The Influential Leader MRR Ebook

Table of Contents

Chapter 1: Who Should Be a Leader? …. 6
Leadership is a Life Skill . 6
Leadership is a Superpower ……. 7
Leadership Outside of Work Environments ……… 8
Chapter 2: What Makes a Good Leader? ……….. 9
Chapter 3: Communication Skills ……….12
How to Give Instructions Without Sounding Demanding 12
Explain the Why 15
Chapter 4: How to Command Respect and Speak So Others Will Listen ……17
Speak So Others Will Listen ……19
Speak more slowly ….20
Leave Silence20
Speak With and To Emotion ..21
Gesticulate ….22
But Know When to be Still …..22
Chapter 5: The Crucial Importance of Emotional Intelligence .23
What is EQ? ..25
Tools .29
Chapter 6: Why It’s Important to Know Your Team ……32
Be Genuinely Interested in Knowing Your Team 32
Putting Your Team Together .35
Chapter 7: Getting the Most Out of Your Team 37
Motivating Your Team….37
Protection ……….40
Chapter 8: The Power of Ownership …..42
Give Others Freedom To Work On What They Want …..42
Don’t Force Someone To Do What They Don’t Enjoy ….43
Chapter 9: How To Deal With Difficult Decisions ………46
How To Stay Calm As a Leader .46
How to Handle Difficult Team Members .48
Chapter 10: Challenges for Modern Leaders ….50

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Chapter 2: What Makes a Good Leader?

Leadership is incredibly valuable then, but unfortunately, it is not simple and easy. In fact, to demonstrate just how challenging leadership can be, keep in mind that a lot of people – including those who are in leadership roles – actually have no idea how to be a leader!

We have an image of what leadership means, and we often think of it as being “in charge.” That means we need to micromanage our staff, and it means that if they do something wrong, we need to shout at them. Right?

This couldn’t be further from what a good leader is.

Many leaders make the mistake here of thinking that they should act almost like a parent – where their team are the children. That means shouting when someone does something wrong, it means setting strict rules, and it means taking a “what I say goes” approach.

This is entirely the wrong attitude! When you approach your leadership role in this manner, you effectively smother the creativity and free thinking out of your team. That in turn means they are far less likely to do their best work. It also means they’re very likely to spend a lot of their time feeling extremely stressed and not doing their best work. In fact, this could eventually leave to them quitting!

Many an office has slowly crumbled as a result of staff being literally driven out of their organizations.

Apart from anything else, it is not your place to shout at or reprimand your staff. You simply have no right to do so. If someone fails to hand work in on time, or if they are repeatedly late, and you then admonish them like a child in front of the entire team… what kind of message does this send?

Do you really think they are going to be at all likely to do their best work the next day?

And what about their colleagues and friends?

You are not their Mother or Father. They are free people who can act as they so wish. You don’t have any real authority over them, and you certainly aren’t superior to them.

Of course, if their behavior isn’t congruent with what you need from your team, then you can politely end the agreement between you. But that is not the same as yelling at someone until they run out of the office crying. You are equals who have made an agreement and they have simply chosen to terminate the agreement. Understand this.

Likewise, don’t make idle threats about their employment or their position. Some managers will literally tell their staff that they “have the power to fire them, you know.” Again, do you really think this is going to encourage an optimum performance?

Don’t you think they will end up just leaving the office entirely?

So how do you go about motivating a team that isn’t working its best? We’ll get to that more in future chapters, but the idea is to guide and not force. Your team were selected because they each should bring important new skills to the table. Your job is to create an environment where they feel comfortable to flex that muscle and employ those skills.

At the same time, you must inspire them to want to work, and to help place the right person on the right task so that they feel enthusiastic and excited to get to work. You need to provide clear and concise instructions, but then also step back and let your team’s skills come to the forefront.

Being an influential leader is about nurturing, protecting, inspiring, guiding, and sacrificing. This guide will explain all that.

Chapter 3: Communication Skills

One of the most important skills for any influential leader to cultivate, is communication. Your ability to write and speak will greatly impact on the way that people treat you, and the way that they respond to your instructions.

In the next chapter we’ll talk about how to command respect, but this chapter is about simply putting across your point of view and your goals in a way that your colleagues understand.

How to Give Instructions Without Sounding Demanding

One of the most common ways that a leader will communicate is by giving instructions. In other words, you will provide either

verbal or written steps and tips that can help someone to know what you need from them.

If you do this well, then you can ensure that everyone you speak with is providing the best possible work. But if you fail to provide concise and clear instructions, then you’ll find that people end up doing the wrong kind of work – even when they mean well and have the best of intentions!

In future chapters, we’re going to discuss the importance of allowing staff some element of control when choosing how they go about their work. While that’s important, you will still of course have some factors that are not a matter of choice. You might have a specific deadline, you might have a particular budget, and there might be crucial points that need to be ticked off your list.

This is what you need to communicate in order for your team to operate as a well-oiled machine.

Consider these tips for providing clearer instructions:

• Provide all instructions right from the start. “Need to know basis” does not apply here.

• Don’t assume anything. This is related to the above point. But if you have a strict requirement, you cannot assume that your recipient will know that and plan their work around it. Don’t wait until they’ve wasted hours doing something unnecessary to point out the precise specification!

• Be clear and concise. You can write a more detailed instruction if you want, but make sure that the key specifications are written in a bulleted list that is extremely simple to follow. A long paragraph runs the risk of being overlooked or ignored. People just want to get on with their work and “detailed” instructions are actually counterproductive!

• Demonstrate where possible. This is a very useful tip as it will help to show exactly what it is you’re looking for. If you can’t demonstrate, then finding a useful example or analogue of what you’re looking for is also a good option. When asking a team to design a website for instance, it is a good idea to provide an example of the kind of thing you are looking for.

• Ask questions. If you ask questions then you will also be able to see if the person understands what you’re saying. Likewise, give them the opportunity to ask questions if they have any.

• Make sure you have their full attention!

If you are in a crisis situation, or a parent, then providing a written checklist for your followers to read through is likely not an option!

In this case though, you can still list off a bulleted list of things that need to be done and your requirements. Again, it’s about being concise and making sure it sticks in the mind:

“Call the police. Tell them that we’re at X address. Then get back here as quickly as possible. Do you understand?”

Explain the Why

Another very big and important tip when providing instructions as a leader is to explain the “why.” In other words, don’t just tell your team what to do… tell them why they need to do it.

Other Details

- 1 Ebook (PDF), 52 Pages
- 2 Graphics (JPG, GIF, PNG)
- 1 Salespage (HTML)
- Checklist, Resource Cheat Sheet, Mindmap, Optin Page, Social Media Images, Email Swipes
- Year Released/Circulated: 2019
- File Size: 31,858 KB

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