MY LATEST ACTIVITIES

Haven't Blogged here for a while, so I wanted to let you know what I've been up to. I have now had over 36,000 views of my over 855 Ezine Articles. It's pretty exciting! I've also done some Blogging on local issues on the Port Washington Patch.

Perhaps the most exciting two pieces of news both occurred within the past month:

1) Started a new corporation. The company is: PLAN2LEAD, LLC, and has a trademark pending. Take a look at the website at: www.plan2lead.net. The concept of PLAN2LEAD is to give the best consultations in the fields of leadership, training, management, negotiations, and event planning, as well as assist organizations in the important task of strategic planning. I will also be continuing my popular seminars on attitude adjustment, mental attitude, positive thinking, Getting a Yes, etc.

2) My novel, THE FAMILY BUSINESS was published last week on Kindle ebooks. You can download it on your Kindle, your computer, or just about any other tablet. Just use the free Kindle App. In search, just type in: Richard Brody The Family Business.

Keep following. Some exciting things coming up in the near future.

Leadership Is About Results, Not Style

Having observed organizational leadership for three decades, ineffective leaders invariably explain their reasoning by referring to their methods as "leadership style." While they refer to it as their style, I call it a lack of leadership! It is nearly an oxymoron to justify poor leadership as one's "leadership style,' because leading is not a matter of style, but rather a matter of implementation, effectiveness, and having a vision. However, "vision" without a plan to implement the vision, is nothing more than "blind" leadership. I believe that leaders who do not plan properly are usually acting in the "blind," and it is very rare that "blind" leadership is at all effective. Many organizational leaders seem to prefer a "hands off," above the frill style of leadership. Unfortunately, unless these volunteer leaders are involved with one of the very few organizations that are effectively led, and directed by paid staff, most effective leaders need to be willing to get thekir hands dirty.

Effective leadership requires thorough planning, and that is not a matter of "style." Rhetoric is a matter of style, but rhetoric alone, while it may sound exciting, never accomplishes an end result. How one conducts a meeting, gives a speech, relates to people, etc., are all things that relate to style. However, effective leadership mandates first having a "vision," then creating an action plan, and then doing the "nitty gritty" to assure that the vision is accomplished. I have previously published articles about strategic planning, as well as about action plans, and when you read those, you will realize how essential I believe these things are to being an effective leader.

Most leaders are not "born leaders," but are rather trained and developed. Many "leaders" who believe in "style" often "talk the talk," but rarely "walk the walk." Unfortunately, since there are more leaders that are more "style than substance," these individuals generally show an arrogance towards the realities of leadership - - that is, the hard work, decision making, planning, follow-up, and implementation.

Until an organization understands and implements multi- staged leadership training, that organization will not develop to its potential. The dearth of leadership, which is generally related to an inadequate process for qualifying leaders, combined with an unwillingness to develop thorough and professional leadership training, is the greatest obstacle to organizational competency.

it is a sad reality that of the several hundred leaders I have both observed and consulted to in the past three decades, the overwhelming majority, while often very nice individuals, are ill-equipped to be leaders. I have observed very few organizations that give sufficient attention to qualifying leaders, leadership training and development, and paying sufficient attention to details, strategic planning, and developing essential and implementable action plans!

Expectations

Many of us fall into the trap of having overly optimistic expectations of what to expect from other people that we deal with. It is human nature to often superimpose our values upon others, and we then expect others to think, behave and do what we might. This is particularly an issue when it comes to organizational management, when some leaders are far more "hands-on," some are more knowledgeable, some more experienced, and some have far greater expertise. Another issue that often arises regarding our expectations of others is that many extremely hard working and effective leaders expect others to be as dedicated as they are, and that often brings on disappointments and/ or hard feelings.

Unlike in business, where upper management can clearly state its expectations of its managers and supervisors, in organizations, the same is generally not true. Most organizational leaders are volunteers, and therefore the reality is that their "real careers" often need to take priority. Unfortunately, because most organizations do not adequately train its leaders, these individuals do not know fully how to maximally utilize their time, and the basics of optimum time management.

Organizational management and leadership is often a rather complex issue. Because different organizations use varying degrees of paid staff, and different organizations assign different duties to staff, if leaders are not clearly trained in what it means to be a leader in that organization, very often, the expectations game causes massive inefficiencies.

This becomes exacerbated because, in most cases, there is no adequate training of the paid staff, either. Therefore, different leaders might have differing expectations as to what the staff will do, as well as the staff's capabilities. Most organizations are inadequately prepared to evaluate their staff because their leadership has never been trained in that aspect of volunteer organizational leadership.

In three decades of being involved with organizations, as a member, staff member, Director of Development, Director of Operations, trainer, and consultant, I am still amazed, that even after all these years, it appears that many organizations keep making the same mistakes over and over again. Einstein was correct when he said that the definition of insanity is continuing to do the same thing repeatedly, and expecting different results. Again, it's obvious a measure and factor of our expectations!

The Need To Pay Attention To Details

After more than three decades working in, and advising not-for-profit organizations, perhaps the most frustrating and irritating comment, and to me, the most irrational at times, is when I hear individuals in leadership positions either accusing others of micromanaging, or saying that they do not wish to micromanage.

I want to state, in no uncertain terms, that, in the vast majority of cases, these individuals do not even understand either proper management, basic organizational leadership, or what micromanaging really is. To me, it is only micromanaging if a leader takes a disproportionate time reviewing irrelevant minutia, that he can be certain that someone else can handle properly and/ or adequately. However, the major challenge is generally locating someone who a leader can be certain will actually perform the "job" properly. Because many of these "minor" details becoming "building blocks" for an important objective, improper handling of these details often can derail the "bigger picture."

Obviously, a good and effective leader does not get bogged down in minor details. Yet, the most effective leaders agree with Harry Truman's "The buck stops here," philosophy of leadership. I have become convinced that many inadequate leaders use the term "micromanage" and enjoy delegating to others, simply to cover themselves, and to have the ability to say that someone else was responsible for this.

I have also come to believe that it probably is not these "leaders" fault. Most organizations do not correctly identify or qualify potential leaders. They then often claim to have a leadership training program, yet the programs almost invariably are inconsistent from year to year, and are often more rhetoric and cliche, than leadership technique oriented.

I have met very few "born leaders." I am proud to say I have had the opportunity to train and develop numerous individuals who went on to be terrific and effective leaders.

What Exactly Is A Leader?

Organizations often refer to the officers and their Board of Directors of their organization as the "leadership." Unfortunately, while many of these individuals are placed in positions of leadership, they are not actual leaders.

Dictionary.com defines "lead" as "to guide by going before or with; to influence." It then goes on to say that when it is used as a verb, it refers to taking the initiative. Dictionary.com also defines "leader" as someone who "guides, conducts, is at the head of. Then Dictionary.com clarifies even further by stating that "leadership" implies "the position or function of a leader; ability to lead; act or instance of leading; guidance; directions." Obviously, based on this true meaning of what it means to lead, and thus be a leader, simply maintaining a leadership-type position is merely a very small component of leadership.

During my three decades in training potential leaders on the necessities of leadership, I have concluded that very few individuals are "born leaders," and require training and hands-on experience to develop the skill set and expertise necessary to be truly effective leaders. My experience has demonstrated to me that most individuals in volunteer positions, for any of a number of reasons, are often unwilling to take the time and put in the real commitment necessary to effectively lead. In the past three decades, I have noticed that most individuals thrust into positions of volunteer leadership are well-meaning and well-intentioned individuals, generally possessing genuine, deep attachments and feelings for their organization. These individuals are generally people-oriented, and are proficient at what they do full time. Unfortunately, all the intelligence in unrelated fields, good intentions, and emotional attachments, often does not make one an effective leader. For any of a number of reasons, most organizations have been unwilling to commit the time, resources, planning and continuity, required for effective leadership training. Because of this lack of prioritization and attention to effective training, there are very few organizations that conduct and maintain adequate leadership training programs. Many organizations I have consulted to delude themselves into believing that they have leadership training because they run some sort of program on an annual or semi-annual basis. However, many of these programs do not "feed upon earlier programs" and do not teach and concentrate on what it means to actually be a leader.

I have heard many "leaders" tell me that they envision their position as somewhat ceremonial, and believe that paid staff is the way to go. While theoretically that may sound like an effective plan, the greatest strength of many organizations, particularly small to medium sized ones, is the "personal touch." By and large, organizations are impacted to the greatest degree by the relationships and deference between leadership and members. With few exceptions, when organizations become staff oriented, they lose that "personal touch," which to so many of their members is one of the most essential ingredients. In addition, in evaluating paid staffs of organizations for three decades, the reality is that most paid staffs have weaknesses, and some have severe weaknesses. Paid staffs also have turnover, which harms development building. In addition, most organizations are unable to afford to budget for the salaries that would be needed to have top- notch paid staffs, and often, therefore have to settle for the best they can afford. Another obstacle to being overly staff oriented is costs, because the less volunteers do and the more paid staff does, the more costly it is. In addition, most staffs of organizations suffer from the same challenges that volunteer leaders do - - insufficient and inadequate relevant training.

The optimum situation for an organization would be to train their staffs from the inception, train leadership at the entry level. mid-level, and elite level, and do so on a continuous basis. To be an effective leader, individuals often must "check their egos at the door," and not expect to be complimented for their hard work, but to often shoulder blame for anything that is perceived as going imperfectly. I recommend that anyone considering taking on a leadership position read as much as they can on the subject, and attend seminars given by true leadership development trainers.

Organizations require effective leadership, not just individuals who want to be treated as leaders. Leadership requires commitment, strength, and self-motivation. That is partly the reason that there are so few effective leaders. However, the main reason is inadequate training, and the fact that most individuals enter these leadership positions unaware of what it would really mean to be an effective leader.

Confidence Is Different Than Bragging

It has often been stated that effective leaders need to be confident in their abilities to lead. These abilities often include meaningful knowledge in the areas of human relations, marketing, presentation skills, agenda forming, and many other aspects necessary for a leader to be effective.

Unfortunately, however, many less than optimally effective leaders replace confidence with bragging. There are few greater obstacles to true effective leadership than false bravado, and unwarranted ego. Most of the effective leaders possess a confidence that drives them to handle whatever obstacles they may face. These leaders know their strengths and weaknesses, and have learned the fine art of judgment. Pseudo-leaders generally do not spend the necessary time, or exert the effort needed to learn the necessities of leadership.

Very few organizations properly search for, locate and qualify their potential leaders. While many organizations claim to have a Candidate Search Committee, more often than not, these committees just try to locate any "warm body" that wants to lead the organization. The highest functioning organizations understand that effective leadership is developed over time, and that there is a need to create, develop and implement a professionally developed, professionally presented, and professionally implemented leadership training program.

Leadership training is not a one-time experience. Rather, it is an ongoing methodology that begins by searching for future leaders. These individuals are generally recommended, and have indicated that they want to learn by both word and deed. Future leaders need to demonstrate commitment by attending meetings, participating in events, and paying attention. Once these individuals are identified, they should be entered into an entry level Leadership Development Program.

Individuals who successfully complete Leadership Development, and continue to indicate commitment as well as personal growth, should be entered into a Phase Two program, which takes individuals with potential and teaches them how to be leaders on a local and/or limited basis. This may be as a Chapter Officer, a Committee Leader, or in numerous other capacities, depending upon the structure of the particular organization, and its specific needs.

The next stage of Leadership Training should be for those that are entering into the next tier of leadership, and should be more in-depth. Then, before anyone should be considered for upper level leadership, they must successfully complete a far more in-depth training, and this must also include certain challenges to demonstrate both commitment, understanding and ability.

Once an individual has been identified as upper-level leadership worthy, a very in-depth ongoing leadership program should be utilized, and these individuals should continue in leadership training throughout their tenure.

Without this necessary training, how can any individual ever truly have the necessary confidence required of upper level leaders. When leaders are not properly trained, they often end up bragging about their abilities or knowledge. Unfortunately, bragging and incomplete or unsuccessful experience, is no substitute for leadership skills and expertise.

Ethics are Essential to Leadership

Many leaders find themselves with the dilemma of being popular versus making the sometimes difficult, yet necessary decisions. True leaders understand that leadership requires managing by following one's principles, and being guided by what is ethical and responsible.

In many organizations, this battle is exacerbated by the fact that it is often difficult to find qualified leaders, as well as by the fact that the vast majority of organizations do not have any type of true leadership training. In the past three decades, I have observed that while most organizations believe that they engage in leadership training, since this training does not encompass those necessities of leadership, and are generally neither professionally prepared or presented, little is achieved. The obstacle is that since most existing leaders are neither trained nor fully qualified, and therefore do not fully understand how to train leaders, it is often difficult for those "leaders" to "let go," and permit an organized, consistent and ongoing leadership training program to be conducted.

In general, human nature is such that most people strive to be liked and/or admired. However, since being liked is not a guiding principle for effective leadership, there is often a breakdown in the leadership process. Doing the right thing for the organization, without fear of hurting one's popularity, is, in fact, essential to effective leadership.

Leaders must be guided by the principles of morality, ethics, and, specifically, being guided by what is in the best interests of the organization. Effective leaders realize that doing that many not be popular, but is often necessary. Undoubtedly, there would be more effective and qualified leaders if organizations prioritized professional and ongoing leadership training.

In observing organizations for three decades, I am consistently amazed that following principles and ethics is the exception rather than the rule. If an organization is to fluorish, it needs effective leadership.

Leadership Training Priorities

In my three decades of management and leadership consulting and training, it has become abundantly clear to me that adequate and effective leadership is a major obstacle and challenge for most organizations. Most organizations neither effectively qualify potential leaders nor have a mechanism in place to assure that leaders maximize their potential to succeed. I generally recommend that organizations emphasize and prioritize leadership training. These are the basics of leadership training, and the components that all successful programs include:

(1) An organization must have programs for various levels of leadership. The first level is entry level, or early leadership identification and development. These individuals are also known as the future leaders. Next, there is intermediate leadership training, or training leaders at the local and/or lower levels of the organization. There must then be advanced training, for those entering Board or Trustee levels of leadership. Finally, there must be elite training, for those involved in the highest leadership positions of an organization.

(2) Organizations must train in what is required to be a leader. In other words, "How to be a leader?"

(3) What are the skills required for leadership? These include communication,effective listening, negotiations, staff oversight, member relations, decision making, etc.

(4) How to market the organization? This means getting existing members more involved, lapsed members excited again, and potential members to join, as well as exciting donors and potential donors./

(5) How to clearly elucidate the mission statement of the organization? This includes clearly creating one that effectively yet briefly explains the importance of the organization, what it does and what it stands for.

(6) Leaders must understand all aspects of motivation.

(7) Leaders must be trained to be able to both write an effective letter, and give an adequate and motivating speech and/ or address.

(8) How to answer objections? Leaders must fully be able to use the five steps to answering an objection.

(9) How to effectively work with co-leaders and staff? What should a leader expect?

(10) What is the difference between micromanaging and effective management? What must be done before a leader can effectively delegate responsibilities?

(11) Leaders must fully understand the organization.

(12) Leaders must be trained to fully utilize all aspects of the decision making process, and understand all potential ramifications, both positive and negative, of either making a decision and taking action, or conversely, what might occur if no action is taken.

(13) What are the components of leadership judgment? What is involved in the process?

(14) Leaders must learn the basics of negotiation, as well as the pitfalls of contracts.

(15) When should a leader and an organization use a consultant, and when not to do? What should an organization look for in a consultant?

These fifteen items are just the "tip of the iceberg." However, when one evaluates and compares the most effective organizations and compares that to those that flounder, in the vast majority of cases, a significant difference is the concentration on leadership training and qualification. Today, many organizations seem to be suffering from a dearth of leadership and involvement, and one of the major causes of that, is the lack of concentration on developing and training its leaders.