Month: October 2015

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Identifying Your Own Leadership Strengths

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Leadership is needed to help people achieve people what they are capable of, to establish a vision for the future, to encourage, to coach and to mentor, and to establish and maintain successful relationships. – Carnegie, D: 16

Good communication, interpersonal skills, the ability to coach, model, and build teams – all of that requires more and better leaders. – Carnegie, D: 16

The idea isn’t just to identify the most successful leader you can find and then slavishly model yourself after him or her. That strategy is doomed from the start. You are unlikely ever to rise above a poor imitation of the person you are pretending to be. The leadership techniques that will work best for you are the ones you nurture inside. Carnegie, D: 20

Don’t try to imitate others…. Never stop being yourself.

Askyourself the question in a straightforward way: What personal qualities do I possess that can be turned into the qualities of leadership? Carnegie, D: 21

Well-focused, self-confident leadership like that is what turns a vision into reality. Carnigie, D: 23.

 

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Human-Relation Skills for a Winning Organisation

The winners will be the organisations with smart and creative leaders who know how to communicate and motivate effectively – inside the organisation and out.
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“Good human-relations skills have the ability to change people from managing others to leading others” say John Rampey, the director of management development at Miliken & Company.

PeoplePeople can learn to move “from directing to guiding, from competington collaborating, from operating under a system of veiled secrecy to one sharing information as it’s needed, from a mode of passivity to a mode of risk taking, from one of viewing people as an expense to one viewing people as an asset”

They can learn how “to change lives from resentment to contentment, from apathy to involvement, from failure to success.”

Carnegie, D. 1993: 8.

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The Leader in You – Dale Carnegie (1993)

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The leaders of tomorrow will have to establish a real vision and sense of values for the organisations they wish to lead. These leaders will have to communicate and motivate far more effectively than did leaders of the past. They will have to keep their wits about them through conditions of near-constant change. And these leaders will have to mind every ounce of talent and creativity that their organisations possess – from the shoop floor to the executive suite.

 

 

Dale Carnegie. 1993. The Leader in You. USA: Pocket Books. Pg 2

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How to Read People Like a Book

Murray Oxman listed 50 uncommon tips on how to read people

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and here are a few tips I would like to share.

  1. Trading – people can very manipulative, and trading is a big part of it,…- they expect something in return for their support. Never trade with people. Stand on your own feet. Once people catch on you can’t be bought they’ll shot their true colors.
  2. Approval – There are people who beg for approval. … Why do they seek your approval? They dont want to be self-responsible or self-reliant.
  3. Flattery – When someone starts feeding your ego, ask yourself, “just what is he after – do I want to go along with this?”
  4. People want you to go as fast as they are. Maybe they want you to make a snap decision on an important matter  – right now. Don’t get caught up in their momentum. Deliberately slow down! You dictate the tempo that things will move. Always and in everything, be your own person.
  5. Please yourself – trying to please others will get you nothing but anxiety, nervousness and scorn. Please your True Self and you receive the inner-riches of a nice, relaxed, confident life.
  6. Feeling sad – cheerfulness is a healthy alternative
  7. Friends – A real friend will always tell you what you need to hear – the truth – not what you prefer to hear….Truth is really the only friend a person can have and needs.  Friends in Truth are real friends.
  8. Comfort – Don’t push people psychologically. They’ll resist and push back. Use tact, slow down, take your time and introduce new ideas to them gradually, so they’ll feel at ease with you.
  9. Priorities – You can tell a lot about people by observing what their priorities are. Not what theybsay they are, but what you observe them actually be.
  10. Answers – when you ask some people questions, you rarely get a straight answer. … when you get vague, rambling answers ask, “Exactly, what does that mean?”
  11. Accountability – People who hold themselves accountable are to be admired.  They make for good company…
  12. Pain – “What a day, the stress was terrible, now I can relax a little.” Don’t buy it! It’s all a self-centred act to feel important and get a false sense of accomplishment.
  13. Self-centred people love to get attention any way they can. One trick they use is to mentally make themselves physically ill – psychosomatic sickness. Be strong. Don’t buy into the act. It hurts all concerned.
  14. Attachments – “Love the Creator not the creations”. That’s sage advice.
  15. Excuses – Never buy into people’s excuses for their actions. There’s only one reason people do what they do – they want to!

Murray Oxman. 2006. How to Read People Like a Book. Petaling Jaya: Advantage Quest.