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LeadershiP J- d'"a! ' ', 'r ' , '"1 :

Leadershio

Good leaders are made not bom. If you have the desire and willpower, you can become an

effective leader. Good leaders develop ugh a neter endihg process of self-study, educatiorS

training, and experience. This Suidlwiil he$ you throueh that p cess.

To inspire your workers into higher levels of teamwork" there are certain things you must be,

know, and, do. These do not come naturally, but are acquired through continual work and study.

Good leaders are continually working and studtintito inipibve their leadbrship sldlls; they are

NOT resting,on thbii laurets.

Before we get starte{ lets define leadership. Lradership is a process by which a person

influences ott "rr

to accomplish an objective and directs the organilntiotiin a rivaythat makes itmore cohesive and coherent. tcaders carry out tris pfocess by applying their leadershipattributes, such as beliefs, values, ethics, character, kn6wledge md skills. Although yourpositionas a manager, supervisor, lea4 etc. gives yorr the authority to accomplish certain tasks and

objectives in thebrganizationothis pov'er does not make you a leader...it simply makes you the

boss. Leadership differs in that it makes the followers wort to achieve high goals, ratlier thansimply oo-ssingpople uound. r' I' rr.'itjl :l: , 'n', .i

Bass'thdory of tiadenlhip states thittlrere are tlree basic ways to explain how peqplebecomeleaddrs. The fi'rst frvob*plfn.ilte"learle*hip developmentfor a snall number of people. Ttrese

theories are:'.,: :, r {r,'t i, i, i ; i, ; ;, ., i ,i.i. , r 1 :,i t' :l

o Some personality traits may lead people naturally into leadenhip rolel This is the TraitTheory.

o A crisis or important event may cauqg a person to rise tq the occasion" which brings outexnaordinaryieadenhip qualities inran ordiirary'per$n.'ThiS is the Cr€1t EvbntsTheory.

. People can choose to become leaders. People can tearn teadership skills. This is thetransformational Leadef{hip'Th*ry. It'ib the most widel}i acsepted theory today aria *repremiseonuihichftit$nj,:isbaryd, , 1,,,

When a person is deciiting if stre respects you as a leader, she does notthink drbotrt yourathibutes, rather, she obsgrves what yovdo so that she can know who you really are. She uses

this obseri'ation to tell if you are'd honbrable and triiit€d teadbr or a self serving person trihomisuses authority to look good and get protroted. Self-serviqj leailers afe not as effectivebecause their employees only obey them, qot follorf them. They succeed in many ax€as becausethey present a good image to their seniois rit'the experise oftheir workers.

The basis of good leadership is honorable character and selfless service to your organization. Inyour employees'eyes, your leadership is werything you do tbat effects the organization'sobjectives and their well being. Respected leaders concentate on what they are pel (such as

beliefs and character), what they ktow Guch as job, tasks, and human nature), and wtrat they do(such as implementing, motivating, and provide direc*ion).

What makes a person want to follow a leader? People want to be guided by those they respectand who have a clear sense of direction. To gain respec! they must be ethical. A se,nse of idirection is achieved by conveying a strong vision ofthe futur€.

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To help yov be, brow, and do; (U.S. Army, 1973) follow these eleven princililes of leadership

Qater chapters inthis guide expand oathese Fnd provide tools for implementing them): .

l . Know youlpelf and seeh sef-inprove.ment - In s1d6q 1e know yolrself, you hivC to ', '

nnderstand your be, btow, anddo, atfiibutes. Seeking self-improvementmgaq! .

continually sfiengthening your atuibutes. This can be accomplished through self-study,formal classes, rBflgctio* and intemg,ting wilh others,

2. Be tpchnical$ prpficient - As 1!e{er, yoU must koory yourjob and have a,solid l

familiarity with yoqr emplgyees'tes\q, : . ;. . , . ,. .

3.. SceklpsponsibiHty and take lqponpibility foi your,rctions - $earch for ways to guidg ,

your organization to new heights. And when things go wrong, they always do sooner orlater -. do not blamq others. An4pe the situation" take correqtive action" and move on tothe next challenge. , , ,

4. Make sound end timely decisions - Use good problem solving decision mhking, andplanningtools.

5. Set tle eruple - Be a good role model for your employees. They must no-t only hgql

", y!$1he,1'are-expw.td-tg.dq-b{t.alg'w--We mtut-bgco7ne the clnnge we want to.see -

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Mdhitma Gandhi i'

6. Know your p€ople and look out for their well-being - Know human nature and theimportance of sincerely sarhg fol your worters.

7. K""p your worlrers informcd - Know how to commmicate with not only theq blt alb': ..

r. ' ff#1f;fl.t$T"liffi*h*o in youlworkery - Help to develop goodcharaetertraits that will help them carry out,theii professional responsibilities.

9. Ensure that tesks ane understoo{ supcn'ised, end accomplished - Communication isthe key to this responsibility.

10. Trein ls a telm - Although many so called leaders catl their organization" departinenLsectioa, etc. ateam;,they argnot,really tqams...they arg just a,grorrp o{pegaledofng thejrjobs. ,,r;, i .i.

11. Use lhe ftrll capebilitiec of your orgenization - By dgvelopjng a team spirit" you will be.able to e-mploy your orgqnizatio& deparmeft" sectio& etc. to its fullest capabilitie!.' , I

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tr'actors of teadership

There are four major factors in leadership:

Follower , ., , i .,i . :. , , , -': I: j ,r. ,. I ,r-

Ditrerent people tequite different styles of leadgrship. For example, " 4* hire'require, *or" "' ' '

supendsion than an experienced employee. A person who lacks motivationrequires a different

approachthanonewithahighdeg@ofmotivation.,Youmustknow,your'people!,The,..,, '

fundamental starting point is having a good understanding of human natue, sucb as needs,emotions, and motivation. You must,come to knowyour employeegt be,.btow, attrrddo athibutes.

Lcader

You must have a honest understanding of who you are, wtrat you knowo and what you can do.

Also; note that it is the followers, nottheleader who'deGmines if aleader i$,$roces$fir1.'If theydo not tnrst or lack confidence in their leader, then they will be nninspired. To be successfirl youhave to convince yorn followers;ngt yourself,or your superiors; that yorr,are worthy of being'followed.

Conm..nicetion

You lead through two-way commrmication. Much of it is nonverbal. For instance, when you "setthe example," thatcommunicates to yonr people,,that you would not ask:them to performanything that you would not be wifling to do...What and horv you commrmicate either builds orharms the relationship between you and your employees

, , r:r ,. " ,1:1Situation

All are different. What you do in one situation will not always work in another. You must useyour judgment to decide the trst course o{action and the leadership slyle neded for eachsituation. For example, you may need to conftont an eurployre for inappropriate bebavior, but ifthe confiontation is too late or too early, too harshor too wealc, tlren the rpsults may proveineffective

Various forces will afu these factors. hcanrples of forces are,|gru r€lationship with yornseniorsn the skill ofyour peoplg, the informal leaders within your organizatiott, and how yourcompany is organized

l. Attributes

If you are a leader who can be tu$te{ then those around you will grow to respect yorr To besuch a leader,.there is a teedemhip Franenrcrtto guide you:

BE a professional. Examples: Be loyal to your grcup, perform,selfless service,'take Wnal . ,

responsibility.: ':' iril'l': ':' : '

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BE aprofessional who possess good charactertraits. Examples: Honesty, competenceo candor,commitneng integrity, courage, suaightforwadness, imagination;, , .": ,..

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KNOW the four fretors of leadentrip - follower, leaderi mmmunioation, situation. , , ,

KNOW yourself. Examples: strerryths and weakness of your character, knowldge, and skills.. '

KNOW human nffure. Examples:'Human neelrls, omotions, and how pqople respond,to:stress.

KNOW your job!,Examples: bi profidient and be able to train others in their tasks. , , ' :

KNOW yorn organization. Examples: ufrere to go for help, its climate and culture, ufro theunofEcial leaders are.

KNOW provide dirwtion. Exdmples:rgml'setting, probleur solving decision making; planning. r

KNOW implemeirt.'Exarnples: commrrnicating, coordinating,.zupervising, waluating.

DO motivate. Exarrples: develop moral and esprit inthe organization, tain, coach, counsel.t.il:.'rltr l

2. Environment. : :, I tl., a .: :. :

Ever'' organization has a particular work en-viroment $itri€h distates,to a considerable degree

how its'leatlers resgirrd to poble,ms and opportunities. ,This is broqht about by,its heritage ofpast leaden and its present leaders.

3. Goals, Values, and Concepts

Leaden,exertinfluenceonthcefivironm€,llt.viathreetnes'ofactions:: :'

I . The goals' and perfornance standads thoy establish, ' i : , :

2. The values they establish for the organization. ,

3. The business and people concepts they establish" : ,

Successful,orgpnizations hawrleaders who set high standards and goals across,tlie €Nltirc ' ' :: '

spectnim,,suchraslsfrabgies, market leadership, plms, tntrctings and presentationg pr,oducfivity;qualrty, and reliability.

Values reflect the eoncern the organization has for ie employees, custom€trs, investors, veridors; . i

and surrounding community. These values define the manner in how business wiil be conducted.

These goals, values, and concepts make tp the organiatiods "personalirytor how the ; :' '

organization is observed by both outsiden and insiders. This personality defines the roles,relationships6rewardsrandritesttrattakeplace:'rr 'r i '.':i, 'r :i i,', , . ,'i

4. Roles ad Relationships,:' ...;t. . ': :., | , .:

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Roles are the positions that are defned by,a set of orpectations about behavior of any job,, ', , .: ,

incumbent. Each role has a set oftasks and responsibilities tbat may or may noi be spelled out.Roles have a poworful effect on behavior for seveinal reasons, to,include money being paid'for '' .'

the performance ofthe role, there is prestige attached to a role, and a s€rure of accomplishment orchallenge.,.

Retatiimshipstfue tletdcmind'@droldcfa*s,,,Slhild;$@'rl8sk$erepm,huhd,alone;imcst,.arc ,rr!i.

cerrirdiorn ihnllationship.'wfithothehsi,'The tasks:r*ill,detorm,itoniho'tbmte-holdcrri$@uircd,,; ,i

to intenct witb how ofteq and touErrds u*tat eridlAlsq,nori,nallyithegsiataf the,inffitioq,therllgreater the liking. This in tum leads to more @uent interaction. In human behavior, its had tolike someone uihom,werhhretOoontac,t,widtr dnd,we,btud tb.siplr'ont,tboitt urelika P.e0ple,t0,!ld, iii.

to do uibat they are rewarded for, and friedship is a powerfrrl reward. lvlany 'asks and behaviorsthat are aSiiciidtryith,aroleae brought abo, ut;byjthese ,rQlAtion*ipcrilhatilsj hswtaskqd , ..,:',t,

behaviois,drp:oxpocteddfthe pr€EcNil roleiiholden beoarise.*strong:rcll*bmhip rrys,developediio*,r,'thepagdthef by;lhi$role'ftolderorrn,p*im:rolerhollfun" .'irii'l:;:ir:, r:tri'i,,,,',',,; ir.ii, ifit,i.,, ' ;'i i;',r:

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Self-di&iptino,iiidhcqbilitytogetyorMfts'takp;actionregardlesof,lpwe,motional,sot€.,,,r.:':r

hnagine ufiat you could accomplish if you could simply getyorrse,lfto follon'Srough ori your':best intentions no matt€r ufiat Pictur€ yourself saying to your bod5'You'te overweight Lose20 poundgr-Withot* sefdbsiplfuie tbm inmisn twonlt become,maniftst : 8.$t winb guffisitnt', :.; j , ; i i

self-disciplin€,ritb,adohe ded; The.pinnaole Ef s€lftisipline,is"ufrB,n,you rcach,tlte point tba$:,,, ,,

when you make a conscious decision;it?.srVittuatly.gp@@ybu?ll followthritgboll,it:,r :.:: , :1:

Selfdiscipline,isorcrof'qanyeersooal developmet{oolssvailableto you. Of co,trse itisd'8'-=+paoac€a Nevertheless, the problmrdryhi&sdfAitloipfne dansdlw,arc impottdnt sodru&ile,ii, :i''r

there are other wayS to solve theseproblems, selfdisciplire absolutely sMthem. Self-disciplins can eilpwbryo&tri:qtoflbsine any.addistbn onlose atuy Emounto{nloight .Itpao,: 1, :i }iwipe wt ploraStiratioq,;dis@erj,,and igodhaws.':Within tr€ dodain of prolile,ms:it Ean solve.i. ,

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self-dfscipline;issimply,tnsrehe4rfidoneov&;it'.bocgrrcsaporwerfr*,tp&met$lwh€6sombif,Ed,,,.withotMtmlstliks'pa$iitroq,gdal$e$iryan*plaming,',: i., i{ir.,., ",tli.i' i":1,ii," ';.':.-i'.r: ;, ., , .::ii

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The Five Piltrrs of Sctf-Disciplinej "i,:i;:,;, ' ;'.',:l'.: ,;i:'r"'., 'ir ;: i. ;.'';;'::1 i .r-1rj: i ; lt:;, .,i:iri {:, ,.,..,; -",,fi,il .'iil .'i1lr; i,:,,.,;,r,. jl

The five .pillamo$wlfidisoiplineao; Acoephee, w.illirower"flarilWo$.*ndustrpdnd ".i t : ;y: , ,' i

Persisteiood; trf iod&he theffi l€fiff'bf,ca€ft dbnd; ;'ou gct th6.acni,n1m:s'A,Sl[IPlii=i&;,i ]. :,,,':,i,conveniedt rtrayilo:rcm€mkttheryrsfoeerinany,pebple,rngociaileiselfdisciplinerwithlu,bipping j

tlpmselves into shape.

Each dayof thersilri€S #ttelplorupre:of'fusepilkrs,,cx$laini4;nihy itrs importattt qnd,ho$r *o ' , r

derelopin..tstfi.firdf,g€u€ral-orren'aw,|.-{l'}r.,i-.]ll:;:,,'lijft:-..,;,'..ji':;-tif,;',.,;ii.l.f;11!;,1 rr1if.: ';,rii:,j;r : ; -,1, il,.i,,

Building ScF-Disciplinoi.:.,1 i. :, i,,. '..1r ..ii i,'.: . ' I i ,. ..: t,.,.i .,i., ,,jl .,J.i. .;.r..,.r;: i :, .\ |

Myphilosophyofhowto briilitiself-dtscipline ish'explaid by.m,mlogpSelfdisdplinoisr : i

like aimtsalerThe,mrg"yo6,trainli$'lh6.sbmg€dyouib€compi,xbrlessycnttraiAig-&c.xodker .,,,l':

youbecome. r:.

Just as,everyone,htrs;different'rruscularstr,e,ngth;iwe allpossess difrqent,levels of selftisoipline, '

Everyone has some : if)rou canihold your brciath a few saionds;ryou'have some selfdiscipline, r

Butnote\reryonerhasdwelopedtheirdiscipline"to,thesamedegree; i r, ,-'i' . , ,t, r

Just as it takes muscle to build'muscle,,it takes selfdisoipline to'build selfdiscipline '' ,r, ,

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The wayto build selfdiscipline.is anelogous tojusing,prcgressive weight tainingtobuild ,, , , : ..; ii

muscle. Thls nieans liftingweights,tlrat se elos€ to'yourlfuhit. Note'that when,youweight trairL,you lift weigbts that are within your ability to lift, You prshyoln muscles until,they fail; and i , , ,

then you rest' rr, . ,

Similarly, the basic method to build self-discipline is to tackle challenges that you can

successfully accomplish but which ar€ near your limit. This doesn't mean tryingisotrethingsrd"i JI

failing at it every day, nor does it mean staymg within your comfort zone. You will gain nostrength tr5rtng to lift a weigbt that you cannot budgF,, nor witrl you gain stnength'Iifting,$'eights ' .'

that are too light for you. You must stafi with weights/challenges that are within yorn currentability to lift,but which are,near your limit ,'. . ' : . .. ,i . ,,i: '

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Progressiveitainfing heansthat once youisuccee4 you inorease the challenge. If you keep:,, , , ,

wor{<ing out with ttie,saul€ ureights, you:uion?t get any sbonger. Similarly, if you fail'to r r'

challenge yorrsdlf in life, you wontt gain anymore selfdiscipline.

Just as nost @e bave,very,w.eak rnrscles comparcd fio ltrow sfiroag trey could become with., ; . .

taining, most people are,very weak'in their level of selfdisoipline.;' ' , ' !

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It's a mistake to W 1s:push yourqplf too bmd vrhen trying to'build,self-discipline, If you try to. '

tansform'yorn entire'life overnight by setting dozens of npw goals for.yourself and expmting ,

' '.

yorrtselfto'follotv'through consistercy starting thervery next:dal; you're almo* c€rtai! tb,fail., , .

This is like a person going to the g;m for &e,first time, ever and prcking 3fi) p,ounds,onthe . : . '

bench prcss. You will only look silly.','.;ri,, lio ?i:*' !.'. ;.'' rtl;ir 'l'i:'t, ,,'i !

If you can only lift l0 lbs, you can only lift l0 lbs. There's no shame in starting where you are. Irecall when I began,working with a personal'hainer several years Ago, on my first:attemirt.at ., r 1

doing a barbell shoulder press;,I could only.lift a ?"lb bar with no:weight on it My sholdde'rs,. ,.,: ,,''

werp very weak,because I,'d nener fiaind tlrcril, But within a few monttrs I lvas up to 60 lbs. . . . i i, ,

Similarly, if you're very undisciplined right now, you can stin use what little discipline you haveto build more. Thc mora disciplined 1ou becomo,,the easier life gets. Challmges that were onoe .

impossible for you will eventually seem like child's play. As you get,shonger, thesane weightswill seem lighter and lighter

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Don't compare yourself to other people. It won't help. You'll only find what you expect to find.If you,think you're weab ever)CIne else,will seem;stnonger.,ff,youthink you'ro shong,,evorydne.'else will s€em,w€bkEr. There's nopoint in doing this. Simply look at where you arenow, and,aimto getbetteras you go forward

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:1.

Let's consider an example

Suppose you wailt to develop the ability to do 8 solid borns ofwork each dan since you know itwill make areal difference in yotrcaneer. I was listeningto an audio program this morning thatquoted a study sayrng the average office worter spends 37% of theirtime in idle socializing, notto mention other vices that chew up more than 5(P/o of work time with rmproductive non-worlc.So therp's pleNrty of room for imprcvement

Perhaps you try to work a solid 8-horn day without zuccumbing to dishactions, and you can onlydo it once. The next day you fail utterly. That's OIC You did one rep of 8 hours. Two is toomuch for you. So cut back a bit. What duration w.ould allow you to successfully do 5 reps (i.e. a

whole week)? Could you work with concentation for one hour aby,five days in a row? If you

can't do that, cut back to 30 minurcs or ufratever you c@ do. ffyou nrccd (or if you feel thatwould be too easy), then increase the challeirge (i.e. the resistance).

Once youove mastered a week at one level, take it up a notch the next week. And continue withthis progessive training rmtil you've rsched your goal.

While anatogies like this ar€ never perfect, I've gotten a lot of mileage out of$is one. By raisingthe barjust a little each week, you stay within your capabilities and grow stronger over time. Butwhen doing weight training, thg actual work you do doesn't mean anything. There's no intrinsicbenefit in lifting a weight up and down - the benefit comes from the muscle grcwlt However,

_ufu€n building self-discipliner-you also get the benefit of the work you\rc done along the itb};sothat's even better. It's gleat when your taining produces something of value AIrlD makes yousfronger.