Most leaders tend to view teamwork as a social engineering problem: take x group, add y motivational technique and get z result. But working with the Bulls I’ve learned that the most effective way to forge a winning team is to call on the players’ need to connect with something larger than themselves. Even for those who don’t consider themselves “spiritual” in a conventional sense, creating a successful team – whether it’s an NBA champion of a record-setting sales force – is essentially a spiritual act. It requires the individuals involved to surrender their self-interest for the greater good so that the whole adds up to more than the sum of its parts.
Yet even in this highly competitive world, I’ve discovered that when you free players to use all their resources – mental, physical, and spiritual – an interesting shifts in awareness occurs. When players practice what is knows as mindfulness – simply paying attention to what’s actually happening – not only do they play better and win more, they also become more attuned with each other.
To be successful, you need to learn to overcome your fear of being rejected and to stop worrying about what other people say and think about you.
To be successful you must learn to lead people. The ability to get along with and inspire people is a priceless skill, a skill that can be learned.
Have a strong mentor program. You want to learn from leaders, not advisors. You want to learn from people who are already leaders, who are on the right side, and who want you to succeed.
Robert T. Kiyosaki
Everything you say and everything you do has to prove what you believe. A WHY is just a belief. That’s all it is. HOWs are the actions you take to realize that belief. And WHATs are the results of those actions – everything you say and do: your products, services, marketing, PR, culture and whom you hire. If people don’t buy WHAT you do but WHY you do it, then all these things must be consistent.
What authenticity means is that your Golden Circle is in balance. It means that everything you say and everything you do you actually believe.
We were surprised, shocked really, to discover the type of leadership required for turning a good company into a great one. Compared to high-profile leaders with big personalities who make headlines and become celebrities, the good-to-great leaders seem to have come from Mars. Self-effacing, quiet, reserved, even shy – these leaders are a paradoxical blend of personal humility and professional will. They are more like Lincoln and Socrates than Patton or Caesar.
We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then they figured out where to drive it.
Great leaders, in contrast, are able to inspire people to act. Those who are able to inspire give people a sense of purpose or belonging that has little to do with any external incentive or benefit to be gained. Those who truly lead are able to create a following of people who act not because they were swayed, but because they were inspired. For those who are inspired, the motivation to act is deeply personal.
Those who are able to inspire will create a following of people – supporters, voters, customers, workers – who act for the good of the whole not because they have to, but because they want to.