Tag Archives: The Leadership Talk

Turbo Charge Your Career With The Most Powerful Leadership Tool Of All: The Leadership Talk: Part 2

In Part One, I described the Leadership Talk and how it is a much more effective leadership tool than presentations or speeches.

I also described two fundamental premises that the Leadership Talk is based on.

In Part Two, I will show you the purpose of the Leadership Talk. You won’t be able to give a Leadership Talk effectively on a consistent basis if you misunderstand its purpose.

The Leadership Talk doesn’t drive purpose. Purpose drives the Leadership Talk. There is one and only one purpose of the Leadership Talk: that’s to motivate people to be your cause leaders in meeting the challenges you face.

This is important in understanding the difference between Leadership Talks and presentations/speeches.

You’re a leader. You have a task to complete. Do you want the people you lead to simply do the task? Or do you want those people to actually take leadership of accomplishing the task? For the difference between doing and leading in terms of accomplishment is stock car and a formula 1 racer.

Clearly, you can order them to accomplish the task; and if you’re in a position of authority, they will most likely carry out the order. But they might not do it with full commitment. Or they may resent being ordered. Or they may be inclined to do nothing unless ordered, and so after accomplishing the task, they do little else but wait for the next order.

However, their committing to take leadership involves your establishing a special relationship with them.

For instance, going back to the example I used in Part One, if one is a floor sweeper, one does the best floor sweeping, not simply by doing it but by taking leadership of floor sweeping.

Such leadership might entail: taking the initiative to order and manage supplies; evaluating the job results and raising those results to ever higher levels; having floor sweeping be an integral part of the general cleaning policy; hiring, training, developing other floor sweepers; instilling a “floor sweeping esprit”that can be manifested in training; special uniforms and insignias; behavior, etc.; setting floor sweeping strategy and goals.

Otherwise, in a “doing” mode, one simply pushes a broom.

You may say, “Listen, Brent, a job is a job is a job. This leadership thing is making too much of not much!”

Could be. But my point is that applying leadership to a task changes the expectations of the task. It even changes the task itself. Think of it, when we ourselves are challenged to lead and not simply do, our world is, I submit, changed.

Furthermore, though you may order people to do a job, you can’t order anybody to take leadership of it. It’s their choice whether they take it or not.

This is where the Leadership Talk comes in. Using it, you set up the environment in which they make that choice.

The Leadership Talk is not only the most important way to get cause leaders; it is the only way to get them on a consistent basis.

In the final part of this three part series, I’ll show you how to develop and deliver a great Leadership Talks.

2005 © The Filson Leadership Group, Inc. All rights reserved.

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com. For more on the Leadership Talk: [http://www.theleadershiptalk.com]

Article Source: https://EzineArticles.com/expert/Brent_Filson/1911

 

The Quakers, A Sword, And The Leadership Talk

William Penn (1644-1718),founder of what would become the state of Pennsylvania, was on the receiving end of a succinct Leadership Talk that still reverberates down the centuries and into your everyday leadership challenges.

In his youth, Penn became an ardent Quaker. When he asked George Fox (1624-1691), the founder of the non-violent religious sect, if he should continue to wear a sword, a standard part of the dress of Penn’s aristocratic class, Fox replied, “Wear it as long as thou canst.”

Fox’s reply not only illustrates a principle of Quakerism but also a principle underpinning a leadership process I have been teaching to thousands of leaders worldwide during the past 21 years: the Leadership Talk.

Get the Leadership Talk right, and it can boost your job performance and career in many ways. But you can’t get the Leadership Talk right unless you understand this principle.

What is a Leadership Talk? You can understand it by first understanding “the hierarchy of verbal persuasion.” The lowest levels of the hierarchy are speeches and presentations. They are methods for communicating information. The highest level, the most effective way for a leader to communicate, is through the Leadership Talk. The Leadership Talk not only communicates information; it does something much more: it helps the leader establish deep, human, emotional connections with the people they’re talking to, enabling them to be much more effective.

As to the principle: it goes right to the heart of Fox’s reply to Penn. Fox ardently believed that every human has an “inner light and spirit.” The Quakers were guided by that light which they believed came directly from God. They refused to bow to authority and endorsed pacifism. Implicit in Fox’s reply was that it was Penn’s choice, not any mandate from Fox or anyone else, that governed the situation.

The Leadership Talk recognizes that leaders do nothing more important than get results; and the best results happen not when leaders are ordering people to go from point A to point B, say, but when they are having them want to go from A to B. Instill “want to” in others is what the Leadership Talk does. That “want to” cannot be mandated; it is the free choice of the people. In other words, great results happen in the realm of free choice of the people you lead.

The Leadership Talk creates an environment conducive to people exercising free choice. In order to create this environment, you must first ask three questions about the people you’ll speak to.

(1) Do you know the needs of the people? (2) Can you bring deep belief to what you’re saying to them? (3) Can you have the people take action?

If you say “no” to any one of these questions, you can’t give a Leadership Talk.

Asking and answering these questions many times daily throughout your career with people of all ranks and functions will help you create a fortunate environment of free choice leading to great results.

Let’s see how these questions played out with Fox and Penn.

DO YOU KNOW THE NEEDS OF YOUR AUDIENCE? Fox’s reply went to the heart of Penn’s needs. Penn was the scion of an aristocratic family who in his youth had powerful religious experiences. Penn’s needs were clear: He wanted to live by the imperatives of those experiences, which were deeply and personally felt. Fox’s spiritual revelations, to use a Quaker saying, “spoke to his condition.”

CAN YOU BRING DEEP CONVICTION TO WHAT YOU’RE SAYING? George Fox certainly spoke with conviction. Penn described Fox in his journal as “…. plain and powerful in preaching, fervent in prayer … a discerner of other men’s spirits, and very much master of his own.” He added that Fox was able to “speak a word in due season to the conditions and capacities of most, especially to them that were weary, and wanted soul’s rest …. valiant in asserting the truth, bold in defending it ….” The two met when Fox was being jailed frequently for his beliefs. Coming from a man holding such deep convictions and being repeatedly jailed defending them, the words “Wear it while thou canst” deeply impressed William Penn.

CAN YOU HAVE THE AUDIENCE TAKE ACTION? The next time Penn saw Fox, he was not wearing his sword. He said, “I wore it as long as I could.” He would never wear a sword again. After he joined the outlawed and persecuted Quakers, he was exiled from English society, thrown out of Oxford University, and arrested several times. Yet he never wavered from promoting and living by the Quaker ideals. That action, NOT putting on his sword (sometimes the best action is no action) when all of social convention cried out that he should, was made all the more notable and instructive because it came from his own deeply-felt urging.

Mind you, don’t mistake the Leadership Talk principle of free choice as some psychological delicacy. I’m talking results here. Leadership is all about getting results. The principle does and should have practical functions. The point is those functions are best manifested in environments of deep, human, emotional relationships. Such relationships can most effectively be established by your being open to and trusting in the choices people make. Guided by the principle of “Wear it as long as thou canst”, you can markedly improve your leadership effectiveness.

2006 © The Filson Leadership Group, Inc. All rights reserved.

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. – and for more than 21 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine and get a free white paper: “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com. More about the Leadership Talk: [http://www.theleadershiptalk.com]

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: [brent@actionleadership.com]/>

Article Source: https://EzineArticles.com/expert/Brent_Filson/1911