Results Based Leadership is Effective Leadership

By Bart Icles

What makes an effective leader? Many people might say character, leadership style, and values define an effective leader. However, it is not enough to measure the effectiveness of a leader based on character, style, and values alone. These attributes should not be the only criteria in evaluating the effectiveness of a leader in any organization. Effective leadership takes more than just analytic thinking, personal integrity, and working with ambiguity. An effective leader should also learn how to connect these attributes with leadership results.

Many of us might have learned from college or from a management book the formula for results based leadership involves attributes, results, and effective leadership. This can be better illustrated as effective leadership = attributes x results. It is not merely the inputs of leadership that organizations and leaders must give importance to - leaders must also think about outcomes or results and organizations should start learning how to put stress or emphasis on the outcomes of leadership.

It has always been a challenge for organizations to make its people have a better understanding of results based leadership. And it has always been a challenge for executives, managers, and human resources personnel to help develop leaders (in different levels of the organizations) who are able to focus on both attributes and results. To help organizations have a deeper understanding and appreciation of leadership that is based on results, it is recommended that executives and managers should continually ask for things that are required for attaining results and recurrently tell stories about how to get results.

There are four ways by which we can evaluate whether or not leaders are observing and exhibiting results based leadership. Results must help balance the employees, organization, customers, and investors - and it must not ignore any one. Results must also be able to strongly connect to the strategy of the organization, as well as its competitive position. It should also meet both short-term and long-term goals, and it must not sacrifice long-term plans. Moreover, results must support the whole organization and should go beyond the personal gain of the manager, executive or any other leader.

There are also four areas by which results based leadership can be delivered - for employees, for the organization, for its customers, and for its investors. There are certain metrics for each of these areas, and they should all be taken into consideration if a leader wants to deliver results. - 31963

About the Author:

Steve Stowell has been helping companies with coaching and team building since 1978. Through strategic thinking and other innovative business techniques Steve Stowell has established themselves a leader in the business world. Visit www.cmoe.com for more information.

Unspoken Laws of Teamwork

By Bart Icles

Teams not only exist in athletic clubs - they can also be found in civic groups, school, and even in the workplace. It is important that individuals do not merely work as a group but they should work as a team. A group is merely a pool of people while a team is a group of people who act towards a common goal. In turn, teamwork can only exist when the different individuals in a team are able to appreciate the value of working together to achieve a common objective. There are certain unspoken laws of teamwork that teams often observe. It is important that these laws exist in a team so they can remain focused on working together to achieve their shared goals.

In teamwork, each member of the team is significant. In a team, one becomes too small a number to reach greatness. This is because members of a team understand that they are all players who have their own places that add the most value to their team. And because of this, they always remember that their shared goal is more important than the roles that they play.

Teams should also understand that as the different challenges that they need to face escalates, the more that they should work as a team. They should also understand that the strength of their team is greatly affected by their weakest link. But this does not mean that teams must ditch their weakest member. Instead, team members should work together to empower, motivate, and strengthen the weaker member. But teams must also take caution in having a member who has a negative or rotten attitude as this can easily ruin a team.

Teams must also understand that winning teams are those that have players who make things happen. Team members should act as catalysts to help the team realize its shared vision. Having a shared vision is important in giving direction and confidence to the team. In the same manner, having a shared vision, as well as shared values, defines a team and gives it a sense of identity.

There are lots of other factors that affect how a team works and are deemed as unspoken laws of teamwork. These include accountability which can be understood as being able to count on each team member when certain situations or conditions call for it. Doing so, a team can better understand where it stands and this makes it easier for the team to make the necessary adjustments. - 31963

About the Author:

CMOE has been helping companies with strategic thinking and team building since 1978. Through a strategic thinking workshop and other innovative business techniques CMOE has established themselves a leader in the business world. Visit www.cmoe.com for more information.

Trust and Fidelity

By Jay Kubassek

It is popular amongst successful entrepreneurs to talk about certain intangibles that make for good business. Intangibles such as leadership, innovation, persistence and follow- through. I say this, because I too speak of these things, both passionately and often. Their importance goes without questioning. Each cannot be given, and consequently must be earned. Each is intrinsically valuable in and of itself, and may stand as a singular example of character.

However, in my opinion, a single gift endures beyond each of these items. It endures because, in my opinion, it's the single most valuable gift human beings can share, and could stand as it most rare. That gift is Trust.

Trust is a rare bird in an age where celebration of "the self" is most prevalent. Constantly we are pitched, marketed and sold things thought to appease our own wares. There is nothing fundamentally wrong with this. We all deserve to live a life free from suffering. However, I think most would agree that it is more than possible, and more enjoyable, for the comforts we enjoy to exist for mutual benefit.

We can give someone a dollar, but it will soon be spent and migrate into the pocket of another. We can give flowers, but they too will one day wilt. We can give presents, compliments, advice and embrace one another in moments of despair. But to give another person the gift of your trust is a commodity over which the passage of time can ever wither. Trust, like what we create in the CarbonCopy Pro community, allows us to walk taller, to face our troubles without fear and to triumph in the hour of greatest uncertainty.

Trust requires great courage when we are vulnerable and must become humble. Trust is the first step to love. Trust is the highest form of connection between humans. It is well known, and spoken of, that time is precious, but I believe trust is more precious than time.

Let us be reminded, the greatest of us to be given is always from within. Remember these things, for it will never be Yesterday. - 31963

About the Author:

To connect with Jay for business, you can contact him here: Jay Kubassek on Linkedin

Residential Real Estate The Place To Start

By Cody Scholberg

If you are new to the buying and selling of investment properties, you should opt to get involved with residential properties first. A lot of people already have a keen knowledge about residential properties as opposed to commercial properties. If you opt to buy commercial properties to start off, you may not know what to look for or what you need to be apparent of. When you find yourself getting involved with commercial real estate, regardless if its retail or office spaces, each investment venture comes with its own set of complications and specific guidelines that must adhered to. Residential properties such as apartments, homes, duplexes, town houses and things of that nature have a less complex set of rules that you have to follow in order to purchase them.

Commercial real estate has its own complexities whether it is retail, office space, or industrial real estate. You have different types of business contracts that are different and more detailed compared to residential real estate. Residential real estate includes single-family dwellings, condominiums, duplexes, town houses, and apartments. With each type of residential real estate, you will be dealing with tenants. Realize the tenants can call you at anytime to complain about the residence. Tenants generally do not care about the residence's condition only when things are not working properly. Dealing with tenants requires having good people skills as well as knowledge about the type of investment.

The key to dealing with residential property, you want to have a low vacancy rate with your properties. Generally, you will not have to worry about the vacancy rate unless you have your rent amounts set too high or the property is unappealing to potential tenants.

As the property owner of the residential property, you are responsible for the maintenance and upkeep that will eat into your profits. Keep these facts in mind if you want to invest in this type of real estate for a long-term investment. The options for financing residential real estate are better than commercial property. The financial institutions generally only lend about 70% on commercial properties but on residential properties, you can have up to 90% for the loans. This makes obtaining residential real estate easier than commercial real estate.

Residential properties will continue to pay for themselves. You will consistently have tenants in your dwelling, which means you will always have an extra source of income coming in every single month. However, the biggest drawback that comes into the picture when you are investing in residential properties is the fact that you will take on the role of a landlord. You will be responsible for all repairs as well as maintenance that has to be done on the home while a tenant is occupying it.

It is wise to remember that investing in any type of property requires work and can be a full time job yet the long-term gains are great. - 31963

About the Author:

Learn more about buying investment properties and selling investment properties.

Can Flipping My Investment Property Work For Me?

By Cody Scholberg

When it comes down to it, flipping investment properties is not really investing. The thing about it is that it can be a very good strategy to go along with the "buy and hold" concept. The concept of flipping your properties can be very profitable if done correctly. What I am referring to when I say flipping property, is the concept of buying property with the intention of selling it right away to make a profit right away.

In order to see any means of revenue from engaging in flipping, you are being forced to put more money into your investment. Basically, your having to start off with high revenue just to clear any means of a profit when you engage in flipping any home.

If you buy your investment properties for long term gain, this will give you a very passive income now, but will provide nicely in your retirement years. You could even pass a fortune in real estate to your heirs for future generations. The basic idea behind flipping real estate is that you will get your profit immediately, rather than later.

If you opt to buy investment properties with your mind on the idea of the long term gain of your investment, you will end up with a passive income. This income can give you a substantial amount of money in which you can use to retire, or you can transfer the funds over to your family for generations to come.

When it comes to flipping a home, there is one question that you need to ask yourself. In your opinion, would it be better to receive money now for your investment or in the future? A lot of people boisterously answer this question saying they want their money in the quickest amount of time possible which is inadvertently right now. Flipping can allow you to make a large amount of money in an extremely short period of time, as long as the flip is done correctly. However, you need to be aware that there are some instances when people did not perform a flip right and ended up losing a lot of money.

You will have to be very careful not to spend more money than you planned on the necessary repairs. You must also know the least expensive way to sell the property in the least amount of time. Lastly, what happens if the flip deal you have lined up falls through, are you prepared for that? Before you get involved in flipping make sure you are fully informed and educated. - 31963

About the Author:

Learn more about commercial investment properties and finding your first few residential investment properties.

Vertical Mergers are an Effective Strategy for Growing Your Business

By Kris Bovay

Growing your business quickly can be a challenge. However, growing your business through a vertical merger or acquisition can be done with relative speed, and at a relatively low cost. A vertical merger is about merging with a business in your industry: your suppliers or your customers. For example, a car dealership may want to merge with a small independent insurance broker (to improve onsite insurance services) or a bakery that acquires or merges with a coffee shop (to help sell its baked goods).

There is a difference between mergers and acquisitions. A merger is often viewed as a more 'friendly' action; a decision amongst both parties to merge together. An acquisition is considered more 'hostile'; a take-over of one company by another. While mergers are most often considered defensive actions to protect market share and position; and acquisitions are often considered offensive actions, this is not always the case. Some businesses look to be acquired if the owners want to retire or sell out. Other businesses chose to merge in order to grow quickly and efficiently. Both mergers and acquisitions have challenges and opportunities in terms of managing the changes within the organization.

Your business might face the challenges of not only acquiring and/or merging two businesses but also of merging two cultures into one group; of laying-off staff in overlapping or duplicate roles (who goes, who stays); of looking for, and implementing, synergies to improve operating efficiencies; of reducing expenses and increasing revenues; of communicating changes with customers; of strengthening your brand's reputation; and more. The challenge with a merger or acquisition is that you will need to weigh the pros and cons of decisions quickly, while still keeping a focus on running your business. In deciding whether or not to merge or acquire a company, you will need to assess the costs of managing change and the impacts on your business against the benefits of accelerated growth, reduction of costs and potential for improving market position.

While vertical mergers are about merging with suppliers or customers, horizontal mergers are about merging with, or acquiring, your competition. In a horizontal merger, you might want to buy your competitor to expand your product offering quickly; or to acquire their proprietary product information; or to grow your market share. Or you may be interested in the branch locations that they have (and you don't) which allow you quick entry into their markets. Consider horizontal mergers if you have an aggressive sales plan and/or an aggressive diversification plan (with diversification, a vertical merger might also work). You need to always keep in mind your strategic plan and your business objectives; but be open to opportunities that are presented to you (for example, a long term supplier wanting to downsize the operation by selling off a division of the company).

Growth through merger or acquisition is inorganic growth and it can be expensive. Make sure that your investment in an acquisition or merger (there are high costs to both) has enough payback to make it worthwhile. Hire a specialist in merger or acquisition accounting to provide a review of your target company before you complete the deal. Organic growth is internal to the business and occurs through sales, product development, production efficiencies, and other internal improvements. There are many key success factors for a successful merger or acquisition. Some of these success indicators are: your business is capable of the change management process that will result from the merger or acquisition; the merger or acquisition aligns with your business plan and is a cost-effective method of increasing your market share; the merger or acquisition provides an opportunity to significantly reduce your costs through synergies and new economies of scale; and the merger or acquisition allows you to improve customer service or to satisfy unhappy customers (for example, by buying a supplier you shortened the lead time required to manufacture the end product).

During the past decade, mergers and acquisitions have become very popular. Not all of these mergers and acquisitions have been successful; the costs have outweighed the benefits. A vertical merger strategy can have a higher opportunity for success than a horizontal merger or an acquisition because often the management of change is more successful and less adversarial. As a strategy for growth, use a merger acquisition checklist to consider vertical mergers. - 31963

About the Author:

To learn more about success factors for a vertical merger; diversification options, and other business strategies to build and grow your business, visit Kris Bovay's More For Small Business site.

Get Support For Your Project through Strategic Planning

By Wendy Mack

Senior level support of an initiative is always a key goal of any group manager or project director, in order to ensure success of a project. Therefore, I am not surprised that in my work over the past decade with change managers, gaining executive support continues to stay at the top of the list of concerns these managers have with their work.

I talked with a number of senior managers in a wide range of public and private organizations in order to find out what my clients could do better to gain their support on a project. I learned there are two things often ignored by team leaders in their presentations. If you are able to incorporate these areas into your proposals, the chance that senior management will support your initiative will be much greater.

Looking For Instant Support

According to several executives I interviewed, team leaders and function heads often mistakenly conclude that one brilliant pitch is enough to gain agreement and buy-in. The reality is that support doesn't happen overnight.

I spoke with one senior government agent who told me it can take up to 3 or 4 years to gain approval to increase congressional funding. While we hope that all business does not take as long as the government can, the purpose of his telling me that was to highlight the fact that managers and project directors must see their programs with a strategic and long-term focus. He advised that those looking for support should:

1. Build a case that shows how your idea will benefit the entire organization.

2. Work with co-workers in other departments and groups. Try to find ways to incorporate your goals with the goals of other teams in order to make the best use of company resources.

3. Preview your case with executives and stakeholders. Invite input. Make changes.

4. Be patient and make your proposal for resources only after you have created a strong enough case and have received informal support from executive management for your ideas.

Failing to Be Strategic

When it comes to gaining support, this is a critical component. In most companies, senior management have developed a vision for the years to come and have developed strategic goals to get there. Support for your proposal will be more likely if you can show how it fits in with those strategic goals. To achieve this, you need to be proactive in finding out what the organization wants to achieve strategically rather than waiting for someone to tell you.

Exactly what can a team leader do to be strategic? I have found that senior management are looking for their group leaders to:

1. Understand the organization's overall priorities.

2. Approach senior management will specific areas that their team can assist the organization in meeting those objectives.

As Scott Eblin writes in "The Next Level", you need to spend time with your senior executives up front to ensure that you understand what success means to them. Remember, though, that at this level, you aren't likely to get specific goals and metrics. Listen for priorities, for key organization-wide metrics, and major barriers or obstacles. Absorb what you hear. Discuss it with your managers. Then come back to your executive with specific plans about what your group or function will do and how you will do it. Be prepared to make adjustments based on input from your executive team at this point.

Senior level support for your team's project may seem impossible to achieve, but if you are persistent you will be able to make the executive team understand how your project fits into their scheme. Your goal is to stay focused on the strategic objectives of the company and to clearly communicate how your project will be important in achieving those goals. Who knows, you may find your team and your project becomes a critical component in the success of the entire company! - 31963

About the Author:

Wendy Mack is a experienced advisor, trainer, and author concentrating on leading and communicating change. Contact Wendy at, or Download her free e-book, Transforming Anxiety into Energy at www.WendyMack.com.