Leaders are BIG people who know themselves. Do you?

Leaders are big people, who know themselves and are sure of themselves.

I'm talking about the inside, not the outside. Lots of managers define themselves by the outside. You ask them who they are and they talk about their occupation (I'm an accountant), where they've come from (I'm from Timaru) or their experiences (I've consulted for some of the largest organisations in New Zealand), but none of this really talks about who they are, what they stand for or believe in.

We know who we are but we don't talk about it

This is interesting because at a deep intuitive level we know who we are. Sometimes in a workshop, I ask people to point to themselves. Nobody points at their body or their head, everyone points at their heart.

So if we know who we are, why don't we talk about it? Many managers would say it's too risky, too soft or too touchy-feely; however, irresistible leaders know it's much riskier not to do it, it's the hard part of leadership that people respect and it's critical to their authenticity and trust.

Why it’s important

Most managers spend their time focused at the body level; on the external, physical world, thinking about results, structure, technology and processes. But the physical world is just the manifestation of the internal world. By the time you see it, it's too late to change it. Real change happens in the internal world of thoughts, emotions and beliefs.

Small people are too filled with their own ambitions and their own sense of being terrific to see the strengths in others. Or perhaps they see these strengths and are too afraid to let them shine through, lest they outshine themselves.

Only big people, sure of themselves, and who they are, are willing to find the best in others and recruit people stronger than they are.

Next time you look in the mirror think about the importance of knowing the person looking back at you. How well do you know yourself? If you don't know yourself there's no way anyone else can know you. And if they don't know you they won't trust you.

To develop this sort of leadership... Warmest wishes, Bruce

Leaders know human nature. Do you?

Take the following test. Rank the following three statements from most true to least true: Humans are basically "bad" (lazy, self-seeking, can't be trusted) Humans are basically "good" (hardworking, giving, trustworthy) Humans are both good and bad. What do you think? To see what I think...

Are you an energy sucking manager?

In my experience there are two types of managers:

1. Refrigerators
2. Radiators.

This may sound simplistic but I'm sure you have all felt what I mean. In the presence of some people (refrigerators) I feel about as strong an earthworm. In the presence of others (radiators) I feel I could do almost anything.

Refrigerators suck energy out of the system. They make people feel useless, worthless and hopeless. They have all the ideas. No one else has much to offer. They have to be at the centre of everything. In their presence others give up.

Radiators push energy into the system. They make people feel BIG, worthwhile and hopeful. They allow others to suggest ideas. They know everyone has a genius factor and help them find it. In their presence almost anything is possible.

Refrigerators can be turned into Radiators. It takes time to change their mind sets, a well structured process, measurement and peer-pressure.

Business needs more radiators. How do you think we can create them?

Do people follow you because they want to, or because they have have no choice?

Who have been the real leaders in the world?

For many years we have asked this question. The first type of leader identified usually includes Hitler, Thatcher, Muldoon, Churchill, Napoleon and Caesar.

Then, after deeper reflection, people start to come up with names like Gandhi, Mandela and Mother Theresa.

Which group do you belong to?

The first group we call Control Leaders. They force their way toward their goals but often at the expense of other people. They tend to control people and stand over them. They want to lead and others to serve. They have all the answers and in their presence others feel small. People follow them because they have no choice.

The second group we call Authentic Leaders. In my workshops on influence, these are the people participants say have changed their lives. Imagine someone talking about you in these terms! The power of Authentic Leaders comes from a deep knowledge of who they are and what's important. They want others to lead while they serve. They achieve their goals by making their followers feel strong, capable and hopeful. They liberate people, expand them and search out their strengths. They expect others to have all the answers. In their presence others feel big. People follow them because they want to.

The influence of Control Leaders is usually restricted to the people they directly control and is usually relatively short term. The influence of Authentic Leaders often touches people they have no contact with and usually continues for years after they are dead.

We have just developed a 3-day Program will get you on the road to Authentic Leadership so people follow you because they want to rather than because they are forced to through a lack of options. It will help you become an Authentic Leader, who liberates untapped human energy by empowering and supporting others to act.

I think the future of the world depends on authentic leaders, therefore, the BIG question is how can we develop them?