12 Major Causes of Failure
Unwillingness to do what they would ask
another to do, when occasion demands...
Donald Trump's 5 Tips for
for Creating a Culture of Questioning
How To Achieve High
Visibility In Your Target Market
10 Strategic Tips by
Demonstrating That What
You Are Saying Is Important, Meaningful and Relevant Means
By: Paul Taffinder2
being around at significant events;
taking the time to talk to people, one-to-one in the places they
taking action to change things (processes, rules, regulations roles)
that run counter to or that obstruct your intent or what you have
behaving in accordance with the values you preach or support.
Modeling the Way
leader, you must establish principles
concerning the way people (constituents,
colleagues, and customers alike)
should be treated and the way goals should be pursued. You must
create standards of excellence and then set an example for others to follow.
Because the prospect of
complex change can
overwhelm people and stifle action, you must set interim goals and provide
direction so that people can achieve small wins as they work toward larger
You must unravel bureaucracy when it impedes
action, and create opportunities for victory.4
in Point Alexander The
Alexander the Great, the king of Macedonia, was one of the most superb
leaders of all time. He became king at the age of 19, when his father,
Philip II, was assassinated. In the next 11 years, he conquered much of the
known world, leading his armies against numerically superior forces. Yet,
when he was at the height of his power, the master of the known world, the
greatest ruler in history to that date, he would still draw his sword at the
beginning of a battle and lead his men forward into the conflict. He
insisted on leading by example. Alexander felt that he could not ask his men
to risk their lives unless he was willing to demonstrate by his actions that
he had complete confidence in the outcome. The sight of Alexander charging
forward so excited and motivated his soldiers that no force on earth could
stand before them.1
Selecting a New Corporate
3 Questions To Answer
... Third: Look
integrity. A leader sets an example, especially a
strong leader. He or she is someone on whom people –
especially younger people – in the organization model
the first systematic book on leadership, two
thousand years ago, and it is still one of the best.
Xenophon was a general. His book 'Our Military
Expedition to Persia' tells the story of the fight to
return to the Black Sea against overwhelming odds. It is
a story of courage, improvisation, and discipline,
self-sacrifice, and above all leadership. Xenophon
practiced leadership in a different time and a different
place, but the lessons of his experiences, the
principles or laws of integrity, commitment, duty and
the others have eternal value.
were superior fighters, both tactically and technologically. They knew how
to fight as a team, and their swords and shields were uniquely adapted for
their phalanx warfare. They also possessed the most salient edge of all:
leadership. Xenophon, like all Greek commanders, led from the front; he was
seen in the thick of combat, never flinching, always seeming to do the right
thing. Historian Victor Davis Hanson attributes Xenophon's success to the
superior Greek culture – not superior in a racial sense, but superior in the
sense of what we today would call shared values, common purpose, and genuine
To spark others to perform, you must lead by
the 4 E's of leadership
Edge, and Execution – was always in evidence.
"He had great energy, sparked others, had
incredible competitive spirit, and had a record of execution that was second
to none. This is a key of the Welch phenomenon. Had he been lacking in any
of the traits he espoused, he would not have commanded such acclaim."
Though many at
been good at their jobs, and have been able to motivate and explain,
but no one has Jack Welch's ardor. He was GE's number one
cheerleader and called himself "the advertising manager of our
company." He had the zeal and the optimism and a lexicon of a
winning football coach: "exciting", "remarkable", "staggering",
"incredible". These are the words Welch employed to describe one of
the powerful enterprises in the world.6
As W. James McNerney Jr.,
head of GE Aircraft Engines, noted: "The excitement comes from
within him and is extremely contagious. He's a tremendous motivator.
He's excited and he gets you excited and you're always moving
He keeps it simple. The differentiator between GE and many other
companies is that there are more people moving in the same direction
and with the same enthusiasm. Jack might like this on his tombstone.
'I wasn't smarter that anyone else, but I helped 270,000 people make
me look smarter than most.' "
The revolutionary massive
changes introduced by Jack Welch worked. By the mid-1990s GE had
become the strongest company in the United States and the most
valuable company in the world, as measured in market capitalization.
Continuous Learning and
Leadership isn't confined to the
boardroom. Good leaders know their strengths and limitations, draw on others
to face complex problems and are continually learning and developing
The Wheel of
transformational leader encourages followers by acting as a role model,
stimulating intellectually, and giving individualized consideration for
needs and goals. Transformational
leaders are always visible and will stand up to be counted rather than hide
behind their troops. They build trust and strengthen relationships. They
stand firm against the winds of resistance and give their followers the
courage to continue the quest. They show by their
attitudes and actions how everyone else should behave. They also make
continued efforts to motivate and rally their followers, constantly doing
the rounds, listening, soothing and enthusing.3...
Creating a Culture for
behavior is arguably the single most important factor in driving
Leadership is certainly a shared responsibility –
not simply the role of a single
is an example of a visionary, innovative individual who possesses inherent
traits that inspire, motivate and create new value on an ongoing basis, it would
be a poor strategy to pin an organization’s hopes of success on having such a
person at the helm.
To succeed in the long term companies must foster
the right kinds of
skills with leaders who operate at various levels in the organization....
The True Leader
You can't tell a real dancer from the dance.
Similarly, you can't tell a real leader from
his quest for positive change.
"I have always thought the actions
of men the best interpreters of their thoughts."