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The Four Dynamic Qualities of Leadership Fitness

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The Four Dynamic Qualities of Leadership Fitness
By David Chinsky

Effective and successful leaders know they must work consistently to maintain a high level of impact in their lives, their organizations and their world. While outsiders looking in often mistakenly attribute accomplishment to luck, or being in the right place at the right time, successful leaders know better.

It is hard work preparing to run the race. Winners understand the importance of practicing and nurturing the positive habits necessary to achieve sustainable impact. In our work developing hundreds of agile, competent and energetic leaders, we have observed Four Dynamic Qualities of Leadership Fitness™.

In this paper, we introduce our model of Leadership Fitness™ and describe how the attainment of clarity, confidence, effectiveness and vitality come together dynamically to create impact and success.

Clarity

Effective leadership begins with establishing and then communicating a clear sense of direction. One of the pivotal ingredients of developing followership is painting a palpable vision of the future. The best leaders are able to assess current reality, often with brutal honesty, and are then able to chart a new course for moving entire teams from "where we are today" to "where we need to be".

More than anything else, employees seek clarity from their leaders. Leaders lacking clarity, and leaders that do not take the time to provide clear direction to their teams, create an environment where staff are forced to choose among multiple priorities. This often results in employees concluding "we don't know where we are going" or "I'm not sure what I am supposed to be working on".

Operating from a place of confusion or contradiction is obviously not a productive platform from which to lead. It is, at best, very distracting for employees who are looking for where to focus their often scarce resources of time and energy. At its worst, it can create a crisis of credibility for the leader. When employees look to leadership for direction, and it is not there, team members begin to wonder whether their senior management (or anyone for that matter) is steering the ship.

Leaders interested in bringing clarity to their teams must be prepared to ask and then answer several hard questions around core purpose and priorities.

1. What must we become (or do) to create value for our key stakeholders?

2. How urgent is the need for change?

3. What differentiates our approach from that of others in our market space?

4. What are our three-year, one year and three-month goals?

5. How will we align each team members' goals and objectives around the overall strategic direction of the organization?

6. What expectations do we have for employee performance and delivery?

7. How will we capture the opportunities and manage the risks in our environment?

8. How will we communicate our vision, internally and externally, in a clear and concise manner?

Leaders can improve the clarity of their messages by investing time in answering the above questions, and by clearly communicating the answers to their teams on a regular basis. As we will see next, however, clarity is not enough to attain the highest level of leadership fitness.

Confidence

While clarity creates a necessary and strong foundation for action, we find that the most successful leaders combine their sense of direction with a powerful self-confidence that amplifies their message in ways that words and planning documents alone do not convey. We have observed many intelligent leaders, even those with great plans and smart strategies, fail to succeed. This failure often can be linked to the leader's lack of confidence in his or her own ideas and/or the leader not fully appreciating his or her role in rallying the team around a new strategy or new direction.

Great leaders must reach deep into their souls to muster the self-confidence necessary to win the commitment and buy-in from the rest of the organization. Employees have a keen sense, a sort of radar, when it comes to interpreting what they hear from their leaders. While the words may be logical and understandable, if there is a lack of authenticity or a feeling that the leader does not really believe what he or she is espousing, the leader's message has been compromised.

When leaders allow their own doubts to go unresolved, they risk contaminating their own messages with the shadow that lurks behind their words. There are many words that have been used over the years to capture the power these doubts often carry. To some, these doubts are known as gremlins. To others, they are known as saboteurs. Regardless of how we label them, these doubts get in the way of our overall impact by limiting the power of our beliefs and intentions.

Successful leaders learn how to overcome the dampening effect of powerful, and negative, influences. They develop strategies to effectively push ahead with conviction and self-assurance. The successful leaders we work with tend to be more optimistic, bolder and more likely to see the glass as half-full than half-empty. It is important to not mistake these traits as Pollyannaish. The leaders we work with are not misleading themselves or their teams. They are clear (see our discussion of Clarity above) on what is necessary to get to where they "know" the organization must go next, and they have developed the resiliency and confidence necessary to bring others along with them.

Leaders seeking increased confidence are encouraged to spend some time answering the questions found below.

1. What am I allowing to get in my way of boldly taking the organization where I know we must go?

2. What doubts am I harboring about next steps?

3. What is the strength of my conviction?

4. How do I handle feelings of inadequacy when I am in front of my team?

5. What are the names of my gremlins or saboteurs?

6. How full is my glass?

7. How well do I stay focused on translating my intentions into reality?

One of the interesting aspects of confidence is that it becomes self-perpetuating. When we accomplish something important and significant because of our clarity and confidence, we actually increase our confidence moving forward. Similar to building physical stamina and energy (see our discussion of Vitality below), when we stretch ourselves and push beyond our normal limits, we strengthen our muscles and come back with more capacity the next time.

The combination of clarity and confidence can produce powerful results for leaders. As mentioned above, confidence often serves as a way to amplify the clarity leaders bring to their teams. Once leaders have defined new paths and have committed themselves mentally and emotionally to the hard task ahead, leadership fitness turns next to the critical qualities of effectiveness (how to get things done) and vitality (how to endure).

Effectiveness

Clear and confident leaders also must be skilled in the core competencies of managing and leading people. Substance does matter. Without the requisite level of sophistication in key management and leadership practices, all of the clarity and confidence in the world will not create the long-term results leaders seek for their teams and organizations.

In our work with leaders, we often find varying degrees of experience and expertise in the areas of communication, team building, conflict resolution, performance management, creating accountable organizations, delegation and execution. Fit leaders develop core strength in each of the above key areas.

First and foremost, successful leaders know how to build strong teams. They understand how teams evolve through different stages, and they know the signs of team breakage. When confronting ineffective teams, effective leaders know when it is appropriate to intervene and when it is not. They have the skills and experience to overcome the challenges and dysfunctions of their teams. Importantly, they have mastered the art of motivating individual team members so that employees consistently deliver their best work.

Another critical component of leadership fitness is personal accountability. Strong leaders create accountable organizations in which all employees follow through on the promises and commitments they make to themselves and others. The leader serves as an important example and role model in this regard, and reinforces the expectation that all employees will demonstrate unwavering accountability to others.

To be effective, leaders also must become competent practitioners in each of the following important leadership and management functions:

-Translating Plans into Action

-Communicating with Clarity

-Managing Performance

-Delivering Effective Feedback

-Resolving Conflict Productively

-Delegating Effectively

-Leading Change

Leaders seeking greater effectiveness are encouraged to spend some time answering the questions found below.

1. How do I bridge the space between knowing and doing?

2. What gets in the way of translating my strategy and plans into action?

3. What steps am I taking to avoid ambiguity in my communication?

4. How can I increase the impact of my communication?

5. How am I utilizing feedback to both encourage and develop my employees?

6. How well am I doing providing feedback at the teachable moment?

7. How adaptable am I in managing conflict based on the situation I find myself in?

8. How do I show up when others disagree with me or push back on my ideas?

9. What assignments and projects am I holding onto that others can do for me?

10. What can I do to lead change more effectively?

The qualities of clarity, confidence and effectiveness equip the leader with a potent set of tools. As we have discussed above, it is important for leaders to establish a clear line of sight to the future, to resolve their doubts and deepen their conviction and to acquire the relevant skills to be effective. Without vitality (see discussion of Vitality below), the final quality of leadership fitness, leaders run the risk of losing touch with an important source of their power, and setting themselves up for fatigue, burnout or worse.

Vitality

When first constructing our model of leadership fitness, we were quite comfortable concluding that any leader successfully integrating the qualities of clarity, confidence and effectiveness had what it took to create the impact he or she was striving for. However, as we continued our exploration into what drove sustainable success and long-term impact, we discovered the absence from our model of one of the most critical qualities of leadership fitness, that of vitality.

We added vitality to our model due, in large part, to our observation that too many leaders were failing to "go the distance". We saw repeated instances of frustration, overwhelm and overload where we might otherwise have determined that the leader was as fit as he or she needed to be. We believe that the addition of this fourth quality results in a model of leadership fitness that is both more holistic and dynamic. It is, in fact, a reflection of the relationship between our internal and external sources of power.

We see vitality as a measure of our energy, stamina and endurance. It is an important sign of our ability to manage the numerous and competing demands for our time. It is also a sign of how effectively our own system of personal organization operates. The risk to leaders of becoming bogged down by the endless stimuli they confront on an almost hourly basis begs for a model of leadership fitness that embraces the proficiency with which leaders handle all of life's demands.

Our work with successful leaders has confirmed the contribution that vibrancy and vitality make to the overall leadership fitness of individuals and organizations. Successful leaders know how to manage their physical, emotional, mental and spiritual energy. They eat better, drink more water and exercise regularly. They take time to rejuvenate and recharge their batteries.

Vital leaders have increased flexibility and a greater range of motion. The synergies between Vitality and the other three dynamic qualities of leadership fitness far outweigh the synergies between any of the others. Without vitality, it is more difficult to achieve clarity. Mental acuity and physical vitality are linked more than we know. Without vitality, it is less likely that leaders will remain confident. Finally, without vitality, the energy it takes to lead and manage well becomes depleted.

Leaders seeking more vitality in their life are encouraged to spend some time answering the questions found below.

1. How often do I take breaks from my work?

2. What system(s) do I utilize to organize and manage all of the competing demands for my time?

3. How often do I exercise?

4. What breakthrough activities can I begin to incorporate into my weeks that will increase my energy?

5. What role does importance play in how I allocate my time?

6. How much time do I devote to developing and maintaining key relationships in my personal and professional life?

Leaders operating at their prime understand and leverage the dynamic synergies between all four qualities of leadership fitness described in this paper. They derive power and balance from the interrelationships that exist between clarity, confidence, effectiveness and vitality. This gives them staying power and degrees of personal and organizational effectiveness that becomes the envy of others that watch them succeed.

For more information on leadership fitness, please visit http://www.theleadershipfit.com

David Chinsky brings over 20 years of executive leadership and management experience to his role as a sought-after business advisor and executive coach. David specializes in coaching physicians and other healthcare leaders seeking to become more agile, effective and energetic. He enables his clients to gain the clarity, confidence, effectiveness and vitality necessary for achieving their highest levels of professional effectiveness and leadership fitness.

David has delivered executive coaching and leadership development programs to over 150 organizations resulting in enhanced competency, impact and organizational flow. Leveraging his unique insights into leadership, change management and teamwork, David has successfully developed and mentored hundreds of leaders.

David received his Bachelor of Arts and Doctor of Public Health degrees from the University of Michigan, his MBA from the Keller Graduate School of Management and his Master's degree in Public Health from the University of Illinois.

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Which Types Of Leadership Work Best?

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Which Types Of Leadership Work Best?
By Joandra Evaline

When it comes to the different leadership approaches, there are many kinds. But for the most part, there are primarily two definitions. When most people think of a leader, they picture someone who is very well known and the head of a group. We might also tend to think about someone who is the best in sports or business. Tiger Woods leads the way in golf, while Apple products practically rule the portable music industry.

But contrary to what many people think, leadership is so much more than a person directing a group or leading in sports. Most people who try to lead groups will give orders or even try to trick people into doing what the "leader" wants.

Negative experiences have taught people to be leery of so-called "leaders." They don't want someone tricking or taking advantage of them. Again, there are different types of leadership, but the only worthwhile and long-lasting styles don't involve tricks and distrust. If your followers get a whiff of any kind of deceit, you'll lose all your credibility and the power that goes with it.

You need integrity in order to create trust in your followers. They have to believe you'll do what you say you'll do. You walk the talk. A common mistake that many leaders are guilty of is making promises they can't keep. That's why you should be very careful about what you say to your followers. People won't be turned off by someone who is cautious with promises. They know you'll only make commitments you keep. Since they can trust that you won't back out of your promises, they will be better followers as a result.

Let's say, just as an example, that you decided to promise to give one of your subordinates a raise next year. This is a problem. More often than not, a raise will be out of your hands. You can't know how well the company will do this year. It's far better to think in terms of giving raises based on whether your followers meet sales goals.

Sometimes it can be very inconvenient to keep your promises. Nonetheless, even if they are inconvenient, it will only benefit you to keep them. If you ever find yourself in a situation where you need to back out of your commitment, you'll need to apologize and find an acceptable compromise.

Integrity will go a long way in all types of leadership. The leaders who enjoy the most success are the ones with integrity.

Make Sure To Visit Our Websites - Leadership Games, Leadership Theories and Leadership Traits For Everything You Need To Know About Becoming A Great Leader.

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How To Develop Qualities Of Leadership

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How To Develop Qualities Of Leadership
By Joandra Evaline

Of the many qualities of leadership, leaders are mostly renowned for great vision and for taking action to make their vision a reality. Leaders know how to enlist others to help them achieve goals. They know how to create strategies and encourage others to change behaviors.

There are several vital leadership qualities:

* Listening: Good leaders will listen to other points of view and opinions, and they do it in a positive way. They will take the time to figure out how to base their strategies and goals on their followers' needs.

* Good communication: Leaders are comfortable expressing themselves clearly. They know when they should speak calmly and when to speak to motivate. They are easy to follow because their directions are easy to understand.

* Leaders are good at explaining problems. They help their team members see and face the obstacles that are in the way of achieving their goals. Better still, a good leader knows how to help and encourage the team to find solutions.

* The ability to delegate. This is one of the most important qualities of leadership, but one that is frequently overlooked. Leaders know the strengths and skills of their team, and they capitalize on these strengths by giving each team member tasks that contribute to the goals.

* A good leader knows how to show appropriate appreciation to team members who have done well. Good leaders know when to reward their followers.

* Leaders are respectful. In general, they strive to treat others the way they themselves would like to be treated. By following the Golden Rule, they don't just demand respect, they demonstrate that they deserve respect.

* Good leaders are goal setters. They have the ability to set goals that are clear, understandable, and attainable.

* Good leaders tend to embrace creativity and innovation to reach goals.

* Good leaders don't just come up with strategies, they do their best to keep everyone involved in the plan.

* Good leaders encourage integrity, ethics, and good values in the workplace. This is one of the most important qualities of leadership.

According to John Quincy Adams, a leader is someone who inspires others to dream, learn, do, and become more. If you motivate people to do these things, you are on the right path to becoming a good leader.

Make Sure To Visit Our Websites - Leadership Games, Leadership Theories and Leadership Traits For Everything You Need To Know About Becoming A Great Leader.

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What Do Leaders Do As Often As They Can?

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What Do Leaders Do As Often As They Can?
By Darryl Mobley

They learn new things! Did you know that 5 years from now you will be exactly where you are now --- exactly the same person--- except for the people you meet, the audio programs you listen to, and the books you read.

What my company has found through our research is that super achievers habitually read and grow using audio programs, DVDs, magazines, seminars and books. They constantly push themselves to seek out the best new thinking available and apply it to their life and to the way they operate. They engage in an ongoing process of development for continual improvement.

The fact of the matter is that information is doubling every four years in the United States, and communication is increasing in speed daily. If you are not engaged in an ongoing process of learning, you will quickly fall behind and become obsolete and irrelevant. We cannot afford to fall behind in the race for information. We must engage in the process of continual improvement and expanding our minds. People who are not expandable are expendable.

Expand Your Mind

It does no good to read things that do not cause you to expand your mind. Lazy reading material and constant TV viewing leads to a lazy mind. Read about the great thinkers. Read about the great leaders, read about the people who have achieved great stature and great personal power. Personally, I love reading about inventors. As you read about them the way they operate will literally become embedded in your mind and you will start to replicate the good things, the positive things that they have done. Study the super achievers.

You must put into your head things that cause you to grow and expand. It was the great educator Booker T. Washington who said, "There is no great education which is equal to that which can be gotten from contact with great men and women." You can get into contact with great men and women through both audio programs and books.

If you spend your time absorbing lazy mindless slop or watching mindless TV you will develop a lazy, good for nothing mind. It is the same with your brain and body as with computers: crap in equals crap out. You must engage in a process of continual learning.

Become A Well-Known Expert

Another tip, read a book a week. It is not really that difficult to do, if you put your mind to it. Do you know that if you read a book a week in the subject area of your choosing that at the end of two years you will be one the foremost authorities in the world on that subject? You will be able to write your own ticket. Yes, through weekly reading or listening to audio programs or viewing DVDs or going to seminars for the next two years, you will be one of the foremost authorities and you will never want for income or job opportunities.

People who are the experts are always in high demand. A reporter once asked Malcolm X, "What's your alma matter?" Malcolm X told him books. Malcolm X goes further to say you will never catch me with a free 15 minutes in which I am not studying something I feel might be able to help people.

On a day to day level you will find that your ability to quote relevant sources as you talk to your associates gives you much more personal power. People who use quotations well show that they are involved in the pursuit of relevant information and therefore worthy of being listened to and followed.

© 2008 Darryl L. Mobley

Want To Use This Article In Your E-Zine, Magazine Or Web Site? You can, as long as you include this complete short blurb with it: For nearly 25 years, super-achievers have praised "Life Acceleration Coach" Darryl Mobley. Darryl Mobley is brilliant when it comes to the strategies and action steps that lead to living a better life. Darryl Mobley teaches people How To Create The Life Of Their Dreams - personally and professionally - with more happiness, more income, better relationships and more success with his How To Create A Life Worth Living™ system. To get FREE tips on "Living a Life Fantastic" go to http://a1.successsubscription.com

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Leadership - The Untold Magic of Encouraging Others

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Leadership - The Untold Magic of Encouraging Others
By Chi Chi Okezie

There are many articles and books that define leadership and quality traits of leaders. Leaders in several fields or walks of life are recognized for being powerful, influential, charismatic, visionary, skillful and also encouraging. Words hold a very strong influence whether positively or negatively on people. A leader can use their words to inspire, enhance and encourage a group to immeasurable success. Listed below are ways, that you as a leader can positively influence your group, association or team to a level of unprecedented success!

#1 Words can shape a path for the future.

As leaders, it is essential to realize that the words you speak hold a lot of power and can build or break your team, group or association. The things you say can shape the direction that you lead. Being positive, goal oriented and staying focused are all exceptional ways of creating success on a project, task or finishing an agenda. Leaders are urged to use their words to promote a path of success and victories instead of division, fear or strife.

#2 Words can promote diversity and change.

Your words can also promote an appreciation of diversity and encourage a healthy means of change within your group, association or team. The leader is the head and can utilize their words to create unity and assist with the trials and processes of change that could destroy a group, mission/vision or project. They can skillful show diplomacy and professionalism in their words and attitudes towards diversity and change which can impress and mobilize their team.

#3 Words can develop un-utilized skills.

Leaders can use their words to develop their group, association or team. An inspiring or encouraging word can increase the awareness of unlimited abilities, skills and resource people. Possibility is a strong idea and if people believe that they are under the right leadership, they will increase their desires and goals for success and meeting their goals and objectives.

Chi Chi Okezie is owner/producer of SIMPLEnetworking, LLC in Metro-Atlanta, GA. Newly published author of "SIMPLEnetworking: Creating Opportunities ... The new form of success!" View excerpts of the book and polish your professional approach: http://www.snseminars.com

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Leadership Skills Are Necessary for Technology Managers in the Current Business Economy

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Leadership Skills Are Necessary for Technology Managers in the Current Business Economy
By Jane Muder

Technology oriented careers have been making a comeback. Accordingly, talented technology managers are necessary in every area of the field - from Web design and development, to database-driven e-commerce, to software engineering, to technical service and support. Technology positions, from programmer to CIO, are also critically important in organizations from all industries, including manufacturing, healthcare, education, government and service firms. Technology professionals often seek career advancement but need the leadership skills necessary to advance their careers. In response to these industry demands, adult-learning and distance learning schools now offer technology degrees at the bachelor's and master's degree levels, often in accelerated formats.

However, other necessary characteristics of successful technology managers cannot be found on a silicon microchip or in a line of CSS markup code. Some of these characteristics include a talent for leadership; the ability to communicate ideas and directions, and the ability to motivate and mentor staff. These skills are not taught in all technology curricula of the 21st century. However, some information technology and computer science academic curriculum designers are beginning to recognize the importance of teaching soft skills in the classroom. Accordingly, some programs of study now emphasize specialized leadership training for would-be technology managers.

The United States Bureau of Labor Statistics (BLS) states that computer and information systems professionals typically require advanced-level training (namely, a master's degree) in order to be considered for leadership positions in technology. The BLS also points to the need for technology job applicants to have diverse experience in technology systems and applications. This experience will allow them to lead staff who work in different departments and who have different types of technology skills. An additional benefit to pursuing training for technology management careers is the bright future outlook of this field. These careers are expected to grow 16 percent through the year 2016.

Technology leadership training programs at the master's degree level will typically have two or three core academic components. The first core component, obviously, is technology. Students who pursue this type of master's degree typically begin the program with knowledge of at least one higher-level programming language; and are comfortable with database management or development, as well as computer networking systems administration. The master's in leadership and information technology course of study will build on students' foundations in information science and systems, enabling students to approach these disciplines from a leadership and management perspective.

Students will learn to lead employees as well as communicate with all levels of the organization and customers.

In CIO Magazine's 2007 State of the CIO survey of more than 500 IT professionals, the three skills "most pivotal for success in your role" were: the ability to communicate effectively, strategic thinking and planning, and ability to lead/motivate staff. In other words, leadership skills. The primary characteristics that all technology managers must have are leadership skills. These attributes enable technology leaders to motivate staff; to direct projects or business activities in a way that maximizes profits, and to ensure that staff on hand are competent and contribute to strong worker retention. According to career advice site Monster.com, the best managers and leaders in technology are those men and women who are directly involved in project management and task delegation, rather than those who give orders from afar.

In the tech industry, there exists a decades-old stereotype about the social inclinations of technology workers. Unfairly or not, they have been historically pegged as lacking in leadership skills and strong communication abilities. Industry efforts to disassemble this stereotype is one primary reason why students interested in technology management are able to enroll in master's-level programs of study that combine technology skills with interpersonal and leadership skills.

The other reason more and more master's-level technology programs of study focus on business and leadership skills is because technology manager careers have become more specialized and decisions-driven. Managers in tech fields must be able to assess the technology systems in place at their companies, and make system implementation and upgrade decisions that will be positive for their employees and clients. Technology must support and align with organizational goals. Making the right technology decisions requires developed leadership skills, strong soft skills, and polished business acumen.

As technology continues to change and develop rapidly, technology leadership master's degree programs will continue to develop targeted curricula, integrating technology with the business world to produce strong leaders.

Duquesne University's School of Leadership and Professional Advancement offers a Master of Science degree in Leadership and Information Technology. The Pittsburgh, PA university also offers a BS to MS degree program in Leadership and IT designed for working and other adult students. For more information, visit the school's Web site, www.leadership.duq.edu.

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Leadership - Being a Boss Is Not For Everyone

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Leadership - Being a Boss Is Not For Everyone
By Wally Bock

Susan is an employer's dream. She's got great analytical skills and a super work ethic. Her work as a marketing analyst was stellar. That's why her boss promoted her to team leader. At first, she was happy about it.

It took a day or so before the glow disappeared. "I didn't know I'd have all these people coming in and whining to me," she says. "Why can't they just do their jobs?"

Susan wasn't an employer's dream any more. She was a great individual contributor who'd been turned into an unhappy and unfit boss with a wave of the promotional wand. It happens a lot. In far too many companies, the only way to move up is to become a boss. The only way to make significantly more money is to become a boss.

The result is that thousands of great individual contributors every year choose to become a boss without any thought about whether it's the right choice. They don't know if they want to do the work of a boss. They don't know if they'll be any good at it. They do it because they see themselves with no other career options. The result is a lot of awful bosses. Most of them make the choice to become a boss with very little knowledge about what the actual job is. Susan was like that.

Susan didn't understand that when she became a team leader her evaluation depended on how well the team members did their jobs. That made her very uncomfortable.

Susan didn't understand that part of her job as a team leader was to help the individual team members succeed. So when they came in "whining" she didn't see it as an opportunity to have a Supervisory Conversation about what could be done differently. She didn't understand that part of her job was to talk to people about their behavior and performance. She was brought up to be very polite and indirect and she found it massively uncomfortable to confront someone about something as simple as coming in late.

Susan was a good decision maker. Once she made a decision, she followed through. But as a boss she found that she had to make decisions for others and then follow up to see if they were executing.

What happened to Susan happens to thousands of people every year. She chose to become a boss as a way of moving up in the company. It was an uninformed and bad choice. It was uninformed because her company didn't review with her what her actual work would be. There was discussion of what goals needed to be met and what compensation would be, but not a word about what the work was going to be like every day.

It was a bad choice for Susan. She wound up in a job that she had neither aptitude nor appetite for. It was a bad choice for her company. Instead of a highly productive individual contributor with high morale, they got an unhappy and ineffective team leader.

Fortunately for the company and for Susan, this all turned out OK. Susan went to her boss and laid out the situation. The boss understood that keeping Susan as a team leader was a bad idea.

So, Susan wound up back in her marketing analyst job where she continued to excel. About a year after the "promotion" incident, she moved up to a senior analyst position.

Susan was lucky. She was lucky because she worked for a boss who understood the wisdom of undoing a bad promotion decision. In many companies she would not have been allowed to return to the individual contributor ranks or if she did it would be a career ending move.

Susan was also lucky because she works for a company that has a full range of jobs that fit her skills. Many of them pay a lot more and carry impressive titles. It's not a formal career path, but it might as well be.

Susan was very lucky to find out that being a boss was not for her early in her career. Whenever she's tempted to become a boss, she can remember all those "whiners" coming in to her office. And she can keep on enthusiastically producing great work.

Wally Bock helps organizations improve productivity and morale by selecting and developing great leaders at all levels. He coaches individual managers, and is a popular speaker at meetings and conferences in the US and elsewhere. This article first appeared in the Three Star Leadership Blog (http://blog.threestarleadership.com). Check out Wally's Working Supervisor's Support Kit (http://www.threestarleadership.com/supervisorsupportkit).

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Lifelong Learning - Secret To a Privileged Life

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Lifelong Learning - Secret To a Privileged Life
By Steve Wickham

A lack of knowledge is a great disadvantage in life. It means we don't get opportunities, can't be trusted, and need to be 'looked after,' reminding us of when we were children. Knowing what is needed to succeed in life and having the ability to get there is crucial in avoiding frustration, which is commonly defined as having our goals or aspirations blocked or unsatisfied. No one wants to be frustrated. A commitment to lifelong learning and the acquisition of knowledge and wisdom is the secret to a privileged life few end up living.

Some people simply 'don't know what they don't know.' It's called unconscious incompetence. They're ignorant and it's not a very powerful position to be in. We'd surely not want this result personally or for any of our dear family or friends, yet we persist in our ignorance so often by not engaging in the learning process. There are a thousand learning opportunities every day - are you being at least somewhat attentive to them?

We need to make it our business to know things that affect our lives, and seek to know the truth and common sense of reality. We need to know in diligence what we must do and what we must not do in order to succeed in life.

Ignorant behaviour harms others as well as you. Anyone you rely upon will ultimately suffer because of your lack of knowledge. Commit yourself to becoming a life learner. You could try some of these things:

Take a course; anything from a short-term course to a degree.

Ask people questions about things you're curious about. Curiosity is endearing and you will find people seeing you as more attractive purely because you are seen as a 'humble learner.'

Set some goals on learning. Set them high. Ten years from now you could have a Master's degree or doctorate. You might simply want to broaden your life experience.

Read books. Get involved in the history of the world for instance... it's a fascinating place, the world, with many fascinating people who've lived over the course of history.

Limit the amount of useless information you take in. i.e. television, magazines, some newspapers, tacky/tabloid media etc.

Exercise discernment in which people you speak and listen to. Find good role models and model their desirable behaviours onto yourself.

Keep a journal and make regular, in not daily, entries. Take time to reflect on what you've learned each day. This has the effect of deepening the experience, making it more meaningful.

Lifelong learners think more and as a result have more joy in life. They have more personal power and are naturally endearing people. Socially speaking, they're also interesting to be around. One of best advantages however is the legacy you leave to your children and grandchildren; of knowledge and its acquisition.

Finally, focus not just on acquiring information but also focus on developing your character; that is, become a better person, morally. Now that's the epitome of learning!

© Copyright 2008, Steven John Wickham. All Rights Reserved Worldwide.

Steve Wickham is a safety and health professional (BSc) and a qualified Christian minister (GradDipDiv). He is also has training and leadership Diplomas. His passion in vocation is facilitation and coaching; encouraging people to soar to a higher value of their potential. Steve's key passion is work / life balance and re-creating value for living, and an exploration of the person within us. His highest goal is doing God's will, in enhancing his life, and the lives of others.

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Erase Hate - One Person At A Time

AchievementRadio.com's

Erase Hate - One Person At A Time
By Joi Sigers

In 1998, on a deserted road, 21 year old Matthew Shepard was beaten, tied to a fence, and left to die. Tragically, 3 days later, that's exactly what happened.

Was he guilty of a crime that vigilante justice insisted he atone for? Had he cheated on or wronged someone for the last time? Was someone settling a score? What had this beloved son done to "deserve" to be tortured and murdered?

In a sentence? Matthew Shepard was gay. His young life was brutally ended for that reason alone.

I cannot even begin to imagine a more horrific or terrifying death. The pain, the fear, the helplessness, and the suffering. I also cannot even begin to imagine something else: The HATE. How can any human have so much hate inside of them that they would do this to another person? How could anyone be so demonic and so unspeakably evil?

Unfortunately, Matthew Shepard wasn't the first victim of a hate crime or the last. No race, sex, denomination, or individual is safe from hate crimes. Anyone could be targeted, actually, because we're all different. Christians, blacks, gays, latinos, Jews, native Americans... the list goes on and on. History has proven that hate, when fed a continual diet of rage and intolerance will lead to unspeakable crimes.

Some people think nothing can be done about it, so why even try. Fortunately, at least as many people know that love is greater than hate and that to not try is somewhat like contributing to the hate.

Just a few thoughts:

1. Examine your own heart. Do you harbor hatred toward any group of people? If so, ask yourself how comfortable you are being filled with something as ugly and poisonous as hatred.

2. Listen to your children. Do they continually make fun of or condemn a certain type of person? Ask yourself how comfortable you are with your children being full of such hatred. One of the saddest things in the world is when parents raise their children to hate just as they hate. WHY WANT YOUR CHILDREN TO HATE INSTEAD OF LOVE?

3. Realize that we are all different. It may be a shock to one's system, but we are all hated by someone. Whether it's for our race, our religion, or our sex - we are all the object of someone else's hatred and intolerance.

After you take a good look inward, make the necessary changes outward. Hate destroys all of those it touches - those who harbor it every bit as much as those they harbor it towards.

Granted, we all have different views and different beliefs. There's nothing wrong with that. If one person is a Democrat and the other's a Republican - neither has done anything wrong. But when one develops hatred for the other and becomes so intolerant that they treat the other as though they're diseased, they fail to realize that the one who is diseased is actually themself.

Hatred is a disease. Love is the cure. Even if someone does something you don't agree with or understand, you should love them. Hating will destroy you long before it does them.

Matthew Shepard's family has set up a remarkable foundation in their beloved son's name. It's too late to save Matthew, of course, but the hope is that it isn't too late to save other sons and daughters, mothers and fathers..... Their message is a simple yet powerful one: Erase Hate. There are pendants and tees that shout the message out loud and proud.

The more of us who wear and live this message, the better. When the haters of the world see how completely outnumbered they are, perhaps they'll retreat to a corner and figure out how to get a life. Maybe then, when they step back out of the corner, they can actually enjoy life, contribute to society, live a life worth living, and allow everyone else to do the same.

Visit the Matthew Shepard Foundation's Web Site today. 100% of the net proceeds go to the Matthew Shepard Foundation.

As someone once said, "Self isn't something one finds, it's something one creates." Self Help Daily would love to help YOU create a masterpiece!

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Who Do You Want To Become

AchievementRadio.com's

Who Do You Want To Become
By Sharon L Good

Growing and changing is a natural part of our human development. We know this. When we're thinking about what's next for us, though, we tend to look back at our history to see what the next logical step is. But we may have dreams and passions we want to pursue that are not a linear outcome of what we've done before, so they don't feel doable. What do we do then?

Instead of creating our future out of our past, we can look at who we want to become. Usually, when we're looking toward our future, we think about what we want to *do*. But what about looking at who we want to *be*? Life is not just a string of accomplishments. It's a process in which we gain knowledge and experience and develop who we are.

When I was younger, I didn't think much about who I was becoming. I knew I wanted to be an actress from the age of 14, and I didn't care why. I pursued that path without further thought until I was in my 30s and found myself on a path of personal and spiritual growth. The question, How can I best serve? began to creep into my mind. While I realized that actors perform an important service, it wasn't the right kind of service for me anymore.

My next step was a foray into the world of publishing. I had no background in this field, but it was an opportunity to develop my writing skill and publish books that brought valuable tools and information and heart-warming stories into the world. It was a huge challenge to run a business and be responsible for bookkeeping and marketing and inventory. I grew tremendously and was proud of the books we published, but eventually, it ran its course and a new opportunity arose.

After 7 years of publishing, I happened upon an article about life coaching. We were still in the thick of publishing, and I certainly didn't need another career, but it kept tugging at me. After completing what turned out to be our last book, I enrolled in a coach training course. I loved it! This wonderful new profession - my new "best way to serve" - continues to allow me to have an even more direct, positive impact on people's lives. In working with my clients, as well as teaching and writing, I learn and grow every day.

In looking back, my career path makes a lot of sense. My acting experience has helped make me a better teacher and speaker. I continue to write and publish self-help materials that support my coaching focus. But as I began each new career, I had no idea why I was drawn to it or what it would bring. I only knew that I needed to step into a new challenge that would develop who I was as a person and a professional.

As we move to each new stage of life, a new sense of purpose is revealed to us. The things we did and who we were become a size too small, and we need to break out and seek new direction. It may be the logical next step from what we've been doing, or it may be a radical change. Either way, our new path calls on us to be willing to let go of the comfort of the old, familiar ways and open to learning new skills and new ways of being.

In the words of Shunryo Suzuki-Roshi, a 20th century Japanese Zen priest: "In the beginner's mind there are many possibilities, but in the expert's there are few." Although you may have decades of life experience behind you, approach your new stage with beginner's mind.

By letting go of relying on what you already know - about life and about yourself - you'll discover wonderful new aspects of yourself that will move you forward in your development, as well as your accomplishments, and open new worlds. And down the line, when the time is right, yet another new and mysterious path will be revealed to you!

C 1998 - 2008 Sharon Good. All rights in all media reserved.

Sharon Good is a Life, Career and Creativity Coach located in New York City. She specializes in working with creative people to clarify their life and career goals and live their dreams. Sharon is the author of several books, including "Managing With A Heart" and "The Tortoise Workbook: Strategies for Getting Ahead at Your Own Pace," and teaches career workshops at the 92nd Street Y. Sharon can be found at her website, http://www.goodlifecoaching.com

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