Leadership

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Find Your Passion and Purpose in Life

Passion from vision

Good leaders have passion. Passion is derived from a leader’s vision and the passion will power and sustain you on your vision quest. True or not?

As human beings we all look for meaning in our life.  We conjure up dynamic visions for our life and hope that the vision will stir up our passion, adding meaning and purpose to our existence. In fact, vision has been described as “a picture of the future that produces passion in you”.

However, if this is how you hope to identify or stir up your passion, then your passion will eventually die out. You see, when passion is created from the outside-in, it can cause a momentary flash of emotion, but it won’t be enough to move you very far or for very long. As soon as things get tough along your journey, you’ll slow down, back up or walk away and look for something else. The embers of passion stirred by your vision won’t draw out the tenacity, mental toughness and resiliency you need to bring your vision to fruition.

Vision comes from passion

This is why a leader can’t cast a vision and count on it to create the passion necessary to be successful. Rather, your vision must be birthed from your passion! Did you get that? In order to be effective, vision must come from your passion rather than hoping your passion will come from a vision. This fact begs the obvious question: where does one discover this inner passion that so many people never find or tap into?

Find your inner passion

Where does inner passion come from? It comes from where all true passion comes from; it comes from anguish. Leaders like Martin Luther King Jr., Mother Teresa, Nelson Mandela and Nehemiah of the Bible all had bold visions that were birthed from their passion. And their passion was rooted in their anguish.

Anguish is defined as an agonizing mental pain or torment brought about by conditions in or around you. What torments you? What keeps you awake at night? What moves you? What burns inside of you? What thoughts, purposes or dreams consume you? What do you agonize over? What brings you before God in tears? That’s where you’ll find your passion and that passion will birth your vision.

Leaders don’t miss the following fact: it’s not enough to be concerned. You must anguish! Concern creates interest, whereas anguish creates movement, resolve and makes you unstoppable. Stop ignoring your pain and start celebrating your torment and you’ll zero in on the passion that can become a channel to your vision, your purpose, and eventually, your legacy.

Inspiration for this article was found from Dave Anderson, President of Learn to Lead and Author of How to Run Your Business by THE BOOK. Find his blog at www.learntolead.com

If you want to read more about my PASSION, I am sharing it in About Project Management Passion.

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Acquired Needs Theory of Motivation – Leaders that are good Change Agents

What Is Acquired Needs Theory of Motivation? Acquired needs theory of motivation - Leaders that are good change agents

By Stephen Warrilow

Today Stephen provides us with an interesting perspective on how aquired needs theory of motivation shows which leaders make good change agents in a change management initiative.

Acquired Needs Theory describes three types of motivational needs: Achievement, Authority and Affiliation.

These were first identified and described and by David McClelland in “The Achieving Society” [1961]. David McClelland was a pioneer in the field of workplace motivational thinking, and was a proponent of competency-based assessments in favour of IQ and personality based tests.

In summary, the acquired needs theory states that needs are formulated over time by our experiences. We will tend to have one of these needs that affects us more powerfully than others and thus affects our behaviours, and they fall into three general categories of needs:

(1) Achievement

Achievers seek to excel and appreciate frequent recognition of how well they are doing. They will avoid low risk activities that have no chance of gain. They also will avoid high risks where there is a significant chance of failure.

(2) Affiliation

Affiliation seekers look for harmonious relationships with other people. They will thus tend to conform and shy away from standing out. The seek approval rather than recognition.

(3) Power

Power seekers want power either to control other people (for their own goals) or to achieve higher goals (for the greater good). They seek neither recognition nor approval from others -only agreement and compliance.

Acquired needs theory focuses on those with an achievement motivation, and David Mclelland stated as a result of his experiments and research that:

(1) Most people do not possess a strong achievement-based motivation

(2) Those people who do, display a consistent behaviour in setting goals.

Acquired needs theory indicates the following characteristics and attitudes of achievement-motivated people:

  • Achievement of objectives matters more than material or financial reward
  • Greater personal satisfaction is felt by achieving the goal than from receiving praise or recognition
  • Money is regarded as a measure of success, but not the end in itself
  • Neither status nor security are prime motivations
  • Accurate quantitative feedback is essential, because it enables measurement of success
  • Achievement-motivated people constantly looking for ways of doing things better
  • Achievement-motivated people will gravitate towards jobs and responsibilities that challenge them and satisfy their needs – for example sales and business leadership and management
  • Achievement-motivated people have the capacity to set high personal goals that they believe to be attainable

Applying Acquired Needs Theory to Change Management

Acquired needs theory indicates that people with a strong need for achievement, make the best leaders – provided they develop the people skills necessary to get the best results from their people.

So find the people who are achievement oriented and who have the necessary people skills and encourage them into a small team to help lead and manage your change initiative.

Not to miss any of these Change Management and how it relates to Project Management articles, please subscribe to Virtual Project Consulting’s RSS feed.

If you want to work with Stephen Warrilow, take advantage of his 7 FREE “How to Do It” downloads that will take you through all of the key stages of “How to manage change” – and show you how to manage change successfully.  Change Management Expert

About the author:

Stephen Warrilow, based in Bristol, England, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments.

 
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Leadership Characteristics as Key Success Factor For Change

Leadership Characteristics – The 5 Practices of Excellent Leadership

By Stephen Warrilow Change Management

Leadership characteristics are extremely relevant as a key success factor in change management. They have been extensively researched by Jim Kouzes and Barry Posner. Their groundbreaking studies, commenced in 1983 with the driver to identify the characteristics of good leadership.

They devised a leadership characteristics survey consisting of thirty-eight open-ended questions designed to capture “Personal Best” stories of peak leadership experience.

The leadership characteristics research was conducted over 15 years with 75,000 people, on a worldwide basis and included middle and senior level managers in private and public sector organisations, community leaders, student leaders, church leaders, government leaders, and hundreds of others in non-managerial positions.

The last study was conducted in 2002 and the prioritized list of leadership characteristics is as follows:

1. Honest 88% Ghandi
2. Forward-Looking 71%
3. Competent 65%
4. Inspiring 66%
5. Intelligent 35%
6. Fair-minded 47%
7. Broad-minded 40%
8. Supportive 42%
9. Straightforward 34%
10. Dependable 33%
11. Co-operative 24%
12. Determined 20%
13. Imaginative 23%
14. Ambitious 17%
15. Courageous 28%
16. Caring 21%
17. Mature 20%
18. Loyalty 14%
19. Self-Controlled 8%
20. Independent 6%

It is interesting to note that these figures have remained largely consistent over the full 15 years of research. The results of this research and subsequent analysis of leadership characteristics has led them to the defining of the 5 practices of excellent leadership and which are crucial in change management.

In summary they found that despite differences in the circumstances and details of people’s individual stories, their “personal-best” leadership experiences revealed recurring and similar patterns of behaviour in their descriptions of the characteristics of good leadership. Leadership showing the way

1.        Showing the Way

Leaders define and establish principles about the way people should be treated and the way goals should be pursued. Leaders set the benchmark by creating standards of excellence and then demonstrate these standards in their own behaviour and thus establishing an example for others to follow.  They create the environment in which people can succeed.

2.        Creating a Shared Vision

Leaders have a clear and passionately held vision of what the changed organisation can become. They have the skills and energy to enthuse and inspire people to share that vision, and get excited about the future possibilities. Challenging the way things are

3.        Challenging the Way Things Are

Leaders are challenging and seek out opportunities to challenge and change the status quo. They seek innovation and improvement in the organisation, are prepared to experiment, to take risks and to accept the inevitable failures as part of the learning experience.

4.        Empowering and Encouraging People to Act

Leaders are enablers and empower people by involving them and believing in them. They engender mutual respect and trust and in so doing motivate their people to extraordinary effort and achievement.

5.        Addressing the Emotional Dimension

Leaders know that extraordinary achievement in an organisation is very hard work. They also know that emotional dimension is extremely important. So they regularly acknowledge their people’s achievements and celebrate team and individual accomplishments, and is so doing they make their people feel good about themselves. Leaders empower and encourage toward achievement

All of these are qualities and practises that make up the leadership characteristics for successful change management initiatives.

About the author:Stephen Warrilow, based in Bristol, England, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments. Take advantage of his 7 FREE “How to Do It” downloads that will take you through all of the key stages of “How to manage change” – and show you how to manage change successfully.

NOTE: I was fortunate to discover the work and writings of Stephen Warrilow at end of 2009. It was apparent that his extensive Change Management knowledge and experience would add value to my project management blog. It will equip readers with knowledge and skills to manage change successfully.

Enjoy the Change Management articles from Stephen Warrilow.

I trust that you will find great value and I encourage you to download Stephen’s free material to implement in your own change projects.
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Leadership – 8 Best Practices For Communication

Listening is the key to understanding in communication

By Phoenix R. Cavalier listening

Being very good at speaking to a person requires the ability to listen for understanding, to ensure what you said, is what someone else has heard. The number one reason for poor communication may be time management. Due to the fact many leaders are highly scheduled, it becomes easier to deliver a message and keep moving than to stop and take the time to communicate in a useful and clear manner. By applying some or all the best practices shared here, the communication skills you have may be sharpened, and the results you see will likely improve.

Leadership and Communication

Consider how you would apply these simple ideas adapted from You Don’t Need a Title to be a Leader: How Anyone, Anytime Can Make a Positive Difference.

1. Start with a question

Be clear on what you want. If there was ever a time to “begin with the end in mind,” it is when you communicate.

2. Focus on quality, not quantity

Good communication is about quality, not quantity.

3. Speak with truth and compassion

In leadership communication don’t tell people what they want to hear. Tell them what they need to hear. Just make sure you tell them in such a way that they’ll listen. There is your view and their view, and often the best point of view lies somewhere in-between.  listening2people

4. Focus on the listener, not yourself

There are three modes of communicating. They are being:

  • Self-centered,
  • Message-centered,
  • Listener-centered.

Leadership communication requires you to be listener-centered and that you put personal needs aside and become so familiar with the message you are trying to communicate that you can focus on and respond emphatically to the listener.

5.   Simplify the message

The only thing people have less of today than disposable income or time is attention. With excessive demands on limited attention, effective leadership communicators harness the power of the sound bite. They make concepts easy to understand and repeat.

6.   Entertain to engage

For a leader to be heard and understood, he or she must break preoccupation and grab attention, in other words, entertain. That means a leader captures and holds the attention of those being addressed. You can’t bore people into positive action.

7.   Feedback and feed forward

The best way to make sure another person has heard and understood what you said is to ask them to repeat it back to you in their own words. You could say, “I want to make sure I explained that clearly. Would you please tell me how you understand what I’ve said?”

8.   Tell a better story

Telling a story is good, but being the story is better. The congruency between who you are and the stories you tell as a leader create credibility. The purpose, however, isn’t to be speaker-focused, but to use personal experience and story as a bridge to build connection.

Take the Next Step: Put This List in Your Pocket!  list

Make this list part of your day – an easy and simple way to power-up your communication competence in leadership. Get started now!

Write the eight best practices on a piece of paper small enough to carry with you for one week.

Glance at your leadership communication best practices list before a meeting, gathering, or brief conversation to keep them top-of-mind.

After one week, reflect on how your interaction with others has changed; you may be pleasantly surprised! You will see how does effective communication play a part in leadership.

As a leader it is your responsibility to create opportunities for understanding, and to invite creative dialogue. Lead people together and the whole team will succeed, including you.

Source: www.lqsolutionsvault.com with ideas adapted from “You Don’t Need a Title to be a Leader: How Anyone, Anytime Can Make a Positive Difference.”

If you are a leader and you have a story to share, please leave a comment.

Another leadership article: Vision Requires Logic And Emotion


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5 Steps To Leadership Success

Keys to successWhat is your Leadership Style?

By Deanne Earle

Have you ever been asked to take on a poorly performing team, department, or project in chaos? Do you leap in like the caped crusader to save the world or  are you overly consultative in an attempt to make friends and influence people? We know how challenging these situations are and we also know they can be exceptionally rewarding.

Follow our 5 steps to set the scene, quickly establish credibility, build trust and maximise the chances of success with your leadership skills.

1. Get Clear

If you’re not clear on what it is you’re being asked to do how will you be able to do it? Forget about the rumours and put aside your own thoughts and opinions for the moment because Step 1 is to have absolute clarity of your role by asking the following:

What is it exactly that you’re being asked to do? Do not presume to understand from the first explanation.

What role are you being asked to play? Tough guy, motivator, sort-out, clean-up, deliver, or all of these and more.

Why are they asking you? What is it you do that makes you the choice for this role?

What’s the timeframe? Constraints? Dependencies?

What is the line of accountability, level of authority, and scope of responsibilities?

Important Note – if the person asking you to take this role cannot answer these questions find someone who can. Get clear on your reporting path and purpose. Without this success will be severely limited from the start.

2. Agenda(s)

Find out who has what agenda and why. What are the motivations behind this need and how do they relate to the scope of the challenge at hand? Having this information will help you identify and fill any gaps in the brief and round-off Step 1.

3. Initial Thoughts

Based on Steps 1 and 2 you can now start adding the gossip, grapevine hearsay and corridor conversations you’ve picked up to begin forming your own initial opinions, ideas and thoughts. Many of these will be questions, which you’ll work to answer in Steps 4 and 5. It’s important to reserve judgement and for any opinions to remain fluid until you’ve got all the input because at this stage you’ve only been spoken to by a higher authority and you haven’t yet spoken with your new team.

4. Active Listening

Critical to a successful outcome is consulting with those you’ll be working with. The best way to do this is with 1-on-1’s. Preparation is imperative for effective leadership:

Clear your diary and make 1-on-1 times with everyone. Set expectations via communication:

  • Why you are the chosen one.
  • Set the scene about your role. Stick to the facts
  • Purpose of the 1-on-1
  • Input you expect from each person. Make it clear this is a collaborative session and their opportunity to contribute. You need their input on:
    • what works well now
    • what doesn’t
    • what they see as issues and risks
    • which things they believe can be improved, why and how
    • what level of involvement or contribution they’re prepared to have / give
    • what expectations they have of you
  • Conduct each session from a base of integrity. Approach each on as a blank canvas and with an open mind. Be firm yet fair. Create a collaborative atmosphere. One where trust can be built through honesty and transparency. Let each person know this is a level playing field and that they have as much, or more, to contribute as you do.
  • Let them talk getting their frustrations out while making sure to bring the session back on track if necessary. It’s their opportunity to be constructive and proactively contribute, not just a moaning session.
  • Make lots of notes. Paraphrase back what they say to ensure you have understood their meaning correctly. Where you know something is not possible or never going to happen, tell them. There are things you can and cannot influence so don’t lead them up the garden path.
  • Keep asking ‘what else?’ until you can see in their body language and hear in their words that all is out and on the table.
  • Wrap up the session with a definitive statement about what will happen next.

5. Plan for Action

Now it’s time to consolidate what is actually going to happen, who will do what, the milestones that need to be achieved and their timeline, and what approach you’re going to take to deliver it all. It’s important to invest time and effort here as:

  • you don’t want to destroy the momentum and trust created in Step 4 by paying lip-service to your new team
  • everything you plan needs to remain aligned with the original brief you’ve been given.

Taking all the gathered inputs you can now add your own ideas and opinions to develop a truly collaborative plan. Your delivery style is also critical. Always start how you mean to continue while also being prepared to adapt as situations change. Don’t forget to share the plan! Maintain the momentum you’ve created and maximise the opportunity for success by communicating what is to be done and the part everyone has to play in it. This clarity of purpose ensures buy-in because everyone in your team needs you to specify their Step 1.

These 5 Steps are repeatable and work every time. Use them with each new leadership role or situation and we know you’ll maximise both your and others success.

If you have questions or need further assistance to create this type of change in your business, contact info@unlikebefore.com

For more Leadership articles…

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Leaders Must Adapt To Change

Leaders Must Balance The Temperature

Thermostat

By Tom Atema

Leaders deal with the future, they see a better tomorrow, so they care for today.

This kind of mind and purpose means leaders must adapt to the temperature of today in order to meet the new challenges tomorrow. Today’s leader has to set the leadership thermostat so they are able to adapt to the fast-paced challenges that come their way almost hourly. Today’s challenges bring us into unchartered territory, a place where no one has ever been before.

However, two things are becoming very clear. This is where leaders must take note.

First, any organization that is built on/or operates solely from top down (you do as I say) leadership risks failure. Today, the rules of how an organization is led have changed, like it or not. Today organizations have to move, adjust the organization thermostat to meet the challenges of today. As the thermostat of the organization is moved, change will be needed; a dumping of old habits and the reshaping of how people interact with each other inside the organization has to change or be reshaped. Today the role of each employee has been redefined; each one is a leader and has to be allowed to lead. Top leaders must equip employees with character, skill and thinking formation. All three are needed because they set the environment of the organization. If the heat is too low people get very comfortable and will not make difficult decisions on their own. If the heat is too high, they will jump ship for cooler water.

Second – any organization that believes they can do what they do in a vacuum is done. The truth is we must hit the thermostat and balance the temperature of the organization with others and get out of the “one organization can do it all,” which has placed way too many in the “auto-pilot” mode. Some organizations that have done so have seen some parts of their organization die. And probably the parts that die should have done so years ago! In today’s world, if organizations do not partner, drop their egos and logos, and change the way they operate, they will not last.

After all, if we do today what we did yesterday, we will stay in the mess tomorrow because of the mess we created yesterday.

These are the best of times! Why? Because without the high temperature and the urgency this worldwide crisis has produced I don’t think we would have the heart or the stomach to make the necessary adjustments, the very hard calls that will make us more effective tomorrow.

So LEADER, keep your hand on that thermostat –keep adjusting it to the times.

Related article on Leadership, “Vision Requires Logic And Emotion”

Articles on Project Management: “Project Management’s Golden Ratio“

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Vision Requires Logic And Emotion

Emotion Plus Logic

By Dr. John C. Maxwell

Clearly defined goals are a key component to team success. If employees don’t understand their company’s goals and its game plan, these goals won’t be achieved. Vision determines the direction of the team.

When it comes to casting a compelling vision, I believe that there are two critical elements: emotional and logical transference. This is where many leaders go wrong. Some are great at explaining their vision logically, but they lack the emotion necessary to carry it forward. Others are very emotional when casting a vision, but they lack the logic to sustain it.

If you want to cast a vision that will send your team in the right direction for the long haul, you must do it with logic and emotion. It’s not an either/or situation. You must have both. To transfer a vision emotionally, five elements are needed:

1. Credibility. This is the most important ingredient for successful emotional transference. The person casting the vision absolutely must have integrity. His team must know—beyond a shadow of a doubt—that he walks the walk and talks the talk.

2. Passion. It’s very difficult to pass a vision on to someone else if you don’t believe in it yourself. Half-hearted vision-casting simply doesn’t work.

3. Relationships. The closer a leader is to the members of her team, the quicker they’ll buy in to her vision.

4. Timing. There’s a right time and a wrong time to cast a vision. A good vision presented at the wrong time will fail.

5. Felt need. It’s hard for people to catch a vision when they don’t feel the goal is necessary.

On the other hand, to transfer a vision logically, these seven components are necessary:

1. A realistic understanding of the situation today. If you’re not realistic about where you are today, people will know that you don’t have a clue about tomorrow.

2. An experienced team. It’s tough to keep a vision alive without seasoned players who comprehend why it’s important to the success of your organization.

3. A sound strategy. The step-by-step process of how you’re going to achieve your vision must be well-reasoned and watertight; otherwise it will fall apart.

4. Acceptance of responsibility by the leaders.  The success of a vision nearly always is based upon the buy-in of the leaders who are willing to sign their names to the bottom-line number.

5. The celebration and communication of each victory. Such recognition provides an infusion of enthusiasm and gives your people something concrete to hold on to as they continue to move toward the ultimate goal of fulfilling the vision.

6. Evaluation and communication for each defeat. Be as open about explaining the defeats as you are about celebrating the victories. After each setback, tell your team, “Here’s what we did wrong; here’s why we did not accomplish what we need to.”

7. Time. This is interesting, isn’t it? To emotionally transfer a vision, you need proper timing. To logically transfer it, you just need time.

What happens when emotion joins logic in the transference of a vision? People unite around the goal and start working to achieve it because they believe in what they’re doing and they understand why they’re doing it. That’s how teams win!

John C. Maxwell is an internationally recognized leadership expert, speaker, and author who has sold over 16 million books. His organizations have trained more than two million leaders worldwide.  To find out more, go to www.johnmaxwell.com