Dydara's Blog

April 30, 2010


Filed under: Interesting and Useful Topics — dydara @ 11:55 pm
Leader thinks of organization rather than individual desire.

Leadership is stated as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.” Definitions more inclusive of followers have also emerged. Alan Keith of Genentech stated that, “Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.
Leadership, a critical management skill, is the ability to motivate a group of people toward a common goal. 🙂
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 studying to improve their leadership skills; they are NOT resting on their laurels.
“A leader is one who knows the way, goes the way, and shows the way.”
“A leader leads by example, whether he intends to or not.”
Leadership is essential to personal & professional success. As we look around us, we see that leaders are among the highest paid and most respected people in the world. There’s a reason that leadership is such a prized commodity: great leaders help pave the way for the world to walk a path of excellence.
Have faith in yourself! If you don’t see yourself as a leader, it will be difficult at best to develop your leadership qualities and evolve into the fantastic leader you can be. We all have talents and strengths so use yours to help master leadership. Remember that the only limitations you have as a person are those you set up in your mind.

I Was a National Leader of Cambodia Contingent 2008. It was not easy being a leader.

People with a sense of responsibility and devotion to duty have always won the highest regard, those who are incompetent, lazy and lacking in a sense of duty have never been looked upon with approval. To be honest, I am a lazy man but I have a strong sense of duty. (A motivating awareness of ethical responsibility.) That makes me acceptable.
Master & eliminate the habit of procrastination, taking daily consistent action is one of the primary keys to success. Highly successful leaders share the trait of being disciplined and able to consistently take steps to move them closer to their goals.
Teach what you know. You have a talent or gift that you may not be using to the fullest extent. What knowledge or expertise do you have that’s being unused? If you have specialized knowledge, look for a way to teach others what you know. This could be as simple as starting a blog about the topic or starting a small business assisting others with the topic.
Become a Lifelong learner! Many people stop learning once they finish school. However, leaders are always learning & developing themselves. How often are you reading or listening to books? Do you attend seminars? Do you have a mentor? The investments you make into your personal development will be revealed in the quality of your life.
Invest in relationships! Leaders need to have great relationships with their followers in order to maintain their respect and loyalty. How good are you at forming and sustaining healthy relationships? Part of being a great leader is not just your ability to reveal yourself as a great person but to inspire greatness in others.
Go above and beyond. Leaders are people who do not nickel & dime themselves or others. They consistently achieve excellence by being willing to do whatever it takes to get the job done.
Be accountable. Great leaders account for the results they create. If they meet with temporary defeat, they do not look for others to blame. They take responsibility for being the leader and they look for ways to improve.
Be willing to fail! Many would-be leaders will never realize their full potential because they’re afraid of being judged or of failing. Remember that the only person who never fails is the one who never attempts anything. In order to become an exceptional leader, you must be willing to accept risk and to press on, even in the face of defeat. Persistence will be an important trait to develop as you leverage your failures into success.
“There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. If there is one, he is only pretending, like a pig inverting spring onions into his nose in an effort to look like an elephant.” —Liu Shao-Chi —Which means we must consistently strive to improve ourselves.
“The very essence of leadership is that you have to have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion.”
I really enjoy reading this book. I feel I don’t want to put it down until I finish it.
I highly recommend this book to improve your leadership skills.
Follow them (Laws) and People will follow you.
the-21-irrefutable-laws-of-leadership—-john-maxwell Summarized by Phil Campbell
1. The Law of the lid. Your leadership is like a lid or a ceiling on your organisation. Your church or business will not rise beyond the level your leadership allows. That’s why when a corporation or team needs to be fixed, they fire the leader.
2. The Law of Influence. Leadership is simply about influencing people. Nothing more, nothing less. The true test of a leader is to ask him to create positive change in an organisation. If you cannot create change, you cannot lead. Being a leader is not about being first, or being an entrepreneur, or being the most knowledgeable, or being a manager. Being a leader is not just holding a leadership position. (“It’s not the position that makes a leader, but the leader who makes a position.”) Positional leadership especially does not work in volunteer organisations. The very essence of all power to influence lies in getting the other person to participate. “He who thinks he leads , but has no followers, is only taking a walk.”
3. The Law of Process. Leadership is learned over time. And it can be learned. People skills, emotional strength, vision, momentum, and timing are all areas that can and should be learned. Leaders are always learners.
4. The Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. Vision is defined as the ability to see the whole trip before leaving the dock. A leader will also see obstacles before others do. A leader sees more, sees farther, and sees before others. A navigator (leader) listens – he finds out about grassroots level reactions. Navigators balance optimism with realism. Preparation is the key to good navigation. “It’s not the size of the project, it’s the size of the leader that counts.”
5. The Law of E.F. Hutton. Hutton was America’s most influential stock market analyst. When he spoke,
everyone listened. When real leaders speak, people automatically listen. Conversely, in any group or church, you can identify the real leaders by looking for those who people listen to. According to Margaret Thatcher, “being in power is like being a lady – if you have to tell people you are, you aren’t.” Tips for a Positional leader – like a newly appointed minister – who wants to become a REAL leader… look for the existing real leaders and work to have influence there. Factors involved in being accepted as a new real leader include character, building key relationships, information, intuition, experience, past success. and ability.
6. The Law of Solid Ground. Trust is the foundation for all effective leadership. When it comes to leadership, there are no shortcuts. Building trust requires competence, connection and character.
7. The Law of Respect. People naturally follow people stronger than themselves. Even natural leaders tend to fall in behind those who they sense have a higher “leadership quotient” than themselves.
8. The Law of Intuition. Leaders evaluate everything with a Leadership bias. Leaders see trends, resources and problems, and can read people.
9. The Law of Magnetism. Leaders attract people like themselves. Who you are is who you attract. (Mmmm… I thought like poles were meant to repel!) Handy hint: “Staff” your weaknesses. If you only attract followers, your organisation will be weak. Work to attract leaders rather than followers if you want to build a truly strong organisation.
10. The Law of Connection. You must touch the heart before you ask people to follow. Communicate on the level of emotion first to make a personal connection.
11. The Law of the Inner Circle. A leader’s potential is determined by those closest to him. “The leader finds greatness in the group, and helps the members find it in themselves.”
12. The Law of Empowerment. Only secure leaders give power to others. Mark Twain said, “Great things can happen when you don’t care who gets the credit.”  Another point to ponder… “Great leaders gain authority by giving it away.”
13. The Law of Reproduction. It takes a leader to raise up a leader. Followers can’t do it, and neither can institutional programs “It takes one to know one, to show one, to grow one.” The potential of an organisation depends on the growth of its leadership.
14. The Law of Buy-In. People buy in to the leader first, then the vision. If they don’t like the leader but like the vision, they get a new leader. If they don’t like the leader or the vision, they get a new leader. If they don’t like the vision but like the leader, they get a new vision.
15. The Law of Victory. Leaders find a way for the team to win. “You can’t win WITHOUT good athletes, but you CAN lose with them.” ). Unity of vision, diversity of skills plus a leader are needed for a win.
16. The Law of Momentum. You can’t steer a ship that isn’t moving forward. It takes a leader to create forward motion.
17. The Law of Priorities. Activity is not necessarily accomplishment. We need to learn the difference. “A leader is the one who climbs the tallest tree, surveys the entire situation, and yells “Wrong Jungle!””  If you are a leader, you must learn the three “Rs”… a) what’s Required b) what gives the greatest Return c) what brings the greatest Reward.
18. The Law of Sacrifice. A leader must give up to go up. Successful leaders must maintain an attitude of sacrifice to turn around an organisation. One sacrifice seldom brings success. As he worked to turn around the Chrysler Corporation, Lee Iacocca slashed his own salary to $1 per year.”When you become a leader, you lose the right to think about yourself.”
19. The Law of Timing. When to lead is as important as what to do and where to go. Only the right action at the right time will bring success.
20. The Law of Explosive Growth. To add growth, lead followers. To multiply growth, lead leaders. “It is my job to build the people who are going to build the company.”
21. The Law of Legacy. A leader’s lasting value is measured by succession. “Leadership is the one thing you can’t delegate. You either exercise it – or abdicate it.”

John Maxwell’s favorite leadership proverb is, “He who thinks he leads, but has no followers, is only taking a walk.”  Leadership is influence; without influence one cannot lead.

The higher you want to climb, the more you need leadership.The greater the impact you want to make, the greater your influence needs to be.

Management can maintain direction. Influential leadership is what changes the direction of an organization toward positive change.

Leadership versus management

First of all, let’s take a look at the difference in personality styles between leadership versus management.

Managers – emphasize rationality and control; are problem-solvers (focusing on goals, resources, organization structures, or people); often ask question, “What problems have to be solved, and what are the best ways to achieve results so that people will continue to contribute to this organization?”; are persistent, tough-minded, hard working, intelligent, analytical, tolerant and have goodwill toward others.

Leaders – are perceived as brilliant, but sometimes lonely; achieve control of themselves before they try to control others; can visualize a purpose and generate value in work; are imaginative, passionate, non-conforming risk-takers.

Leadership versus management – have very different attitudes toward goals.

Managers – adopt impersonal, almost passive, attitudes toward goals; decide upon goals based on necessity instead of desire and are therefore deeply tied to their organization’s culture; tend to be reactive since they focus on current information.

Leaders – tend to be active since they envision and promote their ideas instead of reacting to current situations; shape ideas instead of responding to them; have a personal orientation toward goals; provide a vision that alters the way people think about what is desirable, possible, and necessary.

Now let’s look at leadership versus management conceptions of work.

Managers – view work as an enabling process; establish strategies and makes decisions by combining people and ideas; continually coordinate and balance opposing views; are good at reaching compromises and mediating conflicts between opposing values and perspectives; act to limit choice; tolerate practical, mundane work because of strong survival instinct which makes them risk-averse.

Leaders – develop new approaches to long-standing problems and open issues to new options; first, use their vision to excite people and only then develop choices which give those images substance; focus people on shared ideals and raise their expectations; work from high-risk positions because of strong dislike of mundane work.


Leadership versus management – Managers and leaders have very different relations with others.

Managers – prefer working with others; report that solitary activity makes them anxious; are collaborative; maintain a low level of emotional involvement in relationships; attempt to reconcile differences, seek compromises, and establish a balance of power; relate to people according to the role they play in a sequence of events or in a decision-making process; focus on how things get done; maintain controlled, rational, and equitable structures ; may be viewed by others as inscrutable, detached, and manipulative.

Leaders – maintain inner perceptiveness that they can use in their relationships with others; relate to people in intuitive, empathetic way; focus on what events and decisions mean to participants; attract strong feelings of identity and difference or of love and hate; create systems where human relations may be turbulent, intense, and at times even disorganized.

Leadership versus management – The Self-Identity of managers versus leaders is strongly influenced by their past.

Managers – report that their adjustments to life have been straightforward and that their lives have been more or less peaceful since birth; have a sense of self as a guide to conduct and attitude which is derived from a feeling of being at home and in harmony with their environment; see themselves as conservators and regulators of an existing order of affairs with which they personally identify and from which they gain rewards; report that their role harmonizes with their ideals of responsibility and duty; perpetuate and strengthen existing institutions; display a life development process which focuses on socialization…this socialization process prepares them to guide institutions and to maintain the existing balance of social relations.

Leaders – reportedly have not had an easy time of it; lives are marked by a continual struggle to find some sense of order; do not take things for granted and are not satisfied with the status quo; report that their “sense of self” is derived from a feeling of profound separateness; may work in organizations, but they never belong to them; report that their sense of self is independent of work roles, memberships, or other social indicators of social identity; seek opportunities for change (i.e. technological, political, or ideological); support change; find their purpose is to profoundly alter human, economic, and political relationships; display a life development process which focuses on personal mastery…this process impels them to struggle for psychological and social change.

Development of Leadership versus management.

As you can see, managers and leaders are very different animals. It is important to remember that there are definite strengths and weaknesses of both types of individuals.

Managers are very good at maintaining the status quo and adding stability and order to our culture. However, they may not be as good at instigating change and envisioning the future. On the other hand, leaders are very good at stirring people’s emotions, raising their expectations, and taking them in new directions (both good and bad).

However, like artists and other gifted people, leaders often suffer from neuroses and have a tendency toward self-absorption and preoccupation.

If you are planning on owning your own business, you must develop management skills, whether they come naturally or not. However, what do you do if you believe you are, in fact, a leader – a diamond in the rough? What can you do to develop as a leader?

Throughout history, it has been shown again and again that leaders have needed strong one-to-one relationships with teachers whose strengths lie in cultivating talent in order to reach their full potential.

If you think you are a leader at heart, find a teacher that you admire – someone who you can connect with and who can help you develop your natural talents and interests.

Whether you reach “glory” status or not, you will grow in ways you never even imagined. And isn’t that what life is about anyway? So what do you aspire to improve in? How do you compare leadership versus management?

The choices between leadership versus management are profound, and both are highly valuable to a strong organization.

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