentially.

Unfortunately, too many leaders do not attain greatness because they refuse to let anyone

else do anything. Learn to delegate--to the right people--and you will be moving in the

right direction.

The Ability to Teach Important Principles. When you look at great leaders of history

you see men and women who are able to teach. Christ, the greatest leader in history (his

organization thrives in every country 2,000 years after his death) primarily led people by

teaching them with stories. He knew that he would have to transfer concepts to his

followers that they could remember and apply. In fact, they called him "teacher". A good

example of a modern day business leader who used teaching is Jack Welch at General

Electric. When Welch began leading GE, it had a market cap of 4 billion dollars. Before

he retired, it had reached as high as 400 billion dollars. Now that is a return! And what

was at the core of his leadership? Teaching. GE had its own university long before it was

vogue for companies to do so. He knew that people needed to be taught, and Welch spent

many hours teaching there himself.

The Ability to Set Goals, Strategies and a Course of Action. The leader is responsible

for a few key areas. Vision is one and we have discussed that. The leader is also

responsible for setting the goals of the organization. They must determine (with the help

of others) what the team will shoot for. They need to be big enough to stretch the

followers but realistic enough so as not to discourage them. The leader must also set

strategy, again with the help of others. When they see where the organization must go,

they must also plot the map to get there, at least in a big picture sense. Managers can take

care of the rest, but the leader is responsible for giving the general strategic direction.

Lastly, the leader must set the course of action, defining behaviors of the organization

that will be acted upon. Setting the goals will give your team what it needs to shoot for.

Defining the strategy will show them how to get there. And setting the course of action

will show them what to do while carrying out the strategy.

Keep People Focused on the End Goal. Followers operate on a day-to-day basis. They

get tasks done that need to be done for that day or week, or even quarter. Leaders are

different. They are “big picture” people. They know that the organization will outlive

them and because of that, the perspective must be for the good of the organization, not

just the individuals. They must see where the end is. The Japanese business community is

renowned for setting 100-year goals. We Americans think 20-year goals are looking to

the future, and they are, but 100-year goals? Incredible. So leadership involves not only

setting a course for today, but also farther into the future. Skilled leaders have learned not

only how to inspire those following to catch a vision and pursue it, they've also learned

how to paint a vivid picture of the end results that will continue to motivate them to

accomplish the goals of the organization, long after they are gone. And when they have

created a beginning and defined the end, then they are ready to plot the road between.

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