Break Free of Perfectionism

Customers, clients, businesses and organizations everywhere are seeking excellence. By achieving excellence profit and success are sure to follow. But, a leader's intense pursuit of excellence can easily and quickly degenerate into a fixation on failure-free work, which is also known as perfectionism.

Statements such as, "...failure is not an option..." or "...we only want to hear solutions..." or "...let's talk when you reach your goal..." are strong indicators that your leader has slipped into the dangerous world of perfectionism. Behaviors begin to change and become more intolerant of mistakes and is often seen as an inability to accept even the smallest errors. Impatience for any activity that is executed in any manner other than quick and efficient is characteristic of a perfectionist.

Some of the behaviors employees have observed in a boss or manager who is a perfectionist, include:

• Critical
• Impatient
• Unapproachable
• Unforgiving
• Stressed
• Unwilling to celebrate success

People with this charactertic can, however, break free from the negative effects of perfectionism by following just a few steps.

1. Identify what is the most important tasks or projects. Perfectionists tend to magnify the importance of small tasks and simple procedures.
2. Set clear and realistic expectations. Employees not only feel hopeless, but will become discouraged when their leader holds them to impossibly high standards. A leader should communicate goals that are firmly grounded in reality and with clarity.
3. Avoid perfectionist triggers. Learn to identify the factors or conditions that lead to perfectionist thinking and triggers. Learn and implement behaviors and tactics that shift the thinking to excellence and away from those minute, or insigificant tasks that are not part of the "big picture."
4. Take baby steps. Breaking this habit is one that is best done by taking it in small, easy to implement, baby steps. By taking smaller, more meaningful steps intended towards mastering excellence, not perfectionism, will empower not only the leader, but the employee, to reach their goals and full potential.

A mindset of excellence is much healthier and more productive than that of perfectionism. The differences in these two concepts may seem subtle at first, but the results and outcomes are substantial. Take time today to conduct a reality check and ask yourself, before becoming frantic, what is really important or at stake. Is the frustration equal to the magnitude of the problem? If it is not, then employ the tactics needed to steer away from perfectionistic behaviors that will surely spell doom to any task or project.

(This article adapted from the works of Jamie S. Walters. To read the complete article, click here.)

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. Please forward a courtesy email to the author including an active web link where it is posted.

What Leaders Understand

Leaders have many different styles, types and personas and can be found in every profession, industry, community or aspect of our lives. You will find shy or gregarious, vain or humble, friendly or aloof, technical or non-technical, and so forth. You will find leaders sharing and mentoring others in one-on-one, small and large group situations. You will find leaders everywhere.

So, what is it that makes a good leader? Peter Drucker has been recognized for all his research and work in the study of leadership and he noted that there is not a single style, personality or character that can be attributed to a leader. So what, then, is that makes a leader.

Leadership is a behavior, an attitude or set of skills that one practices. It is not the same as "managing" someone, nor is it to be confused with a position one is hired for or a task or project that is delegated to another individual.

Great leaders understand this difference and understand four basic principles that helps them to be successful:

• All leaders have followers. They have ideas, vision, energy or information that draws other people to them. Without followers, we would not have leaders.
• Effective leaders may not be someone who is loved or admired. Instead, they have followers who do the right things or support the leaders vision or the big picture because it is the right thing to do. Leadership is not a popularity contest. Results are what followers and other leaders look for from an effective leader.
• Leaders are highly visible and observed by their followers. Therefore, it is important that they set examples and not only "talk the talk" but walk it, and live it, as well.
• Leadership has nothing to do with rank, privilege, title or money. Instead, it is about responsibility and mentoring others.

If you have the opportunity to serve others as a leader, how do you "stack up?" Who are your followers and do they do the right thing? Are you setting the right example? Do your followers get the maximum results and outcomes from your leadership? Do people resist your leadership or do they willingly follow?

Spend some time studying your leadership opportunities and how others perceive your role? Make adjustments where needed in order to become not "just a leader," but, instead, become a GREAT leader!

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. Please forward a courtesy email to the author including an active web link where it is posted.

Harnessing the Power of a Great Leader

It takes a lot of hard work, patience and perseverance to be a great leader, but it can be done! There are three principles that you should be aware of as you hone your leadership skills:

YOU MUST HARNESS THE POWER OF THE WILL. It is almost impossible to harness the power of an individual’s will once it becomes fixed. A leader must understand the huge implications of this process. It is important that the leader understands the people they are leading and that they are influenced a great deal of time by loud and repetitive messages sent by the competition or negative thoughts and influences. An individual’s will is somewhat like a ship’s rudder. It guides us through the calm waters and steers us in the right direction in choppy seas. If the will is not fixed on the positive mission of the leader and their company, they may not make it through difficult times. Remember, the will is not really the problem, it is the positive or negative forces with the values we attach to it that guides us.

“VECTOR” SUM OF FOCUS. This concept, presented by Spencer Tillman (http://www.lifeatwork.com/) comes in a simple acronym and can be used by leaders to evaluate their activities and to guide where their focus should be:

V – values that must be in place
E – energy that comes from passion about our purpose
C – courage that is on hand to move forward, despite our fears
T – talent that separates us from the “average” or “ordinary” leader
O – organizational ability that prevents chaos from entering the process
R – resources that must exist in order to sustain an individual’s passion

CREATIVITY AND DESTRUCTION. This principle teaches the leader that creativity and destruction helps to develop patience by showing that processes always take longer to make than to destroy them.

This three principles will help to guide the leader through almost any activity or event they are faced with. It is important that the leader understand the principles and then apply them to situations with which they are faced. Once the leader can capture an individual’s will power and then focus the will on the values, energy, resources and abilities required to move the company forward, the leader can promote the creativity and energy needed to ultimately achieve success.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. Please forward a courtesy email to the author including an active web link where it is posted.

What Makes a Micromanager Tick?

Almost everyone, at some point during their professional career or work experience, encounters a micromanager. Micromanagers like to tell their employees when to eat, what to have on their desks and whom to talk to, when, where and how. Often times the employee stay with the company and tolerate this type of individual because they like the company's goals, styles, pay structure, benefits or any other number of reasons. But, how should you handle a micromanager? To do this successfully you first need to understand what makes a micromanager "tick" or behave the way they do.

First, micromanagers crave control and giving it up (either in reality or if they perceive they are going to give it up) makes them anxious. They will believe that their own skills and abilities are the very best around and that no one can do things better than they can. Often micromanagers will tell you they embrace collaborative management and leadership practices, but their own insecurities will eventually be the driving force behind their actions. This type of behavior will squash any opportunities for growth and development of employees and ultimately will demoralize everyone who comes in contact with them. If you are fortunate (or unfortunate) enough to have a micromanager for boss who also owns the company, then the situation can be much worse.

Before you turn in your resignation, here are some things you can try:

Tactful feedback. Do not respond to the micromanager by being rebellious or resistant to his/her control, this will only make them want to tighten their control over you. Instead, talk about your need to grow, to be given more autonomy, or your concern about the morale of the team. Remember that no one wants to hear that they are a "control freak." But, you will get much further with the micromanager if you appeal to his/her ego as a leader rather than using criticism of their abilities.

Support from others. If that does not work, try enlisting the support and help from the other managers or owners of the business. If the micromanagers actions and behaviors are starting to affect the company's bottom line, they will be less tolerate or willing to give them "free reign." When talking with others remember to discuss the situation in the context of your own specific department, state the facts and then give concrete examples of how things could be better. A wise manager once reminded me to never attack the individual, but always to explain the situation.

Introspection. Be willing to examine your own role in the situation and how your own actions and behaviors are interpreted by others or the micromanager. Are you giving this person any reason for their actions towards you? Is your work and productivity meeting your own job requirements and of high quality? Is it possible that you are either consciously, or unconsciously, trying to undermine this individual? If you find that you may be part of the problem, take corrective action immediately. Not doing so will make the micromanager even more insecure.

Dealing with a micromanager can be tricky at best. But, if you have a simple understanding of what motivates or drives this individual then you can take steps to ensure that you never give them a reason to feel insecure or threatened by your actions.

If you are a leader or manager, you, too, may want to spend some time in careful introspection to determine if you are exhibiting any of these types of behaviors that may cause your employees, or those you lead, to react in a negative manner.

Source: http://LeadershipSecrets.blogspot.com/

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. Please forward a courtesy email to the author including an active web link where it is posted.

Develop and Communicate Your Beliefs

What drives great leaders? Ideas. Ideology is vitally important for any organization. As a leader, you also have a responsibility to share your thoughts and views on the organization (and world) with those who work with you.

Having strong beliefs and values can sometimes be risky in business or politics. Why? Because when you explain your beliefs to others you take on two major risks: 1) the goals stemming from your belief(s) may not be reached, and considered by others to be a failure, and 2) those you lead, or too many others in your world, disagree with your beliefs causing conflict and hampering the success of the organization and yourself as a leader. Fortunately, leadership is not about building consensus or support behind every iniative or project you take on.

For any project or issue, the leader must first determine the substance of that issue. Take into consideration every angle or aspect of the issue. You want to absorb this issue into your thoughts and very being before deciding which position you will take. After you know your personal belief and thoughts on the issue, then you can begin presenting your views in the most favorable light in order to solicit support from others. Avoid trying to work out a solution, or favorable plan to any issue, before you know where you stand with your own personal beliefs and values.

Once you have identified your own personal beliefs and where you stand on an issue, you can begin to carry out your plan and to solicit help and support from others. This is most successfully carried out in three stages, including: 1) Develop your own beliefs and values; 2) Communicate them clearly to those you lead, and 3) Take action as a leader.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. Please forward a courtesy email to the author including an active web link where it is posted.

Characteristics of Good Leaders

Whether you are a manager, team lead, or a chairperson, you are probably leading a group of people. But, just holding the position of authority does not automatically make you a good leader. A "boss" is someone who gives instructions, mets out discipline and provides rewards when they are warranted. A good leader, on the other hand, uses personal characteristics and skills to help inspire people to achieve great things. One of the biggest differences is that people want to follow a good leader; but they have to follow the bosses orders.

If you take any time at all to study the characteristics of great leaders you will find some common threads on the characteristics they possess. Good leaders:

• Are accountable
• Are trustworthy
• Help to establish vision, values and beliefs for all those they lead
• Set goals and work to create a positive, empowering environment
• Always give recognition for jobs well-done or innovative thinking
• Build "buy-in" in those they lead so that they see what's in it for them
• Are always strong communicators
• Truly care about people and their personal goals
• Help those they lead to blend their personal goals with that of the organization
• Are driven by discipline and habit
• Are always responsible for their actions and that of those they lead
• Offer training and assistance to help people meet their goals
• Provide opportunities for others to take on leadership roles
• Are knowledgeable of the business, but not necessarily an expert

As you review this list you can do a self-check to see where you need to plan for further development of your own leadership skills and characteristics. As you begin your own personal journey into leadership development you will find that it is a lifelong process that can be very rewarding and even fun!

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Effective Questioning

"Enlightened" leaders will use effective questions as part of their routine communications with their employees or teams. The purpose of asking effective questions is not only so that the leader can hear the answers, but also that the persons asked can hear their own answers and, thereby, gain some clarify for themselves or begin to adopt or internalize something that they have only grasped intellectually before speaking about it.

Answers that are most effective for people are those that they give themselves. When people are told the answers to questions they may understand the answer intellectually, but they will still need to internalize and understand, or gain clarity, themselves. This is why so many employees are "on board" with the organization's they serve - they have not yet been able to gain clarity or to adopt, or internalize, the issues at hand. As human beings, we have a natural resistance to someone else's answers or ways of doing things, no matter how good or logical they may be. Adopting a leader's way of doing things, thought processes, or the organizational goal and objectives happens much faster when the employee can assimilate and provide the answers on their own.

Finding clarity in our own explanations is empowering and energizing because we see that we have the ability to find solutions on our own. By asking effective questions leaders can generate insights rather than waiting for those rare occasions when they may occur spontaneously. Effective questions are a tool for managing clarity and enhancing creativity as well as empowering those that you lead.

Source: http://LeadershipSecrets.blogspot.com

Copyright M. A. Webb, 2004-2006. All Rights Reserved.

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.

Leaders, Egos and Serving with Love

"In this world we were born not to do great things,

but rather to do little things with great love."

- Mother Theresa

"We are so distracted by our egos that we lose sight of the really important things in this world. This is especially hard for those thinking of themselves as “leaders”. Let go of that “ego” for a while, and forget about being a “leader”. Rather look at an opportunity each day to do something small, for someone else, with no strings attached, that be-speaks the challenge to measure up to doing something with great love. It doesn’t have to be grandiose, nor something that draws attention. The core idea here is to give that deep source of love in yourself a chance to come out – to make a vital connection and difference. Great leaders such as Mother Theresa, walk a humble pathway, and are more concerned with giving than receiving. Try to right the balance this week by reversing your own trends and enjoy the difference. And observe the reaction of others for whom you are making that difference." (from Dr. John P. Keenan, author and creator of Leadership International.)

Copyright M. A. Webb, 2006. All Rights Reserved

Source: http://LeadershipSecrets.blogspot.com

PUBLISHING AND REPRINT RIGHTS: You have permission to publish this article electronically, in print, in your ebook or on your website, free of charge, as long as the author's information and web link are included at the bottom of the article and the article is not changed, modified or altered in any way. The web link should be active when the article is reprinted on a web site or in an email. The author would appreciate an email indicating you wish to post this article to a website, and the link to where it is posted.