Good TO Great Leaders

I am going to share secrets that how can become from good to great leaders, no one ever share with you.

Good and great companies both have well-defined strategies, and there is no evidence that the good-to-great companies spent more time on long-range strategic planning then the great companies. Technology can accelerate a transformation, but technology cannot cause a transformation. Can a good company become a great company and, if so, how?

We don’t have great economy, schools and government, mainly because we have good economy, schools and government. The majority of companies never become great because companies have good leaders not great. I am going to share most important qualities to become from good to great leaders. I am sure if any leader adapts these qualities can become from good to great.

  1. They are emotionally intelligent.

First we make our attitudes. Then our attitudes make us. (Dennis Waitley)

Leaders are emotionally intelligent. They know how to recognize, understand and control their emotions to manage himself and their relationship with others. Emotions are involved in everything we do: every action, decision and judgment. Emotionally intelligent people recognize and use their thinking to manage their emotions rather than being managed by them. EI consists of four clusters Self-Awareness, Self-Management, Social Awareness and Social Skills.

There are many benefits associated with developing your own emotional intelligence capabilities, and those benefits range from the personal to the organizational.

  • The higher your emotional intelligence, the more likely you are to succeed in personal and professional relationships.
  • There is a strong correlation between well-developed emotional intelligence and personal self-satisfaction and overall self-confidence.
  • Having a good understanding of yourself, your strengths, and your weaknesses is essential to superior performance when on the job.

Harvard Research:

      15% people successful due to their IQ

      85% People successful due to their EI

If you want to learn more about EQ then please visit my blog on click the link below:

Emotional Intelligence

 

2. They are like a Coach.

Based on a three-year study of over 3,000 executives, Daniel Goleman identified six different leadership styles:

               Coaching

               Coercive (or Commanding)

               Pace-setting

               Authoritative

               Affiliative

               Democratic

Leaders treat the people like a coach. Great leaders enable people to discover their strengths, focus on development and learn from their mistakes. Leaders help them to move forward in their role, and take responsibility for their goals and actions. It discourages control and command methods of management, and brings out the hidden talents and skills of each individual.

If you want to learn more about Coaching and does coaching really work then please visit my blog on click the link below:    

What is Coaching

3. They lead with humility and professional will.

The good-to-great leaders never wanted to become larger-than-life heroes. They never aspired to be put on a pedestal or become unreachable icons. They were seemingly ordinary people quietly producing extra-ordinary results.

The good-to-great leaders began the transformation by first getting the right people on the bus and then figured out where to drive it.

Great leaders put their best people on biggest opportunities, not biggest problems. Great leaders sell off their problems; don’t sell of their best people. When great leaders know their need to make a people change, act. First be sure they don’t simply have someone in the wrong seat.

The old adage “people are your most important asset. The right people are. Good-to-great leaders create a culture wherein people have a tremendous opportunity to be heard and, ultimately for the truth to be heard. Leaders create a culture of discipline is not just about action. It is about getting disciplined people who engage in disciplined thought and who then take disciplined action.

4. They empower their team with appreciation.

A group of frogs was traveling through the woods and two of them fell into a deep pit. When the other frogs saw how deep the pit was, they told the two frogs that they were as good as dead. The two frogs ignored the comments and tried to jump up out of the pit with all their might. The other frogs kept telling them to stop, that they were as good as dead. Finally, one of the frogs took heed to what the other frogs were saying and gave up. He fell down and died.

The other frog continued to jump as hard as he could. Once again, the crowd of frogs yelled at him to stop the pain and just die. He jumped even harder and finally made it out. When he got out, the other frogs said, “Did you not hear us?” The frog explained to them that he was deaf. He thought they were encouraging him the entire time.

There is power of life and death in the tongue. An encouraging word to someone who is down can lift them up and help them make it through the day. So be careful of what you say. speak life to those who cross your path. The power of words… it is sometimes hard to understand that an encouraging word can go such a long way.

A simple word, with French origins, appreciation conveys a multitude of emotions –  approval, gratitude, recognition, value, admiration, affection, estimation, pleasure, regard, to name a few.  If there has been anything that has probably remained constant and unchanged throughout the ages, it is human nature and its innate desire for appreciation. Being appreciated is one of the single most uplifting acts. Leaders empower their team with appreciation.

5. They break their comfortable zone.

There was a very famous king who took good care of his subjects and all the people in his kingdom lived in peace and content. The king had many gifts that he had received from other friendly kings who duly respected him for the goodness and the kindness that he showed to his allies.

Among all the gifts the king had received, the two eagles from his neighboring queen remained the prime of all the awards, except there was only a single problem.

The Eagles just refused to move.

The king employed a trainer and asked him to make sure that the eagles obey his commands so that he could be happy for them and for the queen whom he adored greatly.

The trainer took the two eagles and slowly started to train them with great aspiration and endeavor. Now the trainer too faced a problem, out of the two eagles only one learned to fly higher after the training.

The other eagle no matter what so ever training was provided just refused to move from the branch and held on to it tightly. “It just refused to move and fly.”

The king saw the way things shaped up for the eagle and became very pathetic and depressed.

The king called all big trainers of animals and birds and even magicians of the land, but the eagle simply refused to move, quite a determination the eagle exhibited in its love for the branch!

Ultimately a poor farmer who understood the king’s situation and rushed to his aid informing him that he will take this arduous task. The king too depressed, handed over the eagle to the farmer and wished him luck!

One month passed by, the king while going through his kingdom in his chariot was astonished to find the “unmovable eagle flying higher and higher.”

He was thrilled and called for the farmer to ask him for the solution that made this eagle fly?

The simple farmer replied that he had just cut off the branch the eagle was holding tightly, now it had to move from that branch and should learn to fly higher, as eagles are destined to fly higher not get caught in a comfortable zone.

As simple as it was!!

We as human beings are also designed to fly higher like the eagle, but we cling on tightly to the comfort zones of pleasure, laziness, addictions that bring us temporary reliefs. Leaders break their comfortable zone to fly higher like the eagle.

 

Notes:
Matt Somers, Coaching at work: powering your team with awareness, responsibility, and trust (British Library Cataloguing in Publication Data)
Stephen Neale, Lisa Spencer-Arnell, and Liz Wilson, Emotional intelligence coaching : improving performance for leaders, coaches, and the individual (First published in Great Britain and the United States in 2009 by Kogan Page Limited)
Jim Collins, Good to great (Published in the US in 2001 by Collins Business)