IRRESISTIBLE LEADERS ARE GOLD MINERS

Irresistible Leaders are gold miners. They know that everyone has an inner core of greatness somewhere inside, however, it's mostly covered with mud that people have flicked at them over the years, so it becomes part of the picture they have accepted of themselves. Irresistible Leaders help them dig through the mud to uncover untold wealth and use it within the organisation. 

I know a few leaders like this but they are rare and special. Who do you know who is like this?

GREAT MANAGERS PLAY A BIGGER GAME

All managers make use of individuals' talents, but great managers play a bigger game; they understand the potential of entire teams. Performance reviews typically look at individuals, but managers are responsible for the output of a team, not just the team's components. Find out how Great Managers Play a Bigger Game .

IRRESISTIBLE LEADERS NEVER DIE

Irresistible leaders are those rare people that others are drawn to and want to follow without knowing why.

Irresistible leaders never die.

When people talk about irresistible leaders they do it with warmth in their heart and in their voice even if the experience was years ago; sometimes well after they are dead (think of Gandhi, Ed Hillary and Peter Blake).

When people talk about irresistible leaders you can almost see them grow, their posture straightens and their eyes shine as they recall how these people made them feel.

Irresistible Leaders Change Lives and Change the World

Irresistible leaders change lives by helping others contribute far more than they thought they were capable of. Around Irresistible Leaders they feel like a god and in a snowball effect they in turn make their people into gods.

Turn enough people into gods and you change the world!

Unfortunately Not All Managers Are Irresistible

Some managers are vampires. Vampires are also rare. They suck energy out of the system and make people feel weak and hopeless.

Most managers are in the middle, some are very good, others are not so good.

The difference in behaviour between irresistible leaders and very good leaders is quite small. Irresistible leaders have developed habits of thinking and behaving that are slightly different. These habits, although only slight, lead to vastly improved results over time.

Secrets Of Irresistible Leaders

There are 12 secrets that Irresistible Leaders know that other managers don't.

How To Become An Irresistible Leader

If you want to become an Irresistible Leader, live forever and change the world, it's no good enough to just read about it, but there is a sure fire way and it only takes 4 days!

I hope this gives you some inspiration to get cracking.

Warmest wishes
Bruce.
0800 4 virtual or +644 570 0727 or Skype Bruce.Holland
www.virtual.co.nz
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Is your life dominated with reports, coordination meetings and preparing for the Board (or Minister)?

Research in a recent Harvard Business Review (Sept/Oct 2011) showed that in the 20% of organisations that are most complicated, managers spend 40% of their time writing reports and 30% to 60% of it in coordination meetings; also, many of my clients complain to me about preparing for the Board (or Minister). As a result, there's not much time left to do the things that really add value to an organisation. Things like organisational strategy, culture, systems thinking and people development. Because there's no time left, leadership is limited and people feel abandoned and unappreciated. It's no wonder that, according to Gallup, only 17% of people in New Zealand are "engaged" - down from 23% in 2002!

Managers make their organisations complicated

It's managers who create these complicated organisations; and mostly it's due to their most basic management assumptions.

• They assume they are managing a machine rather than a self-organising living system. They jump to organisational structure solutions when they should be developing culture and individual beliefs. They add processes and layers when they should be simplifying processes and layers. They divide to conquer when they should be integrating to set-free. We spend unbelievable amounts of time and money restructuring when we should be destructuring or "silo-busting" as I call it.
• They assume tasks need to be assigned rather than chosen. As a result they take away the ownership and reduce individual genius that people will willingly give if they have the power to choose their own destiny. It's called freedom, but in many organisations it's more like dictatorship.
• They assume decisions need to be made close to the top whereas my experience shows that most decisions can be pushed right down to the person who has to do the work. Recently I was working in a highly successful and well-run butter manufacturer . Like many of my clients, it was a top-drawer outfit that had won several awards and had good managers; however, even here we found that managers made the great bulk of decisions. After reconsidering their base assumptions nearly all these decisions were transferred to front-line people in gum-boots and overalls.
• They assume processes should be centred within a department rather than organisation-wide and customer centred. As a result silos are reinforced, people are controlled in sub-systems and customers are shut out.
• They assume resources are scarce when today the most important resources are plentiful; things like ideas, information, relationships, trust and communication. They report on their land and building and fixed assets when all the research shows that most of the market value is associated with information, relationships, confidence, culture and time.
• They assume people are separate when science for the last 100 years has consistently shown we are far more connected than most managers believe. As a result they manage individuals rather than the "space" between individuals. Managers should be bringing people together, mixing people up, developing people and finding ways to connect; what they do is put people in boxes, divide them into divisions that create unnecessary separation.
• Finally we get to the father of all assumptions: they assume they need to be on top of everything. I have yet to find a manager who would own up to it, but their actions show they have not identified the three or four things (strategies) that really matter and must be managed, otherwise, no matter how hard they try, the organisation will not succeed. The best definition I know for strategy is "to be strongest at the decisive point." In other words to know what matters and to put your horsepower behind it. Why else would I so often see managers involved in urgent but unimportant things?

The way out

When managers think about it, nearly every one agrees that their assumptions are the cause of the problem. The trouble is they don't think about it. Partly it's because they are too close to it. Partly it's because they are too busy with meetings and reports and preparing for Boards.

One of the great joys of my work is to see the relief and happiness when managers start to see how to regain their lives while also adding far more value to their organisation and customers.

But don't be fooled into thinking that it's easy. The way out is a Program of silo-busting, strategy, culture, systems thinking and people development. It takes about 5 days over 5 months. This fourth dimension of time is essential because we need to fundamentally change the way managers think of their role and their organisation. This is a big issue. Gallup estimated that poor engagement is costing New Zealand $3.67 billion a year. What is it costing your organisation?

I hope this gives you some inspiration to get cracking.

Warmest wishes
Bruce.
0800 4 virtual or +644 570 0727 or Skype Bruce.Holland
www.virtual.co.nz 

WHAT MAKES A GREAT MANAGER?

I was discussing the question, "What makes a great manager?" with a group of my clients just last week. We all spoke about great leaders we have known; and we tried to identify what they actually did that made them great. The conclusion we came to was that they are all givers (not takers). Whereas many managers are refrigerators (who suck energy out of the organisation), these people are radiators (who pump energy into the organisation).

Great Managers Are Givers

Great managers do not place themselves at the centre, they place others there. They do not focus on satisfying their own needs and desires, they look for ways to satisfy the needs and desires of others.

Things they give include:

• Great managers know who they are, more deeply than other managers do, and are vulnerable enough to share this knowledge of themselves freely (beliefs, values, dreams, strengths and weaknesses)
• They search for the core of greatness they know exists within each of their people; and in the process, their belief gives people the confidence to manifest what I call it their Golden Buddha
• They share their dreams and give people hope for a better future
• They give their time generously
• They give their undivided attention and are great listeners
• They give their trust, have high expectations and believe in people
• They give their relationships and link their people up with others who can help.

Great leaders put other people's interests first. Their measure of success is whether other people grow; whether they become healthier, wiser, freer, more autonomous, more capable and become great managers in their own right - and create other people who feel that they, too can make a difference in others' lives.

Why This Is Important

When people are managed by less-than-great managers, they:

• Slow the whole organisation down
• Waste endless managerial time
• Cause relationship problems with others in the team
• Produce only if they are carefully watched
• Are motivated primarily by money
• Rubbish the organisation in private
• Leave as soon as they can.

Irresistible Leaders

There is no doubt that great managers are important, however, in my opinion, they are still a step away from Irresistible Leaders - irresistible in the sense that we feel drawn to them and want to help them without really knowing why.

All great managers make use of individuals' talents, but Irresistible Leaders play a bigger game; they understand the potential of entire teams.

Performance reviews typically look at individuals, but leaders are responsible for the output of a team, not just the team's components.

Irresistible Leaders need the skills and tools to manage 'combinations' more than 'people'; and the skills and tools to plan for the short-term and long-term development of these combinations.

How do you do it?

I know you understand the importance of creating great managers and Irresistible Leaders, but do you know how to do it?

It's about leadership development, but the old ways are not working. My benefit is that I have come to leadership development from a totally different background (strategy and organisational development) which is producing outstanding results. Give me a call. Lets make 2012 the year of Irresistible Leadership!

Warmest wishes,
Bruce.
Bruce Holland
Virtual Group Business Consultants
PO Box 6521, Wellington, New Zealand.
free phone: 0800 4 virtual or +644 570 0727 or Skype Bruce.Holland
www.virtual.co.nz