Why Real Leaders Make Others Feel They BELONG?

A positive, can - do, attitude, and a well - developed, skill - set, and relevant aptitude, are certainly, necessities, of effectively leading. However, these alone, will often, be less, than sufficient, unless/ until, a leader focuses on those he serves, inspires, and motivates, them, proceeds with genuine empathy, and consistently, does all he can, to clearly show his constituents (each and every one), how, and why, they BELONG. A reality of organizations, is, for them, to proceed to exist, in a relevant, sustainable manner, is, consistent, persistent growth, which is only possible, when existing constituents, are inspired to getting further involved and committed, and potential ones, are convinced, belonging to this group, is worthwhile, and beneficial! With that in mind, this article will attempt to briefly examine, review, and consider, using the mnemonic approach, why this matters.

1. Benefits; beliefs; believable; bring it: A leader must articulate, clearly, the benefits of belonging to the specific organization, rather than merely some of the history, heritage, etc. How do the beliefs of the potential constituent, match - up, with the core principles, of the group? Is the leader believable, because, unless, others, believe in him, they will generally, pay little attention? A true leader realizes, he must bring it (his best), every day, in every way!

2. Efforts; empathy; emphasis; energize: How will others perceive your efforts? Will you proceed, with the utmost degree of genuine empathy, so as to emphasize, what means the most, do them, and, thus, energize them, and the group, as a whole?

3. Listen; learn; leadership: To most of us, the sound, of our own voice, seems to be our favorite sound! However, effective leadership comes from the discipline, to listen far more than speaking, and do so effectively, in order to constantly, and consistently, learn, from every conversation and experience!

4. Options; opportunities; organized: Only when one considers various, viable options and alternatives, with an open - mind, will he positioned, to recognize, and take advantage of the finest opportunities, to benefit the group! It requires being organized, enough, to effectively, and efficiently, make a difference, for the better, in a well - considered, timely manner!

5. Needs: Nothing one does, will inspire and motivate others, until/ unless, it focuses on the actual, as well as perceived, needs, of the stakeholders, and organization!

6. Generate goodwill; growth: Groups either, consistently undergo, relevant growth, or they will fail to be sustainable! It's essential to proceed, at all times, in a way, which generates goodwill, by clearly focusing on the best interests, and common good, rather than any personal/ political agenda, and/ or, self - interest!

True leaders show others, they BELONG! Are you the right person, to be a leader?

Do You Have A Leader's FOCUS?

One of the necessary intangibles, we often see, someone, hoping to be a leader, lacking, is the ability, and commitment, to proceeding, consistently, with the utmost degree of relevant FOCUS. A true leader must be organized, and committed, to emphasize, what will make a significant difference, for the better, rather than merely, proceeding, with any change, for - change - sake! Because there are generally, many obstacles thrust in one's way, and these challenges, must be faced realistically, addressed, in a well - considered, timely manner, and potential ramifications, considered, with eyes - wide - open, it requires the utmost degree of relevant focus, to serve as a true, meaningful, effective leader. With that in mind, this article will attempt to briefly, consider, review, and discuss, using the mnemonic approach, the essence of this asset, and why it matters.

1. Face facts; features; furnish; future; fruition: One's focus must begin, with a willingness, to realistically, recognize, and face the facts, and consider, the best course of action, and how to proceed. A true leader enhances the best features, while addressing weaknesses, so as to furnish, the group, and stakeholders, with the best options, towards a sustainable future. However, only when/ if, one maintains his focus, throughout the process, will he become capable of bringing his ideas, to a desirable fruition!

2. Options; opportunities; opinions: It's important to differentiate one's opinions, from actual facts, while considering, with an open - mind, the most viable options and alternatives, and positioning the organization, to be capable of taking advantage of the finest opportunities!

3. Character; creativity: You won't lead, effectively, by merely remaining within the restrictions of your self - imposed, comfort zone, but, rather, must possess, a well - developed degree of relevant creativity, while maintaining, a quality character, focused on making a difference, for the better!

4. Useful; usable; unique; urge: What one urges, others, to do, must be based on the most useful, relevant, sustainable concepts, which are, both, actually, as well as perceived as being usable! How will you place, your unique stamp, on your leadership, in order, to help others, focus on the best way, rather than the expedient approaches?

5. System; service; solutions; sustainable: You need clear focus, to perceive and conceive of, create, develop, and implement, a system, based on service, and solutions, which are not merely band - aids, for the present stresses, but, rather, consistently, relevant, and sustainable!

Will you proceed, with the best FOCUS, to effectively lead? Are you up to the task?

Essentials of FINEST Leadership

Although, many people, are elected, selected, or ascend to positions of leadership, very few, actually become the FINEST possible leader. In this age, where we are witnessing, and ever - increasing, dearth of genuine leadership, which is one of the primary reasons, so few organizations, remain strong, relevant, and sustainable, wouldn't we better served, if groups' leaders, were better prepared, to make a difference, for the better? In my, over four decades, of identifying, qualifying, training, developing, and consulting, to thousands of actual, as well as, pseudo - leaders, I have attempted to emphasize, some of the characteristics, traits, abilities, etc, a real leader, needs to possess. With that in mind, this article will attempt to briefly examine, consider, review and discuss, using the mnemonic approach, what this means, and why it matters.

1. Face facts; future; furnish; fruition: One must avoid burying, his head, in the sand, and be willing to face the facts, and consider, both present needs, and challenges, as well as how to proceed forward, to ensure the best future! He must furnish the skills, and true leadership, to transform ideas, to fruition, in a relevant, sustainable manner.

2. Integrity; imagination; ideas; ideology: We, unfortunately, witness, far, too few, individuals, who possess, and proceed, with absolute integrity! A true leader must start there, and then possess, a relevant imagination, to consider options and alternatives, with an open - mind, and introduce the best ideas, to achieve great objectives, which align, with the ideology of the organization.

3. Needs: If it doesn't focus on, and address the genuine needs, of stakeholders, and the group, it isn't leading! To do so, a meaningful leader must put the needs of others, ahead of any personal/ political agenda, and. or self - interest!

4. Empathy; emphasis; energize; excellence: Begin by effectively listening, far more than speaking, and commit to consistently learning from every conversation, and experience, so as to proceed, with relevant, inspiring, genuine empathy! This must direct, where one's primary emphasis, should be placed, in order to energize others to greater commitment and involved, and, thus, become more capable of providing, the degree of excellence, an organization deserves!

5. Service; system; sustainable solution: Measure one's quality, and degree of leadership, on, whether it provides the utmost service, to those he serves and represents! It's essential to develop, a quality system, and avoid empty rhetoric and promises, while introducing the finest, sustainable solutions!

6. Timely: Since procrastination, is, generally, the death, of genuine leadership, one must proceed, forward, with well - considered, timely action!

Will you use the essentials of FINEST leadership? Why do you wish, to be, a leader?

The NAPPISCIAM Approach To Creating A Quality Action Plan

Many people speak about the need, for a meaningful, relevant strategy, and applying that, to perceiving, conceiving, developing, and implementing, the best possible, action plan, but few, once they assume, positions of leadership, actually, do so! After over 4 decades of involvement, in nearly every aspect of leading, and leadership planning, and having identified, qualified, trained, and developed, thousands of actual, and/ or, potential leaders, I have come to believe, one meaningful way, to do so, is what I refer to, as, the NAPPISCIAM approach, to developing, a valuable action plan. With that in mind, this article will attempt to briefly, review, consider, and discuss, using the mnemonic approach, what this means, and why it makes, a real difference, for the better.

1. Needs: No plan, makes any difference, for the better, until/ unless, it is based on the actual needs, of the organization, itself, as well as its stakeholders. In order to do so, takes the ability to fully consider, what these actually are, without any preconceived notions!

2. Attention: How one focuses his attention, and whether, he does so, with an open - mind, differentiates between true leaders, and the rest - of - the - pack!

3. Priorities: Whose priorities, one serves and represents, is significant, because unless, it is based on the needs, goals, and perceptions of stakeholders, and constituents, it is not possible, to create the best, action plan, for the particular group!

4. Perceptions: Two types of needs, should be addressed, in one's strategic and action plans! The first of these, obviously is the actual ones, but, unless, an attempt is made, to identify, and address, the perceptions of those one serves and represents, why would anyone be willing to listen, and participate?

5. Empathize: In developing, strategies, and approaches, a leader must prioritize, effectively listening, and learning, from every conversation, and experience! Only, when this is the process, will anyone be able to genuinely, empathize, and involve, and inspire, others, to buy - into, the program!

6. Strategy: You can't jump, right - in, and create an action plan. Rather, one must proceed, with a strategy, focused on addressing, current challenges, and needs, in a relevant manner, while ensuring, his approach, is, also, sustainable!

7. Consider; create: Great leaders, seriously consider, the options and alternatives, if they hope, to create an action plan, which might make a difference, for the better!

8. Implement: The reason, it's called, an action plan, is it creates a system, which implements, strategies, and approaches, focused, on change - for - the - better!

9. Articulate: How can one, get others to follow your plan, unless, you are able, and willing, to articulate, an inspiring, motivating, message?

10. Motivate to action: No one, leads, in a vacuum! Rather, it is incumbent, upon, quality leaders, to motivate, and inspire, others, to participating, and taking relevant action!

Will you consider the NAPPISCIAM approach, to creating, and developing, a quality, action plan? Are you the best person, for the responsibility?

The ONGORS Of Strategic Planning

Unless someone, is ready, willing, and able, to strategically plan, in a relevant, sustainable manner, how can he possibly, hope, to become, a quality, meaningful, effective leader? Far too often, organizations, claim, to honor this process, but rather, than focus on developing the best, possible, strategy, rather than merely, an expedient excuse to complain, and blame others, etc, the possibilities, are often, exponentially, expanded, and broadened! After over 4 decades of involvement, in nearly every aspect of leadership, and, especially, planning, from identify, qualifying, training, developing, and consulting to thousands of actual, and/ or potential leaders, I have decided, a simple, effective way, to consider this process, is to examine, the ONGORS of strategic planning. With that in mind, this article will attempt to briefly examine, consider, review, and discuss, using the mnemonic approach, what this means and represents, and, why, it might be a smart approach.

1. Open - minded; organized: It's important to begin with, and maintain am open - mind, in order to consider the possibilities, and alternatives, thorough, and with the most, well - considers, attention! One must be organized, in order to ensure the highest degree of effectiveness, in a relevant, sustainable manner!

2. Needs: Shouldn't an organization's strategic plan, be focused, on the true needs, of constituents, and the group, itself? Why should anyone, consider, greater involvement, and commitment, unless/ until, he perceives its purpose, as addressing their needs, goals and priorities?

3. Goals; greater good: Before developing any strategic plan, it's important to carefully consider, and address the goals, which should be addressed and assisted, by how the organization proceeds. This strategic planning must focus on the greater - good, rather than any personal/ political agenda, and/ or, self - interest!

4. Options; opportunities: There's usually many decisions, and alternatives, to choose from, and which, options, and paths, are the best ways to proceed. Any planning must include a willingness, and ability to consider, and recognize the finest opportunities, which will make the group, stronger, and more viable/ sustainable!

5. Ramifications: Every action taken, or avoided, has potential ramifications. A true leader's strategy must consider, and recognize these, and must include, processes, for handling, potential challenges, and the creation of well - considered, contingency plans!

6. Sustainable system: It's not going to make a difference, for the better, until/ unless, any process, aims to perceive and conceive of, consider, create, develop, and implement a viable, relevant, sustainable system, which emphasizes quality, and meaningful service!

Will you consider the ONGORS of strategic planning? Will you keep them, in mind, when you plan, the best way, to proceed?

Leaders Make The MOST Of Opportunities!

Quality leadership is not, merely, about how one articulates his perspective and ideas, and/ or even, how effectively, he might implement it, but, rather, should, perhaps, be measured, by, whether, and. how well, an individual, proceeds, with an open - mind, and welcomes considering viable options and alternatives, expanding and escaping, the seeming - safety, of doing the same - old, same - old, and restriction of one's personal comfort zone! Doing so, a true leader, is capable of, not merely recognizing, but taking advantage of, and making the MOST of the possibilities, and opportunities. With that in mind, this article will attempt to, briefly, examine, consider, review, and discuss, using the mnemonic approach, some of what this means, and why doing so, often, makes a significant difference, for the better.

1. Make mark; motivate; mention; master: Meaningful leaders seek to make their mark, for the better, for the organization, and stakeholders. To do so, they realize, they must consistently motivate others, to become more involved and committed, and, therefore, make a concerted effort, to mention, each effort, of these individuals, and thank them. When one masters these types of personal skills, and proceeds with a true, positive, can - do, attitude, he becomes far more capable of mastering his art, which must include, being ready, willing and able, to recognize opportunities, which present themselves, and/ or create his own, and make the most of each possibility!

2. Options; opinions; overcome obstacles: Since there are always obstacles, to leadership, truly leading, means using the opportunities, to overcome these, and consider all viable options and alternatives. He must possess the self - confidence, to express his opinion, for the common good!

3. Service; system; sustainable solutions: One's emphasis and focus, must be on providing the best degree of quality service, to both, the group, and constituents. Doing so, means considering approaches, plans, etc, and perceiving, conceiving, creating and implement, a system, to achieve worthwhile goals and objectives. If one is to lead, however, he must ensure his approaches, produce relevant, sustainable solutions!

4. Trendsetter; timely: Only when someone, remains open to the possibilities, does he become capable of recognizing, and taking advantage, of the finest opportunities. He must be a trendsetter, when necessary, and never procrastinate! The individual must take well - considered, timely action, instead!

Will you permit yourself, to openly consider and recognize opportunities, options and alternatives, and make the MOST of them? Are you up to the task?

Action Plans Work When You Work The Plan

There have been numerous articles written about action plans, and how important it is to create and use one if you wish to get any program or idea up and running. However, like many concepts, it is far different to simply talk about an action plan than actually doing what is necessary to get something done.

Despite my three decades of leadership and management consulting, I still find it incredible that so many organizational leaders spend so much time discussing "process" that they never accomplish anything. While optimizing the process, and doing things more effectively and efficiently are certainly important ingredients to success, process without action accomplishes nothing. Too many so-called "leaders" like to sit back "royally" and discuss the theories and the concepts. While there is value to doing that, there comes a time when ideas must be brought to a next step - implementation. Only a thorough, properly prepared, acted upon and followed-up action plan generally gets the job done.

What is an action plan? An action plan is the actionable equivalent of a road map. It describes all steps involved; who will be responsible for each aspect; when, by whom, and how each step will be done, with a time line; who will follow up and when; what is the objective; how success should be measured and when; when each step should be reviewed and by whom; and alternatives and variables (back-up plans), and when they "kick in."

Unfortunately, very few organizations develop an action plan in the degree of depth and thoroughness that is necessary. Even fewer organizational leaders follow up, and take the necessary responsible. All too often, essential steps and follow ups fall through the "waste side," and great ideas often go nowhere.

Organizations must go away from the tendency to rely on rhetoric and promises, and must commit to action plans, to accomplish their needs essential to their mission. In the last three decades, I have seen very few willing to do these necessary steps.

You Can't Just Wish - You Have To Do

There is certainly nothing wrong with wishful thinking, unless there is no action taken to help bring that wish to fruition. Rarely, does a wish become a reality without the aid of hard work, a plan, and action.

How often do we hear someone say that they are just unlucky, or that they don't get any breaks. The sad reality is, that with very few exceptions, we make our own breaks in life. Disney may have a popular song lyric as its slogan, "When you wish upon a star," but for most it requires more than merely wishing.

Wishing is often an important step, however, in creating and developing positive thoughts, and a positive mind set. Positive mental attitudes, positive imaging and a can-do attitude are important steps in any type of success. They lead someone to feeling good about themselves, and believing that something is doable. Anyone who believes he will fail, always will fail, and thus belief in self is essential.

On the other hand, however, merely wishing is not enough. Individuals must create plans of action (or action plans) and determine specifically how they will accomplish their goals. It requires first setting the goal, determining the viability and need for the plan or action, and then to develop specific steps that need to be taken. Individuals developing a plan must consider numerous viable alternatives, examine the pros and cons, and potential ramifications, as well as how "badly" the individual wants his wish.

Is it just a wish, or is it truly an important need and/ or desire? What is the individual willing to do to bring that wish to fruition?

Most wishes are achievable. However, they require effort, follow- through, and a realistic, actionable plan!

Empty Rhetoric Is Not Action

Many years ago, organizations hired staff members based on their abilities, experience, and accomplishments. In today's "catch-phrase" oriented society,with so much emphasis on "gurus" and fancy concepts, many volunteer leaders misconstrue cliches and jargon for abilities. Because of the fact that many organizations have had some sort of reversal of fortune in the past decade, either membership-wise or financially, well meaning but ineffectual volunteer leaders have reached out to supposed experts for some sort of "magic formula" or "secret elixir." This has resulted in an over-emphasis on over-analysis, extensive governance "fixes," and "techno-jargon." No amount of jargon or cliche, however, has ever been a suitable substitute for hard work, and understanding the often overlooked importance on human relations, and better understanding human nature, and the needs of members.

What was once referred to possibly as the organization's "culture" has brought about dependence on "Culture Documents." While every organization should and must understand its mission and culture, as well as what distinguishes the organization from others, the 'quick-fix" mentality has brought about the desire for these documents. While there is nothing inherently wrong with this type of document, all too often, the bulk of the organization's time is spent developing the document, and far too little emphasis has been spent on making the organization more relevant, by communicating its message more effectively, and evolving for today's world and needs, while never losing sight of its mission. I have observed more and more organizations that have "lost their way." While creating methods and following procedures may be necessary, it is only relevant if it is accomplished by creating and implementing a viable and effective action plan.

Another constant reference by many organizations is the mention of metrics. While there is merit to developing and using metrics, in order to effectively measure many factors, it makes no sense to think about metrics until the organization clearly develops an "action plan." Too many organizations discuss and develop metrics without considering the action or actions needed to get where it needs to be.

Organizations should concentrate on basics. Just like an athlete must develop the basics before he can become proficient, organizations must develop their leadership and their staff, with constant and effective leadership training. Many organizations, which historically always had contested elections, are having difficulty getting members to step up to leadership roles. This has created the dearth of leadership that the majority of organization have faced in recent times.

Leadership training begins with the basics. Never assume that someone has the required skills or knowledge to be a leader. Constant training, done relevantly and professionally, will not only develop new leadership, but develop far more capable leaders, who understand and possess the skills required for leadership. This is also true for paid staff, which often claims knowledge because they had experiences, but that often doesn't translate out to expertise!

Forget the jargon and cliches. Organizations need to identify their goals, missions, and action needed, and then get the job done! As Nike advertises, "Just do it!"

Focus On The Big Picture

There is an important and relevant sports adage that tells one to "Keep your eye on the ball," that is certainly as appropriate to many other aspects of life as it is to sports. It is especially true when it comes to being a leader of an organization.

In my three decades of working with organizations, one of the most pervasive obstacles has been leaders inability to often accurately identify and then accurately an effectively respond to the "big picture." Many of us have been told that we should not "sweat the petty stuff," meaning we should focus and spend our energy related to the more important issues. Unfortunately, however, many untrained leaders of organizations forget to apply this same principle to leadership, and organizational needs.

On far too many occasions, I have observed organizations get bogged down in discussing what has often been a rather trivial and mundane point or issue, and spending so much time and energy on this minor point, that important issues are either delayed, or sometimes never implemented. Too many organizational leaders "lead" reactively instead of proactively, and fail to take charge, and to actually lead their organization.

The most important thing for an organization and its leaders to consider is what is needed to assure the organization's mission is furthered. All actions and programs should, at least partly, be related to the central mission. Often, an organization needs to evolve its mission statement and its mission to better relate to changing times and changing needs. This being said, organizations must remember that evolving does not mean abandoning its mission (or central reason for being), but rather generally simply require some tweaking and updating.

Many individuals thrust into leadership positions do not understand their organization's mission, however. This is often due to the complex and unclear way that many mission statements are written. Mission statement should be simple and basic, and clearly and concisely state the reason for being. These statements should motivate readers to action. However, another obstacle facing too large a number of organizations is the lack of properly qualified and trained leaders. Organizations that emphasize professional multi-stage, ongoing leadership training invariably get far better results than those that do not.

Real leaders always focus on the big picture, while making sure that all necessary details are properly in place, to assure the optimum chance for success.

What Is An Action Plan?

We often hear individuals talk about the importance of creating and utilizing an action plan, yet few individuals who are leaders of organizations ever fully take advantage of the usefulness of action plans. Action plans not only provide guidelines and guidance, but create a methodology to accomplish ones objectives.

The first thing one must do is create an objective or goal of a particular project or goal. This objective should be broken into long-term, intermediate-term and short-term needs. Once an objective has been decided upon, that objective must be examined to assure that it is in line with an organization's mission. If an organization's mission is in contradiction with a particular project's objective, leadership must examine if this contradiction is acceptable, if it makes it unworkable, or if either the mission or the objective needs updating or adjustment. Leaders must fully examine all ramifications of taking such an action, however, before they decide on any such action.

Once this procedure has been accomplished, it must be determined what the priorities of this plan are. There must be long-term, intermediate-term, and short-term objectives and/or goals, and the plan must be a workable program to accomplish the objectives.

This means that an action plan must list each action that needs to be taken, in a time order. It must also include alternative actions that might be used if a plan needs some "tweaking." Each of these actions must be broken up into sub-categories, and the intermediate steps must be listed, and a timetable placed for each one. The responsible individual for each part of the plan must be noted, as well as a "Need by date." In addition, there must be a strategy for thorough follow-up and examination of the action plan on an ongoing basis, as well as a mechanism for making needed adjustments.

Part of the action plan is also a cost evaluation. These costs include not only the actual expense in terms of both monies and possible lost revenues, as well as the costs in terms of personnel costs and time. Possible costs also include potential ramifications from existing members, who may not favor the changes being proposed.

One must always remember that an action plan has little value if it is either undeveloped, not fully developed, or does not move from the exercise stage to the implementation and action stage. Since many leaders prefer using rhetoric to actually taking action, an effective action plan will only work if leaders are properly trained in all aspects of use.

This discussion is only a beginning in terms of the realities of an action plan. However, my three decades of experience have clearly demonstrated that effective organizations always take advantage of creating and using action plans.

Why Strategic Planning?

While many organizations have heard of strategic planning, and even claim to strategically plan, few actually do so effectively. Many organizations and their leaders discuss strategic planning as if it is some sort of panacea for "fixing" the organization. That expression is almost as misused as "getting to the next level." It is somewhat amazing that few organizations, and few leaders seem to comprehend that strategic planning must be an ongoing process, if it is to be an effective use of time. Otherwise, what many organizations refer to as strategic planning ends up being little more than an exercise in philosophy and oration.

The first step in effective strategic planning is to properly identify where an organization is at presently, and how it got there. What is the history of the organization, and how does that and the organization's mission impact its planning? How can the organization evolve to improve, while maintaining its reason for being? Strategic planners must carefully understand the ramifications of its actions, or conversely, what the impact of not acting might be.

This process must identify both the strengths and weaknesses of the organization, as well as the reasons and causes for each. All too often, so-called strategic planners inaccurately identify either strengths or weaknesses, or both, and then make decisions or recommendations based on false or faulty premises. This is often seen, especially on the weaknesses sign, when an organization is facing a challenge in a specific area, and often oversimplifies, misinterprets, or misunderstands the reason for the obstactle. When planning begins based on inaccurate premises, the plan is doomed from the onset.

Strategic planners must consider all alternatives in their deliberations. They must consider factors such as short-term, intermediate-term and long-term impacts, ramifications, costs both in terms of financial as well as personnel related. Costs include not only direct costs, but also indirect costs, such as the wastes and excesses. Planners must consider multiple alternatives, and weigh all relevant factors in analyzing ideas.

Strategic planning necessitates entering the process with an open mind, and considering alternatives. Where many organizations drop the ball, however, is that after they expend considerable time, energy and other resources in the process, they do not develop an action plan to assure the timely achievement of the plan.