Jobs and CareersAdvancement in Leadership
By Andrea Klee
When we imagine the Stone Age, we immediately think of the principle that the stronger person wins against the weaker person. Have we made any advance since then? Is it possible to have a system in corporations that allows people to be who they are, and not to use their elbows for whatever they would like to attain?
The impression today is that in many places, we are still living according to the Stone Age principle. Especially in the corporate world, people lie and take advantage of others, often in very tricky ways. Should someone who is just more corrupt than another person get a promotion, or should we set other values?
If we really want to say good-bye to the principle of the stronger person, it appears necessary to create or use a vision of very high moral values and standards. Morality is our weapon against the domination of the strongest. Nothing else has ever helped against it. However, high moral values need always to be supported by an attitude of integrity. It is never enough just to recognize what is right or wrong according to our moral values. We also need to behave in a way that will help other people to trust us and to believe that we are doing what we say.
No matter what we will say or try to communicate, the truth is always communicated through our attitude. When we don't behave according to our words, then it becomes obvious that we are not trustworthy. Other will copy us, but they will copy our behavior, not what we tell them about how someone should behave. This is a very crucial point in leadership, since we need to be aware of the fact that we cannot hide our true selves from others.
Other people know more about us than we believe they know, or than we think they can know. Our voices, our appearances, and our attitude in different situations tell much more about us than we want to be true. Another person might even be able to derive from our words and from our attitude whether or not we are a person of integrity. Most of these conclusions are true even though we don't like to accept this fact.
If we really want people to advance from the concept that the stronger person is the more powerful one, then we need to honestly examine if we as leaders behave according to our promises and suggestions. Should we find out that we don't live as we preach, it is time to revise our own lives first before we think about changing the corporate environment. Change always starts with a person changing herself or himself. If we want to advance leadership in the corporate world of today, we will have to cope with our own possible lack of integrity.
Andrea Brigitte Klee
Author and Speaker
E-Mail: andreaklee@gmx.net
EXPRESS YOUR VOICE
Supporting you to convey your thoughts, encourage listening and make an impact.
http://www.express-your-voice.com
============================================
People First Leadership Development Series - Introduction
By Jack Lannom
I have been privileged to work with some of the top leaders in business, government, and ministry throughout America during the past thirty years. As I began to compare and contrast strong, growing organizations with those that falter, I saw that every organization is only as strong as its leadership. In seeking to offer my clients the very best recommendations for growth and improvement, I studied the best books related to the principles and practices of leadership, written by respected leaders from the corporate, military, political, educational, and religious arenas. To my growing astonishment, however, I couldn't find a single volume among the hundreds I surveyed that outlined a systemic approach to leadership. I was searching for a practical manual-one that began with a foundational first principle and moved through a determinant order of self-consistent, interconnected points toward a logical conclusion that summarized a complete, comprehensive system of thought-but I came up empty.
The study of leadership must begin with the study of leadership theory. Theory precedes practice, and only the best leadership theory will elicit peak performance. A study of leadership theory should begin with the fundamental principles that are the foundation for great practices, and the first principle of leadership is knowledge. Every action a leader takes should be grounded in a theory of knowledge that is self-consistent-not self-contradictory or self-refuting. Everything in the leader's system should be deduced from the basis of knowledge. Great leaders know what they believe and why they believe it, in contrast to what they do not believe and why they do not believe it.
The word epistemology simply means the study of the theory of knowledge. The man or woman who leads from an epistemological basis is well on the way to earning the designation of the "People First® Leader," someone who elicits the highest levels of personal and professional excellence from those with whom they interact. People First® Leaders live out timeless principles of truth, wisdom, and excellence in every aspect of their lives, and they encourage and influence everyone around them to do the same.
I have traveled throughout America, training and consulting with hundreds of businesses, ranging from small organizations with less than ten employees to the most prestigious Fortune 100 companies. I have had the opportunity to talk to-and learn from-tens of thousands of men and women: chief executive officers, middle managers and supervisors, and the men and women who work on the factory floors and interact with customers every day. Far from being a starchy intellectual study, the principles I will outline have been refined in the furnace of thirty years of practical application. I know that this People First® Leadership program is the best way to extract excellence from people, and I firmly believe that this is the way people want to be led.
I have stood on the shoulders of great leaders who have gone before me; I want to share the vision I have seen from atop these giant shoulders. I have also worked closely with thousands of dedicated, hard-working men and women all across America; I want to share the wisdom I have gained from the organizations I have been privileged to serve. I intend to explain the best theory of leadership, and to describe what that theory looks like in practice. I am confident that you and I will see great things together as we study the principles and practices of People First® Leadership.
Lannom Worldwide provides a groundbreaking system that creates outrageously engaged, high-octane cultures that increase profits, tap potential, attract and retain the best people and make competitors irrelevant - in ANY economy! For more information about Jack Lannom and Lannom Worldwide, please visit http://www.lannomworldwide.com
=========================================
We Are All TV Presenters
By Poll Moussoulides
At a recent TV Presenting Course that we ran in Dublin, Ireland, it became very clear to me why most 'presentation skills' type courses fall short of achieving the results they should be getting - those results being a more confident, persuasive and eloquent speaker. In fact most of them miss the point completely! They fail to acknowledge the most important area of presenting - the voice.
A Speaker needs a voice! The spoken words must be the result of the 3 'P's - Planning, Preparation & Performing (or Putting into Practise, if the word 'performing' frightens you!) Each have equal importance, and with a bit of persistence you will be amazed at how little time is required when you give each section it's own value.
You see, an audience is not concerned with the Planning and Preparation, they only see and hear the Performance. The small window of opportunity that exists for you to speak, is what will motivate, inspire or persuade the listener to trust and believe in you. In a television programme the Presenter is the link between the 'energy' of the programme and the audience. Our screens are littered with examples of nonsense television with good Presenters and great subject matter with poor Presenters. Rarely do we see the best of content combined with the best Presenter performance, and when we do we over-ride all logic, cynicism and doubt and allow ourselves to be wholeheartedly taken into the speaker's (or programme's) world.
I have seen large, medium and small corporations spend fortunes on brochures, board rooms, PR - in fact all the things that make up the 'corporate image', and then fall flat on their faces when the 'corporate voice' - the voice that the customer hears - does not deliver the professionalism of the product, ethos or track record of the organisation. It amazes me how little vocal training many sales teams are given to help them maximise the small window of opportunity they have when in front of customers. The way I see it is: no sales = no business. Why take the risk of not ensuring your sales teams' voices are the very best they can be?
So when I read or hear about courses that do not include at least a third of voice work delivered by voice specialists in their 'presentation skills' training, I realise that these people have no idea about courses they run, and have no idea how much value customers, clients and colleagues give to the vocal sound when making decisions. Call these courses 'effective use of PowerPoint', 'content structures that help people understand', 'relax and de-stress' or 'how to sharpen your pencil' - whatever - but do not call them 'Presentation Skills' if no serious time is given to the mechanics, physiology, psychology and delivery practises of the voice and vocal impact. This is like calling a course 'Formula 1 Motor Racing Skills', showing people maps of some race tracks, explaining the importance of driver focus, demonstrating how to change the engine oil and then, bizarrely, not giving them a F1 car with a skilled Instructor to guide them through their newly acquired skills!
(By the way Videoing participants and gratuitously pointing out the blatantly obvious doesn't count! We are more interested in the cause, not the symptoms and we purposely ban video cameras from the first few days of our trainings. This ensures we guarantee long lasting change where the person no longer displays vocal and physical 'oddities'. When our participants understand and are comfortable with their natural delivery styles and they can successfully combine this with their expert information, only then do we bring out the cameras as a means to achieve maximum effectiveness of the desired message.)
We all know the philosophical question - "If a tree falls in the forest and no one is around tohear it, does it make a sound?" It demonstrates the dictum of 'Esse est percipi - ' Tobe is to be perceived. This can be very easily transferred to a sales, motivation, education or coaching environment. How often has a presentation 'fallen in the forest', and no one has heard it, acts on it, or even cares about it?!
In our 'Secrets of Confident & Effective Speakers' courses we continuously make the point that a listener doesn't really care about the Presenters 'stuff' (their slides, sore throats, traffic jams, faulty projector, deadlines). An audience cares about what the Presenter says, how they say it, and most importantly how this makes the audience feel. This is what convinces them to believe, to follow, to buy!
So the next time you watch a TV programme, and you see a TV Presenter, realise that this 30 / 60 minute slot is the section on which you will judge the show, and not on the unseen weeks planning and preparation that has preceded the performance. To be at your best you must give equal time to rehearsing (or putting into practise) the skills of delivery. Only this gives you the best possible chance to do maximum justice to your integrity, ethos or product. This brings you and your message into the listeners present, and activates their response receptors. Planning, Preparation AND Performing. Does Your Performing do justice to your Planning and Preparation? Whether we like it or not, we are all TV Presenters!
Poll Moussoulides
Want To Use This Article In Your Newsletter Or Website? You can, as long as you include the author's copyright and the complete text below with it:
Poll Moussoulides publishes his 'Speak!' newsletter for sales teams, executives, trainers, teachers, coaches, consultants, solo entrepreneurs... and all people who would like get to results whenever they speak. The newsletter is free and contains interviews, articles, exclusive discounts and priority information on courses and events. To join the ever expanding worldwide newsletter community, or to find out more, go to http://www.voicecoach.ie
Voice Coach Training - The Home of Confident, Charismatic CommunicationPoll Moussoulides is Ireland's leading Voice Coach, and one of Europe's leading Vocal Communications Experts. He has designed and delivered training courses for individuals and groups all over the world. He has coached Oscar winning Actors, CEOs of multi-national corporations, Government Ministers, Television Presenters, Sales Teams, Consultants, Coaches Teachers and Solo Entrepreneurs how to achieve re
====================================
Leadership in Uncertain Times - Integrity
By Zayd Abdul-Karim
The most important quality for leadership is integrity. It is the difference between success and failure. Integrity is keeping your word; doing what you say you will do. If you want to separate yourself from the competition, then make a habit of keeping your word. People will judge your leadership mostly on your integrity.
My friend, Arnold Rintzler of NJ says that integrity is a "formula for well-being" and feeling good. When you keep your word you are building personal power with others and yourself. Don't you trust people who keep their word? Through integrity people will give you power to influence them. When you keep your word you also trust and respect yourself more. The personal power of integrity makes you more effective. The more effective you are, the better you feel, and the more opportunities you'll have to gain more power.
One of the biggest areas for integrity is being on time for your commitments. When you give your word to meet someone at a certain time, then make sure you are on time. In fact, strive to be 15 minutes early. Lateness is a lack of integrity. When people see how you respect yourself and your time, then they will respect you too.
If you want to advance your life, remember being on time is integrity. Performing your work to the best of your ability is integrity. During these uncertain times, strive to give more value than you're paid for. Keeping your word in "small" things creates the habit for bigger opportunities. Keeping your word makes you an essential part of the team. People always want to be around persons with integrity.
Dr. Z is the nationally acclaimed inspirational speaker on self-leadership and personal transformation for the next generation. For more information, visit http://www.drzayd.com or call 703.927.6152.
By Andrea Klee
When we imagine the Stone Age, we immediately think of the principle that the stronger person wins against the weaker person. Have we made any advance since then? Is it possible to have a system in corporations that allows people to be who they are, and not to use their elbows for whatever they would like to attain?
The impression today is that in many places, we are still living according to the Stone Age principle. Especially in the corporate world, people lie and take advantage of others, often in very tricky ways. Should someone who is just more corrupt than another person get a promotion, or should we set other values?
If we really want to say good-bye to the principle of the stronger person, it appears necessary to create or use a vision of very high moral values and standards. Morality is our weapon against the domination of the strongest. Nothing else has ever helped against it. However, high moral values need always to be supported by an attitude of integrity. It is never enough just to recognize what is right or wrong according to our moral values. We also need to behave in a way that will help other people to trust us and to believe that we are doing what we say.
No matter what we will say or try to communicate, the truth is always communicated through our attitude. When we don't behave according to our words, then it becomes obvious that we are not trustworthy. Other will copy us, but they will copy our behavior, not what we tell them about how someone should behave. This is a very crucial point in leadership, since we need to be aware of the fact that we cannot hide our true selves from others.
Other people know more about us than we believe they know, or than we think they can know. Our voices, our appearances, and our attitude in different situations tell much more about us than we want to be true. Another person might even be able to derive from our words and from our attitude whether or not we are a person of integrity. Most of these conclusions are true even though we don't like to accept this fact.
If we really want people to advance from the concept that the stronger person is the more powerful one, then we need to honestly examine if we as leaders behave according to our promises and suggestions. Should we find out that we don't live as we preach, it is time to revise our own lives first before we think about changing the corporate environment. Change always starts with a person changing herself or himself. If we want to advance leadership in the corporate world of today, we will have to cope with our own possible lack of integrity.
Andrea Brigitte Klee
Author and Speaker
E-Mail: andreaklee@gmx.net
EXPRESS YOUR VOICE
Supporting you to convey your thoughts, encourage listening and make an impact.
http://www.express-your-voice.com
============================================
People First Leadership Development Series - Introduction
By Jack Lannom
I have been privileged to work with some of the top leaders in business, government, and ministry throughout America during the past thirty years. As I began to compare and contrast strong, growing organizations with those that falter, I saw that every organization is only as strong as its leadership. In seeking to offer my clients the very best recommendations for growth and improvement, I studied the best books related to the principles and practices of leadership, written by respected leaders from the corporate, military, political, educational, and religious arenas. To my growing astonishment, however, I couldn't find a single volume among the hundreds I surveyed that outlined a systemic approach to leadership. I was searching for a practical manual-one that began with a foundational first principle and moved through a determinant order of self-consistent, interconnected points toward a logical conclusion that summarized a complete, comprehensive system of thought-but I came up empty.
The study of leadership must begin with the study of leadership theory. Theory precedes practice, and only the best leadership theory will elicit peak performance. A study of leadership theory should begin with the fundamental principles that are the foundation for great practices, and the first principle of leadership is knowledge. Every action a leader takes should be grounded in a theory of knowledge that is self-consistent-not self-contradictory or self-refuting. Everything in the leader's system should be deduced from the basis of knowledge. Great leaders know what they believe and why they believe it, in contrast to what they do not believe and why they do not believe it.
The word epistemology simply means the study of the theory of knowledge. The man or woman who leads from an epistemological basis is well on the way to earning the designation of the "People First® Leader," someone who elicits the highest levels of personal and professional excellence from those with whom they interact. People First® Leaders live out timeless principles of truth, wisdom, and excellence in every aspect of their lives, and they encourage and influence everyone around them to do the same.
I have traveled throughout America, training and consulting with hundreds of businesses, ranging from small organizations with less than ten employees to the most prestigious Fortune 100 companies. I have had the opportunity to talk to-and learn from-tens of thousands of men and women: chief executive officers, middle managers and supervisors, and the men and women who work on the factory floors and interact with customers every day. Far from being a starchy intellectual study, the principles I will outline have been refined in the furnace of thirty years of practical application. I know that this People First® Leadership program is the best way to extract excellence from people, and I firmly believe that this is the way people want to be led.
I have stood on the shoulders of great leaders who have gone before me; I want to share the vision I have seen from atop these giant shoulders. I have also worked closely with thousands of dedicated, hard-working men and women all across America; I want to share the wisdom I have gained from the organizations I have been privileged to serve. I intend to explain the best theory of leadership, and to describe what that theory looks like in practice. I am confident that you and I will see great things together as we study the principles and practices of People First® Leadership.
Lannom Worldwide provides a groundbreaking system that creates outrageously engaged, high-octane cultures that increase profits, tap potential, attract and retain the best people and make competitors irrelevant - in ANY economy! For more information about Jack Lannom and Lannom Worldwide, please visit http://www.lannomworldwide.com
=========================================
We Are All TV Presenters
By Poll Moussoulides
At a recent TV Presenting Course that we ran in Dublin, Ireland, it became very clear to me why most 'presentation skills' type courses fall short of achieving the results they should be getting - those results being a more confident, persuasive and eloquent speaker. In fact most of them miss the point completely! They fail to acknowledge the most important area of presenting - the voice.
A Speaker needs a voice! The spoken words must be the result of the 3 'P's - Planning, Preparation & Performing (or Putting into Practise, if the word 'performing' frightens you!) Each have equal importance, and with a bit of persistence you will be amazed at how little time is required when you give each section it's own value.
You see, an audience is not concerned with the Planning and Preparation, they only see and hear the Performance. The small window of opportunity that exists for you to speak, is what will motivate, inspire or persuade the listener to trust and believe in you. In a television programme the Presenter is the link between the 'energy' of the programme and the audience. Our screens are littered with examples of nonsense television with good Presenters and great subject matter with poor Presenters. Rarely do we see the best of content combined with the best Presenter performance, and when we do we over-ride all logic, cynicism and doubt and allow ourselves to be wholeheartedly taken into the speaker's (or programme's) world.
I have seen large, medium and small corporations spend fortunes on brochures, board rooms, PR - in fact all the things that make up the 'corporate image', and then fall flat on their faces when the 'corporate voice' - the voice that the customer hears - does not deliver the professionalism of the product, ethos or track record of the organisation. It amazes me how little vocal training many sales teams are given to help them maximise the small window of opportunity they have when in front of customers. The way I see it is: no sales = no business. Why take the risk of not ensuring your sales teams' voices are the very best they can be?
So when I read or hear about courses that do not include at least a third of voice work delivered by voice specialists in their 'presentation skills' training, I realise that these people have no idea about courses they run, and have no idea how much value customers, clients and colleagues give to the vocal sound when making decisions. Call these courses 'effective use of PowerPoint', 'content structures that help people understand', 'relax and de-stress' or 'how to sharpen your pencil' - whatever - but do not call them 'Presentation Skills' if no serious time is given to the mechanics, physiology, psychology and delivery practises of the voice and vocal impact. This is like calling a course 'Formula 1 Motor Racing Skills', showing people maps of some race tracks, explaining the importance of driver focus, demonstrating how to change the engine oil and then, bizarrely, not giving them a F1 car with a skilled Instructor to guide them through their newly acquired skills!
(By the way Videoing participants and gratuitously pointing out the blatantly obvious doesn't count! We are more interested in the cause, not the symptoms and we purposely ban video cameras from the first few days of our trainings. This ensures we guarantee long lasting change where the person no longer displays vocal and physical 'oddities'. When our participants understand and are comfortable with their natural delivery styles and they can successfully combine this with their expert information, only then do we bring out the cameras as a means to achieve maximum effectiveness of the desired message.)
We all know the philosophical question - "If a tree falls in the forest and no one is around tohear it, does it make a sound?" It demonstrates the dictum of 'Esse est percipi - ' Tobe is to be perceived. This can be very easily transferred to a sales, motivation, education or coaching environment. How often has a presentation 'fallen in the forest', and no one has heard it, acts on it, or even cares about it?!
In our 'Secrets of Confident & Effective Speakers' courses we continuously make the point that a listener doesn't really care about the Presenters 'stuff' (their slides, sore throats, traffic jams, faulty projector, deadlines). An audience cares about what the Presenter says, how they say it, and most importantly how this makes the audience feel. This is what convinces them to believe, to follow, to buy!
So the next time you watch a TV programme, and you see a TV Presenter, realise that this 30 / 60 minute slot is the section on which you will judge the show, and not on the unseen weeks planning and preparation that has preceded the performance. To be at your best you must give equal time to rehearsing (or putting into practise) the skills of delivery. Only this gives you the best possible chance to do maximum justice to your integrity, ethos or product. This brings you and your message into the listeners present, and activates their response receptors. Planning, Preparation AND Performing. Does Your Performing do justice to your Planning and Preparation? Whether we like it or not, we are all TV Presenters!
Poll Moussoulides
Want To Use This Article In Your Newsletter Or Website? You can, as long as you include the author's copyright and the complete text below with it:
Poll Moussoulides publishes his 'Speak!' newsletter for sales teams, executives, trainers, teachers, coaches, consultants, solo entrepreneurs... and all people who would like get to results whenever they speak. The newsletter is free and contains interviews, articles, exclusive discounts and priority information on courses and events. To join the ever expanding worldwide newsletter community, or to find out more, go to http://www.voicecoach.ie
Voice Coach Training - The Home of Confident, Charismatic CommunicationPoll Moussoulides is Ireland's leading Voice Coach, and one of Europe's leading Vocal Communications Experts. He has designed and delivered training courses for individuals and groups all over the world. He has coached Oscar winning Actors, CEOs of multi-national corporations, Government Ministers, Television Presenters, Sales Teams, Consultants, Coaches Teachers and Solo Entrepreneurs how to achieve re
====================================
Leadership in Uncertain Times - Integrity
By Zayd Abdul-Karim
The most important quality for leadership is integrity. It is the difference between success and failure. Integrity is keeping your word; doing what you say you will do. If you want to separate yourself from the competition, then make a habit of keeping your word. People will judge your leadership mostly on your integrity.
My friend, Arnold Rintzler of NJ says that integrity is a "formula for well-being" and feeling good. When you keep your word you are building personal power with others and yourself. Don't you trust people who keep their word? Through integrity people will give you power to influence them. When you keep your word you also trust and respect yourself more. The personal power of integrity makes you more effective. The more effective you are, the better you feel, and the more opportunities you'll have to gain more power.
One of the biggest areas for integrity is being on time for your commitments. When you give your word to meet someone at a certain time, then make sure you are on time. In fact, strive to be 15 minutes early. Lateness is a lack of integrity. When people see how you respect yourself and your time, then they will respect you too.
If you want to advance your life, remember being on time is integrity. Performing your work to the best of your ability is integrity. During these uncertain times, strive to give more value than you're paid for. Keeping your word in "small" things creates the habit for bigger opportunities. Keeping your word makes you an essential part of the team. People always want to be around persons with integrity.
Dr. Z is the nationally acclaimed inspirational speaker on self-leadership and personal transformation for the next generation. For more information, visit http://www.drzayd.com or call 703.927.6152.
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