October 20, 2009 Edition 41
Zig On…Leaders Are Managers
(Part Two of a Two-Part Series)
By Zig Ziglar
Richard Kerr of United Technologies Corporation explains the difference between leadership and management: "Leaders clearly know that people don't want to be managed, they want to be led. Whoever heard of a 'world manager'? 'World leader'? Yes. Educational leaders, political leaders, religious leaders, Scout leaders, community leaders, labor leaders, business leaders - they lead, they don't manage. The carrot always wins over the stick. Ask the horse. You can lead your horse to water, but you can't manage him to drink. If you want to manage somebody, manage yourself. Do that well and you'll be ready to stop managing and start leading. After all, if you can't manage yourself, how can you legitimately expect to manage others?"
The manager must understand that a superb leader is far more likely to be loved than is an outstanding manager. One deals with his people daily; on the other hand, the leader will have several managers and will deal with the manager's people only indirectly and seldom. For that reason, managers must have thicker skins and learn not to take things personally.
The leader dreams the dream and sets the direction of the company, but it's the manager's responsibility to produce the results. Managing is an "all-the-time thing," while the leader stands aside and encourages his manager who directs his people. The leader and manager must communicate effectively and regularly so all the people understand the support each supplies to the other.
Peter Drucker said that the secret of management is never to make a decision which ordinary people can't carry out. General Norman Schwarzkopf says, "The leader lays out the concept but he lets the people execute it. Yes, the leader is responsible for putting the right people in place, but then he steps back and allows the people to do their work." That's leadership. Think about it; adopt that as a principle and I'll SEE YOU AT THE TOP!
Zig Ziglar is known as America’s motivator. He is the author of 28 books and numerous audio and video recordings. He brings his message of hope to thousands on the stage at the Get Motivated Seminars.
Everybody says they want to be free. Take the train off the tracks and it’s free–but it can’t go anywhere. Zig Ziglar
By Tom Ziglar
This past month Mom and Dad moved to a new home. Since they moved into a place 70% smaller (and 100% nicer!), the family had to pitch in and determine what to pitch out. My job was to sort through the thousands of books and determine which ones to keep. (I am happy to report that we were able to get rid of three of them!)
As I was sorting through the books I realized that many of them had been read and underlined by dad. Jackpot! There is nothing better than reading through a book and seeing what your dad thought was important, and then really understanding where your dad’s ideas came from. And of course, when your dad is Zig Ziglar, it is even better.
As I was flipping through one of the underlined books I came to a part that caught my eye. Dad had underlined a great deal over a series of pages on the subjects of faith, business, and prosperity. The author was making the point that in Hebrew the words for faith and business are very close in meaning. The author pointed out that in order to be truly successful in business (or in sales), you do the work first and then you get paid. This takes faith! Faith that your hard work will be rewarded. The author then points out that societies that have a high level of faith in God tend to be much more prosperous than those that don’t because faith is like a muscle; the more you use it, the bigger it gets. Faith in God literally allows you to have more faith in your business and that your hard work will pay off.
This belief is really a cornerstone of dad’s philosophy, “You can have everything in life you want, if you will just help enough other people get what they want.” I think it’s pretty amazing that Hebrew, God’s language (and which dad cannot speak or read), is in perfect harmony with this major principle. It really does help when you know the author personally!
Speaking of authors, and the book I am referring to, the story gets better. Finding the underlined words from dad was like finding buried treasure. The coincidence (God’s way of staying anonymous) is that the title of the book I am referring to is Buried Treasure by Rabbi Daniel Lapin. Imagine finding buried treasure in Buried Treasure! What a double blessing!
To comment to Tom on this article, click here. Tom is the CEO of Ziglar, Inc., and the proud son of Zig Ziglar. You can read more of Tom’s musings on his blog. Also, follow Tom (@TomZiglar) on Twitter to receive daily inspiring Ziglar quotes.
The 360° Leader: Myths about Leading from the Middle
By Dr. John C. Maxwell
In all my years of leadership teaching and consulting, I have never observed an organization with too many leaders. Organizations can never have enough! However, most companies narrow their vision to a limited number of leadership positions, and when hiring leaders, they think only in terms of filling the top spots.
Organizations rise and fall on the merit of their leadership—at every level. Successful organizations cannot afford to wait until someone gets “to the top” to start leading. They need 360° leaders now. Why? Because leaders generate value!
Over the years, a set of common myths has hindered leaders in the middle of an organization. On account of these myths, would-be leaders have failed to grasp the extent of their potential influence. In this edition of Leadership Wired, I’d like to identify these myths and look at the qualities engendered by leaders who make an impact from the middle of the pack.
MYTHS ABOUT LEADING FROM THE MIDDLE
The Position Myth – “I can’t lead if I am not at the top.”
If I had to identify the number one misconception people have about leadership, it would be the belief that leadership comes simply from having a position or title. When we conceptualize leadership in our minds, we tend to picture the names atop the organizational chart. When asked to name a leader, most of us would list presidents, CEO’s, or general managers. We erroneously think leadership is position, when in reality, leadership is influence.
The Destination Myth – “When I get to the top, then I’ll learn to lead.”
Human nature exaggerates yesterday, overestimates tomorrow, and underestimates today. Leading today prepares a leader for more and greater responsibility tomorrow. If a leader doesn’t try out leadership skills and decision-making processes when the risks are low, they’re likely to get into trouble at higher levels when the cost of mistakes is higher and the exposure is greater.
The Influence Myth – “If I were on top, then people would automatically follow me.”
People who have no leadership experience tend to overemphasize the importance of a leadership title. A person may be appointed to a position, but he or she must earn the right to lead. The position doesn’t make the leader; the leader makes the position.
The Inexperience Myth – “When I get to the top, I’ll be in control.”
A bold young leader may become impatient when eyeing areas for improvement within the organization: “If I were in charge, we wouldn’t have done this, and we would have done that. Things would be different around here if I were the boss.” The desire to improve and the self-confidence to make changes are admirable leadership qualities. However, without real-life experience, a young leader is likely to overestimate the amount of control held by leaders at the top. The higher you go—and the larger the organization—the more you realize the complex mix of variables that control the organization.
The Freedom Myth – “When I get to the top, I’ll no longer be limited.”
Climbing the ranks of leadership does not earn the leader a ticket to freedom. Rights decrease and responsibilities grow as you ascend the corporate ladder. Leadership at the highest levels is accompanied by a daunting set of challenges.
The Potential Myth – “I can’t reach my potential if I’m not the top leader.”
In reality, most people will never be the top leader in an organization. They will spend their careers somewhere in the middle. Strive to reach the top of your game, not the top of the organization.
The All-or-Nothing Myth – “If I can’t get to the top, then I won’t try to lead.”
People who are motivated by advancement may be tempted to abandon their influence when they hit a barrier to a bigger promotion. These people look at an organization, recognize they will not be able to make it to the top, and give up. Their attitude is, “If I can’t be the captain of the team, then I’ll take my ball and go home.”
Defining Qualities of a 360° Leader
Adaptability – Quickly adjusts to change.
Leaders in the middle may not be the first to know, but they are often the ones in charge of implementation. Adaptable managers in the middle are willing to embrace a change operationally even if they are not yet ready to do so emotionally.
Discernment – Understands the real issues.
Good leaders cut through the clutter to see the real issues. A smart person believes only half of what he hears, but a truly smart person knows which half to believe.
Security – Finds identity in self, not position.
Effective 360° leaders are secure enough in who they are to not worry about where they are. Instead of focusing on reaching a position, they focus on reaching their potential.
Service – Gains fulfillment in serving everyone.
A servant leader serves the mission and leads by serving those on mission with him or her. The true measure of leaders is not the number of people who serve them but the number of people they serve.
Resourcefulness – Finds creative ways to make things happen.
Creativity is the joy of not knowing it all. We seldom, if ever, have all the answers, but we always have the imagination to create solutions to our problems.
Maturity – Puts the team before self.
Nobody who possesses an unrelenting me-first attitude is able to develop much influence with others. A mature leader sees beyond his or her personal vantage point and has the courage to make sacrifices which advance the team.
Communication – Links to all levels of the organization.
We often think of communication in organizations as being primarily top-down. Leaders at the top cast vision, set direction, reward progress, etc. However, good communication is a 360-degree proposition. In fact, oftentimes the most critical communication comes from leaders identifying problems or solutions at the ground level and sending them up the chain of command.
John C. Maxwell is an internationally respected leadership expert, speaker, and author who has sold more than 18 million books.
This day in history
On October 20, 1968, 21-year-old Oregonian Dick Fosbury wins gold--and sets an Olympic record--when he high-jumps 7 feet 4 1/4 inches at the Mexico City Games. It was the first American victory in the event since 1956.
High Performance Selling Edge
Presented by Don Hutson
October 22, 2009
2:00-3:15 p.m. CST
Learn the mindset of the high performers
Understand the Evolution of Selling
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Sell Value, not Price!
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It is one thing to praise discipline and another to submit to it.
Freedom is a choice—it comes when we choose discipline.
The trouble with a lot of self-made men is they quit the job too early.
Remember that it is the daily grind that gives a person polish.
Most would like to change their circumstances, not themselves.
This newsletter is published by Ziglar, Inc. To learn more visit our website Ziglar.com.