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Leadership can be a very challenging task. As leaders we don’t always get to choose who is on our team. In fact very often a leader inherits a team, of which most of the members have been there far longer than the leader, and may even know more about the work than the leader. Whatever the situation, one of the responsibilities of a leader is to motivate the team to all work together towards the common goal. This can be a daunting challenge. So often the team is comprised of very diverse members, each with their own strengths, weaknesses, and work styles. The team dynamics are also often complicated by internal disagreements and personal conflicts. The leader, not only has work with this group of people, but also needs to achieve the results expected by their superiors.

Leaders can great benefit by being able to identify the types of personality characteristics of team members. By understanding the basic personality types, the leader can use individual strengths of members for the good of the team, as well as assign tasks that individual team member’s naturally excel in. A leader can also learn to communicate in a way that is motivating, by taking into account the needs, values and working preferences of different team members.

A good leader will see the greatest results by working and utilizing the strengths and working style characteristics of the personalities on the team. By correctly positioning the individual member strengths and compensating for weaknesses, the leader can bring the team into a productive balance and harmony.

A brief overview of the different values and working styles of the four main personality types demonstrates the importance of this knowledge being part of the successful leadership toolbox. The four types of personality will be described using the colours Gold, Blue, Green and Orange.

The strong Gold employee takes work and responsibility very seriously. Gold personalities want to contribute, be part of the team, and to be successful and productive. They respond well to recognition, rewards and incentives. However Gold team members need well defined responsibilities and structure, firm expectations and timelines as well as being reassured from authority that they are on the right track.

The strong Blue personality needs an open, social atmosphere to be able work well. Relationships are very important for them, and they need the freedom to be able to nurture relationships with coworkers, customers and employers.. Conflict and intense competition are painful for a strong Blue, but they will thrive in a positive, creative, service orientated atmosphere.

A strong Green personality is more noted for expertise rather than people skills. They are excellent working with facts, data, research and analytical projects. Greens shine in their ability for designing, understanding complex systems and strategy. Facts are of utmost importance for the Green, but they have a weakness for routine follow through and are somewhat insensitive in social interactions.

Orange team members are noticeable by their energy, skill and creativity. A key factor for an Orange is the freedom to be able to use their skills and abilities. If there is too much structure, or their boss is very authoritarian, the orange personality feels blocked and does not function well. Orange personalities like people and work well in a spirit of teamwork, competition and camaraderie. They are action orientated, though and become impatient with prolonged talking and detailed administrative tasks.

A leader, by knowing the colours of his team, can use this knowledge to blend the team members into a unified, well coordinated picture poised for success. By facilitating each team member to function in their areas of natural strength and motivating them by communicating in a way that inspires harmony and team work, the leader is well on the way to achieving extraordinary results.

Barbara White is the President of Beyond Better Development. As a speaker
and author, Barbara brings her passion and expertise in href="http://www.livingbeyondbetter.com/seminars.html" rel="nofollow">leadership development to work with people to help them grow towards excellence in their personal and professional life.

For more href="http://www.livingbeyondbetter.com/articles.html" rel="nofollow">leadership and teambuilding resources.

The construction industry, which employs around two million workers, is not only the biggest industry in the UK, but is also one of the riskiest in terms of health and safety. According to the HSE, designers can improve the overall performance of the construction industry and decrease the workers’ health and safety risk. Health and Safety Awareness Officer, Cheryl Eeles has emphasised the role of the designers in decreasing physical injuries and problems relating to bad health faced by workers.

Realising that designers do not sufficiently address the health and safety issues in construction work, the Health and Safety Executive (HSE) has organised a designer safety awareness day at the University Hospital of North Staffordshire on 21st May. The seminar, which has garnered support from professional associations, will discuss the ways by which designers can resolve health and safety problems of the workers and will guide the designers in meeting health and safety standards.

Designers are the ones who can provide the support necessary for mitigating health and safety issues at a preliminary stage, which will help in reducing the expense of making changes in the middle of the construction phase. Thus, a better design in terms of health and safety is also beneficial for the contractors.

A partnership of several industries for strengthening the health and safety standards, called Working Well Together (WWT), will be finishing its tenth year in May, and the need for collaboration has never been greater. Adherence to correct working practices increases the productivity, sense of pride, and professionalism in the industry, while also averting the risks faced by the workers. A sound design has a crucial impact on all these factors. HSE is hoping that designers will accept its invitation to the conference and will attend it in large numbers.

Make sure that your company is not in the dark when it comes to new health and safety regulations. The other way to keep up-to-date is to make sure that you take advantage of the highly regarded fire safety risk assessment training offered by reputable companies such as Workplace Law.

The economic turndown will probably be a wary situation for any small to medium business, especially with the rate of organisations having to close in the last seven months. With the British credit crunch it remarkably makes the greater part of firm finance directors to decide to cut budgets for practically anything like workplace furniture. With all of this in mind, most firm owners are now looking at 2nd hand furniture or affordable office furniture.

Long gone are the days when business owners would dress the place of work in oak and pine antique chairs from the Edwardian era and own marble flooring at reception. Countless now use affordable office furniture. The awesome thing about affordable furniture is that finance directors will actually get much more for your cash than organisation owners would expect. For the same cost of an antique oak computer desk, owners might probably afford to find a woodchip reception desk, office chair, filing unit and office plants.

With the UK recession, innumerable businesses will be seeking for ways to reduce outgoings. Assessing the expenditure that is not necessary might often help numerous businesses free up money to improve their money. So next time you are looking to find office furniture be aware that there is a less costly option out there if accountants look for it. If you are looking for classroom furniture, you can shop for School Furniture online at CFW.

One of my favourite supplement companies is Gaspari nutrition. You can visit just about any physical exercise club and you will discover bodybuilders utilizing Gaspari nutritional supplements. Rich Gaspari the founder of Gaspari nutrition possesses a allegiance to formulating super products at reasonable prices.

Unlike some supplementation companies they do not create a myriad of supplements. Sometimes manufacturers make so many editions of bodybuilding supplements that it becomes difficult to recognize what to use and when to use it.

You will find Gaspari nutrition products to be of first-rate and in addition you’ll not be disappointed. Do not take my word for it. Go to your workout club and begin to inquireregarding what supplements they are taking. I will place money down that a couple of them will reply they are using Gaspari.

For example, Holodrol liquigels are first-rate. Their IntraPro Whey Protein is outstanding. Novedex XT Testosterone Booster is first-class. In fact, this product could be the best the industry has to offer. It seems to e that few people have anyhing negative to articulate about Novadex. Different people wil lhave different results. Still, Gaspari nutrition looks to have a well-deserved reputation for superior products.

If you are thinking about trying a new brand and have not tried Gaspari nutrition, do yourself a favor and try this product line. If you have never used any supplements before and are considering trying to take some bodybuilding supplements to take your training to new levels, then Gaspari nutrition is a great company to start using.

In Part 1, I said that leaders who can’t have people take right action are ineffective, and I listed four of the eight ways of right action. In Part 2, I’ll describe the remaining four ways.

Action must be:

(5) LINKED TO NEED. The people’s needs are their reality. If you are an order leader, you clearly do not have to know their needs. You simply exhibit a my-way-or-the-highway attitude. But if you want to motivate them to take action, you need to understand that reality. Because their motivation is not your choice, it’s their choice. Your role is to communicate, their role is to motivate, to motivate themselves. It’s their choice. It’s not yours. So their needs are not only their reality, in the leadership equation, their needs are the only reality. They don’t care about your needs. They don’t care about your reality. They only care about their reality. Tie the action you want them to take to THEIR NEEDS, not yours. Which means of course that you have to clearly identify their needs.

(6) URGENT: Patience is a virtue, but it can also be a tender trap. Urgency is a results-multiplier. A Roman centurion said the secret to instilling urgency in the troops was summed up in two words, “hit them.” His credo lives today in the order leader — not necessarily in a physical sense but more importantly in a psychological sense. But trying to gain urgency through “hit them” is far less effective than having urgency come from the people’s internal motivation. Here’s a process to have people take urgent action: IDENTIFY THEIR NEEDS, SEE THE PROBLEMS IN THEIR NEEDS, AND HAVE THEIR TAKING ACTION PROVIDE SOLUTIONS TO THOSE PROBLEMS.

For instance, in a police academy, an instructor came into the room with a note that said CLEAR OUT THIS ROOM IMMEDIATELY. The first cadet ordered his colleagues out. A few cadets left but most stayed. The instructor handed the note to a second cadet who pleaded for his classmates to leave. Again, a few left but most stayed. Finally, the instructor gave the note to a third cadet. This cadet understood how to identify needs and have people take action to solve those needs. He said two words, which emptied the room. “Lunch break!”

People are always willing to take ardent action to solve the problems of their needs. The question is can you identify those needs. Once you do, you hare half way home to getting them to take such action.

(7) DEADLINE: All action you have people take must have a deadline. Otherwise, it might become a low priority for them, and they will not be especially urged to take it. Be constantly monitoring yourself when motivating people to take action by asking, “Have I a put a deadline to this action?” If you haven’t, do it.

(8) FED BACK: True motivation isn’t what the people do in your sight. True motivation is what they do after they have left your sight. Many leaders get the “head fake” from the people they’re leading — their nodding their heads and saying, “Yes,” face-to-face with the leader; but inside saying, “No.” When they leave your presence, they do what they want, not what you want. Make sure that the action you challenge them to take is fed back to you, so that you are aware — and they are aware that you are aware — of that action.

Leaders do nothing more important than get results, and results come from people taking action.

The trouble is, most leaders have people get a fraction of the potential results because these leaders misunderstand what action really is — and in that misunderstanding misapply and misuse it.

When speaking to people, keep the eight ways of right action in mind so people take the right action to achieve the right results.

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

Our studies of the most effective people in corporate America show that the top 2 percent are effective not because they executed best practices well. They did not make the most phone calls or have the best processes. They simply understood the truth about trust:

People do business with people they like.

They like people they trust.

They trust people who have a detectable level of compassion and competence.

Does it take time to build trust? The truth is that you have known people for five years who still don’t trust you, and you’ve known some for five minutes who do. Our research shows that trust is usually created by showing a detectable level of concern. When people truly believe you are concerned for them, they tend to think you possess good judgment. After all, if you care about them, you must know what you are doing.

So what is the fastest and most effective way to show people that you care and you’re competent?

Make sure they feel heard, which is more than just listening. I call it listening like a leader.

You are not a leader unless you have followers; a leader without followers is called a failure. Regardless of your skills, if your staff doesn’t feel heard and doesn’t trust you, they will always do the minimum. They will watch the clock and be ready to leave at 4:45 every afternoon. They will do just enough each day to avoid getting fired, and they will hope the idea you came up with without their input fails. That’s rightyou can spend your life delegating to people who want your projects to fail. How smart is that?

OK, you have to listen; I am sure you already know that. The issue is, how well do people really listen? Most studies show that 75 percent of the world’s population does not listen well.

Here is an insight that you won’t find in many books, keynote speeches or training programs. As a whole, we don’t listen very well and it’s not our fault! That’s right, I am sure you are used to hearing and reading that all of our communication problems are of our making. However, most experts agree that from birth to 5 years of age, we learn more than we will for the rest of our lives.

Even if you earn 15 doctorate degrees in your lifetime, you still acquired most of your knowledge in early childhood. In those formative years, if a child does not feel heard by the adults in its life, it does not possess good listening skills. The bottom line is that it’s hard to listen when no one ever listened to you.

Listening is not hereditary.

It’s an acquired skill.

Are we going to blame the parents? No! It’s difficult to listen to young children when we are trying to look out for their welfare. When my stepdaughter was five, she asked me if Dracula drives a taxi cab. I said, “Well…, I guess if it’s a night job. Uh, wait a minute! What kind of question is that?”

She also asked me if she could have a tattoonot a fake, stick-on tattoo from an ice cream parlor vending machine, but a real one. I said, “No, because you’re in kindergartenand I’m taking the TV out of your room just for asking that question.”

People are more likely to follow your example than to follow your advice. We create better listeners by being better listeners.
Unfortunately, we don’t have much evidence of people returning from communication-training programs as better listeners. It doesn’t take a lot of research to figure out that poor listeners get very little from seminars on listening.

So we don’t listen and it prevents us from being effective leaders. If we can’t do much to improve our listening skills, we have to focus on what we can do in the condition we are in.

The key, then, is to focus on making sure people feel heard. And the first step requires recognizing and recovering from distractions.
One day, as I listened to an employee talk about his wants and needs, my mind started to wander. There he was, sharing his core issues, and I’m thinking to myself, “Look at the size of this guy’s head!” It was hard to focus. Once I was trying to listen to a prospect on a sales call when I noticed he had red hair, blonde eyebrows and a black mustache. I remember thinking, “It’s Mr. Potato Face! Something has to be a stick-on; that’s not all him.”

After we recover from our own distractions, we have to deal with the real issues at hand. The first of these issues is what I refer to as “the pitch in your head.” It can be anything from a preconceived idea that a manager has about an employee, to a practiced presentation that you are dying to spew on your unsuspecting sales victims (prospects, I mean).

Sure, you ask a question just as you were taught to do in your sales or management training programyou know, a question like “Based on what criteria are your decisions made?” As they talk and you diligently pretend to listen, the pitch in your head starts to play; and when the prospect says something that strikes a chord in you, triggering how much you know, your pitch finds the pause it was looking for and off you go.

“I know exactly what you are talking about because I have had many people just like you with this exact same situation. As a matter of fact, it was this time last year and they even looked a lot like you.”

You then project your opinion, experience or spiel onto the person as a solution to his or her problem.

Instead of feeling heard, the person feels quickly judged, and communication does not take place. It was dead before the spew was finished.

The problem with this scenario is that you rob people of their uniqueness. When you tell them you know exactly what the problem is, they tend to want to show you how unique they are. You actually create your own resistance and prevent your skills and even your empathy from making their mark.

When people are talking, you are thinking about you or about what you can do to help them help you. It’s a natural thing for us to do, and it forces us to pitch hard and focus on convincing rather than on gaining agreement.

So what do the most effective people do differently?

They make sure the people they are dealing with feel heard and can retain their uniqueness. If you make people feel important, you will be important to them!
But an even bigger realization comes from all of this.

When you focus on how people feel about what they are saying, you increase the level of true concern you have for others. You actually start to become the person you thought you were pretending to be: a true leader!

Garrison Wynn, CSP is a nationally known speaker, trainer, and consultant. He is the president and founder of Wynn Solutions, specializing in turning talent into performance.

Wynn Solutions | http://www.wynnsolutions.com | 1302 Waugh #534, Houston TX, 77019 | 888.833.2902 Toll Free | 713.864.2902 Local | info@wynnsolutions.com

During these tough times, we tend to forget the little details that make up the entire picture. Today, more and more people are joining the online marketing business or basically, online business. But how do you stay on top of your game that even on the net you tend to lose all your consumers. Little detail counts. And with Search Engine Optimisation Melbourne, all details count. Keywords, tags, metatags, and excellent content and links are the details you never want to overlook if you want your online business to be in the top.
There are a lot of online marketing strategies out there but none beats search engine optimisation because people tend to use search engines like Yahoo or Google to find what they need and having the right keywords during the searching process might just pull the trick. But wait, where will search engine optimisation come in play. It already has! Having the exact choice of keyword and the quality content on you website, you have already done the job. People will be flocking over to your website since you’ve hit the jackpot.
As I’ve said, in these tough times, even the little detail counts. So learn to be more detail-oriented in these challenging times if you want your online business to survive.

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We need to engage our listeners and transform them into excited, willing and committed supporters of the vision – for the duration of delivery!

Logic, our intellect, doesn’t know how to do this. It knows how to present the facts. Facts are important but they don’t excite others, or attract them.

Our limbic brain – the part that remembers and stores emotionally charged events does and, can cooperate and deliver! It’s all about emotional excitement. You want them committed as much as you are. This is the most challenging and sort after achievement.

Imagine if we could use the tools of accelerated learning when we showcase our vision!

Accelerated learning creates an environment that provides relaxed alertness, trust, belief in the people, interactive play and rhythm to rapidly access the emotional learning centers and enable appreciation of the vision!

George Lozanov founded the principles of this form of rapid learning and it has since been adopted in full or part by many wise institutions. It enables us to be excited and contribute to our environment from our limitless talents rather than our limitations or resentment.

The factors that create an environment of accelerated learning are:

1. Acceptance of our self imposed limitations:

All of us have assumptions about what we can and can’t do. Many have been learned in emotionally charged environments, such as our childhood, and are not true.

We were taught to look after the tribe, then the family and then ourselves. Many of us have taken this so far we don’t know our own needs.

We were taught to pay everyone else first and ourselves last. The most prevalent teaching of creating wealth is to pay yourself first. When we invest this payment we create capital to make more money.

Once so we let go of our assumptions we no longer have limitations and are open to all possibilities.

2. Development of Calm Anticipation or Relaxed Excitement:

Leaders create an environment of anticipated success; they communicate the results and benefits of the success, and, the contribution of each individual in the success.

In a team sport, the leader – either the captain or the coach, has to communicate the vision of winning the game such that all can participate. If they identify the contribution of each individual they gain the commitment to winning. This creates a coherent environment of team spirit that is relaxed excitement.

3. Trust:

The leader shows trust that the project can be delivered and that they will be able to handle all the issues as they arise as a result of the process of delivery.

4. Offers praise and encouragement:

A leader shows their trust in each individual that has been selected for each role. The leader has constructive faith the person can and will deliver their contribution, even though they may not know the steps now.

5. Playfulness and Humor:

What gets in the way of a lot of projects is the emotion committed to an individual’s ego, the way we go beyond this and put the emotional focus back on the vision is to use humor or fun. The purpose of this is to diffuse those tense moments that pull us away from this focus.

6. Rhythmic structure:

When we have known structures we can deal with the chaos of the unknown and remain focused on the vision.

The weekly meeting has the same agenda items each time, what fills the slots varies. It is familiar and reassuring. Within this familiarity we can deal with the chaos of the unknown, and our reaction to it. We can then quickly come back to resolving the situation in favor of the vision.

Leaders use some or all of the above to enable others to enter this state of accelerated learning. Once they are there they can get excited about the vision. From here they can choose. Do they want to contribute to the vision? Are they in it for the delivery? What contribution do they wish to make and own?

This article may be reproduced in printed or web format, provided the resource box below is included.

Rosemary Johnston is a professional corporate and personal coach. Working with executives from some of Australia’s largest and most successful companies for over 15 years.

Rosemary’s new book, “How To Develop Your Leadership Style and Skills to Take Charge of Your Career and Life” is now available to download at her web site. Read about how you can share some of the success Rosemary has had coaching leaders in Australian blue chip companies. http://www.leadershipfirst.com.au

There was a time when five-year plans were all the rage. But that was when workers can still count on signing up with a company for life. In the warp-speed world of technology, five years is an eternity. So how is one supposed to map out one`s career when the business landscape is always changing?

Firstly, a plan is useless but planning is still essential. Instead of a five-year plan, try formulating a five-year vision. In that way, workers can chart a course they would like to follow. For example, today I am on the team; in two years, I would like to be managing it; in three years, I would like to be relocated to build a new team in a new market; and in five years, I would like to be coordinating a group of international teams. Just keep in mind that the course will almost certainly change.

Secondly, workers should not confine their career projections within the framework of their current companies as they did previously. Instead, they should understand that while it is beneficial to set a goal of being a supervisor in five years, you might need to move to another company in another country to achieve it. Construct a portfolio of your achievements and market yourself by including your personal goals along with your career goals. It is important to include financial planning, as one cannot rely on employers` plans to manage one`s money.

Thirdly, workers should identify employment-related characteristics regardless of other factors. The key to planning is for workers to upgrade their own skills and stay relevant in the job market. This applies strongly to the engineering profession. For the first four to five years, the engineer`s plan will be broken into two major periods. The first two years will be learning key technical training and after that the engineer will be placed in the field for a couple of years. The engineer should take advantage of all opportunities to try out different aspects of engineering during these five years. After this incubation period, the engineer would need to be flexible and able to chart his own course, even into overseas countries with strong career growth opportunity.

Fourthly, workers should make their plans incremental and somewhat aggressive. This is very much the case in creative fields such as design and architecture. Creative people are expected to do rather than wait to be told what to do. But even the most creative businesses are businesses at heart. So, a career plan for a designer or decorator should include delving into the business side of projects.

In general, workers must first decide what specific path they wish to take, and then proceed down that road ambitiously, scooping up opportunities when they appear. Long-term plans can be used as guides, but they become folly if they are followed rigidly.

Set your goals. Map out a plan. Create a vision. Then six months later, be ready to rethink those goals.

Author Ken Yap is a director of Suwa Precision Engineering in Singapore and represents precision component manufacturers from Suwa, also called “The Oriental Switzerland” in Japan due to its Swiss resemblance for rich watch-making industry, its mountainous terrain and its precision component making industry.