While true leadership begins with having a vital and vibrant
vision, they will not be true leaders unless they transform their
visions into goals, their goals must inspire them to have important
ideas, and then they must proactively plan, communicate these plans, and
motivate others to follow and care. In order to achieve and transform
their efforts into successful activities and results, they must learn
how to overcome concerns and objections by directly taking five steps:
1. Listen, understand and rephrase; 2. Empathize; 3. Fully answer the
concern; 4. Recreate the needs; and, 5. Close others on participating
and getting further involved. The reality is that a real leader must
constantly sell others on his ideas, visions and mostly, on himself.
1. Remember that we have been given two ears but only one mouth for a very important reason! In order to be impactful, we must spend at least twice as much time listening than speaking. That means a leader must remain patient, avoid interrupting, and ask enough probing questions to understand what is actually of concern. Great leaders never assume they know what is meant, but make sure they probe sufficiently to be certain.
2. No one will be motivated by any leader that they do not believe truly cares about them, their organization, and the needs! Merely indicating that one is sorry and sympathetic is often counter - productive, because it usually brings on resentment because of disbelief. Rather, being empathetic lets a leader put himself in someone else's p;ace, and this enhances communication and mutual appreciation.
3. How often has it bothered you when someone in a position of leadership "beats around the bush," avoiding answering your questions or concerns, and merely repeated their standard speech, which is usually composed of generalities, vagueness, and emphasizes rhetoric over substance. A true leader listens attentively and carefully, and then deliberately, clearly, transparently and in detail actually answers the concerns.
4. Once you have convinced those with concerns that you not only care, but also are willing to directly address these, it is necessary to recreate the need. This must be done by combining absolute integrity and empathy, with a willingness to show both the need for the ideas and what doing so will do. Once the need has been recreated, the key fifth component is able to be done, but unless someone first creates the preliminary groundwork, the last step will usually be ineffective.
5. A leader must do what anyone who wants to make a sale would do, and that is close the transaction or sale. In leadership, this is done by asking others for specific actions, involvements, etc., and doing so in a specific manner. The close does not take place unless and until the leader specifically asks for a true commitment of either time, money, energy or other resources, for an important reason, and in a timely manner.
Our greatest leaders are our greatest salesmen. They focus on needs, goals, etc, and bring about effort, motivation and work with constituents to achieve at higher levels for their organization.
1. Remember that we have been given two ears but only one mouth for a very important reason! In order to be impactful, we must spend at least twice as much time listening than speaking. That means a leader must remain patient, avoid interrupting, and ask enough probing questions to understand what is actually of concern. Great leaders never assume they know what is meant, but make sure they probe sufficiently to be certain.
2. No one will be motivated by any leader that they do not believe truly cares about them, their organization, and the needs! Merely indicating that one is sorry and sympathetic is often counter - productive, because it usually brings on resentment because of disbelief. Rather, being empathetic lets a leader put himself in someone else's p;ace, and this enhances communication and mutual appreciation.
3. How often has it bothered you when someone in a position of leadership "beats around the bush," avoiding answering your questions or concerns, and merely repeated their standard speech, which is usually composed of generalities, vagueness, and emphasizes rhetoric over substance. A true leader listens attentively and carefully, and then deliberately, clearly, transparently and in detail actually answers the concerns.
4. Once you have convinced those with concerns that you not only care, but also are willing to directly address these, it is necessary to recreate the need. This must be done by combining absolute integrity and empathy, with a willingness to show both the need for the ideas and what doing so will do. Once the need has been recreated, the key fifth component is able to be done, but unless someone first creates the preliminary groundwork, the last step will usually be ineffective.
5. A leader must do what anyone who wants to make a sale would do, and that is close the transaction or sale. In leadership, this is done by asking others for specific actions, involvements, etc., and doing so in a specific manner. The close does not take place unless and until the leader specifically asks for a true commitment of either time, money, energy or other resources, for an important reason, and in a timely manner.
Our greatest leaders are our greatest salesmen. They focus on needs, goals, etc, and bring about effort, motivation and work with constituents to achieve at higher levels for their organization.
Richard has owned businesses, been a COO, CEO, and Director of
Development, as well as a consultant. He has professionally run events,
consulted to over a thousand leaders, and conducted personal development
seminars, for over 30 years. Rich has written three books and well over
a thousand articles. His company, PLAN2LEAD, LLC has an informative
website http://plan2lead.net and Plan2lead can also be followed on Facebook http://facebook.com/Plan2lead
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