Leadership Tips

Different leaders have different ideas about leadership. For example, below you will see Jack Welch’s perspective which even though quite modern compared to many leaders, is nevertheless based on quite traditional leadership principles.

First here is a deeper more philosophical view of effective modern leadership which addresses the foundations of effective leadership.

A British government initiative surfaced in March 2008, which suggested that young people should swear an oath of allegiance to ‘Queen and Country’, seemingly as a means of improving national loyalty, identity, and allegiance.

While packaged as a suggestion to address ‘disaffection’ among young people, the idea was essentially concerned with leadership – or more precisely a failing leadership.

The idea was rightly and unanimously dismissed by all sensible commentators as foolhardy nonsense, but it does provide a wonderful perspective by which to examine and illustrate the actual important principles of leadership:

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SIX KEYS TO SUCCESS

I read this and wanted to share it with you because it makes a lot of sense.

First don’t confuse how much money one has as to his or her success!

These keys will not unlock any opportunities of success without first having a strong and unfailing Belief in yourself.

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So, now you’re A Leader

There are some times in life when everything changes. For families, it’s the birth of the first child. For people in business, it’s moving from individual contributor to the Leader. Here are a dozen things to think about.

Being a Leader is a different kind of work, more like changing a career than changing jobs.

You may have been a leader before, but now being a leader is part of your job.

The team is now your destiny and you’re accountable for the way they accomplish the mission.

You will do better if you work to help your team members succeed.

You’re the default decider.

It can to take you more than a year to get effective and comfortable with the basics of the job.

It can take you a decade to master the job, without an effective development course.

You are responsible for your own development, no matter what programs your company has.

Some people who used to think you were competent now assume you’re a jerk.

Some people will laugh at your jokes who never used to think you were funny.

Conversations are your primary tool for getting your job done.

You will almost certainly not be ready for your new work, hardly anyone is, but you will be expected to perform right away.

Leader’s Bottom Line

When you become a Leader, your job is to help the team and the team members succeed. It can be the most rewarding job in the world, or a living hell. You make the choice.

As always, I hope that what I have shared helps you be more effective in Leadership. To learn more about this and many other areas of effective leadership, please explore our “Leadership in Action” multimedia training systems and the process we use to implement it into your organization.

To receive a pdf overview of this course, please email at [email protected] and request it

Sincerely,

Jim Strutton, CEO

Accountability Plus, Inc.

[email protected]

770-205-8171

© 2012 Accountability Plus, Inc.

You have our permission to forward this URL or email to anyone you feel needs to read it. Thank you!

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IT’S THE LITTLE THINGS THAT MAKE A BIG DIFFERENCE

There was a man taking a morning walk on the beach. He saw that along with the morning tide came hundreds of starfish and when the tide receded, they were left behind and with the morning sunrays, they would die. The tide was fresh and the starfish were alive. The man took a few steps, picked one and threw it into the water. He did that repeatedly.

Right behind him there was another person who couldn’t understand what this man was doing. He caught up with him and asked, “What are you doing? There are hundreds of starfish. How many can you help? What difference does it make?”

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WHO’S THE BOSS?

Several weeks ago I made a post to Facebook and one of my friends, Joyce Knudsen, of Nashville, TN liked it and sent me this article, and I felt it speaks volumes to what I was saying so I decided to send to everyone I could.

Here’s a question I’ll bet you could ask a thousand working people and never get the right answer. The question is: “Who’s the Boss?”

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Why is there so much FEAR in the workplace today!

The technology of the 1980s and 1990s bears almost no resemblance to what we have today. In the same way, our jobs and organizations probably bear little resemblance to that time. Companies reduce their staffs, outsource their operations, rearrange their organizational structure, and upgrade their platforms and tools. All of this creates fear of job security in the minds of their employees.

As I began to think about I could help with this fear, I thought it might fall on deaf ears. Why? Because in too many companies the last budget planned and first one cut is training. This occurs for several reasons, not the least of which is many on the senior team just do not see the value of training.

We know many are holding cash, not hiring because of fearing the unknown. However, that is the very reason companies should be training, enhancing people abilities. We are all demanding more from fewer people and they are burning out or in fear of being the next on the chopping block if layoffs are taking place.

We need to be allaying those fears and showing a commitment to them by providing quality development. This stabilizes people and helps them feel a sense of security, belonging and certainly creates more productivity. Someone once said; people don’t care how much you know until they know how much you care. In too many companies today, people are unsure how much they are valued.

Manager’s attempts to do this often do more harm than good. The at-a-boys, pats on the back, good job comments, etc. are so short lived. People need something that can help them be more effective in their jobs and in their lives.

I mention this because we have an idea for you that can accomplish both purposes for you while building a culture of Personal Accountability in your company. Imagine no more blaming or excuses, solutions and not problems. Think this doesn’t apply to your company, I have a friend who is a professional speaker who was working with a major medical firm’s sales operation. In doing so he kept hearing the term SPC. When he inquired what it stood for he was told the Sales Prevention Club. This was the term they used for corporate. Can you imagine?

The idea I am suggesting is a training system entitled The QBQ! The Question Behind the Question! It is all about eliminating blaming, excuses, entitlement thinking and procrastination while building that core value of Personal Accountability. Not only is it effective but it is affordable as well. If you click on QBQ! above you will see a preview on this exciting course that so many companies are raving about. If you would like to receive a PDF overview that shares everything you need to know, simply send an email to me requesting one.

This course can change your people and company! Thanks you for your time.

Best regards,

Jim Strutton, CEO
Accountability Plus, Inc.
[email protected]
770-205-8171

© 2012 Accountability Plus, Inc.

You have our permission to forward this URL or email to anyone you feel needs to read it. Thank you!

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Should I Trust My Sales Manager’s Advice?

A good portion of salespeople wonder at some point during their tenure with a company as to whether or not they should trust their sales manager’s advice. I wanted to tackle this issue head-on this month as this is an important subject that impacts all salespeople.

Generally speaking, you should trust your sales manager’s advice. However, this doesn’t mean you should stick your head in the sand when he or she gives you advice, either. It is always important to weigh their advice and mix in your own experience & knowledge before taking action. It is also a good idea to engage your sales manager with your own thoughts after you have been given his or her advice. After all, two heads are certainly better than one. Issues and problems that come up when working in a sales capacity can be complicated, so never be afraid to seek out your sales manager’s opinion before moving forward.

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People: The Foundation of Our Success

In 1986 I was in Minneapolis recruiting for a salesperson for a sales position in the training industry. After flying there from Atlanta, I had 6 interviews lined up for a Friday. Of course, I was looking for someone with sales experience and felt if I was fortunate they might have sold training before.

After the conducting all 6 initial interviews, I flew to Kansas City to visit friends and reflect on the interviews. Five of the six had sales experience and two of the five had sold training before. They all appeared to be very qualified, and I thought the two who had sold training before were probably the front runners. After all, that was what I was hoping to find.

Then I thought about what a Senior Vice President of Exxon had told me once. He shared that they required an MBA before they would even interview a potential Account Representative (salesperson). He then asked me if I could guess what the consequence of that criterion was to his organization. Puzzled, I said, “What?” He replied, “More talent walks past our door than in it.”

What requirements do you have in recruiting?

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Humility is the Cornerstone of Leadership

My good friend and author of the best-selling QBQ! book, John G. Miller, recently wrote:

Benjamin Franklin once said, “The day I achieve a total state of humility, I shall be quite proud!”

Besides the tongue-in-cheek humor, to me that quote is all about a very wise person stating truth: It’s challenging to stay humble when we’ve actually succeeded. When we’ve made the big sale, delivered the project on time or our child wins Valedictorian, we get the promotion, our IQ is higher than everyone around us, or we win a gold medal. It’s just hard to show the humility that is required of leaders. That’s the “humanness” in us.

But that does not deny this truth: Humility is and forever will be the cornerstone of leadership.

I sure agree with John, and look for examples of humility. Right now I see it in …

Tom Brady.

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Learning Personal Accountability

In the past few weeks, several times I have heard this phrase, “I can’t hold myself accountable.” Another person even said, “I don’t have a problem letting myself down, so I need somebody else to hold me accountable because I won’t let them down.” Why is it so difficult for some of us to hold ourselves accountable? Why is it easier to count on somebody else to hold us responsible for our own goals? Is it because it’s easier to blame somebody else if we don’t quite make it to the goal line?

What is Accountability?

Okay, I don’t normally go to Wikipedia for resources, however, this time, I liked the definition that site provides: “Accountability is a concept in ethics and governance with several meanings. It is often used synonymously with such concepts as responsibility, answerability, blameworthiness, liability, and other terms associated with the expectation of account-giving.” Personal accountability is an important piece in the plan to stay on track to achieve your goals.

There are some tools people use to help me stay accountable for their actions. A “To-Do-List” for example, helps one stay on track. It’s always in front of you and you will like to see things crossed off so it keeps me accountable. Others have questions on their desk that they ask themselves daily – those questions help keep them accountable for their personal goals. I have a friend has a checklist he uses at the end of each day and he calls his list “AP” for Accountability Partner. The check list consists of his daily goals and at the end of the day, he checks yes or no. If there is a no, he takes a few minutes to assess why he didn’t do what he said he would do and writes about what he’ll do the next day to make up for it.

Holding yourself Accountable

I would be a very, very wealthy man if I had nickel for all the times I’ve heard people in the workplace fault everyone else. I’m sure you’ve heard it, “THEY don’t care enough…” “nothing ever gets done around here…” “I can’t get THEM to commit to the project…” “It’s THEIR fault…” “THEY won’t take responsibility…” “THEY need to improve…” Notice the theme here of excuses here; it’s easy to blame others. Perhaps you’re even guilty of saying or thinking some of those things. Here’s the deal, if you want others in your life & business to be accountable, the best you can do is lead by example. You have to figure out how to make things better even when you don’t have control over the actions of other people. Accountability is a choice. You always have choice in how you act and react to every situation and you should hold yourself accountable to your actions and reactions.

Accountability tips

Here are some tips on improving your accountability percentage:

* Stop blaming other people. Instead, ask yourself how your actions or inactions contribute to the situation.
* Figure out what part of the situation you could positively impact.
* Take action. Do things differently in order to change the result.
* Write your SMART (Specific, Measurable, Achievable, Realistic, and Time-bound) goals.
* Develop your own check and balance plan for your accountability.

In the end, you’re the only person who is responsible for your actions and you’re the one that has to live with your results.

Coaches Challenge

It doesn’t matter what your role is; you could be a parent, or child, an entry-level employee or the CEO and you can be a shining example of accountability. Holding yourself accountable takes courage, because it’s taking away the ability to place blame on everyone around you. Stand up and take responsibility today!

I hope has helped you and if it did I hope you will explore our “Personal Accountability and the QBQ!” multimedia training system. It is designed to be facilitated internally to instill a winning culture into any organization. For a detailed PDF overview of this results oriented system just click here.

Happy Holidays,

Jim Strutton, CEO
Accountability Plus, Inc.

[email protected]

770-205-8171

© 2011 Accountability Plus, Inc. You have our permission to forward this URL or email to anyone you feel needs to read it. Thank you!

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