The Joy OF Achievement by DrFrankLayman

I am inclined to say Success is an integral component to being satisfied in yourself and your life. If that tenant is accepted then understanding the component parts of success is important to achieving it.

Happiness lies in the joy of achievement and the thrill of creative effort. Franklin D. Roosevelt

How To Achieve
Your life is a delicate balance if it isn’t, we fall. Success has to be defined, understood, and clearly represented for us to achieve it.
By defining your success, you create a clear target to aim at. The taste of success leaves you wanting more, it gets you thinking positively and moving more fluidly, less inhibited. It has you refining your process to continue to grow and develop and ultimately achieve more.
What are the component parts of success
1) Wellness
Wellness is complex assortment of essential pillars that the rest of everything you do, are, and become rests on. We need to accept that as a paradigm shift in our thinking and use the approach I have set out in other writings and podcasts to achieve it.
2) Mental Toughness
Mental toughness is forged, built and trained, it can be improved in anyone who wants. Many people who have it too easy and don’t know the struggle of hardship don’t build it up. Push to your edge then your edge incrementally moves forward, then keep repeating the process. A better state of wellness also helps us become more mentally tough, it fortifies us steels us up from the hardships we all have to face.
3) Strong Bonds
True sincere relationships, positive social involvement with people we love and care about and who reciprocate those feelings.
4) Financial Freedom
To be financially free means that you have enough money so that you don’t worry about it continually, as most people do. Autonomy from what oppresses us, causing us to have to do something we don’t care for or for someone we don’t respect. Being forced to do something you are unhappy doing to get something that doesn’t result in happiness is not a good long term strategy. Achieving financial freedom is one of the most important goals we can make for ourselves and one of the most important goals to achieve for ourselves.
5) A Mission
If you have a why you can endure any how. Friedrich Nietzsche Having a commitment to something bigger than oneself keeps us in the game where we still have a chance at success. Durability and perseverance are enhanced when we fight for something of meaning.
6) Self-Awareness
To get results and advance you have to be at your best. You cant give your best if you are not at your best. DFL
7) Personal Growth and Development
Stagnant water grows toxic. Like water we need to flow being fluid and progressing carving out our legacy. DFL
8) Perseverance
I love the underdog story, in most of those stories you will see an underlying statement about perseverance. Learn to grow strong in adversity don’t wilt, win. DFL
9) Self efficacy
The belief in yourself comes from accomplishing and achieving. Start with the small and continue to build on your achievements challenging yourself and pushing the limits.
10) Leadership
The power and ability to lead not just others but self. This can be God Given or man made but anyone can enhance their leadership skills with training. The better the training approach and methodology the better the outcomes.
11) Courage to…
Courage is an action.
The courage to take action, The courage to stand up to fear – fear of failure or fear of success and move forward is an integral part of success.
Take Action, set up your goals looking at them through the lens of logical thought, distill them into tasks, distill the tasks to component parts, seek out information and resources that will be needed, then start. Be prepared for barriers, take time to refine and strategically prepare. Don’t lose your motivation, keep the fires burning. Commit to DSD, Don’t neglect your innovation or imagination.
Don’t set limits on the heights you can obtain. Be patient, almost all things take longer than expected and if our expectations are unreasonable or impractical we stand to lose on a winner due to frustration.

Put your heart, mind, and soul into even your smallest acts. This is the secret of success. Swami Sivananda

Success is no accident. It is hard work, perseverance, learning, studying, sacrifice and most of all, love of what you are doing or learning to do. Pele

Success is progressive development of self. DFL
DrFrankLayman
Author

Fundamentals of Professionalism: How Being More Professional Can Enhance Your Carrier and Your Happiness. By DrFrankLayman

Fundamentals of Professionalism: How Being More Professional Can Enhance Your Carrier and Your Happiness. By DrFrankLayman

Professionalism is defined as the skill, good judgment, and polite behavior that is expected from a person who is trained to do a job well. You don’t have to be a doctor, lawyer or other professional to act with professionalism. I would advocate that assuming the disposition of a true professional, engaging in your work with professionalism, will enhance your career and your happiness in that chosen vocation. Whatever your position, even if it is transient (that you don’t plan to hold it for long in the pursuit of something more), or if it is an entry level you are occupying by assuming your position with the posture of professionalism you will be more effective, happier, and better set for growth and development.
For many waiting tables is a transient occupation, yet there are some who have elevated it to a profession they are trained, skilled, and not easily replaced. Just look on LinkedIn you will see titles like Professional Wait Staff / Assistant Sommelier. Check out any 5 star rated restaurant and you will notice that the atmosphere is different, not just due to what is being served or the physical structure it is held in but it has someone within it who understands why professionalism is essential to enhancing the experience of those being served even in what many consider to be a menial position.

So never lose an opportunity of urging a practical beginning, however small, for it is wonderful how often in such matters the mustard-seed germinates and roots itself. Florence Nightingale

Being more professional, aiming to think believe and behave in a positive and effective manner – The conduct, intentions, qualities that characterize a professional are performance enhancers. Display these qualities in any position and you will be more effective and that improves your chances of greater/more opportunities. That as an objective target of self is only going to increase your effectiveness no matter what you are doing now or training to be.
I started thinking, acting, behaving, and learning my profession long before I entered it because professional domineer extends beyond on vocation to any chosen career avenue I decide to participate in. Part of professionalism is training in skills that distinguish you from others doing the same work. That requires the leadership of self to work and strive for more. The best leadership development begins with comprehensive self development.DFL
Being professional doesn’t imply being formal. Some will use formal behavior as a barrier to exclude themselves from others, to lord over and distinguish themselves as superior. This is not what it means to be a professional or the intent of professionalism. A professional is skilled and those truly skilled are effective. Seek results not façade or flare. Don’t exclude others include them, that allows you to cast a larger net to help more people as true professionalism requires a selfless mission aimed at contributing, helping, and being a blessing to others.
A great person like a great river will not refuse the smallest contributories. DFL
If you judge yourself above others what kind of perspective will you have for those you want to help?
Selfless missions contribute to happiness. Don’t underestimate the value of a life dedicated to a virtuous/selfless mission. DFL
Be the professional you want to become and you will be all the more closer to obtaining it and all that comes with it.DFL
Understanding skill and knowledge are transferable attributes that will follow you as you grow and develop in your career and as a person. DFL
From the lowest of positions to the highest station we should adhere to being true leaders and professionals. Not choosing what is easiest but challenging ourselves with that worth doing, thinking, being, and acting in and always for it is for the good as true professionalism demands.

Thank you
DrFrankLayman
Author of Success Through Logical Thinking
Reflections To Success
Daily Reflective Growth
Contemplative Growth and Development

Thank The Passer: Not Just A Gesture For Basketball But One For Business By DrFrankLayman

Thank The Passer: Not Just A Gesture For Basketball But One For Business
DrFrankLayman

Thank the passer by taking an eighth of a second to point-to-the-passer and acknowledge their selflessness. This quick and simple gesture is an action that promotes team unity.

The Origins of the acknowledgement

In the 60’s and 70’s a conversation between Dean Smith and John Wooden initiated a basketball tradition of generosity and unselfishness. The goal was simple to initiate an overt gesture to build team unity by acknowledgement. Coach Dean Smith asked players on the UNC men’s basketball teams to recognize the unselfish act of a teammate’s pass to them.

It became a team rule. In practices, games, and other Tar Heel basketball activities, the man who scored had to point-to-the-passer.

Dean Smith was a great leader who mentored others to be great leaders and this acknowledgement he built into a habitual exhibit of appreciation demonstrates his brilliance as a mentor, coach, and leader. Not acknowledging others that have helped us and participated in our success is greedy, selfish, entitled, and demonstrates the weakness of self doubt.

True leaders want to recognize everyone who contribute and do it in a fair and consistent way.DFL

This gesture in basketball is linear it acknowledges the last pass that lead to scoring while in business it isn’t as easy and we have to be mindful confident and fair enough to take the time to acknowledge other contributors.

The absence of acknowledgement is neglect and to neglect someone is a slight – it is disrespectful and leads away from a good relationship, not toward it.

I want those in my charge to feel fairly rewarded with acknowledgement and I want each one of them to be aggressively recognizing those who made a considerable contribution above, below, and across their station.

This is all based on honesty, fairness, and mindfulness realizing that acknowledgements, compliments, and recognition are earned they are not just given away. If they aren’t earned or truly challenging enough to warrant they will have no meaning or impact to motivate future great work, thought, or action.

I do believe in praising that which deserves to be praised. Dean Smith

If I have seen further than others, it is by standing upon the shoulders of giants. Isaac Newton

Take your yourself and those in your sphere of influence further by being generous and positive and freely communicating it and showing it. Take the risk and be brave enough to so you care.

I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organization, and a strong organization starts with caring for their people. John Wooden

Thank you

DrFrankLayman

Leadership Styles: Individualize Your Approach To Maximize Effectiveness By DrFrankLayman

Leadership Styles: Individualize Your Approach To Maximize Effectiveness By DrFrankLayman

 

While speaking at Hire Heroes the topic focused on leadership and professionalism in one of the following tracks – career, business leadership, entrepreneur. During my lecture, given the constraints of time, I could only discuss a few of the many leadership styles. One of the participants asked for an expounding of the topic and that was the motivation for this blog.

Leadership style refers to characteristics and behaviors exhibited when leading a team. Leadership style can influence performance and we should all strive to be the best leader we can so we can be as effective as we can. Great leaders can create great change, motivate performance, enhance creativity and innovation in others.

Early leadership style research

Leadership styles were first more formally defined in the late 1930s by a group of psychologists, the leader was Kurt Lewin.

If you want to truly understand something, try to change it. Kurt Lewin

His team studied youth leaders in activity groups and examined behaviors and discerned three leadership styles.

The autocratic style is one in which a single person takes control and makes decisions, directing others in his or her chosen course of action. Lewin’s team found that this was the most unsatisfactory leadership style with the youth groups.
In a democratic leadership style, one person takes control but is open to group input, often allowing the group to make decisions and collectively assign tasks. This leader guides rather than directs. This was the most popular leadership style in the youth groups and garnered the greatest positive response.
With the laissez-faire approach, the person in charge stepped back and did nothing. He or she provided no direction or guidance. The group was disorganized and unproductive.
Their research supports the idea that people aren’t just born leaders but can be trained to be leaders. They also recognized the influence that the team members had on a person’s leadership style. This is important and explains why some people are effective in some situations and not others as leaders.

In the 1970s, Paul Hersey and Ken Blanchard introduced the concept of situational leadership meaning that a leader adapts his or her style to the situation. Situational leadership refers to when the leader of an organization adjusts his style to fit the developmental level of the team he is attempting to influence.

Leadership approaches can be influenced by the strength and personalities of the team. A strong team may require little or no guidance, yet another team may require more guidance and support.

Overtime other styles have been identified and written about.

Bureaucratic leadership, whose leaders focus on following every rule. The extreme of this is an agent see Milgram’s work on obedience
Charismatic leadership, in which leaders inspire enthusiasm in their teams and are energetic in motivating others to move forward. The extreme the only advance their selfish interests
Task-oriented leadership, whose leaders focus only on getting the job done. Results based leadership is good and can be folded into other styles
People-driven leadership, in which leaders are tuned into organizing, supporting and developing people on their teams.
Transformational leadership, whose leaders inspire by expecting the best from everyone and themselves.
Servant leadership was developed by Robert K. Greenleaf in 1970. The servant leader serves the people he/she leads, which implies that employees are an end in themselves rather than a means to an organizational purpose or bottom line.

Modern leadership characteristics:

Cognitive maturity
Empathy
Trustworthy
Decisive
Sincere
Aware
Focus
Accountability
Confidence
Optimismtic
Honest
Inspiraing
Motivating
Skilled
Professional
Ethical

Modern Leadership Perspectives
Daniel Goleman discusses six leadership styles, which he argues spring from different components of emotional intelligence:

Commanding: Leaders demand compliance.
Visionary: Leaders mobilize people toward a vision.
Affiliative: Leaders create emotional bonds to their team.
Democratic: Leaders build consensus through participation and interaction.
Pacesetting: Leaders expect excellence and self-direction from team members.
Coaching: Leaders develop people for the future and team member’s future.
The Transformational Leadership Style
Transformational leadership is often identified as the single most effective style. This style was first described during the late 1970s and later expanded upon by researcher Bernard M. Bass. Some of the key characteristics of his style of leadership are the abilities to motivate and inspire followers and to direct positive changes in groups.

Transformational leaders tend to be emotionally intelligent, energetic, and passionate. They are not only committed to helping the organization achieve its goals, but also to helping group members fulfill their potential.

There exists evidence of its effectiveness in promoting well being in the team and a higher performance and improved group satisfaction than other leadership styles tested.

The Transactional Leadership Style
Transactional leadership views the leader-follower relationship as a transaction. By accepting a position as a member of the group, the individual has agreed to obey the leader. In most situations, this involves the employer-employee relationship, and the transaction focuses on the follower completing required tasks in exchanged for monetary compensation.
One of the main advantages of this leadership style is that it creates clearly defined roles. People know what they are required to do and what they will be receiving in exchange for completing these tasks. It also allows leaders to offer a great deal of supervision and direction if it is needed. Team members may also be motivated to perform well to receive rewards. One of the biggest downsides is that the transactional style tends to stifle creativity and limits opportunity for a true win-win situation to develop.

The Situational Leadership Styles
The Situational Leadership style the leaders stress the significant influence of the environment and the situation on leadership.

The situational theory of leadership suggests that no single leadership style is most effective. Instead, it depends on the situation at hand and which type of leadership and strategies are best-suited to the task. According to the theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done.

They also

Maintain an acute awareness of their innate leadership-related strengths and areas for development – critical skill sets in working in high-performing organizations
Conduct highly effective coaching conversations by understanding when a particular leadership style has a high probability of success and when it does not
Skillfully influence up, down and across the organization by knowing when to be “consistent” and when to be “flexible”
Create more productive teams/organizations by accelerating the development of individuals that are new to their role and/or are learning a new task
Develop engaged, committed employees by effectively recognizing and proactively addressing the dynamics of performance regression
Effectively drive behavior change and business results by communicating through a common, practical language of leadership
Situational leadership theory is often referred to as the Hersey-Blanchard Situational Leadership Theory.
Hershey and Blanchard’s Leadership Styles

Hershey and Blanchard suggested that there are four primary leadership styles:

Telling (S1): This style involves the leader telling people what to do and how to do it.
Selling (S2): This style involves more back-and-forth between leaders and followers. Leaders “sell” their ideas and message to get group members to buy into the process.
Participating (S3): In this approach, the leaders offers less direction and allows members of the group to take a more active role in coming up with ideas and making decisions.
Delegating (S4): This style is characterized by a less involved, hands-off approach to leadership. Group members tend to make most of the decisions and take most of the responsibility for what happens.
Leadership and Maturity Levels
So how exactly do leaders and managers determine which style of leadership to use? The right style depends a lot on the maturity level (i.e. the level of knowledge and competence) of the individuals or group.

Hershey and Blanchard’s theory identifies four different levels of maturity

M1: Group members lack the knowledge, skills, and willingness to complete the task.
M2: Group members are willing and enthusiastic, but lack the ability.
M3: Group members have the skills and capability to complete the task, but are unwilling to take responsibility.
M4: Group members are highly skilled and willing to complete the task.
The Hershey-Blanchard model suggests that the following leadership styles are the most appropriate for these maturity levels:

Low Maturity (M1) – Telling (S1)
Medium Maturity (M2) – Selling (S2)
Medium Maturity (M3) – Participating (S3)
High Maturity (M4) – Delegating (S4)
The SLII Model
The Situational Leadership II (or SLII model) was developed by Kenneth Blanchard and builds on Blanchard and Hershey’s original theory. According to the revised version of the theory, effective leaders must base their behavior on the developmental level of group members for specific tasks. The developmental level is determined by each individual’s level of competence and commitment.

Enthusiastic Beginner (D1): High commitment, low competence.
Disillusioned Learner (D2): Some competence, but setbacks have led to low commitment.
Capable but Cautious Performer (D3):Competence is growing, but level of commitment varies.
Self-Reliant Achiever (D4): High competence and commitment.
SLII also suggests that effective leadership is dependent upon two key behaviors: supporting and directing. Directing behaviors include giving specific directions and instructions and attempting to control the behavior of group members. Supporting behaviors include actions such as encouraging subordinates, listening, and offering recognition and feedback.

The theory identifies four basic leadership styles.

Directing (S1): High on directing behaviors, low on supporting behaviors.
Coaching (S2): High on both directing and supporting behaviors.
Supporting (S3): Low on directing behavior and high on supporting behaviors.
Delegating (S4): Low on both directing and supporting behaviors.
The main point of SLII theory is that not one of these four leadership styles is best. Instead, an effective leader will match his or her behavior to the developmental skill of each team member for the task at hand.

Purpose Driven Leader

“The purpose of life is to contribute in some way to making things better.” – Robert F. Kennedy
Purpose-driven serve the purpose (the “something bigger”) the reason the organization exist. d
Decisions are made and actions are taken based on the purpose.. In other words, effective leaders align themselves with the purpose by doing this leaders run the avoid the risk of falling victim to pursuit of selfish interests and greed.

Man’s Search For Meaning Victor Frankl
Everything can be taken from a man but one thing: the last of human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way. Viktor E. Frankl
He who has a why to live can bear almost any how. Friedrich Nietzsche

Meaning takes place in progressively larger goals rooted in deeply held beliefs.
I believe the most important attribute for a leader is being principle-centered. Centering on principles that are universal and timeless provides a foundation and compass to guide every decision and every act. I’ve based my life’s work on promoting principles and teaching the power that resides in principle-centered leadership. Principles are not my invention; they are self-evident and are found throughout the world. If you look at all enduring philosophies, religions and thoughts, you will find principles such as integrity, compassion, trust, honesty, accountability and others at their core. I simply translated these principles into a framework of habits, which when followed with consistency and frequency transforms one’s character and allows one to earn the moral authority necessary for enduring leaderStephen Cove

Leader’s should pause to keep Integrity, Humility, and Generosity ever present in their encounters, approaches, and decisions.

Trust Based Leadership Style
This is a style I am advocating. It comes from the work of my friend Dr. Aneil Mishra and his wife Dr. Karen Mishra from their work Trust Is Everything and Becoming A Trustworthy Leader.

Trust based leaders are the ROCC to creating a trust based culture

Reliable

Open

Competent

Compassionate

Leaders create organizational climates in which people trust leaders, leaders trust their people, people trust each other and people trust themselves to use their judgement, make choices and act within the corporate intent. Trust advances productivity, innovation, and engagement in the team as it advances satisfaction and results.

What’s Your Learning Style?
As you can see, there are different ways to conceive of leadership styles. The leader’s personality and the teams’ personality also contribute to effectiveness and performance.

http://www.tuw.edu/business/leadership-style-quiz/

http://www.keirsey.com/default.aspx

http://www.seemypersonality.com/#q1

 

There are many leadership styles to utilizes. Personally my advice is to learn them and then learn your team. Know their heart and goals so that you can individualize your approach and maximize your effectiveness as a leader.

Your Leadership paradigm needs to be a part of your true inner self displayed in a way that it can be received without translation. DFL

The purer your Leadership is of sincerity, transparency, and truth the purer it will be received and responded to. DFL

 

Please also see my Blog Legacy of Leadership and considering investing in my Book

Success Through Logical Thinking

 

Thank you
DrFrankLayman
Author of: Contemplative Growth and Development; Daily Reflective Growth;
Reflections To Success; Success Through Logical Thinking

#STLTmindset

 

Establishing Rapport: Build Strategic Partners by First Building Sincere Relationships. DFL

Establishing Rapport
Build strategic partners by first building sincere relationships. DFL

Relationship and positive social connectedness matter to your growth the growth of others and your book of business. Your rapport with others is important to you as a person and will help you grow your achievements and successes. Relationships tend to develop over long periods of time but rapport can be established immediately. Have you ever felt compelled to talk with a stranger, just meet someone and connect? Of course. If you have been compelled to it others have felt the same.what we need to tap into is how can we develop rapport in a short amount of time?

I will attempt to answer that question and in doing so I hope to provide invaluable wisdom for you to apply.
1. Be sincere. Be sincere in your motives and intention. The goal should always a win win.
Strategic partnerships are best started with sincere relationships
You have to search your own motives. What are your intentions? They matter because there are subtle cues people pick up on that can inhibit rapport from developing. When you have the peace of knowing transparency, you will understand its benefits to enhance your ability to connect with others.

2. Be welcoming. Reach out to others in your posture, vocal tones, word selections, and yes – your thoughts. Body language is read, facial expressions are judged and interpreted, so if you have a RBF practice in a mirror softening it.
Think of something that makes you happy and bookmark it in your mind and draw on it. This is not a game of deception, rule number one – honesty transparency and sincerity are always at play. Thinking positive helps our disposition to be positive and this is utilized to give you the opportunity to develop rapport.

3. Be prepared. Be prepared because people gravitate to those who know how. You become the resource that people seek when you are a subject matter expert. The only way to display your knowledge is in the conversations you have. Don’t underestimate the power of communication so be prepared to speak clearly, pause and banter, engage and be an active listener. A good conversation is like a great volley in tennis. Adjust your technique for those who are introverted with less talk more gaps and don’t think of the awkwardness but rather embrace the difference and be prepared for it.
We don’t seek exclusion we desire inclusion and that emanates from our facial expression, posture words and respect we show.

4. Breach the line of defense. We are taught from a young age to fear strangers and rightfully so. At times that barrier, that wall of security has to be scaled with an opening statement, joke (careful with jokes I have seen too many blow up) praise, or question etc…

5. Don’t be superficial. Remember names, interests, and family for when you follow up again and because you are genuinely interested in them. Remember this isn’t a game to fake it, as so many do, this is to truly connect. If you are superficial all you will have is superficial relationships, you will never know the true satisfaction of a true relationship.

6. Suspend judgement. We like for the positive we love despite the negative.If the negatives don’t tip the scale have grace enjoy them and love anyway. Don’t judge yourself above or below anyone or the act of thinking it will manifest to the behavior of being it.

7. Follow Up. Your Initial meeting by writing a note or sending an email, call, or text and be patient, people may not always reply so be prepared to accept that maturely and don’t let it dissuade you or create resentment inside you toward them.

8. Invite them out. Extend an Invitation, Invite your new friend out for coffee dinner or lunch. At that point you are beyond rapport and you have yourself a new friend.

Expand your social universe for the sake of others and yourself. To do that it truly helps to be generous with your time and gifts. Meet people where they are and appreciate them for who they are be thoughtful, sincere, and kind. If the relationship grows your business that is a bonus but not the only motive.

Rapport is cultivated by sincere, meaningful, affirming contacts and is nurtured by mutual trust and transparency. Once rapport is developed it can evolve to friendship and possibly to networking and other opportunities. You will want to help others because you have a bond and they will want to help you. The point is if that can’t help or don’t or chose not to or don’t have resource to help you still have a positive relationship with them. This process takes time and patience.

These easy principles you will find will get you on the fast track. At some point many of the strategic relationships you develop will lead to strategic opportunities.

I hope you will find the courage to reach out to others, it takes courage and confidence to put yourself out there, but it is worth it. I would challenge you to keep track of your contacts and build your network by starting today developing rapport.

Dr. Frank Layman
www.FrankLaymanstlt.com