Building a Successful Team
by Jim Rohn
Once you've set a goal for yourself as a leader—whether it is to create your own enterprise, energize your organization, build a church, or excel in sports—the challenge is to find good people to help you accomplish that goal. Gathering a successful team of people is not only helpful, it's necessary.
So to guide you in this daunting task of picking the right people, I'm going to share with you a four-part checklist.
Number One: Check each candidate's history. Seek out available information regarding the individual's qualifications to do the job. That's the most obvious step.
Number Two: Check the person's interest level. If they are interested, they are probably a good prospect. Sometimes people can fake their interest, but if you've been a leader for a while, you will be a capable judge of whether somebody is merely pretending. Arrange face-to-face conversation, and try to gauge his or her sincerity to the best of your ability. You won't hit the bull's-eye every time, but you can get pretty good at spotting what I call true interest.
Number Three: Check the prospect's responses. A response tells you a lot about someone's integrity, character and skills. Listen for responses like these: "You want me to get there that early?" "You want me to stay that late?" "The break is only ten minutes?" "I'll have to work two evenings a week and Saturdays?" You can't ignore these clues. A person's responses are good indications of his or her character and of how hard he or she will work. Our attitudes reflect our inner selves, so even if we can fool others for a while, eventually, our true selves will emerge.
Number Four: Check results. The name of the game is results. How else can we effectively judge an individual's performance? The final judge must be results.
There are two types of results to look for. The first is activity results. Specific results are a reflection of an individual's productivity. Sometimes we don't ask for this type of result right away, but it's pretty easy to check activity. If you work for a sales organization and you've asked your new salesman, John, to make ten calls in the first week, it's simple to check his results on Friday. You say, "John, how many calls did you make?" John says, "Well..." and starts telling a story, making an excuse. You respond, "John, I just need a number from one to ten." If his results that first week are not good, it is a definite sign. You might try another week, but if that lack of precise activity continues, you'll soon realize that John isn't capable of becoming a member of your team.
The second area you need to monitor is productivity. The ultimate test of a quality team is measurable progress in a reasonable amount of time. And here's one of the skills of leadership: Be up front with your team as to what you expect them to produce. Don't let the surprises come later.
When you're following this four-part checklist, your instincts obviously play a major role. And your instincts will improve every time you go through the process. Remember, building a good team will be one of your most challenging tasks as a leader. It will reap you multiple rewards for a long time to come.
Monday, December 27, 2010
Thursday, December 16, 2010
GOALS
Goals –
Part 3
# 9 Reward Yourself
Pre-flight instructions always inform you to put on your own oxygen mask before attempting to help others.
3 – C’s of achieving goals:
Commitment
Concentration
Courage
# 10 Maintain Personal integrity
It is personal integrity that fundamentally unites the other nine.
Don’t tarnish your goal by doing something so bush league as quitting just because things got difficult.
Values lay the groundwork for goals;
Goals lead to the fulfillment of your mission;
You mission leads to the realization of your life’s work – your legacy
If success is your destination, you will arrive there on a carriage called Planning pulled by a horse named Integrity.
Part 3
# 9 Reward Yourself
Pre-flight instructions always inform you to put on your own oxygen mask before attempting to help others.
3 – C’s of achieving goals:
Commitment
Concentration
Courage
# 10 Maintain Personal integrity
It is personal integrity that fundamentally unites the other nine.
Don’t tarnish your goal by doing something so bush league as quitting just because things got difficult.
Values lay the groundwork for goals;
Goals lead to the fulfillment of your mission;
You mission leads to the realization of your life’s work – your legacy
If success is your destination, you will arrive there on a carriage called Planning pulled by a horse named Integrity.
Monday, December 13, 2010
GOALS
Part 2
Goals
# 5 Involve Others
Goals mean growth, and growth requires new knowledge.
# 6 Welcome Failure
Success cannot exist without failure as failure is part of the steering mechanism that drives you to success.
Failure measures your personal investment in this goal – it is a test of character, commitment, and courage.
We all live a life of close calls, belly flops, and missed opportunities. The truth is we’re all cowards, some are just bigger cowards than others. Your persistence in the face of failure and set back is a measure of your belief in yourself and your goal.
# 7 Purposeful Action
Dreams become reality through one simple mode of transportation: purposeful action. Intimidate your fears through purposeful goal-directed activity.
# 8 Inspect what you expect
Inspection actually expends time by helping to maintain focus.
Inspections are meant to revisit, revise and reinforce predetermined standards of performance.
Goals
# 5 Involve Others
Goals mean growth, and growth requires new knowledge.
# 6 Welcome Failure
Success cannot exist without failure as failure is part of the steering mechanism that drives you to success.
Failure measures your personal investment in this goal – it is a test of character, commitment, and courage.
We all live a life of close calls, belly flops, and missed opportunities. The truth is we’re all cowards, some are just bigger cowards than others. Your persistence in the face of failure and set back is a measure of your belief in yourself and your goal.
# 7 Purposeful Action
Dreams become reality through one simple mode of transportation: purposeful action. Intimidate your fears through purposeful goal-directed activity.
# 8 Inspect what you expect
Inspection actually expends time by helping to maintain focus.
Inspections are meant to revisit, revise and reinforce predetermined standards of performance.
Stop, Look, & Listen - Part 2
Stop, Look, & Listen
Part 2
As a leader, others are always glad to give you advice. Leaders listen.
When you come to the crossing of decision-making, learn to “Stop, Look, and Listen.” It will help you to avoid train wrecks.
Abraham Lincoln said, “You cannot help men permanently by doing for them what they could and should do for themselves.” Helping others help themselves is truly a mark of good leaders. One theory of leadership, described as SuperLeadership, asserts “leaders become super by helping to unleash the abilities of the followers that surround them.”
Jesus modeled “SuperLeadership” with the disciples. He provided an example for them to follow; he taught them about the mission of the Church; and he challenged their presuppositions of leadership. Each disciple ultimately assumed a place of leadership in the early church based on his or her talents and strengths.
Robert Crandall, the former chairman and president of American Airlines stated, “I think that the ideal leader for the 21st Century will be one who creates an environment that encourages everyone in the organization to stretch their capabilities and achieve a shared vision, who gives people the confidence to run farther and faster than they ever have before, and who establishes the conditions for people to be more productive, more innovative, move creative and feel more in charge of their own lives than they ever dreamed possible,”
Our companies, civic organizations, and churches are full of members who need to be challenged to stop being spectators and take responsibility for their own personal growth, and to begin to use their God-given gifts. Remember, “Leaders Lead, they don’t Point.”
Part 2
As a leader, others are always glad to give you advice. Leaders listen.
When you come to the crossing of decision-making, learn to “Stop, Look, and Listen.” It will help you to avoid train wrecks.
Abraham Lincoln said, “You cannot help men permanently by doing for them what they could and should do for themselves.” Helping others help themselves is truly a mark of good leaders. One theory of leadership, described as SuperLeadership, asserts “leaders become super by helping to unleash the abilities of the followers that surround them.”
Jesus modeled “SuperLeadership” with the disciples. He provided an example for them to follow; he taught them about the mission of the Church; and he challenged their presuppositions of leadership. Each disciple ultimately assumed a place of leadership in the early church based on his or her talents and strengths.
Robert Crandall, the former chairman and president of American Airlines stated, “I think that the ideal leader for the 21st Century will be one who creates an environment that encourages everyone in the organization to stretch their capabilities and achieve a shared vision, who gives people the confidence to run farther and faster than they ever have before, and who establishes the conditions for people to be more productive, more innovative, move creative and feel more in charge of their own lives than they ever dreamed possible,”
Our companies, civic organizations, and churches are full of members who need to be challenged to stop being spectators and take responsibility for their own personal growth, and to begin to use their God-given gifts. Remember, “Leaders Lead, they don’t Point.”
Friday, December 10, 2010
GOALS - Part 1
I read this article by Gary Ryan Blair
Achieving a goal is like opening a combination lock.
Each of these 10 rules is a piece of the combination; each seamlessly integrates with the other nine; each one counts!
Success is the ability, first, to recognize opportunity; second, to form plans and strategies that leverage opportunity; and, third, to develop the necessary skills needed to execute those strategies.
# 1 Be Decisive
# 2 Stay Focused
# 3 Write Your Goals
6 important goal setting questions
1 Who will be involved in helping you achieve this goal?
2 What is the goal? What specifically do you want to accomplish?
3 Where are you now in relation to this goal?
4 When do you expect to achieve this goal?
5 How will you accomplish this goal?
6 Why do you want to achieve this goal?
# 4 Plan thoroughly
A short time spent in planning can save you a long time of regret and misery?
If at all possible, sleep on plans that are extremely difficult.
Achieving a goal is like opening a combination lock.
Each of these 10 rules is a piece of the combination; each seamlessly integrates with the other nine; each one counts!
Success is the ability, first, to recognize opportunity; second, to form plans and strategies that leverage opportunity; and, third, to develop the necessary skills needed to execute those strategies.
# 1 Be Decisive
# 2 Stay Focused
# 3 Write Your Goals
6 important goal setting questions
1 Who will be involved in helping you achieve this goal?
2 What is the goal? What specifically do you want to accomplish?
3 Where are you now in relation to this goal?
4 When do you expect to achieve this goal?
5 How will you accomplish this goal?
6 Why do you want to achieve this goal?
# 4 Plan thoroughly
A short time spent in planning can save you a long time of regret and misery?
If at all possible, sleep on plans that are extremely difficult.
Monday, December 6, 2010
Stop, Look, & Listen - Part 2
Stop, Look, & Listen
As a leader, others are always glad to give you advice. Leaders listen.
When you come to the crossing of decision-making, learn to “Stop, Look, and Listen.” It will help you to avoid train wrecks.
Abraham Lincoln said, “You cannot help men permanently by doing for them what they could and should do for themselves.” Helping others help themselves is truly a mark of good leaders. One theory of leadership, described as SuperLeadership, asserts “leaders become super by helping to unleash the abilities of the followers that surround them.” The challenge for pastors and Sunday School leaders is to understand how to go about bringing out the wealth that each member possesses.
Jesus modeled “SuperLeadership” with the disciples. He provided an example for them to follow; he taught them about the mission of the Church; and he challenged their presuppositions of leadership. Each disciple ultimately assumed a place of leadership in the early church based on his or her talents and strengths.
Sunday School Directors, pastors, and teacher should develop the skill to evaluate, motivate and assign tasks based on the ability and giftedness of the members. When every member is faithful to play their part, the church will make beautiful music in the eyes of the world.
Robert Crandall, the former chairman and president of American Airlines stated, “I think that the ideal leader for the 21st Century will be one who creates an environment that encourages everyone in the organization to stretch their capabilities and achieve a shared vision, who gives people the confidence to run farther and faster than they ever have before, and who establishes the conditions for people to be more productive, more innovative, move creative and feel more in charge of their own lives than they ever dreamed possible,”
Our companies, civic organizations, and churches are full of members who need to be challenged to stop being spectators and take responsibility for their own personal growth, and to begin to use their God-given gifts. Remember, “Leaders Lead, they don’t Point.”
As a leader, others are always glad to give you advice. Leaders listen.
When you come to the crossing of decision-making, learn to “Stop, Look, and Listen.” It will help you to avoid train wrecks.
Abraham Lincoln said, “You cannot help men permanently by doing for them what they could and should do for themselves.” Helping others help themselves is truly a mark of good leaders. One theory of leadership, described as SuperLeadership, asserts “leaders become super by helping to unleash the abilities of the followers that surround them.” The challenge for pastors and Sunday School leaders is to understand how to go about bringing out the wealth that each member possesses.
Jesus modeled “SuperLeadership” with the disciples. He provided an example for them to follow; he taught them about the mission of the Church; and he challenged their presuppositions of leadership. Each disciple ultimately assumed a place of leadership in the early church based on his or her talents and strengths.
Sunday School Directors, pastors, and teacher should develop the skill to evaluate, motivate and assign tasks based on the ability and giftedness of the members. When every member is faithful to play their part, the church will make beautiful music in the eyes of the world.
Robert Crandall, the former chairman and president of American Airlines stated, “I think that the ideal leader for the 21st Century will be one who creates an environment that encourages everyone in the organization to stretch their capabilities and achieve a shared vision, who gives people the confidence to run farther and faster than they ever have before, and who establishes the conditions for people to be more productive, more innovative, move creative and feel more in charge of their own lives than they ever dreamed possible,”
Our companies, civic organizations, and churches are full of members who need to be challenged to stop being spectators and take responsibility for their own personal growth, and to begin to use their God-given gifts. Remember, “Leaders Lead, they don’t Point.”
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