About the Author Hans W. Finzel, has been the executive director of WorldVenture since WorldVenture is a mission organization headquartered in Littleton, Colorado, that has placed missionaries in 64 countries. Hans lives in Littleton, CO, with his wife, Donna, and their four children. Table of Contents. Many equate leadership with knowledge or talent. Both are easy to find, and having those may actually be a deterrent to effective leadership.
And fortunately, they can be learned by anyone with a heart for true leadership. This book is the other side of the coin, it is about essential skills every leader should master.
Enjoy and let me know what you think! This is the bestseller that has touched hundreds of thousands and is now available in twenty languages other than English.
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Although leadership is the hot topic on conference agendas and book tours, most people who find themselves in positions of leadership have little or no training for the role. They simply continue to make the same old mistakes. With additional and newly updated material, this leadership classic reveals the most common errors that leaders consistently make regardless of training or age-and the way to stop these bad habits from undermining their positive talents and accomplishments. Whether you are leading a church, company, a ministry, a Girl Scout troop, or your family, The Top Ten Mistakes Leaders Make is a must-read for anyone who wants to lead others effectively.
And principles are timeless. I highly recommend this latest contribution to great leadership instruction. Based on the life and legacy of Moses, Hans presents ten scriptural principles that can revolutionize your business, your ministry, even your life. The life of Moses provides a master study on what it means to be an effective leader.
Consider his pedigree: Answered the call to do something beyond his means; stood his ground before kings; led millions of people on a journey across rivers and through deserts.
The Top Ten Mistakes Leaders Make
It reflects the dark side of human nature. Theory X focuses on tactics of direction and control through the exercise of authority. Theory Y, on the other hand, focuses on the nature of human relationships — the integration of personal goals with the success of the enterprise. Your influence will not extend beyond the lines of your job description. The longer you stay here ,the higher the turnover and lower the morale. People begin to limit you, to put fences around you. People will follow you beyond your stated authority. This level allows work to be fun.
This is where success is sensed by most people. They like you and what you ar doing. Problems are fixed with very little effort because of momentum. This is where long-range growth occurs.
ISBN 13: 9788179926789
Your commitment to developing leaders will ensure ongoing growth to the organization and to people. Do whatever you can to achieve and stay on this level. This step is reserved for leaders who have spent years growing people and organizations.
Few make it. Those who do are bigger than life! Big Idea : Successful leaders have to master great people skills. The higher one rises in his or her leadership role, the more his or her job will become about working with people and spending critical time with them. Yet paperwork threatens that success as we are buried in distractions that keep us away from tending those we need to.
Leaders have to learn to manage the paper flow to stay in touch with their people. Big Idea: Poor leaders demand a great deal from people and never give them a pat on the back for a job well done. Effective leaders realize that most people are motivated more by affirmation and encouragement rather than by financial reward. A huge leadership mistake is to neglect this emotional support that our followers so desperately need.
History is filled with many examples of innovators who were greatly misunderstood—but went on to create positive beneficial revolutions that changed the world. We have to learn how to recognize useful mavericks and make them a part of our teams. When we become too preoccupied with policy, procedure, and the fine-tuning of conformity to organizational standards, in effect, we squeeze out some of our most gifted people.
Organizations have this nasty habit of becoming institutions. And institutions have this great tendency to fade into irrelevance. Inspiration becomes nostalgic. Big Idea: No one likes to live under dictators—they take all the fun out of life and work! They feel that by virtue of their ownership, position, intelligence, or birthright, they are in charge of every key decision that will be made in the company or organization. These traditionalists do not see the value of facilitative leadership or the power of teams. Needless to say, dictators attract weak workers and cannot create a positive, empowering workplace.
Big Idea: Dirty delegation follows right on the heals [ sic. It is all about refusing to let go of control. A person who delegates well gives people a job to do and the responsibility and freedom to see the job through. Dirty delegators constantly watch workers over their shoulders and cannot relax and let go of the task. The four stages of delegation: 1 assignment, 2 authority, 3 accountability, 4 affirmation Four questions every follower asks: 1 What am I suppose to do?
The Top Ten Mistakes Leaders Make - Pinnacle Forum
Big Idea: Communication systems are the arteries in an organization. Without good blood flow, an organization can become sick. Leaders must make communication a vital aspect of every day, and that communication must focus in four directions: inward, outward, upward, and downward. Both employees and customers or constituents should be informed of the direction of leadership. As should both those who work below us as well as those who work above us. We never communicate enough, and we usually communicate way less than we think we do.
It is a rare organization that has been found guilty of over-communicating. The words information and communication are often used interchangeably, but they signify quite different things. Information is giving out ; communication is getting through. Harris, Publishers-Hall Syndicate.
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The vision and values of the group. The chain of command. Organizational charts. Big Idea: Every business, church, or company has its own culture. Companies are like families, no two of which behave exactly the same. Successful leaders learn how to harness the culture of their group for the common good.
Traditionally, culture has been defined simply as the unique customs , values , and artifacts of a people.
Big Idea: We love to think we are unique and irreplaceable as leaders. But the fact is, we will have to move on some day and leave our legacy to someone else. The last great task of any leader is to work toward a replacement who will pick up where they left off. Big Idea: Leaders get paid to think about the future. Such thoughts should be crafted into a vision statement to help propel the organization in the right direction. To ignore the future is to fail as a leader. In times of change, learners inherit the earth, while the learned find themselves beautifully equipped, to deal with a world that no longer exists.
I am a dreamer.