It is never enough for a leader to merely talk about something.
Even if he is the best communicator, and an excellent teacher, that is also rarely sufficient.
The only time that a leader has a somewhat decent chance of actually getting through, which must be accompanied by someone understanding the message and being willing to get involved proactively, thus taking a concrete step towards also becoming a leader, is when the original leader makes getting someone involved a major priority.
Benjamin Franklin, in his unique and inimitable style summed this up in these words, "Tell me and I forget, teach me and I may remember, involve me and I learn.
" 1.
Inadequate individuals in leadership positions invariably replace doing with rhetoric.
They use catch phrases, slogans, and often cliches, rather than actually leading.
They generally talk at people instead of to them.
Rarely do these type of people commit to learning about the needs, thoughts, ideas and concerns of others.
Because of that, these types of people never become true leaders, because they never effectively take the needed actions that real leaders must.
2.
Others in leadership positions have stronger commitments to excellence, but often do not understand this concept of needing to get others involved.
They attempt to communicate, and often spend substantial amounts of time attempting to teach or train others.
When they get people involved, they often either over- trust the individual's ability, or under- trust them.
In either case, the involvement by others is somewhat limited, because unless they train thoroughly and responsively, they don't adequately prepare others for leadership positions.
3.
The ideal situation is when a leader first explains his message in detail, using that opportunity to motivate and mobilize.
From there, the emphasis is on training thoroughly, through a combination of teaching, explaining, effective listening, and thoroughly explaining what is to be expected.
The next step should be somewhat like an apprenticeship, where the individual accompanies the leader, and observes what he does, asking questions and getting explanations as to the nuances and details.
Once a leader is satisfied that the individual is prepared for the next step, the emphasis should be on permitting him to manage a smaller project somewhat independently, where he reviews the details on a regular basis.
Every achievement should be applauded, and every situation should be reviewed and critiqued in a positive, helpful manner.
As there is further achievement, and obvious understanding, that individual should be given greater and greater responsibility.
However, it is always incumbent on a true leader to be vigilant and continue to oversee.
Great leaders involve others in a proactive, productive, positive, confidence building and experience/ expertise gaining manner.
Only in that way can a present day leader be assured that his organization's future is rosy.
Even if he is the best communicator, and an excellent teacher, that is also rarely sufficient.
The only time that a leader has a somewhat decent chance of actually getting through, which must be accompanied by someone understanding the message and being willing to get involved proactively, thus taking a concrete step towards also becoming a leader, is when the original leader makes getting someone involved a major priority.
Benjamin Franklin, in his unique and inimitable style summed this up in these words, "Tell me and I forget, teach me and I may remember, involve me and I learn.
" 1.
Inadequate individuals in leadership positions invariably replace doing with rhetoric.
They use catch phrases, slogans, and often cliches, rather than actually leading.
They generally talk at people instead of to them.
Rarely do these type of people commit to learning about the needs, thoughts, ideas and concerns of others.
Because of that, these types of people never become true leaders, because they never effectively take the needed actions that real leaders must.
2.
Others in leadership positions have stronger commitments to excellence, but often do not understand this concept of needing to get others involved.
They attempt to communicate, and often spend substantial amounts of time attempting to teach or train others.
When they get people involved, they often either over- trust the individual's ability, or under- trust them.
In either case, the involvement by others is somewhat limited, because unless they train thoroughly and responsively, they don't adequately prepare others for leadership positions.
3.
The ideal situation is when a leader first explains his message in detail, using that opportunity to motivate and mobilize.
From there, the emphasis is on training thoroughly, through a combination of teaching, explaining, effective listening, and thoroughly explaining what is to be expected.
The next step should be somewhat like an apprenticeship, where the individual accompanies the leader, and observes what he does, asking questions and getting explanations as to the nuances and details.
Once a leader is satisfied that the individual is prepared for the next step, the emphasis should be on permitting him to manage a smaller project somewhat independently, where he reviews the details on a regular basis.
Every achievement should be applauded, and every situation should be reviewed and critiqued in a positive, helpful manner.
As there is further achievement, and obvious understanding, that individual should be given greater and greater responsibility.
However, it is always incumbent on a true leader to be vigilant and continue to oversee.
Great leaders involve others in a proactive, productive, positive, confidence building and experience/ expertise gaining manner.
Only in that way can a present day leader be assured that his organization's future is rosy.