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The Inspirational Leader: Inspire Your Team To Believe In The Impossible
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About The Inspirational Leader: Inspire Your Team To
Product Description Can you inspire your team hearts and minds every day? If you can your organization will become one of the best in the world, and your team will perform at heights you never imagine. Harvard Business School gathered data from assessments of more than 50,000 leaders, and the ability to inspire stood out as one of the most critical competencies.Inspiration creates the highest levels of engagement, it is what separates the best leaders from everyone else, and it is what employees want most in their leaders. The Inspirational Leader, Inspire Your Team To Believe In The Impossible was written to help all leaders successfully navigate all the disruptions in today fiercely competitive world; we need a new generation of leaders who care deeply for the well-being of their team and who understand that their people are the heart of their leadership. Whether you are the leader of a large, medium or small organization; a Teacher, a V.P., CEO, Father, Mother, Police Officer, or Hustler; this book was written to help you inspire your team to believe in the impossible. Each chapter in this book will push you to become the leader you were destined to be; a leader of influence, a leader of value, a leader of vision and most importantly, an inspirational leader. From the Author Leadership is all about people; it's about inspiring people to believe in themselves, to believe that anything is possible, and to believe in something much greater than their own self-preservation; when we have that type of influence as leaders, great things happen. From the Inside Flap A couple of months ago, Iread a post on LinkedIn from Chelene Pedro about a CEO, who was very nasty anddisrespectful to one of his managers. The guy shouted so loudly, everyone downthe corridor knew he didn't like the size of the font. The manager walked out ofthe CEO's office and returned with a handwritten resignation letter dated,"effective immediately." Can you blame him! How in God's green earth do youexpect anyone to function in that type of environment, and I am 100% sure thismanager is not the first employee to face that type of abuse from thatCEO. Thisstory really stuck with me, and I can understand why 70% of managers fail tobecome leaders, they fondly call themselves leaders, but their actions andbehavior say something totally different. Harvard Business School scholar JohnKotter has argued that there are three fundamentals processes for effectiveleadership that many managers have failed to grasp. ● Establishing a compelling direction, a vision for the future,and the strategies for how to get there. ● Aligning people, communicating the direction, building sharedunderstanding, getting people to believe in the vision, and persuading andinfluencing people to follow that vision. ● Motivating and inspiring people to enact the kind of changethat you have articulated. Kotterfurther argued that finding people with leadership potential is much morecomplicated than finding people who are good managers. Since driving change ismuch more difficult than striving for efficiency and meeting near-termfinancial and non-financial targets. The renowned leadership expert WarrenBennis, who authored 30 leadership books, including one of my favorite, OnBecoming a Leader, indicated that "a leader is not simply someone who experiencesthe personal exhilaration of being in charge." A leader is someone whoseactions have the most profound consequences on other people's lives, for betteror for worse, sometimes forever and ever." When you are responsible for managing andleading people, you have an opportunity to make a profound impact on your team,but it's up to you as the leader to recognize that your team is theorganisation's most valuable resource. As the leader, your influence can changethe trajectory of someone's life, professionally as well as personally. Duringone of Simon Sinek's trips with the Marines Corps, he recalls a particular
