A Leader's Journey

Who Was Jim - A Leader's Journey

Good morning. Today, I discovered Who Was Jim - A Leader's Journey. Which may be very helpful to me therefore you. A Leader's Journey

A leader is a Dealer in hope - Napolean Hill

What I said. It just isn't the actual final outcome that the true about Who Was Jim . You look at this article for information on an individual wish to know is Who Was Jim .

Who Was Jim

The first statement many consultants will make to a struggling or frustrated business leader, business owner or home business entrepreneur, once they have gained a clear comprehension of the issues, sources of frustrations, needs and desires is typically, "you're working in your business instead of on your business". This is a very base issue for leaders working in an under performing businesses.

The first time I heard this about myself, I concept "what is this high priced consultant trying to say?". Well, it became clear as to the meaning once I realized the minutia I was burying myself with on a daily basis which prohibited me from me working on my business. I was keeping my business unit and more importantly, my population back from reaching its or their maximum potential. I felt I had to control every aspect of my business. I believed I was the only someone capable of doing the job right. My mindset was off. I believed that success would only be achieved through control. I choose to lead others by telling them exactly how to do their job versus leveraging their unique abilities.

My mindset and arrival to leadership came to be in part from the "leaders" I followed. I lacked the business caress needed to perceive my mentors in leadership were not strong leaders and not leaders I should have modeled my early arrival to leadership after. My superiors felt it considerable to control approximately every aspect of every decision made in the business. The vast majority of major decisions that impacted the time to come of our business and our employees were made behind closed doors with diminutive to no input from stakeholders. The net succeed was disconnected employees, a low level of loyalty, diminutive innovation, and a culture of fear. Employees were just going through the motions, following orders, collecting a check and feeling unsatisfied, and unmotivated. I mention these points not to belittle the individuals I reported too, only as a reference point as to how my early stages of learning Leadership skills were formed and the net succeed it had on my development and my ability to focus on what mattered most, that being the development of my population and communicating and executing on a shared foresight that would advantage all.

At some point, I realized my arrival to leadership was not working. I remember thinking if I don't like how I'm being led, I guess my employees may be feeling the same way. I mustered the courage to demand the head of our group and asked the following question: Why do you feel it's considerable to review, comment and micro conduct every aspect of everyone's work? Well, after a long cold stare, His response was "it's my responsibility, it's a reflection of my capabilities as a leader of this business to insure the work is correct". His concept process was right, but his mindset was off. His authoritarian arrival to leadership had a deleterious impact on not just myself, but many others within the organization. However, in my mind, his write back to my demand made sense to me and I continued to succeed his arrival for a few more years ignoring my gut, my personal discontentment and positive signs that my employees lacked respect for me as a Leader. Don't get me wrong, I am not blaming someone else for my early performance, in the end, it was my decision to lead as he lead.

He was right, ultimately the operation of the business was a reflection on his abilities to lead. With my inexperience and truly not comprehension there were great ways to lead, I continued to lead as he did. Why change? My sales results were great! To complicate matters and slow my process to self realization the economy was booming. I hid behind a sense of false safety which masked major issues that were private behind our sales results that would finally surface when the economy turned. The results of my authoritarian leadership style was first-rate sales results (buffeted by the economy) and a dissatisfied, unmotivated group of individuals who viewed me as a leader in title only.

I reference my history and my development naturally for you to think where you are as a leader and who you look to as a mentor. Are population following you because they have to or because they want to? Prior to the economic downturn were your results linked to the commitment, dedication and desire to succeed on behalf of your employees or were they more linked to the strength of the economy? think who you are following as a mentor. Should they be your mentor? What qualifications should a mentor have?

One way to find out how population view a leader is to ask those who work for them. Ask them why they follow? Ask them what their leader does that inspires them? What would they like to see their leader turn and why? Name 3 things their leader does that inspires them and a few items they would like them to stop doing and why? Ask them what their Leaders foresight is and how it impacts them personally and professionally? Do they clearly understand their role and its impact on achieving the stated vision? What's in it for them when the foresight is accomplished? Do they feel their efforts are noticed? Do they feel comfortable in contribution solutions or ideas that are contrary to those of the leader? Are they permitted to try new approaches without request for permission?

What I learned was one shouldn't assume they know how to be a leader. A new leader should all the time join together with his or her employees before working on the business. Thankfully, I was assisted in coming to the realization that I needed to turn my leadership style. I received overwhelming feedback from employees, friends and mentors that I needed to change. I suitable that for me to improve, I needed to turn my mindset, my focus, my mentors and have a dedicated commitment to personal improvement. This acceptance and personal commitment to turn resulted in more sufficient employees, happier employees, higher performing business units, first-rate employee retention, consistent profitability which exceeded objectives and work enhancement for my employees. Accepting that my flaws were negatively impacting the development of my people, myself and the unabridged operation of my business changed my world and my employees view of me.

My long held belief of having to control all things and knowing the best write back to every demand relegated me to working in the business instead of on my business. I realized the most victorious business leaders are those who focus their efforts on improving their knowledge base and consistently institute others by gaining a clear comprehension of their needs and desires. I worked hard to earn my followers loyalty by developing relationships based in trust and gaining buy in to my vision. I took time to clearly clarify what was in it for every person once we achieved our vision. I learned to escort "autopsies without blame" Jim Collins Good to Great and by doing so, my teams learned that failure was a learning experience. Failure led to knowledge that was used to succeed on the next project, task or for improving personal development. I learned to hold my population accountable and they learned to embrace accountability.

Trusting my population and assuming they would get the job done. Once my employees understood my expectations of them, the reasons for those expectations, their definite role and the extreme goal for all of us; they bought in and knew they would be an integral part of our success. To accomplish first-rate results through the efforts of others you must let your population go. You must accept and perceive you don't have all the answers, you don't know the best way to accomplish every task and the closed goods may not be exactly what you wanted, but it may still accomplish the stated goal or great yet, it may be better. Great leaders have belief in their abilities and surround themselves with stronger individuals who are first-rate in the areas of expertise they lack. They encourage constructive feedback and embrace a absorbing point of view that's backed with sound rationale.

If you are working in your business and not on your business you are solely responsible for changing the status quo. Only you can choose to turn your mindset and focus on what you need to do to improve. If you don't have a concise and believable vision, strong processes, responsibility measures, employee development plans, consistent and qualified profitable growth, mentors who add value that can be measured as a matter of fact by others, high employee retention. If your business can't run without you, if you lack employee commitment, if you don't set expectations monitor and quantum those expectations, if your employees don't feel they are manufacture a difference, you need to turn what you are doing. I extremely recommend an surface consultant to evaluate, quantum and assist you with your goals and personal development. If you would like greater comprehension or an independent concept linked to how you can accomplish your goals in business, please caress me directly.

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