The GREAT 8 LEADERSHIP PRINCIPLES
- Communicate
- Relate
- Evaluate
- Create
- Eliminate
- Accommodate
- Facilitate
- Demonstrate
www.theconferenceforleaders.com
The Great Eight comes from over 20 years of experiences with leadership in all sectors of our society – business, private/public, non-profit, military, churches, etc. The eight provide a tool or methodology for any leader to benefit from, after careful study and application. The eight are inter-twined, overlap and complement each other in application. Traits, skills and qualities typically attached to leaders and leadership are brought to life through the usage of these eight principles and concepts. The leader that ‘gets’ each of these individually and collectively is bottom line, a better leader. See how each works to reinforce the others to travel further down the road to leadership success in any situation or role in life.
COMMUNICATE
Communicating is a skill, dynamic and human behavior stretching way beyond simplistic ‘Sender – Receiver - Barriers’ information typically presented in Communications training. True leadership must understand the individual, human nature, group and organizational behaviors connected to organizational communications.....
RELATE
Relating to people is an art, skill, a matter of importance and frequently even a misunderstood dynamic with people; to include organizations and among leaders. When leaders develop relationships, they become powerful, communicating and visionary leaders - bottom line. Power, influence and success is the result of time spent creating and nurturing relations in all directions......
EVALUATE
Possibly the most flawed responsibility and subsequent ineffectiveness of leaders (and leadership) is the EVALUATION of people! This is not only in business and organizations, but in our society as well - feedback, criticism and evaluation are not well practiced to say the least. For sure, it is not well received by most either!.......
CREATE
Creating is surely what leaders do; leadership is about well thought out development, improvement, making things better and yes, even creating. Creating new ways or improving old ways takes initiative and a unique focus on not accepting where we are, but striving for better. Leaders who create are facilitating change; and involve others through strong trusting open relationships, so they can help in creativity......
ELIMINATE
Eliminating old ways, unacceptable practices, dysfunction and barriers is the job of leaders and leadership. Leaders through systemic focusing, discover waste and unproductive activities; subsequently they create new and better processes. True leadership challenges time-accepted norms and old management routine and traditions........
FACILITATE
Facilitating is teaching, and teaching is leading. Effective leaders see everything as a system and/or process to facilitate. This does not mean or include dictatorship, directing, lecturing or telling people what to do or what is right and what is wrong. Through strong communications and relationships, teams and entire organizations are led by facilitation.....
ACCOMMODATE
True leadership is available, open and accommodating to people, new ideas and ultimately better ways of existing. Leaders accommodate any and all ideas of change. Effective leadership does not accommodate the concepts of maintaining, staying where we are, norms and old ways. Accommodating leaders do not enable, but rather demonstrate receptiveness to different ways of seeing things; different ways of doing........
DEMONSTRATE
All agree that leaders that are real leaders model all the good stuff. The Great Eight concepts are all demonstrated routinely in all they do, with every one. Leadership is demonstrated in all aspects of life by the true leader. He/she is professional, always teaching, developing relations, making things better and eliminating the bad stuff at all times. The charismatic inspiring leader is the one who...........
READ MORE ON THE PRINCIPLES ON THE WEBSITE (or purchase the book!)
www.theconferenceforleaders.com
"People don't care how much you know until
