The starting point of motivational leadership is to begin seeing yourself as a role model, seeing yourself as an example to others. A key characteristic of leaders is that they set high standards of accountability for themselves and for their behaviors. They assume that others are watching them and then setting their own standards by what they do.
In business, there are several kinds of power. Two of these are position power and ascribed power.
Position power is the power that comes with a job title or position in any organization. If you become a manager in a company, you automatically have certain powers and privileges that go along with your rank. You can order people about and make certain decisions. You can be a leader whether or not anyone likes you.
Ascribed power is the power you gain because of the kind of person you are. In every organization, there are people who are inordinately influential and looked up to by others, even though their positions may not be high up on the organizational chart. These are the men and women who are genuine leaders because of the quality of the people they have become, because of their characters and their personalities.
Over the years, we have been led to believe that leaders are those who stride boldly about, exude power and confidence, give orders and make decisions for others to carry out. However, that is old school. The leader of today is the one who asks questions, listens carefully, plans diligently and then builds consensus among all those who are necessary for achieving the goals. The leader does not try to do it by himself or herself. The leader gets things done by helping others to do them.
This brings us to five of the qualities of motivational leaders. These are qualities that you already have to a certain degree and that you can develop further to stand out from the people around you in a very short period of time.
The first quality is vision. This is the one single quality that, more than anything, separates leaders from followers. Leaders have vision. Followers do not. Leaders have the ability to stand back and see the big picture. Followers are caught up in dayto- day activities. Leaders have developed the ability to fix their eyes on the horizon and see greater possibilities. Followers are those whose eyes are fixed on the ground in front of them and who are so busy that they seldom look at themselves and their activities in a larger context.
The second quality, which is perhaps the single most respected quality of leaders, is integrity. Integrity is complete, unflinching honesty with regard to everything that you say and do. Integrity underlies all the other qualities. Your measure of integrity is determined by how honest you are in the critical areas of your life.
The third quality is courage. It is the chief distinguishing characteristic of the true leader. It is almost always visible in the leader’s words and actions. It is absolutely indispensable to success, happiness and the ability to motivate other people to be the best they can be. In a way, it is easy to develop a big vision for yourself and for the person you want to be. It is easy to commit yourself to living with complete integrity. But it requires incredible courage to follow through on your vision and on your commitments.
The fourth quality of motivational leadership is realism. Realism is a form of intellectual honesty. The realist insists upon seeing the world as it really is, not as he wishes it were. This objectivity, this refusal to engage in self-delusion, is a mark of the true leader.
Those who exhibit the quality of realism do not trust to luck, hope for miracles, pray for exceptions to basic business principles, expect rewards without working or hope that problems will go away by themselves. These all are examples of self-delusion, of living in a fantasyland.
The fifth quality of motivational leadership is responsibility. This is perhaps the hardest of all to develop. The acceptance of responsibility means that, as Harry Truman said, “The buck stops here.”
Life is very much like competitive sports. Very small things that you do, or don’t do, can either give you the edge that leads to victory or take away your edge at the critical moment. This principle is especially true with regard to accepting responsibility for yourself and for everything that happens to you.
You become a motivational leader by motivating yourself. And you motivate yourself by striving toward excellence, by committing yourself to becoming everything you are capable of becoming. You motivate yourself by throwing your whole heart into doing your job in an excellent fashion. You motivate yourself and others by continually looking for ways to help others to improve their lives and achieve their goals. You become a motivational leader by becoming the kind of person others want to get behind and support in every way.
Brian Tracy is the author of “The Power of Charm.” Special offer: To receive your free copy of “Crunch Time!, just visitwww.briantracy.com and click on the Crunch Time! icon. He can be reached at 858.481.2977, or visit www.briantracy.com.
