Developing
Strengths
All
the attributes that you willl require as a leader can be developed, even drive
and energy. Self-confidence and selfdetermination, combained with an ability to
manage people and money, will make you a strong leader able to attain your
targets.
Setting
High Goals
You can’t hope to achieve without the
selfconfidence to take risks, which
should be carefully calculated, on paper, to ensure that they are acceptable.
This will enhance your ability to form high but realistic and achievable goals.
Evaluation on paper helps put you in control of your own destiny, and will aid
long -term vision of your own future and
that of the business.
Eliminating
Weaknesses
Facing up to your own mistakes and
weaknesses is the first step towards eliminating them and raising your
leadership ability. You may need help from a mentor,as well as feedback from
your people. List aspects of your people management that are unsatisfactory,
and work out how to improve them.
Ultimate success means getting othet to work with you and for your
productively.
Mastering
Figures
Some leaders are uncomfortable with
money. If this applies to you, make sure you take a course. No sensible
employer will refuse to pay for this education. There is no substitute, though,
for sitting down and working out the figures of a real business, and seeing in
real life how reality is reflacted and portrayed by the nos.
BUILDING
PERSONAL STRENGTH
STRENGTH
|
HOW TO
DEVELOP THEM
|
Drive And Energy:
The
ability to put maximum mental and physical effort behind reaching objectives
and to keep going until the aims are achieved.
|
●Keep
physical fit. Join a gym or take up a competitive sport.
●Constantly
work through lists of tasks
And
ensure their compleation.
|
Self-Confidence:
A belief
in your ability to carry out self-appointed and other tasks to your satisfaction and that of
colleagues.
|
●Learn to
calculate and accept moderate risks.
●Review
your work at frequent intervals,comparing plans with outcomes.
|
Managing People:
Understanding
how to get the best from your staff, and encouraging them to use their
initiative to achieve better results.
|
●Ask
regularly for feedback from your superiors, peers, and subordinates.
●Learn to
look at situations through other people’s eye.
|
Goal-Setting:
Knowing
how to set targets that are high enough to stimulate exceptional effort, but
are still in acievement range.
|
●‘Benchmark’
organisation in your own and other industries to see where and what
improvement can be made.
●List
your goal and reassessing them.
|
Self-Determination:
The
belief your destiny and that of the business are in your hands, noy subject
to others or outside forces.
|
●From
long-range aims for youself and the organisation.
●Put your
aim down on paper, complete with plans for implementation.
|
Self-Evaluation:
The
ability to recognize and learn from mistakes and failures, while also
analysing the lessons of success.
|
●Contect
regular, honest examinations of recent decisions and actions.
●If you
discover any weaknesses, draw up plans for rectifying them.
|
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