6 Characteristics of the Lion to Consider For Your Own Leadership

As a leader, there are certain qualities and characteristics of lions that you might find useful to consider - for yourself and your "pride." Let us just take a few minutes to explore these and as with all metaphors, we aren't going to beat this one to death.

1. Protective

You don't have to watch very many Discovery Channel shows about lions to see how very protective they are - of territory, themselves, their young, and so forth. As far as being more lion-like, what do you need to be protective of? Protective of yourself? Your money? Your children? Your partner? Your spouse? Your business? Your colleagues? Your position? Your beliefs? So, exactly what do you need to be protective of?

6 Characteristics of the Lion to Consider For Your Own Leadership

2. Brave

Being lion-like means you are brave and courageous. Naturally, you choose when and where to be brave vs. timid, courageous vs. cowardly. We all make choices every day. Look for opportunities today and every day where you can be brave. It does make a difference, both for you and for others.

3. Willing to fight

Hmm...we know that lions will fight when need be. They don't pick fights but because they are willing to protect their food, their mates, their territory and so forth, they will fight if necessary. What is the one thing you are willing to fight for?

Many readers are parents and my guess is that many parents would be willing to fight for their children. Or maybe you are a professor who is willing to fight when you see other faculty members being bullied. Maybe you are a teacher who is fighting for particular students who need your "protection."

What is it for you? Really. What are you willing to fight for? The one thing?

4. Hunters

LOTS of people are concerned right now about financial issues. Someone wrote to me recently that she had overheard middle school girls in the bathroom at a movie talking about how they needed to come up some ways to earn money because after the legislature was over, their parents weren't going to be able to give them money for the movies any longer. You might be one of the people who is "hunting" for money. You might be hunting for it for your own personal situation or you are hunting money for projects at work or for community needs and the like.

But what else do us lion-like folks hunt for? You might describe it thus:

Bravery to find what really makes me happy Bravery to ignore what others feel is successful and find my own success Bravery to dare to make dramatic changes in the path of my career that will also change my personal life...and vice versa

What are you hunting? And just like a lion on the Savannah, you may or may not find it, but you hunt regardless.

5. Group members (part of a pride)

6. Loners in the big scheme of things

The last two - being part of a group (i.e., a pride) and also being somewhat loners in the big scheme of things - let's think about these together.

As a person who is seeking ways of staying positive, no matter how crazy things are around us, we need both to see ourselves as being part of a pride - a team - a family - a group - an association - a community - or whatever you might call it. We have to deliberately assemble our group - small or large - that will assist us in our - if I can use this word - survival. Lions aren't part of prides for no reason. There's a reason. You need a "pride" of your own if you are to "survive" in your positive place.

And, here's the other part (at least as my little brain considers this), we are also loners in the bigger scheme of things. What I mean by that is, just as lions are not hanging out with all the other animals but rather hang out - sometimes completely alone - but certainly mostly just with a few other lions, we also may need to separate ourselves sometimes.

6 Characteristics of the Lion to Consider For Your Own Leadership
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Consider what you need for your own positive leadership and see if some of these lion qualities support you in your goals. And to access other tools for positive leaders, you're welcome to check here:

http://stayingpositiveinafreakedoutworld.com/Materials.php

(c) 2010 Meggin McIntosh, Ph.D. | The Ph.D. of Productivity(tm) | http://meggin.com

Through her company, Emphasis on Excellence, Inc., Meggin McIntosh, Ph.D. works with smart people who want to consistently keep their emphasis on excellence.

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Leadership and Organizational Change - A Team-Based Approach

Change is never easy; it is in our human nature to resist change - whatever the cause. However, despite this fact, many organizations have managed to overcome the barriers to change and have adopted new models for not only leadership styles, but many other organizational processes as well (Nahavandi, 2003). As you might have already identified, one of the most difficult models to change is moving from a typical hierarchical or autocratic style of management to a more democratic or team-oriented style of leadership. However, the key to effective organizational change is a sound change management process (Dudink & Berge, 2006). Part of that change management process, is also preparing your business for a new shift in leadership methods and requires that the organization build a team-oriented culture - starting from the top and communicating down (Rosenburg, 2001). Managers at all levels must identify and leverage each person's top skills, and create sound value-based communications between team members (Dudink & Berge, 2006).

Change can be the ultimate test of a leader. As the leader of an organization, you should implement a solid change management strategy in order to effectively manage not only your people, but the business dimensions of the organization as well (Dudink & Berge, 2006). According to John Kotter (2007) a leading expert in change management, leaders often make several key mistakes - those of which Kotter has specifically narrowed down to eight key steps. As the leader of the organization, you should consider taking these eight steps into considering in order to develop a solid approach and framework for transforming your organizational leadership methods.

The first step in dealing with change is to establish a sense of urgency. Most change begins when leaders look at the firm's current situation, performance and customer satisfaction (Kotter, 2007). Is customer satisfaction being affected because of a slow decision making process? Are there "too many cooks in the kitchen" so to speak? This is perhaps the most important step in the process and requires involvement and "aggressive cooperation" by everyone in the organization.

Leadership and Organizational Change - A Team-Based Approach

The second step is to create a powerful "guiding coalition". But what does this mean? Not only must the department or divisional leader become a key stakeholder and supporter, but so must the top-levels of the organization: the Chief Executive Officer and other senior executives. If the most important people in the company do not buy in, the rest will not either (Kotter, 2007). In a small company, this guiding team may only be three or four people, however in a larger organization, this could be a wide range; twenty to fifty people.

The remaining steps include:

1. Defining a long-term vision;

2. Communicating that vision aggressively (i.e., ten times more than you initially think);

3. Removing obstacles that do not support the new vision and empowering others to support that vision;

4. Planning for, creating, and celebrating short-term "wins"

5. Consolidating improvements and preparing for more change (i.e., do not declare victory too soon), and;

6. Institutionalizing the new approaches.

But, how do you effectively persuade others to buy-in to organizational change; specifically from an autocratic to a democratic style of leadership? The first question that should be posed to each and every individual in your guiding coalition should be, "What is leadership?" Carefully listen to each person's definition: one will typically find many different versions of what each person believes leadership is. However, despite these differences Nahavandi (2003) points out that leadership contains three similar elements: (1) leadership is a group phenomenon; there can be no leaders without followers and therefore is already a team environment, (2) leadership is goal directed, meaning leaders always influence or guide teams to a specific course of action to achieve a specific goals, and (3) in the presence of a leader, one assumes some form of hierarchy or autocratic leadership. However, while this may be the case, it can also be informal, flexible and with mostly equal power.

By addressing these three similar elements, Nahavandi (2003) continues to show that by joining them, we define a leader as any person who guides or influences teams and helps them in establishing and reaching goals and objectives in an efficient manner; in a non-autocratic fashion. This shows that to be an effective leader, one does not have to use a top-down approach, and the responsibilities and accountability of the decisions can be shared amongst the team.

But, the next question is, "How do you get them to change their style of leadership?" In order to sustain a revolutionary change in an organization, you need to first motivate those in your guiding collation or transformational leadership team. Nahvandi (2003) believes transformational leadership is best achieved through inspiration of your followers, which enables them to "enact revolutionary change". Transformational leadership ultimately includes three primary factors: charisma and inspiration (i.e., creating emotional bonds), intellectual stimulation (i.e., challenging followers to solve problems instead of you), and individual consideration (i.e., developing personal relationships with each follower). When these three factors are combined, they allow a vehicle for change in not only the organization, but in the individuals themselves.

By following these types of steps an organization will consequently produces better ideas while forcing shared accountability of decisions. The greatest implication of these actions will be to change the way in which people think, act and share ideas; consequently changing the very culture of the company and how it does business.

In the words of Kotter (2007), "guiding change may be the ultimate test of a leader." Human nature is to resist change, and an aggressive and sustained change management process for the organization must be implemented as the framework for leading a significant transformation in organizational culture. Once this framework has been implemented you as the business leader will have efficiently and effectively persuaded your followers, and the rest of the organization into a new way of thinking. Thus, allowing for better, faster and higher quality decisions that in turn provide your customers with what they need: satisfaction.

References:

Dudink, G., & Berge, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer Approaches to Sustaining Distance Training. Turkish Online Journal of Distance Education , 7 (3), 144-152.

Kotter, J. (2007). Leading Change. Harvard Business Review , 85 (1), 96-103.

Nahavandi, A. (2006). The art and science of leadership. Upper Saddle River, NJ: Prentice Hall.

Rosenberg, M. (2001). E-Learning: Strategies for Delivering Knowledge in the Digital Age. New York: McGraw-Hill.

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Leadership and Organizational Change - A Team-Based Approach
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Ryan Strayer has been a successful business executive for over 13 years consulting for some of the largest companies in America such as JPMorgan-Chase, BlockBuster, Boeing and IBM. With an MBA in Operations Management, his experise and experiences range from total quality management methodologies, information technology and process re-engineering to theories in management, leadership and motivation.

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Leadership Qualities and Characteristics Are Learned, Never Inherited

Sometimes we declare that someone is a born leader. Not so! All the traits of a good leader is learned. If leadership qualities and characteristics are never inherited, can they be learned by anyone? That's a good question and one that is open for debate. Some people just can't seem to learn how to be a leader. And yet anyone can actually learn the traits of a good leader. Whether anyone can learn leadership characteristics would perhaps depend on if that person could learn.

With all that said, here's the purpose of this article. America needs quality leaders today. Our nation lacks leadership in the House and Senate. Most of our congressmen and women are about themselves. It is no longer a nation of "We the people..." Rather we have become a nation of us and them-a divided nation. Our nation has quit being a nation that takes care of the working man and woman; rather, our nation now awards the man or woman who won't work. Understand, the author has no political inclination. We can not point the finger at any particular party or individual because we have three fingers pointing back at ourselves. We the people have contributed to the devastation of our nation as surely as the politicians have. Our current President is trying to fix the problem; however, history has proven that you can't buy your way out of something you have behaved yourself into.

We have allowed Congress and the White House (past and present administrations) to bankrupt our nation. Our nation reminds you of Israel and its ultimate ruin. Fortunately for Israel, God raised up a great leader, Nehemiah, the builder of Jerusalem's walls. Nehemiah was a nobody. He was a servant that risked his life for a king. His job was to taste-test all food and drink that the king would later consume. If the food or drink was poisoned, Nehemiah died, not the valuable king. From his office of nobody, Nehemiah rose to a leader of people who had been sitting idle for many years (786-744 B.C. in the latest stretch). They were content to let someone else do the work. They had a good home, food on the table and it didn't matter if the king fixed their city or not. (Sound like any citizens you know?) Not only was Nehemiah a slave, but he was very young. He had been born after the Babylonian invasion.

Leadership Qualities and Characteristics Are Learned, Never Inherited

So how did a nobody slave, a kid, become one of the greatest leaders in the bible? First, he gets a vision from God. When he finally saw the enormity of the task, Nehemiah became ill and wept for days. He probably said, "God, I can't do this! Will you please get someone else?" Then after a little while, he decided that if God was on his side, nothing could keep him from completing the task. He prayed to God, and God began to form a plan for Nehemiah. It appears obvious that Nehemiah isn't a born leader. He had no leadership traits that his mother and father had passed along to him. He had been a servant from the time he was born-now a slave in the Mede and Persian Empire. However, he learned a valuable lesson from his experience; leadership qualities are never inherited but learned.

Look at some of the qualities of good leaders and ask yourself is that quality inherited or learned:

1. Integrity-learned
2. Honesty-learned.
3. Vision casting-learned.
4. Faith-learned.
5. Great Communicator-learned.
6. The Art of Delegation-learned.
7. Courage-learned.
8. Confidence-learned.
9. Tenacity-learned.
10. Perseverance-learned.

Although there are many other leadership characteristics, they are learned behaviors. So it was with Nehemiah. The first thing he saw was his country devastated. We need a Nehemiah who sees our country in spiritual and financial ruin. The USA not only is financially bankrupt, but it is in spiritual and moral bankruptcy, too. The USA needs a powerful, God-fearing leader to get a vision, trust in God and lead this country from decay and ruin to strength and Godliness. Could that someone be you? Who knows that you were born for such a time as this (paraphrase Esther 4:14b)

Nehemiah could step up at anytime because leadership qualities and characteristics are learned never inherited. We desperately need a quality leader to come to the front and lead our nation out of financial bondage. Nehemiah, where are you?

Leadership Qualities and Characteristics Are Learned, Never Inherited
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Howard believes strongly in America; however, he feels that our government has taken on the Big Brother syndrome who wants to take care of and control everything. You don't have to agree with his views. If you would like a free 2010 Whole Life Day Planner and Devotional, a value, email him at coffeyconslt@live.com or visit http://www.writepro.homestead.com You can find out how to sign up for one there.

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Leadership - The Roles of Leaders vs. Managers in Business

There has been a lot of politically correct pontificating of late in corporate circles about the differences between managers and leaders. Most of the commentary I have read attempts to please both audiences. Those of you who have read my work in the past know that I am rarely politically correct nor do I ever seek to try and please all the people all the time.

While there is clearly a need for both managers and leaders in the business world and while I respect and have developed close friendships with many a manager, this author simply believes that the law of scarcity applies to the topic at hand. There is an infinitely greater supply of managers causing a much greater demand for leaders. Put simply, because leaders are much more difficult to come by, they are therefore more valuable to an enterprise.

The paragraph above begs the question why are there fewer leaders than managers? I believe it is because not everyone has it in them to be a leader and thus the old axiom "a born leader". The intrinsic quality of leadership often begins with nothing more than raw talent and a certain state of mind. To possess the innate qualities of a leader is however not the same thing as being a leader. As important as your DNA is, effective leadership skills are developed and refined by time, experience, and a true desire to be more than just a manager, but a true leader.

Leadership - The Roles of Leaders vs. Managers in Business

Let's breakdown the DNA of a typical leader...A leader is usually a very creative, dynamic, outgoing and unflappable individual. They tend to think big picture focusing on vision and strategy while looking to make a long-term impact. By way of contrast let's examine the DNA of a manager. Managers are usually more analytical while focusing on process and procedure looking to make short-term contributions. The following list adapted from Mind of a Manager, Soul of a Leader by Craig Hickman, John Wiley & Sons, demonstrates the DNA gap between leaders and managers:

Managers build systems and procedures, Leaders build teams and develop talent.

Managers surround themselves with subordinates & Leaders surround themselves with the best & brightest.

Managers avoid risk and Leaders thrive on risk.

Managers find comfort in the status quo & Leaders serve as a catalyst for change & growth.

Managers settle for industry standard & Leaders demand the best.

Managers wield power while Leaders apply influence.

Managers control & Leaders inspire.

Managers formulate policy & Leaders set examples.

Managers instruct...Leaders mentor.

Managers are reactive while Leaders are proactive.

Managers plan...Leaders innovate.

Managers refine...Leaders revolutionize.

Managers reorganize...Leaders reinvent.

Managers pursue the tangible while Leaders seek the intangible.

We have all witnessed companies that have been over managed in the absence of leadership. When leadership has been abdicated to management in a corporate setting you will always find that growth slows, morale declines, creativity wanes and the competitive edge is weakened. That being said, I have personally experienced the value of true leadership at every stage of my life from the athletic playing field, to the military battleground to the corporate boardroom. Let's look at an example of the value of leadership from each of the three areas:

o An example from the world of athletics...If you were the owner of an NFL franchise and had to choose between having the #1 quarterback in the league or the #1 center in league what would your choice be? Again this doesn't mean that a great center isn't valuable, it just means that the role player isn't as valuable to the team as having the talent factor and leadership characteristics of a true impact player. Simply reflect back upon your own life experiences and you'll see that you have come across many utility players over the years, but very few franchise players.

o A military example...Contrast if you will the differences of two enlisted men of the same rank. The fist is a sergeant in a headquarters unit charged with the administrative support of a company commander. The second sergeant is a combat controller in a special operations unit charged with coordinating air strikes from the ground behind enemy lines. While both of the enlisted men described above hold the same rank, are part of a team, and play important roles, one is clearly an impact player in a leadership capacity while the other is solely a utility player acting in a management capacity. The military has determined that it is a rare individual who exhibits the characteristics necessary to become a member of a special operations unit. Therefore they are willing to make a much larger investment in the combat controller and in return the military expects a much larger contribution from that individual.

o A corporate example...This example will be short and sweat, but hopefully very clear in its statement of impact. Who do you believe is of greater value and makes a larger contribution to a corporation, someone who administers policy and creates processes or someone who sets the vision and creates the strategy? Just examine the difference in the pay stubs of the two individuals contrasted above and you'll quickly see who the enterprise deems to be of higher value.

I want to be clear that I am not "anti" manager. I am however very "pro" leadership when it comes to optimizing the talent factor in any organization. My bias toward leadership doesn't mean that I don't understand the principles behind such truisms as: "there is no "I" in team" or, "the sum of the parts is greater than the whole" or that "a chain is only as strong as its weakest link." Rather it simply means that I believe you achieve a much greater return on human capital with investments made into leadership due to the scope and scale of the impact that a leader can make. The bottom line is that I prefer to lead rather than manage and to be led rather than to be managed.

Leadership - The Roles of Leaders vs. Managers in Business
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