The author insists that great results are truly not great unless achieved on a constant basis. He shows four ways to make it happen.
It's tough. :
Leadership skills, Leadership skills training, Leadership development, Management, Management skills, Effective leadership, Leadership communication, Leadership communication
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Permission to reprint: This article may be reprinted in the newsletter, attributes are provided to the author on the website, and the included copyright, resource box and live web site documentation may be used " Tsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsutsu. brent@actionleadership.com
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Four ways to achieve great results. .. constantly
By Brent Filson
Leaders live and die by results. For almost a quarter of a century, I have been teaching leaders of all ranks and acting just worldwide to achieve just average results but "more results" and "constantly" are probably the most important factor.
There are people who live by many leaders. By the result for the purpose of living is faster. But they die when trying to get "faster, faster" continuously.
Here are four ways to achieve it continuously.
1. Deep expectations. Clearly, anticipation is a prophecy of self-achievement. When you commit yourself to the expectation that "more results faster than ever" will not be acceptable to achieve anything, new for success
I call those expectations "deep expectations". The drivers of the results are: aligned strategies operating around the central, organizational concept; strategies implementing those strategies; resources to support strategies;
Should be viewed within the context of strategy, tactics, resources, people skills, and motivational leadership, and "test faster results continuously"
2. Deep relationship. In order to promote continuously, you must defend a deep, human, emotional relationship with the people you lead. This means going beyond the relatively shallow relationships involved in the environment that gives order. The relationships cultivated in such an environment do not go much deeper in terms of human ties than those involved in the provision, acceptance, and fulfillment of orders. When you order people to do work, you can get more, faster results, but I take you more / faster, continuously
The power of deep relationships has been demonstrated since the dawn of history. In all cultures, whenever people needed to do great things, one thing had to happen. A profound, heartfelt relationship had to be established because of the great things to be achieved.
Today, many leaders miss in deep relationships that can bring great results. Although such relationships are important, they are consistently created, maintained, and enhanced in the middle.
Think about the times when you have experienced a deep, bonding with someone--important like other relationships--but bonding to achieve a certain organizational accomplishment. It may have been a boss, a friend, a colleague. .. The important thing is what the relationship is, who does not matter.
An image that is interacting with you and one or more occasions now. What was the physical setting? What were you saying? What was done? Remember what you felt Remember the bond that happened. What were those emotions, and the physical facts that gave that connection? What was the action you took as a result of that connection? What were the consequences of those actions?
It can be concluded that these relationships have resulted in better results and have continuously provided the necessary environment.
3. Deep process. Why do you have a relationship of creation-maintenance relationship with suppliers? One answer is through the process. A process that is an organized series of mental or physical steps directed towards a particular end cultivates the purpose and repeatability of the results.
A proven, robust process that continues to move forward is the story of leadership. It is not the story of the leader of the leader who is bad for the people who have problems with the leader order. The ability to have other features separates the "wanted" average leader from the great leader. Hence, the story of leadership is constantly the main driver. (For more information, visit my website.) In fact, without using the leadership story, leaders create and support results-creating a bond between the leader and people.
4. Deep results. What results should constantly encompass if the leadership process is the key process of achieving a deep relationship that is needed to keep moving forward?
The past acquisition track record is essential for its distribution prism leader.
The mandate of leadership is: I need not only we together, but we also achieve better results as leaders and as people
By getting more results constantly faster, you will never be better as a leader than a good who thought that others can help you be better
The leader of the guide is essential, and it's a deep result in my realization. Furthermore, those deep results go on constantly. After all, if people know that they will work with you, they will improve their work performance, improve their careers and enrich their lives .. Continuously?
The results, of course, come in many forms and are measured and evaluated in many ways. I have found that most leaders get the wrong result, or the right result in the wrong way. When you are aiming to start achieving "more results faster" constantly you are in the right path to achieving the right result. And you guarantee that you get them in the right way.
Four Tips to Support Business Growth
It is a company that grows with a large business on average at a small number of stages.
It's tough. :
Four Tips to Support Business Growth
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It is a company that grows with a large business on average at a small number of stages.
To create a solid framework for growth, we have to study the target market, establish a budget, execute a strong business plan, and build the customer base
SMEs represent 97 percent of all US employers and generally employ less than 1,000 people.
Here, your business from the Business Teleclass series of women generated by Principal * Financial * Group "Open for Business: Success:
1. Use employee benefits to attract and keep employees.
• To be successful for large companies, owners of growing companies can compete using employee benefits in favor of themselves. In recruiting and holding employees, business owners are How the package of their benefits (health, dental, disability, retirement) is piled up against others in their area and their industry
• Provide a comfortable and flexible work environment. For example, provide a flex day instead of a sick day.
2. Hire the best.
• One person admits that it can not do it all.
• Hire individuals vs. spontaneous employees who need motivational lessons.
• Provide an internship Regular interviews.
• Hire slowly, launch immediately. Learn to say "no" to employees. In a growing company, employees who do not pull their weight can have a domino effect that can adversely affect productivity and employee morale.
• Identify the strengths of the employees and place them in a position where they will excel naturally.
3. Listen to your employees.
• Listen to all employees, so you don't know where the next big idea comes from.
• To stimulate honest and innovative feedback from employees ,, through brainstorming of the company, by the idea of rewarding victory, of employees
4. Create multiple avenues of support.
• Develop relationships between clients and mentors during growth to help your company thrive.
• To expand your company's expertise and service, you bring excellent talent in weak areas.
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