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Posts Tagged ‘Leadership’

Effective Mind Training Leadership Acts

Thursday, December 2nd, 2010

There is a famous saying that quotes ‘great leaders are never born but are made’ skeptics with limited knowledge about the power of the mind can shrug off this saying; however its proven beyond reasonable doubts that some of the great leaders we normally refer to were unable to perform basic leadership qualities such as oratory. While such didn’t deter them from achieving there goals something must have propelled them to such heights of success. Most of these success stories prove the power of the mind. Well, there is no limit to what a developed mind can do; there are a number of research that proves positive laws of attraction effects on training leadership acts.

It is very important to understand that people are exposed to effects of laws of attraction whether they affect them knowingly or unknowingly. The surroundings in which one finds himself in has major roles to play in developing that person’s behavior. For instance; if one spends most of their time in settings which are negative to success that individual will never experience success at anytime in their lives.

Mind developments are essential in creating relevant thought setups which are beneficial in attaining targeted goal. For example; an individual can elongate leadership qualities by visualization acts. Mental visualization is imperative to attain goals of any nature; when an individual inclines their minds to affect mental pictures of what they desire to become what follows from this are relevant thought setup catapulted to that goal. Any successful leader confides in the power of the mind in affecting envisioned results. Quite a number of people have written topics and books about how one can affect success by training their minds to affect such success.

When training leadership acts, it is very important to understand that results do not show up overnight; one has to be keen and consistent in creating positive thoughts and also acting upon them. Action and positive affirmation go hand in hand; one can never attain great leadership styles if they fail to act upon what they believe. One effective way of affecting fast results is creating relevant familiar thoughts in the mind; most people tend to do such by reading informational success stories.

Once you create a familiar ground in the mind then believing and hoping for the best out of what you envisage is always possible. It is very important to understand for laws of attraction force to take effect then positive thoughts towards a result should be part and parcel of that individual’s lifestyle. In order to create an aura that attracts success in what you believe then one may even be forced to talk to their inner being; this are called positive verbal affirmation. By doing this an individual confirms what they believe to their subconscious mind which in turns creates a learning subconscious process which is effective in delivering desired results.

For any one to be a great leader, training leadership acts through the power of the mind are a perfect way of achieving the unthinkable. Leaders who teach their followers how to use laws of attraction to affect change in their lives lead a group of great people.

Types of Leadership

Sunday, November 28th, 2010

If you look at modern organizations today, you will find managers adopting different kinds of leadership styles, in order to achieve their targets. These days, organizations are not like what they used to be. Today we have people from different countries, cultures, educational backgrounds, skills, working in the same team, together, to meet team targets. That’s why leaders, today, rely on various types of leadership skills as well as leadership styles to get the best out of their subordinates. Given below is a list of the most commonly observed types of leadership in the modern-day corporate world.

Different Types of Leadership Styles

Autocratic Leadership
In autocratic leadership style, decision making is the sole prerogative of the leader. Everything, right from how things are to be done, what will be the individual and group targets, the structure of punishments and rewards, etc., is decided by the leader himself, without any input from anybody. Such a leadership style works well in situations when some emergencies arise, and have to be dealt with immediately.

Bureaucratic Leadership
This corporate leadership style entails, exactly following the policies and procedures which have been previously laid down. It is the leader’s job to ensure that all rules are adhered to by the employees. This type of leadership style is effective, if employees perform routine tasks everyday. However, there is no room for creativity or innovative problem solving in this leadership style.

Participative Leadership
Participative leadership style leads to development of trust and loyalty among subordinates for the leader, as he takes them into full consideration, utilizes their skills and knowledge and takes their inputs, before arriving at a decision. Participative style works really well wherein the leader has just joined the organization, or the department, and is completely new to how things operate.

Laissez-faire Leadership
This team leadership style is the anti-thesis of autocratic style. In this, the subordinates are given absolute freedom by the leader to determine their own goals and ways of reaching them. Such types of leadership is based on the principle of least interference. It can be a great success if the subordinates are experienced and skilled, however can backfire if they are not trustworthy.

Transactional Leadership
This leadership style works on the principle that when subordinates sign a contract to participate in a particular project, they take their manager as the ultimate authority. Also, there are set rules for rewards and punishments. If the subordinates perform well, they are rewarded and if their performance is below expectation, they are punished.

Transformational Leadership
In the transformational leadership style, the leader sells his vision to his subordinates, by bringing it forth in the most passionate and appealing manner. The transformational leader motivates his subordinates to work for a given task with great enthusiasm. The leader genuinely cares for the welfare of his subordinates and wants them to learn new things and progress by working with him on his vision.

Servant Leadership
The leader acts as someone who is out there to help other people grow. By acting as a serving leader, he gives them freedom to grow, nurture their spirit and in the process become trusting of him and in the end giving him their whole and sole commitment. This leadership style goes a long way in aiding community building.

Charismatic Leadership
Such types of leadership style is most commonly seen in politicians. A charismatic leader, by using his charm, his ability to make others feel important and his skill of gauging concerns of the people, and using some clever words to address them, is able to garner many admirers. People are attracted towards him and thus, like to work for him. You may read more on leadership styles and examples.

Situational Leadership
This leadership style in management is adopted by a leader in accordance with the prevailing situation. Some determining factors can be, the ability of the subordinates, the kind of co-operation that exists among various team members, available resources, etc.

Quiet Leadership
This type of leadership style is the exact opposite of charismatic leadership style. In this, the leader motivates his team through his actions rather than words. This leadership is all about being rational and people-oriented at the same time.

These are the different types of leadership styles, which managers follow in organizations today. To be termed as a successful leader and for effective leadership, a manager should know which leadership style to follow in any given situation, to get things done!

The Listening Leadership Talk

Wednesday, November 17th, 2010
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For more than 20 years, I have taught the Leadership Talk to thousands of people worldwide. And maybe the most important thing I’ve taught isn’t about talking — at least the leader’s talking.

I’ve taught there is a hierarchy of verbal persuasion. The lowest levels, the least effective, are speeches and presentations. The highest levels, the most effective, are Leadership Talks.

I’ve taught that speeches/presentations communicate information; Leadership Talks, on the other hand, have leaders establish deep, human, emotional connections with audiences — indispensable in achieving great results.

Of course, the Leadership Talk is by definition about talking. But often there’s a more effective dynamic to employ: listening. Not passive listening — but listening for one purpose, so the other person gives you your Leadership Talk.

After all, it’s not what you say that’s important in a Leadership Talk but what your audience does after you have had your say.

And if they do the best thing not after you speak but after you listen, then you have given one of the most effective Leadership Talks of all — a Listening Leadership Talk.

The Listening Leadership Talk focuses on what other people are invariably interested in, themselves. (Who isn’t interested when they themselves are talking?) But here’s the key: their simply talking is useless to your leadership. It is only useful when their talk is the talk you need for them to give.

Moving people from talking their talk to talking your talk — and ultimately walking your walk –is the art of the Listening Leadership Talk.

Here are a few tips to make it happen.

(1) Use question marks. Asking questions encourages people to reflect upon and talk about the challenge you face. After all, we can’t motivate anyone to do anything. They have to motivate themselves. And they best motivate themselves when they reflect on their character and their situation and are also given the opportunity to talk about their reflections.

You may not like what they say; but often their answer is better in terms of advancing their motivation and your results than your full-stop sentence.

Furthermore, their answer may prompt them to think they have come up with a good idea. People tend to be less enamored of your ideas than they are of their own.

However, be aware of the difference between asking a question of somebody and questioning them. When asking a question, you communicate you’re interested in the answer the person wants; when questioning, you communicate you’re interested in the answer you want. And if the people you are interacting with think you are there not for them but for yourself, you damage the environment a Listening Leadership Talk can thrive in.

(2) Create a critical convergence. This will help you avoid the “herding cats” syndrome. Once you get people talking, they may be all over the map, talking about everything but what you want to have talked about.

Keep things on track by establishing a critical convergence, the joining of your enthusiasms and theirs so they’re as enthusiastic as you about meeting the challenges you face. Do that by understanding their needs as problems and seeking to have them voice solutions to those problems, solutions that advance your leadership concerns.

For instance, at a police academy classroom, the instructor passed a note to one of the recruits. It read, “CLEAR THIS CLASSROOM OUT NOW!” The recruit started shouting, “Everybody out of the room!” People looked confused. A few left. The remainder stayed. The instructor gave the note to another recruit, who pleaded, “Please, everybody out.” Still, people remained there. Then the instructor gave a note to a third recruit, who developed a Listening Leadership talk by creating a critical convergence. He asked, “What time is it?” “Quarter to twelve,” someone answered. The recruit with the note simply shrugged and in the silence, let the idea emerge. “Lunch break!” the recruits called in unison and quickly cleared the room.

Creating a critical convergence establishes and environment in which the Listening Leadership flourishes.

(3) Develop a Leadership Contract. This may be written — from a few ideas scribbled on a scrap of paper to a more formal typed version calling for your signatures — or the Contract may simply be an oral agreement, sealed with a handshake. Clearly, it’s not a legal instrument — nor should it embody legalese. It’s just a spelling out of the leadership actions you both agree must be taken to accomplish your goal.

Here’s the key: The best way to get that agreement is first to have them talk about actions they propose to take. Make sure they describe precise, physical actions. And not just any actions but leadership actions. Discourage them from talking about how they’ll be doing tasks. Instead, encourage them to talk about how they’ll be taking leadership of those tasks. (There is a big difference in terms of results generated between doing and leading.) Then ask how they need to be supported in those actions. Finally, ask them how those actions should be monitored and evaluated. In getting answers to these questions, you’ll be putting together a Leadership Contract by giving a Listening Leadership Talk.

The Leadership Talk is the greatest leadership tool. But the tool has its gradations of effectiveness. Often your talking is not as effective as your audience’s talking. When your Leadership Talk comes out of their mouths, not your mouth, you may find you are raising your leadership effectiveness to much higher levels.

2005 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com. More about the Leadership Talk: http://www.theleadershiptalk.com

Action Leadership
Helping leaders achieve audacious results

Six Important Managerial Skills for Leadership

Friday, October 1st, 2010
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A mark of a good leader is to provide constant motivation to his team to maintain an excellence and quality in results. A good leader is always looking for ways to improve production and standards. Here are six skills you can develop in working to attain quality in the team.

1. Observation

This is an important aspect that often gets neglected due the demands on a leader’s time and schedule. Observation and regular visits to the work environment needs to be scheduled into the calendar. Observing employees work procedures and the work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or paperwork to be done. Individual and group conferencing should be undertaken with the expectation of on going professional development. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.

3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not posses all the expertise and knowledge personally he should then hold regular consultations with experts. This is important in order to maintain an accurate and informed overall picture.

5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. A clear decision creates confidence in the leadership.

6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in performance and product, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Excellent leadership is always pro active rather than reactive. By developing these six managerial skills a good leader is on the journey to becoming a great leader.

Beyond Better Development
Leadership Training Seminars

Ways To Develop Your Leadership Skills

Friday, October 1st, 2010

The first area that we look at is that of Personal Attributes. This is a blend of knowledge, expertise, and competencies, encapsulated in the approach, the behaviour, of the leader. In organisations of all sizes and in all sectors, public and private, these characteristics are key to effective leadership. The essential personal attributes are as follows.

Behaving Ethically, by: learning about the ethical issues and concerns that impact on your business sector; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the organisation or its partners to achieve objectives by unethical means.

Thinking Strategically, by: learning and understanding how the different functions, physical divisions, and layers, of the organisation should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the organisation can best respond the these; understanding the strengths and weaknesses of the organisation, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the organisation; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organisation; being aware of and responding to the behaviour of current and potential competitors.

Supporting Corporate Goals, by: helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the organisation.

Communicating Effectively, by: being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the organisation, and amongst suppliers, customers and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences.

Gathering Information, by: establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered.

Making Decisions, by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation.

Developing Effective Teams, by: appreciating the contribution of others, at all levels in the organisation; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.

Behaving Assertively, by: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times.

Concentrating On Results, by: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events.

Managing Yourself, by: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs.

Presenting a Positive Image, by: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times.

In Summary: these essential attributes are many, and difficult to maintain consistently, but they are the attributes needed by, and expected of, our business leaders. The size of the organisation, the business sector, whether public or private, is of no consequence. The leaders of all organisations should be role models for others, be visible champions of high standards of professional and ethical behaviour, be leaders who others in their organisations can be proud of, and be leaders that competitors are envious of. Not many of these characteristics are imbued in our leaders by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behaviour and actions, business leaders will be more effective and more successful.

By: Boyce Gomez

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Importance of Leadership

Friday, September 3rd, 2010

Effective leadership forms the backbone of a successful business, as it allows the firms to utilize their resources efficiently. Even though it is much more prominent in the corporate world, the same rule is applicable to various other sectors, including sports and politics. In an organization which acknowledges the importance of leadership development, employees demonstrate a positive attitude, which in turn reflects on their performance. On the other hand, an organization characterized by lack of leadership has a negatively influenced work environment, which in turn, results in poor performance from the employees. Before we move on to the importance of good leadership, let’s take a brief look at the meaning of this concept.

What is Leadership?
The term leadership is used to refer to the process of socially influencing people to accomplish a particular task. In the fast paced world where we thrive today, the conventional definition of this term has been left far behind. An organization has both long term goals as well as short term goals. In order to attain these goals, the management appoints leaders who have the ability of creating a team and guiding it towards success. The concept of leadership in the 21st century is not even remotely related to the belief that leadership is synonymous with power. The leaders of today believe in working with the team to achieve set goals, rather than making the team work to achieve the same.

Importance of Leadership in Management
When it comes to business management, leadership plays an effective role in accomplishing the set objectives of an organization. The onus is on people working as the top brass to identify the strengths and weaknesses of the human resources management and utilize them effectively to achieve the goals set by the organization. In most of the cases, the failure of a business firm can be attributed to the failure of leadership which holds its reins. Inability of the leaders to develop an effective strategy and more importantly, implement it, can only lead to diminishing returns as far as investment in human resource is concerned. Other than decision making, the leader also has to motivate and guide his team towards success. As a CEO of an organization, the individual on that post is also expected to boost the morale of his employees by understanding their strengths, weaknesses, problems they are subjected to, etc. Lack of coordination between two departments in a company is a perfect recipe for disaster, and therefore, the leadership has to shoulder the responsibility of coordinating between two or more departments in a said company. In order to get things done from employees, the management has to create a work friendly environment and this can only be done when people at the leadership level know its importance.

Importance of Leadership Development
The soaring popularity of numerous leadership development programs, offered by some of the most reputed institutes the world over, highlights the importance of this concept in corporate world today. Contrary to popular belief that some people are born leaders, everybody has to inculcate leadership traits in themselves. Some opt for management courses to inculcate these leadership skills in themselves, while others learn from their experiences. One has to understand that effective leadership is not just restricted to giving orders. It also includes various other leadership qualities including diplomacy, understanding, futuristic approach, patience and a bit of ruthlessness as well. A good leader doesn’t just give orders but creates a vision for his team members, and leads them towards the goal.

At the end of the day, understanding the importance of leadership skills is mandatory, irrespective of whether you are running a company with ten people or a company with ten departments, each comprising of a hundred people. These leadership skills play a crucial role in maximizing the efficiency of available resources of an organization and achieving set goals.

Artillery Targets Basra Leadership

Tuesday, July 20th, 2010

British forces in Basra today said they had blown up the local headquarters of the ruling Ba’ath party, following reports of a popular uprising in the southern Iraqi city last night.

A 2,000lb bomb, known as a Joint Direct Attack Munition (JDAM), smashed through the building and reduced it to rubble, according to GMTV reporter Richard Gaisford, who is embedded with British troops surrounding the city.

Adjoining civilian structures were reportedly left intact.

American F/A-18 Super Hornet warplanes have also dropped satellite-guided bombs on central Basra – the first strikes into the centre of the city aimed at military sites hidden in civilian buildings.

This morning there were conflicting reports of a popular uprising against the Ba’ath leadership. The defence secretary, Geoff Hoon, told BBC Radio 4′s Today programme that there had been an attempted uprising on some scale in Basra.

“Certainly there have been disturbances, local people rising up against the regime … we haven’t witnessed it but we know that that is happening from various sources,” he said.

“There seemed to be an uprising in Basra last night,” a British military spokesman, Group Captain Al Lockwood said today. “We are assessing the situation very carefully to see how we can capitalise on it and how we can assist.”

Gp Capt Lockwood claimed Iraqi civilians started attacking fighters who were defending the city from British forces yesterday.

“Big guns that normally shoot into the sky were turned horizontal and fired into the crowd – that’s what the intelligence reports were [saying],” reported Mr Gaisford.

This morning Al-Jazeera TV reported that all was quiet inside the city, with no apparent signs of an uprising.

In a telephone interview with the Qatar-based channel, Iraqi information minister Mohammed al-Sahhaf denied any uprising in Basra.

“The situation is stable,” he said. “Resistance is continuing and we are teaching them more lessons.”

However, British pool reports described thousands of residents rampaging through the streets in the early evening and setting dozens of buildings on fire.

US defence secretary Donald Rumsfeld reacted cautiously to reports of the unrest, saying he was “reluctant” to encourage uprisings explicitly. “I am very careful about encouraging people to rise up,” he said. “We know there are people in those cities ready to shoot them if they try to rise up.”

But he added: “Anyone who’s engaged in an uprising has a whole lot of courage and I sure hope they’re successful.”

During the 1991 Gulf war, the city’s predominantly Shia Muslim population took up arms against the Iraqi regime, but government forces crushed the rebellion, killing thousands, after US-led forces pulled out of the country.

Last night, British forces at the gates of Basra battled with more than 1,000 Iraqi militia fighters outside the city. The Royal Scots Dragoon Guards are poised for the order to move in and invade, which they expect to come some time in the next 24 hours.

Yesterday, a British army spokesman said British forces staged a raid into the Basra suburb of Az Zubayr and captured a senior Ba’ath party politician, killing 20 of his bodyguards.

He added that armed irregular units were firing at British forces outside the city, and that the Iraqis were apparently using civilians in front of them as human shields.

British forces have distributed leaflets and broadcast announcements to the city’s 1 million inhabitants, telling them that aid is waiting outside the city. Basra’s residents are currently drinking contaminated water following war damage to the city’s main water processing plant.

Military leaders had hoped to avoid entering Basra, for fear of getting bogged down in urban warfare. But tenacious resistance in the city – there are an estimated 1,000 pro-Saddam fighters, plus an unknown number of regular troops – and growing shortages of food and clean water have compelled them to change their strategy.

Aid supplies begin to move in

As British ships prepare to land aid for the stricken city through the port of Umm Qasr, the health threats in Basra appeared dire today. “The humanitarian situation in Basra is difficult, and very, very tense,” said Muin Kassis of the International Committee of the Red Cross (ICRC). The UN Children’s Fund estimates up to 100,000 Basra children under the age of five are at immediate risk of severe disease from the unsafe water, especially life-threatening diarrhoea.

The British naval ship Sir Galahad, carrying 211 tonnes of food and 101 tonnes of bottled water, was today beginning the six-hour journey from the Khor Abdallah estuary to Umm Qasr.

Royal Marine commandos who carried out an overnight sweep around the port say they have enough control over the area to begin sending in ships. Coalition forces are struggling to clear the way for more aid shipments, using dolphins to remove mines from waterways and hunting Iraqi fighters around the port.

Meanwhile, the first sizeable relief convoy today set out from Kuwait in a biting sandstorm, heading across land for Umm Qasr.

“We planned for 30 trucks but we only got seven loaded because of the severe sandstorm,” said EJ Russell of the Humanitarian Operations Centre, a joint US-Kuwaiti agency.

Hundreds of cases of water were stacked on three of the trucks. The rest carried boxes of tuna, crackers, sweets and other food.

Plans to bring supplies to Iraqi civilians have been on hold for days because of fiercer than expected fighting across southern Iraq.

Yesterday, the UN secretary-general, Kofi Annan, warned the US that it is legally responsible for providing relief aid.

Iraqis have about five weeks of food left, according to estimates by the World Food Programme. About 13 million people – 60% of Iraq’s 22 million – are completely dependent on food handouts.

Iraqi TV back on air

Iraqi state television was back on air this morning despite a heavy dawn bombing raid that targeted the country’s national station.

The state channel does not broadcast overnight and had been off the air at the time of the bombing. A Reuters correspondent today reported that the station began broadcasting verses from the Koran at around 0600 GMT as normal this morning, quashing US hopes that Saddam Hussein’s lines of communication with his people had been cut.

The US government has been outraged at Saddam’s use of state television to broadcast shocking pictures of US PoWs and soldiers killed in action. A successful strike on the TV station would have been a significant blow to the Iraqi regime, the US believed.

The raid on Baghdad did, however, appear to have taken out Iraq’s international satellite channel. Monitors in Dubai reported that the satellite has been off the air since the raids began early this morning. Amnesty International today warned that the TV station bombing could be in breach of the Geneva convention.

A new wave of explosions in southern Baghdad were reported at around 0800 GMT this morning, as US-led forces appeared to target Iraqi forces dug in to defend the capital. Visibility continues to be very poor in the city, with high winds, dust storms and plumes of smoke from burning oil pits.

Dawn raids on northern Iraq

Several large explosions were reported in the northern Iraqi city of Mosul this morning, according to Al-Jazeera. Its correspondent in Mosul said air raid sirens had rung out over the city, 240 miles north of the capital, around dawn this morning.

At the same time, US planes also today targeted frontline Iraqi positions in the north of the country near the Kurdish-controlled town of Chamchamal, said a Reuters correspondent in the area.

Chamchamal is about 20 miles east of the key northern city of Kirkuk, which lies in Iraqi controlled territory over the border to the northern no-fly zone. The major oil town has also been a target for US-led bombing raids in recent days.

Troops continue push for Baghdad

US marines continued to push north from the southern Iraqi city of Nassiriya today, shelling suspected Iraqi positions as they did so.

After finally punching through fierce Iraqi resistance from Fedayeen militia units on the Euphrates river yesterday, the forces are laying down barrages of artillery as they move towards Baghdad. Officers said they were prepared for more heavy fighting along the way.

British soldiers named

The two soldiers killed by fire from another British tank in southern Iraq were named today. The Ministry of Defence identified the two tank crew as Corporal Stephen Allbutt, 35, a married father of two, and unmarried Trooper David Clarke, 19.

The men, both from central England, died on Monday night when their Challenger 2 tank fighting Iraqi forces west of Basra was mistakenly targeted by another British tank.

A total of 22 British servicemen are now listed as dead or missing in the Iraq war. Only two have been killed in action. British fatalities for the whole of the 1991 Gulf war totalled 24.

‘Bloodiest battle’ kills hundreds of Iraqi soldiers

Further north, US commanders said today that “large numbers” of Iraqi forces had been killed during a major battle yesterday evening near the town of Najaf, 100 miles south of Baghdad. Iraqi reports of the death toll reaching 750 were this morning unconfirmed.

The US military said the fighting centred around a fierce two-hour battle in the middle of a severe sandstorm, beginning at around 1700 GMT last night. American tanks clashed with Iraqi fighters armed with rocket-propelled grenades, after a dozen or more US tanks became stranded on the far side of a river when Iraqis blew up a bridge they had crossed and more tanks went in to help.

Commanders on the ground gave no information on casualties but said they expected the Iraqi death toll to be “very high”.

Sky television quoted a senior US officer near Najaf who said the Iraqi death toll could be 650. If confirmed, the battle would be by far the bloodiest encounter in six days of fighting. In Washington, the Pentagon said 150 to 300 Iraqis might have been killed and two US tanks were destroyed.

“They did damage a couple of pieces of our gear but we’ve had no reports of casualties on our side,” a spokesman said.

Leadership Skills?

Tuesday, July 13th, 2010

Pretend you’re going for a job, and you were looking for a leadership position.
Tell us why you’re interested in this leadership position and list the skills you offer.


You LEAD and MOTIVATE people.
You MANAGE and CONTROL systems.
Never mix up the two.
Knowing the systems and their processes is competence. Having the ability to say that you do not know a thing is humility.
Grasping the moment of decision is a combination of the two.

Get Out Of The Communication Stone Age: Give Leadership Talks

Friday, May 21st, 2010
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160 years ago, the newly invented electric telegraph carried the first news message. The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C.

The public was dazzled — except Henry David Thoreau. He wrote: “We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate.”

Today, we live in a Golden Age of communication. We have the Internet. We have faxes. We have e-mails. We have streaming video. We have on-line audio. We have RSS feeds. We have logs and blogs.

Yet today Thoreau is as right as rain. When it comes to really getting our messages across, we’re stuck in the Stone Age.

Here’s why. The vast majority of business leaders I’ve encountered are repeatedly making a huge mistake in communication, a mistake that’s screwing up their jobs and careers. They’re stuck giving presentations and speeches. They’re NOT giving Leadership Talks!

What’s a Leadership Talk? Look at it this way: There’s a hierarchy of verbal persuasion when it comes to business leadership. The lowest levels are speeches and presentations. They communicate information. The highest, most effective way of communicating is the Leadership Talk. The Leadership Talk does more than simply send information. It has the leader establish a deep, human, emotional connection with the audience. That’s where leaders communicate for the best results.

Here are a few examples of leadership talks. When Churchill said, “We will fight on the beaches … ” That was a leadership talk. When Kennedy said, “Ask not what your country can do for you … ” that was a leadership talk. When Reagan said, “Mr. Gorbachev, tear down this wall!” That was a leadership talk.

You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you’ve probably put your finger on an authentic leadership talk.

Mind you, I’m not just talking about great leaders of history. I’m also talking about all leaders everywhere no matter what their function or rank. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.

That’s where business leaders communicate for the best results. You can order people to go from point A to point B. But the best way to get great results is to have people want to go from A to B. Instilling “want to” in others, motivating them … isn’t that what great leadership is all about?

Don’t get me wrong. The Leadership Talk is not some kind of “feel-good” way of relating. It took me 20 years to figure out how to give Leadership Talks and write two books about it. There are specific processes one must manifest in order to give Leadership Talks. Usually it takes me two full days to teach people how to do it. Once they learn it, they can use it throughout the rest of their careers. The Leadership Talk is relatively easy to learn and it takes years to master. The point is that through it, you can take specific, concrete steps to motivate people to take action that gets great results.

For instance, before leaders can develop and deliver a Leadership Talk, they must first answer “yes” to three simple questions: “Do you know what the audience needs? Can you transfer your deep believe to others so they believe as strongly as you do about the challenges you face? And can you have that audience take ardent action that gets results?” If leaders “no” to any one of those questions, he/she can’t give a Leadership Talk.

160 years ago the dots and dashes that chattered down the wires from Baltimore to Washington spelled out that the Whigs had nominated Henry Clay to run for the presidency.

Back then, Thoreau might have said nothing important was communicated; but today if you want to lead for great results, take Thoreau to heart. Communicate what truly IS important. Don’t give presentations and speeches. Give Leadership Talks. Forge those deep, human, emotional connections with your audiences. Get them motivated to take ardent action for great results.

2006 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine at http://www.actionleadership.com and get a free white paper: “49 Ways To Turn Action Into Results.” For more about The Leadership Talk: http://theleadershiptalk.com

Action Leadership
helping leaders get more results

Making Your Leadership Your Life

Monday, May 17th, 2010
<img src="http://www.buzzle.com/img/articleImages/54141-19.jpg" width="151" height="160" alt="Making Your Leadership Your Life" class="ImgBorder"

Companies facing global competition are expecting more from all employees, more initiative, more innovation and more results.

Critical to meeting these expectations is leadership. The word “leadership” comes from a old Norse word meaning “to make go.” Leadership is needed in organizations to make things go, to muster and coordinate direction, ardent commitment and resource alignment.

Working with thousands of leaders of all ranks and functions during the past 21 years, I’ve seen that most leaders deem leadership as exclusively an on-the-job dynamic. They don’t see it as a life dynamic.

Companies seeking more from their employees must promote leadership that delivers more, and that leadership can only deliver more if it is effective both on and off the job.

If you don’t make your leadership your life and your life your leadership, you diminish both your leadership and your life.

The reasons are simple. The best leaders establish a deep, human, emotional connection with the audience. Why is that necessary to achieve organizational results? Leadership isn’t about getting people to do what they want to do. If people simply had to do what they wanted to do, leaders wouldn’t be needed. Instead, leadership is about getting people to do what they don’t want to do and be totally committed to doing it. These people have a good chance of achieving a lot more results, achieving those results faster, and achieving “more, faster” on a continual basis. One may tyrannically order people to get results, but the effectiveness of such leadership is not as consistent nor as substantial as having people make the free choice to get results. And people will make that free choice mainly in an environment in which deep, human, emotional relationships are developed.

Look at the leaders in your life. I’m sure you’ve been at the receiving end of both the tyrants and those with whom you’ve had deeply beneficial relationships with. Weren’t you more likely to go all out for those leaders who promoted an environment in which those better relationships flourished?

Clearly, that’s an environment one should seek to establish in one’s life as well. The relationships you develop as a leader can be similar to the relationships you should develop in your life outside your job. In my many seminars on the Leadership Talk, I have seen people use my processes outside their job, with their spouses, friends, and children, etc.

There are many values that should be promoted in our lives: trust, honesty, integrity, coming through on commitments, fairness, tenacity, tolerance, and more. Let’s “trust” as one example.

I believe we should live a life of trusting others. I call it “living in trust.” Of course, trust can be taken too far, and we may open ourselves up to be deceived and betrayed. My wife says I often trust others too much; and certainly I have paid in many ways over my life for such a propensity. But I believe that even though we may be deceived if we trust too much; we will nevertheless suffer more if we don’t trust enough.

Living in trust means extending trust without conditions until that trust is clearly betrayed. And then, depending on the circumstances, we may continue to extend trust even if it is betrayed. For when it is betrayed, we may not necessarily be the poorer for it. We may indeed be the richer; for without trust, we cannot establish deep relationships.

My view of trust in life can be extended to leadership. Leadership is about getting continual increases in great results. To do that, leaders must engender trust in the people they lead. In fact, great results can’t accrue without strong bonds of trust established between the leader and the people.

I’ve often said that it is better for a leader to have bought the Brooklyn Bridge for a nickel rather than to have sold it for one. People will not be led by you to do extraordinary things unless they trust you; but they won’t trust you unless they know you are taking the risk to trust them. In fact, many organizations get into trouble when the people don’t trust or stop trusting their leaders; and when their leaders stop trusting them.

So, trust operates both in our lives and on our jobs as leaders and must be cultivated both on and off the job.

There are many other values that should be manifested in both the life one leads and the leadership one manifests. The point is that when you make sure the leadership traits you carry out on the job are the very traits you live by in your life, you enhance the quality of your leadership and your life.

2006 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com For more on the Leadership Talk: http:///www.theleadershiptalk.com

Action Leadership
Helping leaders achieve audacious results