| is day and age when you, as leader yell, | | | | Boomers v Generation X v Generation Yo Morning |
| “Charge!” and run into battle, the | | | | people v Evening peopleo Leaders v Followerso |
| chances are you are going to end up looking like Wile. | | | | Doers v Thinkerso Talkers v Listenerso Individuals v |
| E. Coyote after the Road Runner has finished with | | | | Team Playerso Strategic v Unstructured? |
| him: singe marks on your ears, gunpowder all over | | | | Once again, I have no doubt that to a certain degree |
| your face and stars and little birdies flying around | | | | you are asking yourself, ”How far do I go |
| your head! | | | | with my levels of understanding and insight?” |
| Just because you yell ”Charge!” | | | | And once again my answer is in the form of a |
| doesn't mean others are going to follow your lead | | | | two-part question:- |
| and that call to arms. | | | | "How good do you want to become as a leader and |
| Although leadership is a lot about the position you | | | | how good do you want those you lead to become?" |
| hold, it also very much about the person you are. | | | | The more you know about those you lead the more |
| The person you are will show the people you lead | | | | effective you will become as a leader. |
| how you will treat and deal with them. And how you | | | | I know we have gone through this subject of |
| deal with them will have a huge influence on how | | | | awareness and understanding previously. |
| effective your leadership will be. | | | | However, I strongly believe this to be one of the |
| Really knowing and understanding the people you | | | | keys to effective relationships and therefore, vital to |
| lead is a significant aspect of effective leadership. | | | | the development of you as a leader and to the |
| • Knowing their wants and needs | | | | development of the people you lead. |
| • Knowing their goals and aspirations | | | | It becomes a two-pronged attack. In one way totally |
| • Knowing their circles of influence | | | | opposed, but on the other side there is synergy. |
| • Knowing their motivators | | | | On one side you are The Teacher, you are The |
| • Knowing their de-motivators | | | | Leader, you are The Coach: You help people see |
| • Knowing their likes and dislikes | | | | opportunity; you teach people skill; you provide them |
| • Knowing their energy cycles | | | | with experience; you increase their ability and their |
| All of this and so much more can come about | | | | confidence. |
| without asking them one single question. It can all be | | | | But on the other side, you are The Student: the |
| gained from your observations and levels of | | | | student of the people you lead. |
| awareness. | | | | They teach you about how they think, what they |
| A lot of this is at the micro-level, but what about at | | | | believe, why they do the things they do, and where |
| the macro level? What differences exist within the | | | | their levels of confidence and belief are at. |
| people you lead that can and will influence who they | | | | They will show you what they are going to do in the |
| are, what they do, and how they do it? | | | | future, by what they have done in the past. |
| This macro level of understanding is another level | | | | You will take them forward and do a great job |
| that you as a leader need to know, and know well. | | | | simply by what you know. However, you will take |
| What are the differences between:o Male and | | | | them a lot further and a lot higher when you know |
| Femaleo Young and Oldo Experienced and | | | | them. |
| Inexperiencedo Front Office and Back Officeo Baby | | | | |