How to Become an Ideal Leader

When you are at work, do you get frustrated because things don’t seem to be happening the way they’re supposed to be? You see people milling around but nothing gets accomplished. And in the daily hustle and bustle, do you feel that your goals remain just that – goals. Then maybe its time for you to stand up and do something about it.

Most people are content just to stand around listening for orders. And it isn’t unusual to adopt a follow-the-leader mentality. But maybe, somewhere inside of you, you feel the desire to make things happen – to be the head, not the tail. Then maybe leadership just suits you fine.

Some people believe that great leaders are made, not born. Yes, it may be true that some people are born with natural talents. However, without practice, without drive, without enthusiasm, and without experience, there can be no true development in leadership.

You must also remember that good leaders are continually working and studying to improve their natural skills.

First of all, let’s define leadership. To be a leader, one must be able to influence others to accomplish a goal, or an objective. He contributes to the organization and cohesion of a group.

Contrary to what most people believe, leadership is not about power. It is not about harassing people or driving them using fear. It is about encouraging others towards the goal of the organization. It is putting everyone on the same page and helping them see the big picture of the organization. You must be a leader not a boss.

First of all, you have to get people to follow you. How is this accomplished?

People follow others when they see a clear sense of purpose. People will only follow you if they see that you know where you are going. Remember that bumper sticker? The one that says, don’t follow me, I’m lost too? The same holds true for leadership. If you yourself do not know where you’re headed to, chances are people will not follow you at all.

You yourself must know the vision of the organization. Having a clear sense of hierarchy, knowing who the bosses are, who to talk to, the organization’s goals and objectives, and how the organization works is the only way to show others you know what you are doing.

Being a leader is not about what you make others do. It’s about who you are, what you know, and what you do. You are a reflection of what you’re subordinates must be.

Studies have shown that one other bases of good leadership is the trust and confidence your subordinates have of you. If they trust you they will go through hell and high water for you and for the organization.

Trust and confidence is built on good relationships, trustworthiness, and high ethics.

The way you deal with your people, and the relationships you build will lay the foundation for the strength of your group. The stronger your relationship, the stronger their trust and confidence is in your capabilities.

Once you have their trust and confidence, you may now proceed to communicate the goals and objectives you are to undertake.

Communication is a very important key to good leadership. The knowledge and technical expertise you have must be clearly imparted to other people (free communication skills discussed here).

Also, you can not be a good leader and unless you have good judgment. You must be able to assess situations, weigh the pros and cons of any decision, and actively seek out a solution.

It is this judgment that your subordinates will come to rely upon. Therefore, good decision-making is vital to the success of your organization.

Leaders are not do-it-all heroes. You should not claim to know everything, and you should not rely upon your skills alone.

You should recognize and take advantage of the skills and talents your subordinates have.

Remember being a leader takes a good deal of work and time. It is not learned overnight. Remember, also, that it is not about just you. It is about you and the people around you.

So, do you have the drive and the desire to serve required of leaders? Do you have the desire to work cooperatively with other people? Then start now.

Effective Leadership Skills

A common question many people moving up the ladder in their career have is about effective leadership skills. Though I believe these can be learned, I also believe that this is something that you are born with. There are certain traits that every human being has, and every person is different. Everyone has their strengths and their weaknesses, and we often have to learn to deal with what we are given. Leadership is one of those things that is so abstract that no one can really put a finger on the reason it is so strong in some and is existent in others.

I have always thought that effective leadership skills were something that you saw in a person at a very young age. If you have a four or five year old child who seems to be very natural at leading other children in play, you can expect that when they grow up they will have effective leadership skills. Though there are some circumstances in life that may negate this talent, for the most part, these children will be the ones who will maintain this sort of confidence later in life.

I have read many articles on effective leadership skills, and I have seen that many people like to disagree about what exactly that means. To me, effective leadership skills are ones that draw people together without negativity or force to move towards a common good or goal. These people who have effective leadership skills can do this very thing with relative ease. It is not a skill that they learned anywhere, it is something that they have and have always had with them.

However, I do believe that effective leadership skills can be taught to a point. If you must learn the skills, you may not have the natural grace and power of someone who was born with them, but you can be an effective leader. You can learn how to lead people in a positive way, but you cannot learn self-confidence. If you’re working on your effective leadership skills, perhaps the first thing you should work on is your self-confidence. You have to learn to believe in yourself and your ability to make snap decisions. You also have to believe that you can make good decisions, and that people will want to help you. Once you get the confidence part taking care of, the rest may come naturally to you.

More article that Define Leadership

Many people have developed a deep distrust of bosses or managers, which is often due to their experience with current or past managers. They turn to the informal leaders - fellow workers who have gained their respect and whose opinions and actions they admire and emulate. The effective leader recognizes the influence these men and women have in the acceptance of new ideas among their followers.

If you think that your leadership abilities is deteriorating then check the following 6 tips:

1. The job of the manager has changed and evolved. You can no longer be a “boss.”, those days are long gone you must now step up to the plate and become a leader.
2. Too often managers get too complacent and they think their management style is working well, when in fact, it isn’t working at all.
3. Evaluate how you are leading by identifying areas in which you must change.
4. Study and research the traits of great leaders in the past and present. Learn from them - Emulate them.
5. Have a clear vision of what you wish to accomplish. Articulate it, communicate it, stick to it.
6. Commit yourself to take whatever action is necessary to become not just an average, but a great leader.

As a consultant, I am often hired for my expertise on workplace leadership. Although few people realize it, there are many different leadership styles out there. Some leaders prefer a very hands-on approach, trying to get involved in everything that is going on. Others prefer to step back and allow their underlings to shine. But whatever leadership styles are exhibited in your workplace, you will get much higher productivity if you make sure that your leaders are the strongest they can be.

Leadership skills training is designed to do exactly that. The problem is, there are baffling variety of leadership skills training programs, and no two are the same. Some of them, in fact, are quite awful. I first became interested in leadership skills training about 10 years ago. I was in one of those old-school seminars involving ropes courses, team building activities, and all of that other Boy Scout junk. Although it was fun for some of us to pretend we were 15 again for a weekend, I doubt we really gain anything from it. The leadership skills training program was ridiculous, and the instructors were just like camp counselors. We were grown man, and it was insulting to our intelligence to subject us to such a program.

It was this that got me interested in developing my own leadership skills training seminars. It seemed to me that Good Leadership Skills training usually fell into one of two groups. The philosophy was either dog eat dog, or all for one. In other words, leadership skills training was either based on a totally individualistic perspective in which the goal was to do as well for yourself as possible, or on a team-based perspective in which you’re supposed to do everything so that the team itself could succeed. Neither of these leadership skills training philosophies seemed to work for me. I wanted to work on something else.

For me, the key to successful leadership skills training is to encourage independent thought. It is not important to indoctrinate your clients with some philosophy of self-actualization, or of collective benefit. Presumably, they are mature enough to tackle such philosophical questions on their own. Leadership skills training is all about skills. It is about allowing people to develop their natural leadership abilities to best work in a style that they choose. Leadership programs help the most when they allow people to develop their own personal managerial styles.

FIRST LAW: Relation of Power to “Tone”. The effectiveness of magnetism in action depends upon harmony of “tone” between its possessor and any other person, and in securing such “tone”  harmony, on any magnetic plane, in any particular psychic state, at any given time, psychic and physical magnetism mutually cooperate.

SECOND LAW: Magnetic Intention. The magnetic intention (”I INTEND MAGNETICALLY”) intensifies otherwise unconscious magnetism, and runs through all the mass of general etheric vibrations like a theme in complicated music, imparting to them unity, character, intelligence, and definite and enormous effectiveness in practical employment.

THIRD LAW: Influence of Purpose. In the employment of magnetism, long-run purpose establishes etheric character, and specialized purpose confirms that character if it concentrates the general purpose, but confuses that character, perhaps destroys it, if it antagonizes the general purpose.

FOURTH LAW: Force of the Ideal. Idealism of motive determines the character of etheric vibrations, and idealism of magnetic activities determines the quality of magnetism achieved.

FIFTH LAW: Sway of Other Interest. The general sway of other  interest in life, and the particular influence of other interest on special occasions, impart to uses of magnetism enormous effectiveness, and not least in relation to self.

SIXTH LAW: Reaction of Admiration. The consciousness of admiration for others, recognized by them, reacts with tremendous power to stimulate magnetic action.

SEVENTH LAW: Measure of the Intake. In the magnetic life, intake of power is correctly measured by output of power: inversely in waste, directly in intelligent expenditure.

EIGHTH LAW: Adjustment. Magnetic effectiveness is proportioned to accuracy and fulness of adjustment, to things, to laws, to forces, to times, to situations, to qualities, to facts, to truths, to persons, and only studied experience can discover and establish such adjustment.

The problems of adjustment to persons are these:

With inferiors, to put self magnetically, without appearance of condescension, on their levels for the end in view, applying then the general principles of magnetism.

With equals, to apply the general principles.

With superiors, to assume their level while magnetically deferring, without adulation or humility, to such superiority, regardless of its reality or unreality, for the end in view, applying the general principles of magnetism.

NINTH LAW: The magnetism of identity. The magnetic value of adjustment expresses the force and completeness with which the individual can identify himself with another person, suggesting oneness through attitude, gesture, act, eye, tone, language, and telepathic sympathy.

TENTH LAW: The use of reactions. Magnetic skill exhibits in the manner in which beneficial reactions are received and utilized, negative or indifferent reactions are ostensibly ignored, yet constituted stimulation for further persistent magnetic action, and hostile reactions are refused, without ostentation, but with determination (if worth while) to “win out” through better adjustment and increased magnetic endeavor.

ELEVENTH LAW: Magnetic attack. Magnetic success demands the direct attack when etheric harmony of “tone” is assured, but the indirect method otherwise; that is, such attack-methods as will secure that harmony.

TWELFTH LAW: The conquest of antagonism. Magnetism ostensibly ognores, and refrains from, exciting antagonism; but, when antagonism is evident, rejects it and proceeds on the indirect attack, or openly accepts it and adopts the direct or the indirect method as the one or the other promises speediest and most perfect harmony of “tone”.

THIRTEENTH LAW: Mortal antipathies. Success-Magnetism conquers the influence of deep-seated natural antipathies only by avoiding their causes.

FOURTEENTH LAW: Re-adjustment. The etheric life is unceasing reaction, and magnetism, therefore, demonstrates itself by squaring with every issue and making of every change and every defeat a new opportunity.

FIFTEENTH LAW: Control of output. It is an important to know when to open the circuit that is, to cut off the current of magnetic force as it is to know when to close the circuit to pour forth magnetic influences.

SIXTEENTH LAW: Concession. Concession becomes magnetic in its timeliness. If premature or belated, it defeats magnetism.

SEVENTEENTH LAW: Harmonic conditions. Magnetism enhances through beauty of personal surroundings, in cleanliness, order, adornment, art, literature, music, and the like.

EIGHTEENTH LAW: Sovereignty of will. is the director of native and unconscious magnetism and the creator and director of developed magnetism. Power of will is indispensable to magnetic power.

NINETEENTH LAW: Energy in magnetic action. The projection of magnetic influence proportions to inner, conscious intensity of psychic and nervous states. Exploding powder in the gun calls for the man behind the weapon, and the soul within the man, and powerful vibrations within the soul’s arena, and magnetic intention within the vibrations, and psychic energy within the intention.

TWENTIETH LAW: Self-control. Magnetic power becomes effective precisely as mastery of self, in restraint and in handling, approaches perfection.

TWENTY-FIRST LAW: Magnetic handling of self. The attitude of magnetism, the magnetic intention and psychic pose, “I stand positively magnetic toward this person or this situation,”  constantly maintained, ultimately instructs in all the arts of magnetic self-handling through the law of auto-suggestion, and realizes in practical form its own ideals.

TWENTY-SECOND LAW: The magnetic mask. The mask of magnetism achieves effectiveness when it covers personal states and purposes in a manner positively to attract, and in that manner alone.

TWENTY-THIRD LAW: Magnetic consciousness. Intense magnetic consciousness without thought concerning it secures, by its uplifting and stimulating influence, the greatest exaltation of personal powers when employed.

TWENTY-FOURTH LAW: Magnetic faith. A deep and vital faith in the certainty of magnetic success renders all latent and developed magnetism dynamic, if that faith is thrown into action.

TWENTY-FIFTH LAW: The demand in use. In the application of magnetism to any task, intense, persistent demand upon the Universal Forces swings them directly into the effort.

TWENTY-SIXTH LAW: The affirmation in use. When, in the application of magnetism, one affirms, mentally, intensely, persistently, “I am receiving and exerting power,” he unconsciously calls to aid all the success-elements and makes himself a center toward which the Universal Forces inevitably gravitate.

TWENTY-SEVENTH LAW: The magnetic telescope. The magnetic attitudes, faith, demand and affirmation, constitute a magnetic telescope through which the distant goal of success is magnified and all nearer obstacles, lures and irritating conditions are closed out of view.

TWENTY-EIGHTH LAW: Magnetic accumulations. Magnetism, through correct application to life, not only develops in the individual, but accumulates in his environment, and reacts beneficially without direct personal supervision.

TWENTY-NINTH LAW: The personal atmosphere. The personal atmosphere exactly reflects the inner self, and it furnishes a perfect field for magnetic effectiveness only when the self and the body are clean and buoyantly healthy.

THIRTIETH LAW: Subordination of physical magnetism. In the subordination of physical to psychic magnetism, each finds its greatest effectiveness according to the relative development of both orders.

THIRTY-FIRST LAW: The fixed idea. Long-continued association with some fixed, great and attractive idea sets into operation certain deep, subconscious operations of the soul, which, for a time unrecognized and unmanifest in life, gradually and surely coordinate all individual powers thereto, induce a working of the whole system in harmony therewith, and finally emerge in the objective life and consciousness as a unified, actual dynamic force. The idea has swung the individual, has transformed him, has harmonized and intensified his faculties and his personal ether, has come to sovereignty in his personal atmosphere, and from there exerts a dynamic force upon other people and life’s conditions.

This Article has tried to saturate you with the idea of success coordinating with its necessary elements, and has thus endeavored to swing your whole being into mighty belief that large success is also for you.

FIRST LAW: Discovery of endowment. The limits of magnetic endowment latent in every normal person emerge only through prolonged effort in the culture of magnetism.

SECOND LAW: Difficult environment. Magnetism develops in direct proportion to the difficulty of environment.

THIRD LAW: Magnetic intention. Magnetism evolves solely through multiplication of endowment into environment by the persistent magnetic intention.

FOURTH LAW: Free adjustment. The culture of magnetism imperatively demands that central adjustment of the self to all powers which realizes in absolute psychic freedom.

FIFTH LAW: Concentration. The magnetic multiplication of endowment into environment is only possible to intense, persistent and unified concentration to the methods of Success-Magnetism.

SIXTH LAW: Purpose-ideals. Growth of noblest magnetism depends, in the larger sense, upon general adherence to a single, preeminent, ideal life-purpose, and, in the particular sense, upon specialization of the individual in studied magnetic conduct related to that end.

SEVENTH LAW: Receptivity. The highest magnetism realizes through magnetic laws in proportion as the inner self maintains alert receptivity to the Universal Forces.

EIGHTH LAW: Demand. The silent, persistent demand of the self upon the Universal Magnetism makes it a center toward which the Forces naturally gravitate.

NINTH LAW: Affirmation. Continuous, intense affirmation of actual possessed magnetic power stimulates the success-elements, maintains receptivity, emphasizes demand, harmonizes and intensifies inner etheric vibrations, and induces a positive movement of the universal ether and its forces inward toward the central self.

TENTH LAW: Psychic energy. All personal magnetism involves psychic energy developed and directed by magnetic intention.

ELEVENTH LAW: Self-control. Magnetic energy concentrates through psychic control of its tendencies.

TWELFTH LAW: Magnetic quality. The inner psychic attitude the character of magnetic intention determines the quality and effectiveness of the effort to multiply endowment into environment, and, therefore, the kind and degree of magnetism attained.

THIRTEENTH LAW: Self-valuation. Other things being equal, magnetism unfolds as gratifying, but unostentatious, self- valuation develops.

FOURTEENTH LAW: Use of self. Under conformity to other magnetic laws, the highest magnetism issues only from the constant best use of self at its best to the best advantage.

FIFTEENTH LAW: Magnetic heroism. Self-pity, complaint, and all kindred states, confuse, weaken and waste every variety of magnetic power, while heroic acceptance of conditions for their betterment, and courageous assertion of self as master, conserve and enormously develop the noblest magnetism in proportion to the sway of the magnetic intention.

SIXTEENTH LAW: Action and reaction. Highest magnetism involves not only studied cultivation, but, as well, the magnetic utilization of stimulating reactions induced by intelligent employment.

SEVENTEENTH LAW: Recovery. Whoever, on occasion of any psychic (magnetic) failure or defeat, dedicates the whole of aroused desperation to recovery of ground, infallibly induces a stress in the etheric life around him which ultimately draws to his aid, with the onsweep of worlds, the Universal Forces.

EIGHTEENTH LAW: Reproduction. “Everything is transmitted, everything is transformed, everything is reproduced” (Ochorowicz); in physical and psychic health alone, therefore, are the Universal Forces transmitted through perfect etheric vibrations, transformed through effective etheric conduction, and reproduced in magnetism by adequate and harmonious psychic control of etheric capabilities.

NINETEENTH LAW: Superiority of culture. The crude values of natural magnetism, the automatic functions of unconscious magnetism, demonstrate at their best solely as they climax in full conscious magnetic culture.