| Few people would argue that leadership is | | | | an organization will look like and have the desire to |
| something that is needed in every aspect of | | | | be a part of that future by uniting their talents |
| public life. For some people, the important | | | | with others. |
| concepts of leadership can often be difficult to | | | | 5. Influences Stakeholders. Organization |
| grasp. Perhaps it is a lack of mentoring or | | | | stakeholders are people that have some type of |
| modeling that causes hesitancy in people to act in | | | | vested interest in the success of an organization. |
| a leadership capacity. Another problem could be | | | | An effective leader is responsible to ensure that |
| simply not having the understanding of what is | | | | stakeholders understand the operating direction of |
| expected of a leader in business or organizations. | | | | the organization and they are supportive of the |
| Here are seven key concepts every effective | | | | activities within the organization. That means |
| leader must capture to be most influential. | | | | sharing the vision, mission, goals and priorities with |
| 1. Effective behavior: As stated above a lack of | | | | the stakeholders so they can be a part of the |
| role models acting in a leadership role in | | | | organizations movement. |
| communities, business and organizations is a | | | | 6. Stays Committed. A leader grows in levels of |
| problem for many people. A leader is willing to | | | | trust and respect by those they influence by |
| behave in a manner that exemplifies the values | | | | being committed to stated goals, no matter the |
| purported by the mission statement of the | | | | cost. This commitment is to organization goals, to |
| organization. This behavior should be consistent | | | | the people the leader leads, to getting through |
| over time and promote high ethical standards for | | | | difficulties, and from not backing down from |
| others in the organization to model. | | | | challenges. Leaders are not blame-throwers. When |
| 2. Stand for Something. A leader makes his or her | | | | something goes wrong they are willing to face the |
| choices obvious to those around them. That is, | | | | difficulties and shoulder the blame as needed while |
| the leader stands for something. The old saying is | | | | working continually to find a solution to the |
| that if you don't stand for something, you fall for | | | | problem. By being committed, the leader inspires |
| anything. By standing for choices with a solid | | | | commitment from others. |
| foundation, a leader demonstrates how to | | | | 7. Futurists. Leaders are the ultimate futurists. |
| maintain standards and how to come to a good | | | | Never satisfied to stay in the status quo, the |
| decision. | | | | leader can see a better future then makes |
| 3. Works With Others. A leader must be able to | | | | strategic plans to reach it with the backing of loyal |
| work with everyone including the person with the | | | | followers. A leader is not complacent. They |
| worse personality or the person that never | | | | capture an innate creativity that lets them form |
| speaks up in a meeting. Leaders lead so others | | | | plans to move forward, never being totally |
| are inspired to be better. Without the ability to | | | | satisfied with a situation at hand while a problem |
| get along with others, organizational goals will be | | | | still exists. |
| hindered. A leader gets past petty surface issues | | | | While these seven practices are not all |
| and deals with people at all levels in ways that | | | | encompassing to leadership, they provide a good |
| bring about, and maintain, harmony. | | | | frame for what to expect of a leader. If you are |
| 4. Unites others. Not only do leaders work well | | | | a leader in your organization or business, expect |
| with other but they inspire others to work well | | | | to be a life-long learner of people and |
| with each other. Leaders have the ability to unite | | | | organizations. Others will expect you to boldly |
| colleagues around a common vision. That means | | | | take a stand so they can feel confident to follow |
| having the ability to communicate so diverse | | | | where you lead. |
| listening audiences understand what the future of | | | | |