Career and Leadership Strategies
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CRG Weekly eZine
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May 19, 2008
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Greetings!
The more a leader is honored, respected and genuinely regarded by others, the more legitimate power he or she will have with others. The level of respect and honor afforded to leaders is directly affected by the manner in which the leader deals with his or her team members in all interactions and communications.
The week's eZine offers ten suggestions for processes and principles that will increase a leaders' honor and power with others. 
Andy Robinson
Head Coach
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 Ten Tools for Improving Personal Leadership Power
Persuasion, which includes sharing reasons and rationale, making a strong case for your position or desire while maintaining genuine respect for team members' ideas and perspective; tell why as well as what; commit to stay in the communication process until mutually beneficial and satisfying outcomes are reached.
Patience, with the process and the person. In spite of the failings, shortcomings, and inconveniences created by team members, and your own impatience and anticipation for achieving your goals, maintain a long-term perspective and stay committed to your goals in the face of obstacles and resistance.
Gentleness, not harshness, hardness or forcefulness, when dealing with vulnerabilities, disclosures and feelings team members might express.
Teachableness, which means operating with the assumption that you do not have all the answers, all the insights, and valuing different viewpoints, judgments, and experiences team members may have.
Acceptance, withholding judgment, giving the benefit of the doubt, requiring no evidence or specific performance as a condition for sustaining self-worth, making them your agenda.
Kindness, sensitive, caring, thoughtful, remembering the little things (which many times are the big things) in relationships.
Openness, acquiring accurate information and perspectives about team members as they can become while being worthy of respect for what they are now, regardless of what they own, control, or do, giving full consideration to their intentions, desires, values, and goals rather than focusing exclusively on their behavior.
Compassionate confrontation, acknowledging error, mistakes, and the need for team members to make "course corrections" in a context of genuine care, concern, warmth, making is safe for team members to risk.
Consistency, so that your leadership style is not a manipulative technique that you bring into play when you don't get your way, are faced with crisis or challenge, or are feeling trapped; rather, this becomes a set of values, a personal code, a manifestation of your character, a reflection of who you are and who you are becoming.
Integrity, honestly matching words and feelings with thoughts and actions, with no desire other than for the good of others, without malice or desire to deceive, take advantage, manipulate, or control; constantly reviewing your intent as you strive for congruence.
Source: "Principle Centered Leadership," Stephen R. Covey. |
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Quotes to Inspire
Ralph Nader:
"I start with the premise that the function of leadership is to produce more leaders, not more followers."
Robert Greenleaf:
"Good leaders must first become good servants."
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