ALWAYS LEAVE YOUR DOOR OPEN

" Great leaders never hide in their offices "

TO bring out the best in a team, a leader must be willing to listen to whatever the team members wish to communicate. Be Careful though - this isn't simple as leaving your office door physically open. I once coached a leader who claimed to be her door literally wide open but very approachable with her.  They explained that whenever her staff told me they hated speaking they approached her with ideas, problems or suggestions, she acted like she had no time, would make them feel unwelcome, or would ridicule and find fault in their ideas rather than saying anything positive.

Genuinely approachable leaders make their staff feel at ease, patiently listen, reflect and calmly respond without any judgement. This is a genuine open- door policy and helps create a very healthy and positive working environment.

 Creating A Positive Working Environment:

• As a result of being heard, people will feel more valued and motivated and will be willing to invest more effort in their work.

• It creates a working culture of increased openness, trust and transparency in which people will be less inclined to remain silent and hold back from sharing with each other, including with you.

•There will be less fear and more eagerness to discuss problems and issues before they become fully fledged crises.

CHOOSE YOUR ROLE MODELS CAREFULLY

" Observe those who inspire and impress you, then emulate their positive qualities, but those only. No one is perfect "

Many leaders have been blindly learning from the wrong role models simply because they emulate and copy other leaders without realizing they're doing it. This pattern of unconscious mimicking starts in our childhoods instinctively copy our parents. We take this same habit into adulthood. You can see this happening when people are meeting together  and one person crosses their arms or legs and other people do the same thing without a realizing it. It's also likely that your first few close colleagues and bosses he came your unconscious role models because you had no one else to observe and learn from.

Successful leaders stop relying upon this unconscious and automatic mimicking of those they work for or look up to, and deliberately choose their role models. In addition, once they have chosen a role model, they never copy all aspects of that leader's style because no leader is perfect. Instead, they only emulate the positive behaviours and habits while avoiding their role model's weaknesses:

Role Model's Weaknesses:

 •A highly visionary leader might also have an anger management problem and a low tolerance for certain people or behaviours. 

• A leader who has amazing decision-making skills when it comes to choosing successful business opportunities but may lack the skills to develop and  grow a high-performing team.

• A leader who always exceeds expectations by pushing staff to achieve their KPIs may have no idea a about how to listen, inspire and coach people.

BE A ROLE MODEL OF YOUR TEAM AS A LEADER

 " Be the role model "

Be a good role model by being enthusiastic and motivated to take full ac-

countability for all of your team's work as well as for any tasks that you

personally undertake.

Demonstrate that your team's failures are also your own

Never make the mistake of passing tasks to your team and later blaming them

for poor performance or mistakes and thinking that you're absolved of any

blame. . You always remain accountable for your team's work - t this is a funda-

mental role of leadership. Challenge and support them to complete the wort

themselves but never wash your hands when they struggle or fail.

SOMETIMES LEADERS BREAK RULES

" Show bravery by ignoring silly rules and norms "

Successful leaders sometimes don't allow rules, policies and norms to stand in

their way of taking the right actions, choices and decisions.

The larger and more established the organization you work within, the more

likely that rules might have to be bent or ignored in order to get things done

This might involve breaking accepted norms, unwritten rules, agreed policies

or written guidelines such as:

 Written Guidelines:

•  Your predecessor always attended particular weekly internal meetings but

you realize that there's no point in you continuing this practice and you

stop attending. When challenged on why you're breaking this accepted

practice, you may have to explain your reasoning.

•  HR policies state that every candidate must be interviewed by five col-

leagues and be reference and salary checked before a job offer can be given

to them. However, you interview a really outstanding candidate, who has

only met one other colleague to date, and you realize this job seeker is

about to accept a competitor's job offer. You decide to ignore the hiring

rules and immediately extend her a written job offer.

• Your team have been working very well over a number of years with a sup-

plier of a niche service. Under new procurement rules, you realize that this

supplier should be dropped because they can't fulfil various compliance

requirements but you decide to continue working with them, claiming that

there's no other supplier in the market with their important sill-set.

BE AN EXCELLENT MENTOR

" To help other people grow, share your words of wisdom "

All leaders share their expertise, knowledge and experiences and by doing so 

are being mentors to their colleagues (who, in mentoring jargon, are

tees). Unfortunately, most leaders do this very badly because they have never

been taught how to professionally mentor other people. Their most Common

mistakes include:

Most Common Mistakes:

• Sharing favourite stories and anecdotes from their careers that may have

no relevance to what a mentee's challenges are and what they're seeking

help with.

• Lecturing a mentee without asking any questions to better understand the

mentee's actual needs or to clarify if the mentee is understanding what is

being said.

• Not listening to the mentee and treating the mentoring as a one-way com-

munication process and an opportunity to show off and impress.

• Learning nothing from the mentee's own experiences.

Poor Mentoring: 

Poor mentoring is counter-productive and can leave a mentee struggling to

find value in and apply the advice the leader has given them. The resulting

confusion and sense of being stupid can be very demotivating and disengag-

ing. This is comparable to a leader always being directive through telling.

lecturing and teaching and their staff just have to listen.

Best practice mentoring is not simply about giving other people your advice,

experience and opinions, it's a journey of discovery involving:

 Journey of Discovery Include:

•A two-way sharing and learning process, in which the mentor helps the

mentee reflect upon their own experiences, build up their own wisdom,

become mature and improve the depth and breadth of their thinking.

• The mentor asking insight-provoking questions rather than simply giving

advice. At appropriate moments, they may draw upon their own experi-

ences and share helpful insights and suggestions aligned with the mentee's

own needs, situation and context.

BE BOLD AND CONFIDENT

" Stop playing it safe. Take your team where you have never been before "

Your leadership skills will be tested when you're taking your team, organiza-

tion or business in new and uncharted directions in pursuit of

Some large and audacious goals. Too many leaders are too cautious and conservative to

do this and will find every imaginable reason to explain why such goals are

impossible to achieve.

Successful leaders are quite different and never suppress their boldness, pas-

sion, audacity and daring. They use these things to excite, energize and moti-

vate people (including themselves) to tackle even the most impossible looking

goals. You can always spot such leaders as the ones who:

• Are willing to create and focus on extraordinary goals that might seem like

pipe dreams to others

•Turn ordinary teams into extraordinary team players who are happy to

commit to challenges that would overwhelm most people.

EXAMPLE:

Elon Musk is an example of a leader who consistently acts in this bold and

daring way. You can see this in all of his projects and businesses including in

his plans to colonize Mars, to create re-usable vertical landing rockets and to

build the world's largest lithium-ion storage system in South Australia in a

self-imposed short time-frame. Not every leader has the personality. ambition

or inclination to become an Elon Musk, but all successful leaders do develop in their own

 way, the skills of thinking big and encouraging others to follow suit.

DONT FORGET YOUR HEALTH

" It's not easy to lead other people when lying in a hospital bed or in a coffin "

Many Leaders Don't Take Care of Their Health:

Nobody would destroy their health in pursuit of leadership and career se

cess, would they? Sadly, far too many leaders do exactly this. They work their

way up the leadership ladder while simultaneously burning out from stress

becoming physically sick, mentally ill and emotionally drained. I have coached

dozens of such leaders and am astonished how unhealthy they had allowed

themselves to become while chasing year-end bonuses and promotions.

Successful Leadership Skills:

Successful leadership requires skills such as details orientation, concentra-

tion, emotional balance, focus, calmness and persistence, all of which require

you to be at your best. When you're stressed, overloaded and worn out, you

can't perform these things well and as a result you risk:

Risks of Overloaded Work: 

•Making poor decisions and other mistakes because you're tired and unable

to concentrate

•Lacking positive inspiration due to feeling stressed and depressed

•Not being calm and happy because of the pain and irritation from tense

muscles, a stiff neck or headaches

• Having no desire to look forward, to set a vision and direction because

you're so drained. As a result, you may start losing interest in your work

and career.

work

How To Motivate People When They Lose Hope

" Everybody faces struggles. Leadership is about encouraging people to keep on trying "

 PICK PEOPLE UP WHEN THEY FALL:

It's very easy for a leader to acknowledge and celebrate their team's sue

cesses, particularly when they can share in the glory. The team's good work

reflects well on you as their boss and you'll be easily motivated to share, built

on, sustain and replicate these successes.

Your challenge arises when the opposite happens and one of your team struc-

gles to achieve their goals and might even completely fail. In today's increas-

ingly volatile and complex business environment, struggling and failing are

becoming more common. How will you respond when it happens?

 Your Leadership Maturity:

How you react to your team members when they fail at something is an

important measure of your leadership maturity. It can be very easy to simply

become angry, upset and critical and to leave your team member in no doubt

as to what they have done wrong. A wise leader might also be upset but

would quickly switch to a broader strategy of helping the individual to learn,

grow and move forward through:

•Challenging them to accept, ,learn and grow from their experiences and mistakes

•Supporting them to positively move forward and to keep on trying.

HOW TO KEEP YOUR VALUES CENTRE STAGE

" What you values in life dictates what kind of Leader you become "

A successful leader is continually striving to live and lead with some carefully chosen values. Also known as principles or standards, your values underpin how you think, make decisions, act and behave as a leader. They are what drive you and what you seek when leading both yourself and other people. Some people have no idea what their values are but successful leaders always know what is driving them. 

Values Of Successful Leaders:

• Appreciation
• Authenticity
• Autonomy
• Belief
• Caring
• Commitment
• Compassion
• What you value in fe dictates what kind of leader you becomp'
• Courage
• Empathy
• Excellence
• Fairness
• lies or cheats.
• Focus
• Freedom to act
• Gratefulness
• Helping
• Humility
• Inspiring
• Integrity
• Loyalty
• A leader's values help them know what
• acceptable to them:
• Lead by example
• Learning
• Making a difference
• Optimism
• Passion to win
• Purpose
• Respect
• Transparency
• Truth
• Trust
• Wisdom

CONTROL YOURSELF AS A LEADER

"If you want to quickly fail as leader, simply start losing your cool"

Becoming an  irritated Person:

You would become very irritated if your oven had no temperature control and

would randomly leave your food under- or over-cooked, just as you would he

frustrated if vour fridge had a broken thermostat leaving you with rotten fond

one day and solid and frozen milk the next. We feel the same when a col-

leaque has no self-control, and it's even worse when it's the leader because

anything they say or do can have a large impact on SO many people.

I spoke about the importance of self-leadership

and a key aspect of this is how well you control yourself. This is sometimes

referred to as self-management, which forms part of your emotional intel-

ligence (EQ), a concept I explained in chapter 33. Successful leaders know

that excellent self-management is essential. Without it, you risk making all

kinds of horrible and sometimes repetitive mistakes that can have all kinds

of consequences:

Consequences Of Not Managing Self-Management:

•You repeatedly lose your temper about trivial and small mistakes made by

your  team, and some of your team members may become so upset by your

reaction that they resign.

•You have a couple of drinks and make inappropriate comments about a

work colleague, and as a result you're investigated by your HR department

and risk losing your job.

• You become upset by an email from a client who is blaming your team for

poor performance and you reply with a strong and very emotional email.

•During a management meeting, in response to someone challenging you,

you become angry and start a heated argument, causing one colleague to

say they're tired of having to work with you.

PERSIST WHEN OTHERS GIVE UP

"How tragic to turn back and, through clearing skies, you realize that you had been so close to the mountain's summit after all"

Successful leaders never Give Up Easily:

Too many leaders give up just short of achieving their plans, goals or dreams

thinking that they have exhausted all avenues, hit dead ends and used up all

of their ideas, energy and resources. Successful leaders never throw in the

towel so quickly. Instead, they persist knowing that any goal worth achieving

is not going to be easy.

 Successful leaders do struggle persistently:

In today's fast changing and disruptive VUCA business environment, where

businesses are struggling to adapt and even survive, we should not be sur-

prised if our goals and targets can seem more challenging than in the past

and may even seem impossible to achieve. As a result, the tendency to want

to give up will be high and even successful leaders might struggle to remain

persistent and keep going.

In addition to helping achieve business goals, not giving up too easily can also

benefit your career. According to a 1985 research paper, more persistent lead-

ers tend to be viewed more favourably. The author of the paper, US academic

professor Laura M. Graves, found that leaders who exhibited persistence were

evaluated and rated more highly than non-persistent leaders. This makes sense and I am sure that you

 too have more admiration and respect who show more willingness to persist and d never give up,

 compared to those who more easily quit.

DEVELOP YOUR SUCCESSORS

"The true measure of any leader is their gardening skills - how well do they nurture and grow new leaders enabling them to blossom and flourish?" 

Creating new leaders should be high up on your to-do list. Just as you were

nurtured and prepared for your own leadership opportunities, today's poter-

tial leaders now need your care and attention. This is an essential task for any

Successful leader and was confirmed by the results of the Global Leadership

Forecast 2018 survey by Ernst Et Young, DDI and the Conference Board, in

which 64 per cent of the surveyed leaders stated that developing their next

generation of leaders was one of their top five challenges.

More Leaders require in One Organizaton:

As your business grows in size, it will need more leaders at all levels and

you must never assume that this is the sole responsibility of your Human

Resources department. It takes a concerted and strategic effort by all leaders

to create a large enough pool of leadership talent, and you're best placed to

lead in developing new leaders in your own department and job function.

As well as helping your company's future growth, focusing on nurturing a

grooming new leaders can have a positive impact on your

Own career

Example:

 you may be missing out on potential job promotions if there arc he

candidates ready to replace

lower performance ratings if you're not successfully developing leadership

you in your current role. You may also be given

talent within your own team.

How To Empower Your Team

"When never shown they are trusted and valued, people assume the worst and doubt themselves"

Most employees want to feel empowered by being supported and encour.

aged to perform to their highest potential, by being given what they need so

that they can achieve their goals without needing constant support, micro-

management and hand-holding. Successful leaders know this and always try

to empower their teams so that each team member is given:

Results Of Leader Encouraging Their Team:

•The decision-making authority and freedom to complete a project without

constantly needing approvals and sign-offs from the boss

• Access to all information needed in order to complete their work without

needing to constantly revert for help and advice

•The full authority to hire their own team members and spend money up to

agreed limits

•The freedom to solve customer service and client issues without having to

seek the boss's approval each time.

Alternative to empowerment:

The alternative to empowerment is a leader keeping all the control and au-

thority, continually micro-managing the team and making all decisions tor

them. In such an environment your staff will feel like birds being kept in a

cage. Some of your lazier staff may be happy to leave you to make decisiorb

for them, but most people will hate it and many will become demotivated,

feel they aren't trusted and that they're prevented frorn being able to exxpress

and be themselves. They will stop trying and going the extra mile by no longer

showing any initiative, ownership or creativity More talented staff will often

eventually resign.

You Should Know When To Shut Up

"So often, it's the words coming out of a leader's mouth that lead to their downfall"

Are you the kind of leader who always finds something to say rather than

stay silent? Too many leaders can seem desperate for others to hear their own

voices, rarely keeping their own opinions and views to themselves. I am sure

you'll have often noticed this habit:

Some Habits:

•A person criticizing their colleague for being late for a meeting

The manager who keeps making inappropriate jokes

•A leader always insisting on having the last word in any discussion, no mat-

ter how useful or inappropriate

• A team member always making comments about other people's appearance

and lifestyle choices.

Impacts of Leader Message:

Acting in this way by always saying what comes in to your head is a recipe

for disaster and will cause you to fail as a leader. 0ver time you'll alienate

appearing to belittle, over-criticize e and demotivate them. As

more and more of your colleagues by not listening nor respecting them while

more impact and weight so can

more senior, your words carry more upset many

more people. You can see this as the US

of people. when observing global leaders, such

President or UK Prime Minister, whose messages can inspire or upset millions

Don't fail in your first leadership role

When you're fortunate enough to have been promoted into a leadership role

be humble enough to admit that the skills that got you this far may not be

suitable or sufficient in your new role. To truly succeed in your new leader-

ship position, you need some brand new skills, styles and behaviours. If you're

not sure what are these are, ask your boss and those who may be in similar

leadership roles to yours. 

Your new skills will probably include learning to:

• No longer do everything yourself and instead start delegating and empowering your team

• Stepping back rather than being details focused, micro-managing too much

and not trusting other people's work

• Giving team members the credit rather than simply seeking it for yourself

• NO longer being a sole contributor or loner, and instead needing to communicate more with others. moving from an to a 'we' mentality

•Keeping your emotions in check because now you have a team who will be

influenced and impacted by your

reactions.

Say 'No' If You don't Agree

 Saying 'NO'

Reasons:

• To a job promotion, because you're

in your comfort zone and fear you

won't succeed in the new role,

even though you know it would be

a great career move

• To an opportunity for you and your

team to present to your global

board of directors, because you'e

uncomfortable making public

presentations, even though the

visibility would be fantastic for

you and your team

• To leading a project in spite

of the great exposure and experience the role would give you

Say 'YES' if You Are Agree to Do it

 Agreeing and saying yes' 

Conditions:

• Requested to take on more work,

even when there's no spare capacity within your team

• Asked to shorten a project time-

frame, leaving yourself with an

impossible deadline to meet

• Asked whether you agree with your

boss's opinion on an important topic, even when you really don't agree

• Told to accept some cuts to your

department's budget and head-

count, which you know are unreasonable and will make it impossible

to meet next year's sales targets

DON'T SAY YES' IF YOU MEAN N0'

"We live in a world of falsehoods with people rarely saying what they really think"

Stop replying 'no' when you really mean yes, and 'yes' when you really mean

'no. Instead, start being honest and stop hiding what you feel, think and

want. We all are guilty, to a greater or lesser degree, of doing this and some-

times for very good reasons, such as:

• To not upset or hurt someone else

• To enable someone else to win an argument

• To leave ourselves in our comfort zone.

As a leader, you must live to a higher standard than others do given that you

have a responsibility to those following you. No matter whether you lead a

small team or an entire global organization, you lead others and your words

actions and decisions can have a big impact on them. There are so many ways in

which you and your team are impacted when you mix up saying 'yes' and 'no:

How you know your strength and Apply it On You

1. Know your strengths:

You probably know where you're talented and strong. If you're unsure, take an

assessment which has a strengths-based focus, such as the

Character Strengths Assessment or Gallup's Strengths finder.

online personality asses

2. Work with your strengths...

• Always make the time  and seek opportunities to deepen and broaden

strengths, ensuring that your skills remain up to date and relevant

.Continually align your career plans so that any leadership job roles you take

on are best suited to your skill-set

This may be a process of trial and error. You may never find a perfect alignment. but avoid job roles in

 which you can only be successful by exceling

in areas in which you're weak and/or have no talent or interest, otherwise

you may be setting yourself up for failure.

3. And acknowledge your weaker areas:

•Decide which weaknesses, if any, are having a material and detrimental

impact on your performance as a leader

Commit to develop these weaker areas or try to change your workload to

avoid needing to use those particular skills, for example by delegating certain tasks to other people

your

Some leaders choose to change professions or industries to better align

heir strengths and weaker areas with the requirements of their job role.

4. Apply the same thinking to your own team:

• Help your team grow their own careers by building on and using those skills

which are their strengths

•Don't make them feel bad by focusing on their areas of weakness

Only have them focus on

Work and career success.

those weaker areas that are essential for their work and career success

How To Play With Your Strengths

"Focus on what's working rather than trying to repair what isn't "

It's human to often look on the negative side in any situation before focusing

on the positive. With people, we tend to always notice a person's weaknesses

rather than their strengths. We do the same thing to ourselves, fretting about

our faults rather than acknowledging and celebrating our positive qualities

and strengths.

Strength Based Approach To Leadership Development:

•Leaders have particular strengths which they were either born with or have

developed over the years. Such skills come more naturally to them and take

less effort to develop.

•They prefer talking about and working on these strengths rather than having to focus on fixing their weaker or non-existent skills.

•It can be demotivating and even stressful for a leader when they're being

judged against their weaker areas - like a right-handed person being assessed on their ability to write with their left hand.

•When an organization focuses on helping its leaders develop and use

their strengths, the leaders can more easily excel both individually and

collectively.

How To Tackle With Challenges

 You need to decide how to respond to each challenge that you discover and

observe.

Plan To Tackle With Challenges:

• Involve the relevant team members and colleagues to help you analyze and

understand each issue and to decide how you'll tackle and solve it.

• Decide whether the challenge needs to be responded to now, at a later date

or can even be ignored altogether

• Create a plan of action

• Agree how you'll obtain the necessary resources and approvals to implement your plan of action.

How To Make challenge-seeking a habit

 Get your team together and regularly brainstorm to uncover and assess all possible challenges that you may not yet have fully recognized and tackled. These challenges may already exist or they may be ones that you foresee arising in the near future.

Different Forms/Kinds of Challenges:

•You notice it's becoming harder to hire engineers

• Your plant is running out of an essential raw material

• A key client seems to be having worsening cashflow problems

• Key staff are retiring with no successors in place

• Tensions are rising between departments within your company

• A new competitor has just launched a lower-priced product that may take

market share.

Be Careful:

Be aware that your eagerness to take on challenging tasks may have its down-Sides such as needing to work longer hours and the risk of becoming stressed. Do be careful about going overboard on this one and seeking out problems to solve just for the sake of it and being viewed as someone who finds a challenge hiding behind every corner and lurking under every stone. Your team may become angry that you're creating more work for them unnecessarily.

Differentiate between performance and potential

 How do you separate a person's performance today and their potentíal to

succeed in larger roles tomorrow? The same applies to you in terms of your

own performance and potential. Most global companies recognize this and

they monitor and reward their staff based on two separate criteria:

Separate Criteria:

The performance and potential based on Two Criteria's

• Their actual work performance to date

•Their potential to grow in the organization and succeed in larger job roles.

For this reason, a high-performing leader or employee might earn large bo-

nuses for exceeding their annual goals or key performance indicators (KPls).

yet may still not be viewed as ready for a promotion into a larger and more

senior position.

Put Trust At The Top of Your List "AS A LEADER"

 "Trust is like a glue that holds everything and everybody together"

Your number one role as a leader is to create and maintain optimal levels of

trust. This is not easy because trust covers so many aspects of your work and

interactions including:

• Trust in others, in what they're saying, promising, thinking and doing

• Trust in rules, laws, systems and procedures

• Trust in your own abilities, thinking and intentions.

When trust is missing or is being questioned, it's challenging to successfully

lead because your colleagues might be distracted by their concerns, which

may impact how they work in the following ways:

•I don't totally trust that I will be rewarded for performing well and exceeding my goals

• I hope I can trust my colleagues to help me when struggle

•  I'm not sure I trust that my boss has my back

•I never trusted the accuracy of the online invoicing system

•Be careful when working with that department, they can't be trusted to give

us accurate data

• Although I went on the training, don't trust myself with the new process

•I have little trust in the company's strategy and plans for new products

I's normal to only think about trust when you suddenly realize that it's missing,

for example when you lose trust in another person or no longer trust a process

It's also a very personal matter - Something that you really trust might not be

trusted at all by someone else. 

Key Skills Required For Becoming The Master of "Art Of Influencing"

 There area few key skills s needed to master the art of influencing:

Openly communicate:

If you want someone to do something they may not be keen on, don't simply

email them - speak to them. Explain the importance of the work and why

they're being asked to do it- and acknowledge the downsides of the task

Be genuinely inspiring and visionary:

When asking someone to do something, it helps to show the impact of the

requested task and how it fits into the bigger picture, overall plan or vision.

By doing so, you'll more successfully inspire and motivate them.

Be likable and empathic:

I's human nature for a person to be more easily persuaded by someone they

like and admire and is kind and nice. Become such a person by showing that

you care by trying to understand the other person, for example, by under-

standing how busy they may be or why they may be reluctant to accept a task

Leading by example:

It's very hard to convince someone to do, say or think something when you

might be doing the opposite. The natural reaction in that situation is to think,

Why should I listen to you! The ideal is always to role-model and emulate

what you're asking other people to do.

Giving and taking:

Reciprocity is key to successful interactions. Always try to offer something in

return when asking someone to do something for you. For example, if you're

asking them to work over the weekend on an urgent client project, offer them

a day off in lieu.

Providing tools and support:

People will more readily be persuaded to do something when they have the

necessary help and support from you. Always ensure that they have the necessary

tools and resources to complete the tasks assigned to them.

12 BASIC RULES FOR LIFE

                                      12 RULES NAME

RULE 1:

 Stand up straight with your shoulders back

RULE 2 :

 Treat yourself like someone you are responsible for helping

RULE 3 :

 Make friends with people who want the best for you

RULE 4 :

Compare yourself to who you were yesterday,

not to who someone else is today

RULE 5 :

Do not let your children do anything that

makes you dislike them 

RULE 6 : 

Set your house' in perfect order

before you criticize the world

RULE 7 :

 Pursue what is meaningful (not what is expedient) 

RULE 8 : 

Tell the truth-or, at least, don't lie

RULE 9:

Assume that the person you are listening

to might know something you don't

RULE 10 : 

Be precise in your speech 

RULE 11 : 

Do not bother children when they are skateboarding

RULE 12 : 

Pet a cat when you encounter one on the street 

Discover The Art of Self-Leadership

   " To successfully lead others, first get your own house in order"

As a leader, it can be easier to instruct other people to do the things you don't want to do. Self-leadership is the first level of leadership, and if you struggle to lead your-self it doesn't bode well for your ability to perform well at the other types of leadership. You will never successfully and consistently lead other people , lead leaders or lead an entire organization when you can't even lead yourself. that's why now is the true time to get your own house in order. When it's just you, all you've got is the self-talk in your own head, and your success depends on your self-commitment, willpower.

Types Of Leaderships:

• Leading Self
• Leading Others
• Leading Leaders
• Leading Organizations/Businesses

" True leadership doesn't start with a nice job title, company car, comer office or exclusive club membership"