Tuesday, November 14, 2006

Disciplinary Skills

The strength of the leader sets the speed of the team. Model the type of behavior that you want. Give your best – expect their best. Know what you want – know how to handle the situation when things don’t go right.

There are times to reign in your staff, the volunteers you’ve recruited, and yourself. Remember how it feels when people speak harshly to you, so when going about this reigning in, don’t be harsh.

Remember always that the Transformational Leader works through people. You work through people by enabling, coaching and encouraging, not by forcing or with raw power.
Transform yourself

Disciplinary Skills

The strength of the leader sets the speed of the team. Model the type of behavior that you want. Give your best – expect their best. Know what you want – know how to handle the situation when things don’t go right.

There are times to reign in your staff, the volunteers you’ve recruited, and yourself. Remember how it feels when people speak harshly to you, so when going about this reigning in, don’t be harsh.

Remember always that the Transformational Leader works through people. You work through people by enabling, coaching and encouraging, not by forcing or with raw power.
Transform yourself

Disciplinary Skills

The strength of the leader sets the speed of the team. Model the type of behavior that you want. Give your best – expect their best. Know what you want – know how to handle the situation when things don’t go right.

There are times to reign in your staff, the volunteers you’ve recruited, and yourself. Remember how it feels when people speak harshly to you, so when going about this reigning in, don’t be harsh.

Remember always that the Transformational Leader works through people. You work through people by enabling, coaching and encouraging, not by forcing or with raw power.
Transform yourself

Monday, November 13, 2006

Working Through People, Part 4

Working through others depends on their empowerment. It also depends on clear definition of the vision and clear directions along the way. If you depend on those whom you lead to follow this model, then empowerment is essential. Let go of things that others can do. Help them develop the skills to do these tasks if they do not have all the skills necessary. Build their skills, as they are able to learn. Encourage, nurture, coach and let go. Let them put their personal stamp on the work. Use their ideas, as they apply to the vision. Do not discount their contributions, even if these ideas are not exactly what you would have done. They will do it differently. Get over it. Delegate and transform. As they develop ownership in the project, they will develop their own momentum.

Be sure to reinforce good work and acknowledge results. Celebrate their contributions. If they do not have all the information, knowledge or skills to pull off the objective, give them some of yours. Contribute to their success in any way that you can. It’s not about your achievement it’s about their journey towards transformation. Your achievement is wrapped-up with their success.

Transformation is not an event - it is a process. You are not a dictator you are an enabler, a coach and a Transformational Leader. Those who have experienced transformation will impact the world in which the live, work and worship.

Friday, November 10, 2006

Working Through People, Part 3

Getting people to follow you to fulfill a vision takes strong leadership skills, good communication skills, enthusiasm, charisma and most of all trust. If people know they can trust you, then they will follow a path that is not yet clear to them. They will follow, trusting that the path is clear to you, or that you know how to find the way to the final goal. This requires that the leader model the way he or she desires his or her followers to act. The group will learn quickly if the leader is sincere or not. The actions of the Transformational Leader must be the same as the spoken beliefs. These actions will speak louder that any words ever will. So, the leader must lead the way be acting in ways that fulfill the spoken and or written vision.

Thursday, November 09, 2006

Working Through People, Part 2

Working through people is the foundation of this form of leadership. Respect for the individual and for whom they are personally. Building a strong vision and continually selling that vision to participants is one of the key roles the Transformation Leader plays. And it is a role that is fundamental to the organic make-up of the Transformational Leader. The charisma and enthusiasm that the leader shows is the inspiration to those who follow. It is the encouragement that followers need when days are dark and the going gets tough. It’s the light at the end of the tunnel when there is no end in sight.

The leader raises the emotional energy in the group by their level of enthusiasm and support. Those who will follow need a strong vision, a strong encouragement and strong affirmations along the way. If there are little signs of success along the way, then the belief systems for those who follow will be strengthened.

Wednesday, November 08, 2006

Working Through People

Impacting people’s lives and moving toward a strong vision is what the Transformational Leader endorses totally. Maintaining the unswerving commitment to the vision and encouraging others is one of the key driving forces toward success. Music directors especially recognize that they are in the business of transforming people and their productivity. The other transformation that takes place is the key: transforming people’s lives through their participation in programs and events.

Tuesday, November 07, 2006

Transformational Leader vs Charismatic Leader

Transform means change. How does the leader inspire, enable and empower others to bring change into an organization? By encouraging, sharing, coaching, trusting, modeling, valuing, reinforcing and many others. Being a Transformational Leader is similar in many ways to being a Charismatic Leader. The major difference is the focus of the Transformational Leader on working through people and not through one’s own power.

Monday, November 06, 2006

The root of the word transform

Examine at the word Transform. It is not merely change, or we would use that word. It is a verb with an expanded vision and is much more transcendent. It implies a deeper, more fundamental alteration of our very form. (trans – form) The continuing process of transformation begins with the moment of inspiration and continues in us through times of action, rest and reflection.

Friday, November 03, 2006

Daily Transformational Disciplines

The daily duty and delight of the Transformational Leader is to empower the leaders in his or her organization by sharing a common vision and by constant encouragement for each leader as they seek to work toward achieving that vision. Encouragement comes in the form of mentoring, coaching, cheering and teaching. Be constant in encouragement.

Thursday, November 02, 2006

Transformational Leaders focus on the success of the team and only not on their personal success. Leaders must know the value of teams and understant the benefit of successful teams to the organization as a whole.

More information can be found at: http://www.synervisioninternational.com/transformation.htm

Wednesday, November 01, 2006

Defining Transformational Leadership

The Transformational Leader
1. Lets go of things others can do
2. Encourages initiative, ideas, and risk taking
3. Ensures that people have clear goals and the support to accomplish those goals
4. Delegate to challenge, develop, and empower
5. Coaches to ensure success.
6. Reinforces good work and good attempts
7. Shares information, knowledge, and skills
8. Values, trusts, and respects each individual
9. Provides support without taking over
10. Practices what they preach

The transformational leader is similar to the servant leader in that the T/L is out in from service as motivator, trainer and enabler for those in his or her care. A transformational leader seeks first to transform themselves, then to transform others and then the organization.