Inspirational Leader

1. 0 initiation The Book that I had selected on business is The Inspirational Leader which written by bum P G Tan. John P G Tan is angiotensin converting enzyme of the countrys highly seek after leading trainer and speaker. The purpose of this fool away for is to financial aid angiotensin-converting enzymeself bring active encounterter caution and leadershiphip amongst the batch of the country. His belief is that we bear end sound leaders who usher turn out make the diversity. John P G Tan trains for companies large and small and his rearing sessions conduct been consistently rated as excellent, exciting and enriching.He runs his ingest training company, Professional Skills Trainers Sdn Bhd, and has developed The Inspirational Leader program, a program which made a difference to count comminuted pot. Besides that this book is to give us the adroitnesss that we lease to turn from a scratcher to a so ber. (John (2002) express) This book for compensate also shoot down us in the direction of the subjects that we pull up s addresss need more thanover education on. We can be start out inspiring leaders, only when we mustiness know the skills and the reason for being ardoral preferably a than remaining mediocre of this great transformation process. John (2002) said) So it is with leadership. There argon those who think that they be leaders when in reality the only thing that they be leading is themselves into delusion close their leadership abilities. On the impertinently(prenominal) hand, there are those who lead their aggroup to greater heights, whose goal in aliveness is to add mensurate to those for whom they are responsible. There are the angiotensin converting enzymes who inspire us to go on. (John (2002) said) This book lead help is discover just how to become an inspiring leader.The book gives us, step-by-step, and in a very vulgar manner, the skills that we will need to, for examples, get your leadership pa radigms right, overcome contradict mindsets of leadership, think out of the box, acquire the inbred skills that you will need to become an effective, inspiring leader. 2. 0 Climbing Up the Inspirational Leadership Rungs To become an effective leader, one has to climb the Five steps of Leadership. John deliberate that there are maybe 6 Levels to the question of leadership. He call this the 6 Rungs of Inspirational Leadership. John (2002) said)The reason is because RUNGS denote that we have some climbing to do, that effort is needed if we motive to proceed and that the effort will require us feet as well as our hands. The journey is not an easy one barely rewarding one nonetheless. The offset printing Rung is that of YEARNING. At this train, we are not even a leader yet. We just eyeing the horizon, cerebration near all the wonderful things that we would do if we were a leader. Johns experience is that some of the wad here are almost the 25-28 years of age bracket, educate d and who have a desire to go forward.For some, the way forward seems to be well prepared, but for most of us the way ahead can seem alternatively hazy. scarce we have that desire to progress and to that end our arm ourselves with the necessary qualifications and training to get to that next level. (John (2002) said) The second rung is that of BEING, being the manager or leader, that is, we get here by being skilfully competent. At this point people follow you because, quite frankly, they just dupet have a choice. You are their boss and whether they the standardised it or not, they are going to have to take frames from you.Not the prettiest of situations to be in, but a situation relished by some people nonetheless. But before you go off and think that this rung is therefore obsolete, think against. It is a position that you must have. But you must not stay gear up here. You must have the desire to give on keeping on. (John (2002) said) The 3rd rung is the rung of BEFRIEND ING. Here, your low-altituded truly quite enjoy being with you and will actually do things for you because they want to rather than feel that they have to.At this level, to get people to turn towards loving you, you would have to practice a fair amount of human tellings skills, as well as communication skills. The problem is that most of us progress upwards on technical competence. (John (2002) said) Rung four is the rung of PRODUCING. This is when people value you because they see that your leadership brings almost results. They come to you with a problem and you help them solve the problem, not carry on them to some other de digressment. They come to you with a crisis and you develop opportunities out of that crisis.The level four person is one adroit in the skills of problem solving, creative thinking and communication. (John (2002) said) The fifth rung had to do with what you have through and through with(p) with your subordinates. The other levels were generally about y ou but a level five, the rung of REPLICATION, you are more implicated about your peoples development. At this level, the leaders concern is about helping his people develop to their fullest potential. (John (2002) said) The last level, level 6 is about INSPIRING. Here, the people are straightforward to you because you are loyal to them. Here, they are true followers because they see in you a true leader.They are willing to liberty chit two miles when you expected for an extra one because they saw the same trait in you. At this level, you are an inspiration to the people around you. (John (2002) said) 3. 0 The 3 Essential Skills A guy called Robert L Katz did some seek and found that we all needed three essential skills. He called these skills technical skills, human skills and conceptual skills. (John (2002) said) skillful skills are essentially knowledge skills, the type of skills you acquire when you go to college and university for your studies. At the lower level foretho ught, technical skills are of great importance.This simply content that if you are to begin progressing, you will need to be technically competent. (John (2002) said) Human skills are the skills required to work with human beings and since almost all work is centered around other human beings, we will be in great need of these skills. Executives in all levels of attention require this skill be it lower, middle or top level management. People who have this skill are able to get the best out of their people towards greater heights of achievement and self-development. all(prenominal) of us regard that we are pretty slap-up at handling people.But the truth is that for most part there are more people who practice bad human relations skills than those who practice advantageously ones. (John (2002) said) The third skill is that of conceptual skills, the ability to think and conceptualize, visualize and then help make things fall out as a result of the ability to look ahead. This ski ll becomes more and more important as you climb higher up to the 6-R. As you get to the level of Producing, you are going to need haemorrhoid of this skill. Conceptual skill is like that, that is if we have it, and use it. We create value for others be they our internal customers or our external ones.Conceptual skills help us to surpass the competition, position and reposition products and services so that we create value for those we serve. This in turns brings in a level of loyalty that we would not have otherwise achieved. (John (2002) said) 4. 0 barricade That Bad Trickle Down The problem with management and leadership is that they suffer from what is sometimes called the trickle good deal effect. What is the trickle cut back effect? Simply this. We get into the job market. We report to a boss who is less than inspiring. These not quite so professional bosses push down lousy management practices and principles on us.By law of the fact that we are at the bottom of the totem people, we dare not challenge any of these bad bosses. The twenty-four hour period arrives and we become bosses. Now is the time to let out some of our pent-up feelings. So we push down all the things that we didnt like pushed at us to those below us. We trickle down bad management and leadership practices. The guys below us wait till its their turn to do more of the same. Well, its about time this is stopped. And it can stop with you. (John (2002) said) Take a little time off and aim yourself what are the good things that you have learned from your previous bosses.List these things down. Basically, listing down the good things that you have seen in your bosses. Make sure that you trickle these down to your subordinates. Then ask yourself what are the not so gauzy things that you have had to lap up from those above you. List them and make sure that you do not perpetuate these practices. 5. 0 Treat People As People Lets start with this major area of self-development- if you want t o turn hate to love, for example, the area of Human Skills. One of the problems that we face today is that people dont really care for one another. We are only nice to others when we need them to do something for us.At other times, we are nice to them because we might need them to do something for us in the future. The rest of the time, we just cant seem to be bothered. We have lost the sense of looking at people as people. We often sassing talking to like people are our biggest assets and then we go and treat them otherwise. fickleness is rife in management today. We escape to look at people only as things to help us achieve our objectives. In galore(postnominal) situations we call up others not to find out how they are, but to see if we could somehow solicit their help to achieve some goals that we have. (John (2002) said) Treat people as people.If you like being case-hardened as a thing, useable to others only when they need you, then do the same. siret bother to inquire af ter health and well being of your subordinates. Only call on them when you need things done. And when you dont need them, cast them away. (John (2002) said) If you do that, then please remember, thats what they will do to you too. Take a good look at yourself today and very sincerely ask yourself the following questions. Please be brutally sincere and honest with yourself. Am I a exploiter? Do i really look after cares and concerns of my subordinates or do I just tend to look after my own cares and concerns?Do I ooze charm only when I need the other persons help? Or am I really concerned about the developmental welfare of my people? 6. 0 Watch The Words It is easier said than done. Criticizing, condemning and complaining are about the easiest things to do, almost second nature to most of us. A simple example will embellish this point. (John (2002) said) When you are out driving your car and someone overtakes you rather recklessly what is your normal reaction? I would bet that the tough crazy driver would have gone through your mind more than once. Looks like we are about the only ones driving at the right speeds on the roads.We have the habits, and its a bad habit, of looking at things, seeing the worst in them and then condemning the person or persons involved. (John (2002) said) Well it was simply this, that negative words can really kill a persons initiative. And when we have done that, it can take ages to try and win that persons corporate trust back against. Watch your words. Take a good look over your vocal thesaurus and see what configuration of words, phrases and jargon you use. Learn to reduce the usage of words that criticize, condemn and complain. (John (2002) said) Remember, if you are a manager, your words declare weight. So what has this got to do with black dot?Just this, book of facts the black dots when you see them. But address them with words that build and develop, not words that destroy and demotivate. 7. 0 The Other Guys Got respec table Too We are still looking at the rung of Befriending at rung three where you are trying to change the attitudes and mindset of the people whom you manage from one of have to to want to. This if you remember, is a obligatory of changing from hate to love. (John (2002) said) At this point it might be a good idea to take a look at this principle, the principle that the other guy does have rights, the same kinds of rights that you have.Perhaps a good place to start would be to look at what some of these rights are. People have the right to be respected and to be treated in a respectful manner. It matters not what his or her station in life is, the point is simple. If that person is a human being, then he or she deserves to be treated with some level of respect. (John (2002) said) The trouble is that most of us equate respect for the other person with his or her socio-economic status. Thus a doctor gets greater amount of respect than consecrate a perhaps a construction worker.The guy who comes around to sell lottery tickets, well, he is a nuisance anyway, disturbing our pause as we have dinner and so does not deserve that much respect. (John (2002) said) We do not actually list down who gets more respect, but we judge and we act accordingly very quickly. I believe that people have the right to disagree with us. Just try and remember this one, the other guys got rights too. 8. 0 The Wisdom Of The Open intercommunicate Well, the open mouth is basically about how we speak with people, what we do with our mouths. Its about positive communication skills and therein lies the important words positive.There are many people who relay nothing but negatives when they open their mouth. Their talk is all about the bad side of people, situations, whatever. Would that they terminate from opening their mouths and fouling up the air. (John (2002) said) Yet there are others who, despite their problems, maintain a positive mien and convey nothing but goodness from their m ouths. But the Wisdom of the Open peach is not about not saying negative things. Its about saying positive things, saying things in much(prenominal) as way as to edify, to build up the other person, to add value to what is being said and whom it is being said to.At this point it may be good to remind ourselves that the wisdom of the open mouth lies not only in the mouth but in the heart and in the mind. The Wise Mouth knows that the brain and the heart must be engaged before words are spewed forth. (John (2002) said) The Wise Mouth thinks before speaking. The Wise Mouth has decided that the words that come from it will build human relation bridges rather than barriers. The Wise Mouth has decided that it will encourage rather than discourage, edify rather than vilify, mold rather than scold. John (2002) said) The Wise Mouth will seek out ways to say things in a positive, caring manner and in so doing add value to those around him or her.The Wise Mouth will not allow foul words to c ontaminate it. Foul words do nothing but offer an illusion of comfort. Give yourself an oral check-up. Are you generally spreading the good intelligence information or the bad news? God knows that there is enough bad news in the world today take a peek at your daily newspaper and you will get the drift. Kind words are often hard to come by, but when they do come by, they add such a dimension of real warmth and comfort to ones soul. John (2002) said) 9. 0 TeamWork Truth be told, this word TeamWork or Teambuilding is overused and under-understood. Most of us think that aggroupwork is just about a bunch of people, wearing the same T-shirts, working together. But is that all there is to teamwork? Not by a mile it isnt. (John (2002) said) The role of inspirational leaders role in a team is to lead the team to higher grounds, setting down greater and greater challenges. Every team, in order to do well, must plan ahead. But planning ahead is not just about anticipating what actions the team will have to do first next and so on.Planning requires us to also look at what we would like to be or like to achieve at the end of the activity period. (John (2002) said) It is easy to prize our team members on quantitative results but such results are not the be-all and end-all of team efforts. Perhaps leaders ought to be looking at things like value-inculcation of their team members as well. Inspirational Leaders do one thing much better than uninspiring ones they encourage their people to talk, to participate, to give feedback whether positive or negative feedback. John (2002) said) Inspirational leaders also tend to inspire their teams by allowing greater levels of participation in team activities and in team decision do. It is the leaders duty to bring the best out of his or her people. Look at them and spot their strengths and then strengthen them even further. By sending them for further training and then allowing them to practice what they have learned during thos e training sessions. By writing up a three year development plan for these folks. By not waiting for them to ask you to develop them, but to do so proactively. John (2002) said) Then you need to look at their faults and remedy them immediately.Never allows a subordinates faults to become a habit for habits are hard to break. 10. 0 Motivating There are two kinds of motivation one that is centered around prompt yourself and another that is centered around motivating others. At this juncture, I want to only address the one which is centered around motivating others. (John (2002) said) The first principle of motivating others I believe has to do with our own perception of people. This one is really quite self-evident you treat people nice, they tend to treat you nice. John (2002) said) You treat them bad and you can bet your boots that they will treat you rotten. Somehow, unfortunately, most of us just dont quite seem to get this into our heads. The second principle of motivating oth ers has to do with giving them the recognition that they deserve for the work well done. A third principle in motivation is simply this your integrity level. Say what you mean and mean what you say.Always keep to your word. As an inspirational manager your word and your integrity is more important than your signature. John (2002) said) Nothing destroys the confidence that your people have in you than a lack of integrity. Principle figure of speech four has to do with involving people. getting your people involved in the work that you are doing, getting them involved in the decision making process, communicating with them your intentions and asking for their feedback tend to result in better all-round performance and productivity. (John (2002) said) Principle number five has to do with rewards. Make sure that you reward your people for work done. The problem is that too many of us take the easy way out when rewarding our people.We bribe them with money, and only money. Think about how to reward people in different ways. (John (2002) said) 11. 0 The Inspirational Leader At Work The inspirational leader is one who keeps on keeping on who keeps on reading and learning more and more about the business, the science and the art of leading, managing and inspiring his or her people. (John (2002) said) Most of us start the journey at a point, when we were formally appointed into some sort of managerial or leadership role. At that point in time, most of us only had our technical expertise to fall back on. John (2002) said)We had little by way of awareness of the skills required to become better leaders. We were at the coif of unconscious mind Incompetence. What this means is that we did not know that we lacked the skills of becoming a good leader. (John (2002) said) Then people complain about us or higher ups recognize our lack of ability and they point these shortcomings to us. At this point we move from Unconscious Incompetence to the stage of Conscious Incompeten ce. (John (2002) said) We now know that we dont know. A big help this is but it is nonetheless a good start.We then embark on training programs and so on to enhance our leadership skills. (John (2002) said) We learn new things to practice. Some of the things in this book might be new to some of you but to others, they might not. Whatever it is, you learn and begin to practice. You are now in the stage of Conscious Competence. (John (2002) said) What this means is that you have now decided to put into practical exercise what you have actually learned. Heres something for those if you who have learned but refuse to translate that learning into practical application you are still at Conscious Incompetence.Progress is slow and sometimes mistakes are made. But that is really quite acceptable. This is the stage of Conscious Competence. (John (2002) said) You are able to do what is required of you but you have to think through it before you can practicalize it. The last stage is that of Unconscious Competence. At this stage, you are able to unconsciously put into practice all the various principles that you have learned. All the stuff that has been written in the preceding chapters is no longer a problem for you. Because you have been practicing them, you have been incrementally improving on them. John (2002) said) 12. 0 cobblers last For as long as we retain our humanness, all of us are going to make mistakes. But then mistakes are simply opportunities to improve.The inspirational leader knows how to take corrective steps when he or she makes mistakes including apologizing for their mistakes. Then he or she picks up the pieces and gets on with it. As the leader keeps improving, he or she gets to level 6 of the 6-Rungs of Leadership. Here, he or she knows how to delegate, motivate, communication, reward inspire and lead his or her people through the interactive practice if all the skills acquired.Please dont think that all there is to being inspirational is in this book. There are just so much more to know, to understand, to practice. The inspirational leader is a true professional who understands the needs to continue improving. He picks up extra skills, skills on assertiveness, strategic thinking and a whole range of other career-enhancing skills that will make him an asset to his company, his bosses, his peers and his subordinates. Some final words, is the journey worth(predicate) it? Those who have travelled that road with me all agree that it is. Those who have travelled that road as my subordinates believe that it is.