| In my three decades of management and | | | | (6) Leaders must understand all aspects of |
| leadership consulting and training, it has become | | | | motivation. |
| abundantly clear to me that adequate and | | | | (7) Leaders must be trained to be able to both |
| effective leadership is a major obstacle and | | | | write an effective letter, and give an adequate |
| challenge for most organizations. Most | | | | and motivating speech and/ or address. |
| organizations neither effectively qualify potential | | | | (8) How to answer objections? Leaders must fully |
| leaders nor have a mechanism in place to assure | | | | be able to use the five steps to answering an |
| that leaders maximize their potential to succeed. I | | | | objection. |
| generally recommend that organizations | | | | (9) How to effectively work with co-leaders and |
| emphasize and prioritize leadership training. These | | | | staff? What should a leader expect? |
| are the basics of leadership training, and the | | | | (10) What is the difference between |
| components that all successful programs include: | | | | micromanaging and effective management? What |
| (1) An organization must have programs for | | | | must be done before a leader can effectively |
| various levels of leadership. The first level is entry | | | | delegate responsibilities? |
| level, or early leadership identification and | | | | (11) Leaders must fully understand the |
| development. These individuals are also known as | | | | organization. |
| the future leaders. Next, there is intermediate | | | | (12) Leaders must be trained to fully utilize all |
| leadership training, or training leaders at the local | | | | aspects of the decision making process, and |
| and/or lower levels of the organization. There | | | | understand all potential ramifications, both positive |
| must then be advanced training, for those | | | | and negative, of either making a decision and |
| entering Board or Trustee levels of leadership. | | | | taking action, or conversely, what might occur if |
| Finally, there must be elite training, for those | | | | no action is taken. |
| involved in the highest leadership positions of an | | | | (13) What are the components of leadership |
| organization. | | | | judgment? What is involved in the process? |
| (2) Organizations must train in what is required to | | | | (14) Leaders must learn the basics of negotiation, |
| be a leader. In other words, "How to be a | | | | as well as the pitfalls of contracts. |
| leader?" | | | | (15) When should a leader and an organization use |
| (3) What are the skills required for leadership? | | | | a consultant, and when not to do? What should an |
| These include communication,effective listening, | | | | organization look for in a consultant? |
| negotiations, staff oversight, member relations, | | | | These fifteen items are just the "tip of the |
| decision making, etc. | | | | iceberg." However, when one evaluates and |
| (4) How to market the organization? This means | | | | compares the most effective organizations and |
| getting existing members more involved, lapsed | | | | compares that to those that flounder, in the vast |
| members excited again, and potential members to | | | | majority of cases, a significant difference is the |
| join, as well as exciting donors and potential | | | | concentration on leadership training and |
| donors./ | | | | qualification. Today, many organizations seem to |
| (5) How to clearly elucidate the mission statement | | | | be suffering from a dearth of leadership and |
| of the organization? This includes clearly creating | | | | involvement, and one of the major causes of |
| one that effectively yet briefly explains the | | | | that, is the lack of concentration on developing |
| importance of the organization, what it does and | | | | and training its leaders. |
| what it stands for. | | | | |