You Can’t Succeed Alone Because That is Not Success

You Can’t Succeed Alone Because That is Not Success
Let us suppose for just a moment that you could get to the mountain top of success all byyourself. You have worked very hard and finally you have made it. You have reached thepeak. Your success is secure. You have won the trophy. Something is not right though. It istoo quiet. Where is all the clapping? Where are all the cheers? You look around and discoverthat you are all alone. Where is everybody? Then you remember you succeeded by yourself. All of a sudden your joy turns to sorrow. Your head falls, your shoulders slump. It wasn’tsupposed to be like this. This was supposed to be the best day of your life. As a tear rollsdown your face, you throw the trophy off the mountaintop. You watch it descend to thevalley. When it impacts it breaks into a thousand pieces just like your spirit.My friend, what fun would success be without people to share it with? We need people andthey need us. The great wonderful fact is that we can’t reach the mountaintop of success allby ourselves. Only with people will we be truly successful. We help hem succeed and theyhelp us. It is a team effort. It was Jim Rohn who said, “You cannot succeed by yourself. It’shard to find a rich hermit.”We don’t want to be rich hermits. We want to be build rich teams. Rich in relationships, richin money, rich in skills, and rich in faith. When you have accomplished that, that is whenyou know you are a success.
Dr. Shailesh Thaker
renowned management guru, human potentiality, philosopher, authorand motivator in India, offers HR/HRD Training, Leadership Workshops, ManagementTraining, CEO Training and business consulting services through
Knowledge Inc.
Let us suppose for just a moment that you could get to the mountain top of success all by yourself. You have worked very hard and finally you have made it. You have reached the peak. Your success is secure. You have won the trophy. Something is not right though. It is too quiet. Where is all the clapping? Where are all the cheers? You look around and discover that you are all alone. Where is everybody? Then you remember you succeeded by yourself. All of a sudden your joy turns to sorrow. Your head falls, your shoulders slump. It wasn’t supposed to be like this. This was supposed to be the best day of your life. Continue reading

Types of leadership styles

The bureaucratic leader (Weber, 1905) is very structured and follows the proceduresas they have been established. This type of leadership has no space to explore new waysto solve problems and is usually slow paced to ensure adherence to the ladders statedby the company. Leaders ensure that all the steps have been followed prior to sending itto the next level of authority. Universities, hospitals, banks and government usuallyrequire this type of leader in their organizations to ensure quality, increase security anddecrease corruption. Leaders that try to speed up the process will experience frustrationand anxiety. Continue reading

Leadership Styles in Financial Companies versus Non Financial Companies

The recent financial turmoil has gone by several different names; the ‘Recession’, the ‘Credit-Crunch’ or the ‘Financial Meltdown’. What is consistent however is the scathing view of the broadcasters and politicians of the business leaders who ran the financial institutions that either collapsed or required government cash injections to remain operational. For example, the financial products division of AIG (American International Group) was led by Joseph Cassano, who made big bets with AIG’s reserves on the worthiness of mortgaged backed securities – which increased short term profits but ultimately led to the destruction of the corporation.
At the heart of the criticism is their lack of governance over risk. This is the polite way of wording the accusation that many leaders were reckless with shareholder funds, and leveraged the financial institutions – gearing up the risk, in order to inflate their own bonuses.
These are damning criticisms indeed. But I wonder out-loud whether these negative characteristics apply only to financial institutions, and not their industrial counterparts. Are industrial leaders really more risk averse and reliable? Or, as I propose – has the media simply ‘assumed’ that industrial leadership is steadier than the financial sector, because of the simple fact that no bad stories were emerging from the sector?
Well, we could look at corporate failures in the past few decades to allow us to conclude on how the two industries stack up. If we take a look at Wikipedia’s ‘List of Business Failures’ page, we can see that there were many financial companies that met the criteria for listing. The list hides many failed companies which were acquired by larger groups and merged into their operations.
What is evident is that countless industrials and other non-financials failed in the last decade, including Borders Group (Book Store), BlockBusters (Video Store) and News of The World (British Newspaper). The volume of non-financial organisations is surprising – with no financial companies featuring in the 2010, 2011 or 2012-to-date listing. The reasons for these failures vary. Some companies operate in dying industries (such as those where products are moving to online product leaders and away from traditional retailers and distributors), however one can be confident that shareholders ridiculed Blockbuster’s leadership team for not foreseeing and responding to this seismic shift in the marketplace, which has occurred gradually from 2004 onwards since the founding of YouTube. We could therefore easily suggest that bad leadership is not the premise of financial institutions alone.
AIGThe recent financial turmoil has gone by several different names; the ‘Recession’, the ‘Credit-Crunch’ or the ‘Financial Meltdown’. What is consistent however is the scathing view of the broadcasters and politicians of the business leaders who ran the financial institutions that either collapsed or required government cash injections to remain operational. For example, the financial products division of AIG (American International Group) was led by Joseph Cassano, who made big bets with AIG’s reserves on the worthiness of mortgaged backed securities – which increased short term profits but ultimately led to the destruction of the corporation.
At the heart of the criticism is their lack of governance over risk. This is the polite way of wording the accusation that many leaders were reckless with shareholder funds, and leveraged the financial institutions – gearing up the risk, in order to inflate their own bonuses.

Leaders Are Organized

Leaders Have High Energy Levels
Leaders must have plenty of energy, for themselves and for the group they lead. Leaders do whatever it takes, to get things done. People will naturally follow the high energy example set by leaders, and thus the group achieves its goals through enthusiastic work and determination.
Leaders Are Organized
Leaders are able to take a chaotic situation, and organize it. It helps immensely to be goal-directed and focused, as we’ve already discussed. Beyond that, it is important that the leader have the ability to manage complexity and juggle many different priorities. That’s why the art of juggling (throwing three balls or other objects in the air) is sometimes taught at leadership seminars. To successfully juggle three objects, one must learn to pay close attention to one object at a time, without completely ignoring the others. Successful leadership is similar. Leaders must be able to focus on specific issues, while considering them in the context of all the group’s other issues.
Leaders must also be able to identify the skills, passions and interests of each group member, so as to effectively utilize those resources. People will contribute more to the group effort when their responsibilities are appropriate to their abilities, and leaders make sure this is the case.
Often in a group, there is a duplication of effort, which can be wasteful. Good, effective leadership can keep this to a minimum. While it is not the leader’s job to micro-manage every detail, effective leaders need to have a working knowledge of what is going on throughout the group. The leader serves as a communication link between group members, with the goal of making their work more efficient and effective. Leaders don’t do all the work themselves, but they do stay up to date everything that’s going on. By so doing, leaders can spot ways to best utilize all the various resources present in the group, and bring about the achievement of the group’s objectives.
The successful leader must manage and organize competently. To do so, requires clearly stated goals, a well-developed plan of action, knowledge of the resources available to the group, the commitment of each group member, and the discipline to work with diligence. Leadership is hard work, it doesn’t just happen. And much of the work comes in organizing the efforts of the group. Leadership brings with it, many details which absolutely must be attended to. Leaders must be highly organized, or they will be overwhelmed.

Leaders Have High Energy Levels

Leadership-SkillsLeaders must have plenty of energy, for themselves and for the group they lead. Leaders do whatever it takes, to get things done. People will naturally follow the high energy example set by leaders, and thus the group achieves its goals through enthusiastic work and determination.

Leaders Are Organized

Leaders are able to take a chaotic situation, and organize it. It helps immensely to be goal-directed and focused, as we’ve already discussed. Beyond that, it is important that the leader have the ability to manage complexity and juggle many different priorities. That’s why the art of juggling (throwing three balls or other objects in the air) is sometimes taught at leadership seminars. To successfully juggle three objects, one must learn to pay close attention to one object at a time, without completely ignoring the others. Successful leadership is similar. Leaders must be able to focus on specific issues, while considering them in the context of all the group’s other issues. Continue reading

4 Simple Ideas for Learning Better

As leaders we live in a learning rich environment…
…but that doesn’t necessarily mean we are learning.
It is easy to think that we’re learning as we go, but in reality we are often just gathering experiences and extracting little in the way of lessons. Learning requires intentionality, and if you don’t make it an overt objective in your journey, it probably won’t happen consistently.
To be a better, faster learner you need to do these things:
1. Slow down. If you are moving too fast, information is getting passed over or filtered out.
2. Reflect. That means contemplating not just on what happened, but what it means.
3. Record. Keeping a journal will help you capture lessons to review or reconsider in the future.
4. Share. You’ll gain additional insights and notice nuances when you share what you’ve learned with others, whether your team or someone you mentor.
So what have you learned this week?
Share it with someone who needs to know.
As leaders we live in a learning rich environment…
…but that doesn’t necessarily mean we are learning.
It is easy to think that we’re learning as we go, but in reality we are often just gathering experiences and extracting little in the way of lessons. Learning requires intentionality, and if you don’t make it an overt objective in your journey, it probably won’t happen consistently.
To be a better, faster learner you need to do these things: Continue reading

Challenges Change but Leadership is Constant

Business leaders face challenges and risks in good times and bad.
If there weren’t any challenges, leaders wouldn’t be needed. If nothing ever changed, good management would be enough.
The ability to deal with challenges is what defines a leader. Leaders that respond to challenges with focus, resolve, and execution are most often successful in meeting them. Those that are slowed by unfavorable headwinds, demoralized by setbacks and get bogged down in activities that don’t create value are those that fail.
Today’s business climate is as challenging as any in recent memory.
To gauge the challenges and risks facing today’s business leaders, the risk management and reinsurance giant Aon surveys about a thousand of them every year. This year, not surprisingly, business executives around the world identified the current economic climate as the number one challenge facing businesses and their leaders. The global economic slowdown poses risk for all enterprises, large and small.
The business leaders’ 2011 top ten risks list also reflected some new concerns. For the first time, the leaders surveyed listed “failure to innovate and meet customer needs” as a top-10 risk. Start-ups and other upstart businesses, perhaps enabled by new technologies, are more forward-looking and proactive and pose a threat to their more established competitors.
Another new concern, also technology-related, is the risk of technology or system failure. All aspects of business are now so dependent on technology that an interruption, whether intentional or accidental, could be catastrophic. Moving up the list this year is the concern that firms will lose valuable human resources and be unable to attract talent due to layoffs and downsizing. Other top challenges cited were regulatory changes, reputation management, and increasing competition.
The Aon survey certainly reflects a business climate with strong and shifting headwinds but the response of business leaders to these challenges should be based on principles and principles never change. One such principle is the power of execution: when the way forward is clear, do not let the resistance stop you. Leaders who move forward decisively will always face resistance but once you have considered all the factors and decided on the right path, follow that path decisively. Another component of execution is to act boldly. If competitors are out-innovating you and you need to take your organization in a new direction to compete, do so boldly.
Like execution, the power of focus is an important leadership principle when facing tough and shifting challenges. Part of maintaining focus as a leader and an organization is to eliminate activities that don’t add value. Don’t get bogged down in the weeds. If certain meetings or activities are unnecessary and unprofitable, get rid of them. Focus is especially important in times when no one can afford to waste time or carry unnecessary baggage.  Likewise, it’s important to identify your MVP activities, where MVP stands for most valuable and profitable. Every segment of every day is more valuable than ever. Maximize that value by spending your time on the activities that benefit your organization most.
Finally, when faced with difficult and changing times, leaders must serve as a source of hope for their organizations, communicating their belief that something better is just down the road. This doesn’t mean ignoring or glossing over difficulties, but rather showing people that if they face them head-on and decisively, the challenges can be overcome.
I’ve observed, spoken about and written about these leadership principles for years. While the challenges change, the essentials of great leadership do not. While the principles that leaders use may change in the way that they are applied, the underlying truth of the principle ultimately pays off.
While the world around us, and the business climate we face, can change at breakneck speed, our responses to new challenges should be based on abiding principles of leadership. And whether you have a title or not, if you meet the challenges you face with action based on these principles, you meet the true definition of “leader.”
(And for a look at how to develop leaders at every level, click here.)
What are your biggest challenges as a leader? Please feel free to share your thoughts with me on Facebook and Twitter as well as in the comment box below

Business leaders face challenges and risks in good times and bad.

leaderIf there weren’t any challenges, leaders wouldn’t be needed. If nothing ever changed, good management would be enough.

The ability to deal with challenges is what defines a leader. Leaders that respond to challenges with focus, resolve, and execution are most often successful in meeting them. Those that are slowed by unfavorable headwinds, demoralized by setbacks and get bogged down in activities that don’t create value are those that fail.

Today’s business climate is as challenging as any in recent memory. Continue reading

6 Characteristics From 6 Great Leaders

6 Characteristics From 6 Great Leaders
What do successful leaders have that the rest of us don’t?
Is it their general attitude when faced with adversity? Is it their ability to take risks? Or is it their utmost sense of purpose?
Here are 6 characteristics of great leaders coming from 6 of the Philippines’ emerging thought leaders and innovators:
Great leaders have vision. When Mark Ruiz looked at the sari-sari store, he saw a lot more than just the traditional mom and pop. He saw the potential of these micro-businesses to realize new revenue streams and evolve into a community of stores that serve as hubs for goods and services.
Today, Mark is the co-founder of Hapinoy, a micro financing program that reinvents and ensures the success of the humble sari-sari store.
Great leaders have courage. Fe Perez Agudo faced giants when she accepted her role as President & CEO of Hyundai Asia Resources, Inc.
When the opportunity came in 2001 to start up the official distributorship of Hyundai Motor Co. in the Philippines, she did not hesitate. Even though her main task was to overcome the common perception of Hyundai as a cheap, poor-quality, unreliable brand from Korea with low resale value.
Fe was out to prove that a Korean brand can enter and eventually steal market share from the Japanese motoring giants. She also bravely took on the challenge of competing as a woman winning in a male-dominated industry.
Great leaders have imagination. The year was 2001 and there were many Filipinos who still did not have internet access although most of them had mobile phones. Internet penetration was a measly 1%.
It took Dennis Mendiola, a Filipino with great imagination, to find convergence between the cellphone and internet. Dennis, along with other imaginative Filipinos, founded Chikka. Chikka enabled Filipinos to become part of an instant messaging community even without internet access.
Great leaders have significance. Noel Lorenzana is the CEO of Nutri-Asia Philippines, manufacturer of leading brands such as UFC and DatuPuti. He sees his brand as more than just a business. He believes that it is also important for business leaders to find meaning or cause in what they do. This is what he says:
“Apart from getting a chance to be part of the team that shapes the future of a true Filipino company, it is gratifying to know that what we make plays a significant role in the lives of people: whether it is building family ties, creating new friendships, bridging broken relationships, remembering home, or simply rewarding oneself after a hard and honest day’s work.”
Great leaders have compassion. While in Zamboanga City, Jay Jaboneta heard about a nearby village where young children had to swim 2 kilometers and walk another 5 kilometers to get to school.
During his flight home, Jay thought about how he could help. “I had so much admiration for these children,” he says. “I felt they deserved to be rewarded and helped for all their efforts.” Jay posted a story about the children’s plight on his Facebook page.
The response was overwhelming and he was able to start the Yellowboat Project and Philippine Funds for Little Kids to help kids of Zamboanga and Masbate to go to school and help their nearby communities. Jay is the embodiment of a leader that has heart.
Great leaders have influence. You don’t get to 34,232 followers on Facebook and counting without influence.  Francis Kong is the president of Success Option Publishing Company, director of Inspire Leadership Consultancy and a columnist, bestselling author, as well as an international speaker, trainer and consultant.
But Francis is much much more than all those words put together. Through his years of experience in business and speaking, he has touched many people’s lives and he constantly builds value in others. He is an influential leader because he is more focused on enriching others than enriching himself.
These are the 6 characteristics that set these 6 emerging leaders and innovators apart. On December 7, 2011, Inspire Leadership Consultancy will bring together this powerhouse group for the Voices of Leadership Event.
Listen to them and be inspired by their stories of triumph against adversity and their determination to make a difference in the lives of the Filipino people. To know more about this event, click here.
About the writer. Lois Yasay is a trainer by profession and a traveler by passion. She is slowly realizing her dream of making a living by doing what she loves. She blogs at wearesolesisters.com and is currently working as a Project Manager for Inspire Leadership Consultancy

bannerWhat do successful leaders have that the rest of us don’t?

Is it their general attitude when faced with adversity? Is it their ability to take risks? Or is it their utmost sense of purpose?

Here are 6 characteristics of great leaders coming from 6 of the Philippines’ emerging thought leaders and innovators:

Great leaders have vision. When Mark Ruiz looked at the sari-sari store, he saw a lot more than just the traditional mom and pop. He saw the potential of these micro-businesses to realize new revenue streams and evolve into a community of stores that serve as hubs for goods and services.

Continue reading

How Do You Make Your Workers Loyal? Leadership is Action, Not Position

personnelIf you are managing people as an owner of a business, manager or supervisor, how do you make your workers loyal to you and the organization?

And since managing people involves leadership, what kind of a leader are you?
The Oft-repeated problems in management and leadership
These are the oft-repeated questions asked by business owners, managers and supervisors in many seminars and one-on-one consultation, as far as I can remember. These are age-old problems in management and leadership.
How do you get your workers’ loyalty?
Again, how do you get the loyalty of your workers? Once you have gained your workers’ loyalty, how do you hold their loyalty for long?
Winning the loyalty of your people in the workplace may not be difficult. But more difficult is making their loyalty last, and make them stay in the organization.
This is so because of competition, where some firms just “pirate” your good people to join them by offering them bigger pay, incentives, and more fringe benefits.
Leadership and Motivation are the key
Through the years I have observed that the best way to gain and hold the loyalty of your personnel is to show interest in them and care for them, by your words and actions, in everything you do.
This involves leadership. And what kind of a leader are you? Leadership is action, not position. This means you must develop leadership ability.
Leadership ability is what you’re capable of doing, that you must know how to motivate your people. Motivation determines what you do. Attitude determines how well you do it.
A good manager or leader knows how to act, to do. If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
Leadership is action
In the final analysis, it is wonderful when the people believe in their leader.  But it is more wonderful when the leader believes in the people, in their capacity to work productively, to be efficient and effective.
This way, the human resources in the organization are maximized to bring results, more output, higher profits.
oils down to managing people, in leading them, getting their loyalty and retaining their loyalty, for effective business performance.

If you are managing people as an owner of a business, manager or supervisor, how do you make your workers loyal to you and the organization?

And since managing people involves leadership, what kind of a leader are you?

The Oft-repeated problems in management and leadership

Continue reading

Five Elements of Authentic Leadership

In Ancient oriental Philosophy, wood, fire, earth, metal, water are five basic substances in nature movements, all five elements of nature could be integrated into the contemporary leadership and management essential.
Five Elements of Nature to Define the Authentic  Leadership
Wood – Means doing good things with elegance and personality. By nature, wood need grow and sprout in the Spring, Same as “Wood style” of leadership, blossom with innovation, inspiration and influence,  to lead via nature, not via brute force.
Fire –On behalf of propriety, self-esteem, mix humanity with humility,    “Fire-Up” Summer style leadership will lead with passion, sincerity, vision and mission, perception with great presentation.
Earth—or Soil stand for gentle temperament but confidence and honesty. “down-to-earth” style leadership means great attitude, taken responsibility, the listening skills and nature connection and engagement.
Gold—On behalf of justice with strong temperament,  “rule of gold” means equality, you should treat others as you want to be treated, gold could also mean the autumn, harvest, to deliver the sustainable result, with measurement culture, the incentive and rewards to the contribution.
Water –On behalf of the flowing wisdom,  the insightful observation, the analytic prediction, and the art of good management practices.  Water may also mean Winter, the knowledge accumulation, the energy re-charging and long term sustainability.
Also be said that benevolence, righteousness, propriety, wisdom and trust of the Five Elements
are the substance to achieve the Level Five leadership Mr. Jim Colin defined:
The person who knows how to build enduring greatness through paradoxical blend of personal humility and professional will:
1) Drive for sustained results: The difference between the Level 5 and other leaders is that they are driven to produce sustainable results for their organizations. The idea is that level five leaders create long term sustainable change.
2) Set up successors for success: Level 5 leaders are generally more interested in the success of the organization than there own personal success. They want to leave a lasting legacy of an organization that continues to prosper. They are self confident enough to hire competent people (get the right people on the bus) and then delegate.
3) Modesty: Should demonstrate compelling humility. They act with quite, calm determination; and rely on inspired standards, not inspiring charisma, to motivate.
4) Take responsibility: Level 5 leaders stand out because they take responsibility when things go wrong. They do not look to blame others when things do not work out as expected. In addition, they rarely seek to take credit for things that go right, generally seeking to attribute the success to other factors.
5) Organization focus: The ambition of the Level 5 leader is first and foremost on the organization. Their desire for success for the organization that they lead far outweighs their drive for personal rewards.

In Ancient oriental Philosophy, wood, fire, earth, metal, water are five basic substances in nature movements, all five elements of nature could be integrated into the contemporary leadership and management essential.

Five Elements of Nature to Define the Authentic  Leadership

Wood – Means doing good things with elegance and personality. By nature, wood need grow and sprout in the Spring, Same as “Wood style” of leadership, blossom with innovation, inspiration and influence,  to lead via nature, not via brute force.

Continue reading

What is Good Leadership in the 21st Century?

In this article I will examine the subtle changes in what is good leadership that have occurred over the past few decades, and how the modern perception of good business management and leadership skills has warped over time.
The first change that I can discern is the principle of accountability and transparency. In the 1960s, people never knew how much their leader earned as a salary or in bonuses. All payroll information was top-secret, and salaries of the board members were sometimes not even known by other board members.
Fast forward to 2012, and leaders have their salaries published in the financial reporting of the corporation. In the UK – the Companies Act 2006 states that if the total remuneration of all directors is greater than ?200k, then the full pay details of the highest paid director must be published.
This sensitive disclosure has caused a wave of shareholder backlash in recent weeks – met equally by the disgust of the leader subordinates themselves. This has had a bizarre effect on leadership in these organisations. Leaders now feel more like they must ‘justify’ their salary to their subordinates, and are therefore less likely to make huge demands of employees without also showing that they are putting in ‘super’ levels of effort and hours to make the company a success.
The second change in good leadership has resulted from the unbalancing of the developing economies away from primary (farming) and secondary (manufacturing) industry, and towards services. The consequence of this seismic change in the economic landscape is that fewer ‘worker bees’ are required, and more creative individuals, educated professionals, and aspirational employees have emerged. The management route is now on the table in almost every organisation, and is pushed to lower-level employees as a way of tethering themselves to the company, and motivating them to excel in their job in the hope of beginning a career path out of a entry-level job.
This has meant that leaders are trying to not only ‘direct’ the actions of workers, but also to ‘recruit’ them into the larger vision of the organisation. An example would be the larger ‘manager class’ of workers in supermarkets  – almost all of whom began stacking shelves, but joined a management scheme because they exhibited the right leadership traits, and eventually marginally increased their wage.
The changes outlined above are two of many incremental developments in the world of leadership. Why don’t you take a look at your own organisation, and see how the role of leaders has changed there over the past 30 years?

goodLeadershipIn this article I will examine the subtle changes in what is good leadership that have occurred over the past few decades, and how the modern perception of good business management and leadership skills has warped over time.

The first change that I can discern is the principle of accountability and transparency. In the 1960s, people never knew how much their leader earned as a salary or in bonuses. All payroll information was top-secret, and salaries of the board members were sometimes not even known by other board members. Continue reading