Self-leadership is the practice of intentionally influencing your own thinking and actions towards your objectives. The practice of intentionally influencing your thinking and actions towards your goals is going to be a thing that you must be clear about. What it is you want, and then as you're clear about what you want, you must get yourself in the best state to achieve what it is you want. If you are on an airplane and they suddenly did a landing, in case of an emergency, you would place the oxygen mask over your nose and mouth before assisting others. They tell you to do that because if you don't, you will not be able to help anybody else. So self-leaders understand that they need oxygen of their own which means they need the motivation for their own intentions so that they can positively influence and impact others. Leading yourself is taking yourself to the next level and being the best version of yourself so that you can be self-confident. We can have self-efficacy and the belief that we can try new things. We are living in an agile world where things are being disrupted daily. What you were trained to do at university is no longer valid. Your world is being disrupted; you're going to need to learn new skills and abilities, and as you begin to learn these things and you get better. You'll be able to sell your products as you grow. I can ask you to begin your journey today and to understand how you influence your thinking and actions towards your objectives.
So how about Servant Leadership? Servant leadership is a philosophy of leadership in which the goal of the leader is to serve. This is different from traditional leadership, where the leader's focus is the thriving of their company or organization. This difference is going to influence how you act as a leader. Servant leadership is the best strategy compared to traditional leadership because it's really a counterpoint to traditional leadership. Traditional leadership sees people lower on the pyramid of leadership as lower in the structure serving the leaders in authority; above them are the people who serve the leaders. Traditional leadership is a very boss-centered approach. This traditional approach is where the person in authority typically is looking to get more power and more control, and unfortunately, this can devalue other people. People are often abused, and anytime I watch a movie or show about the Victorian era in England, I start to think about this traditional view of leadership where there's the person in authority. The family that owns the Mansion owns the estate, and the servants literally live below them in the basement of the house. Oftentimes every servant in that house is there to serve the family, and of course, these are movies, and I didn't live back then, but I always think about this traditional view of leadership and abuse of authority when I watch those movies. Servant leadership really flipped this whole equation on its head. For more articles such as this please visit our website: https://www.elonaloparicoaching.com/blog
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Developing a value proposition takes some time and patience. A real value proposition is more than a catchy tagline. For it to have impact, you have to know your customer and your business both from intellectual and emotional intelligence. In addition, you have to understand how your product or service aligns to your audience.
So while your value proposition is always in the back of your mind, do not write it based on what you think is true about your solution and your customers. Conduct research and survey with your audience so that you are sure. Once you’ve developed your value proposition it is important to keep testing it. Remember, it may evolve as your business grows by better understanding your customer’s challenges and how you can help them to solve it. It is important before you start to incorporate the following recommendations below.
However, do not speculate they are selling an inferior product. Their slogan is: “Our blades are f***ing great,” a tagline that points to (but isn’t the same as) their selling proposition. Remember, if other companies can also say their product is “great,” you have a catchy tagline, not something that makes your compelling from the competition. So, how do you go about developing your value proposition? It starts by going within to determine your value. Remember, this is where emotional intelligence plays the most important role and when coupled with intellectual intelligence (data, stats, trends, etc) that you can truly begin the process to develop your value proposition from the heart. You should strive for something that is transparent or authentic. Here are some questions you can address to yourself:
Third, you want to develop the components to your value proposition from the first two steps. This will address the following components necessary to create your value proposition. Target Audience: Who are your ideal customers? Target Requirements: How do you help them help themselves? What requirements do you address? Value to Addressing their Requirements: What value do your clients receive from working with you? Your Specific Offer: What are your core services specific to their requirements? Proof of Concept: What is the proof you validate and back up? Compelling: What makes you authentic and compelling? Fourth, It is imperative to avoid catchy marketing phrases that most people get caught up in or led to believe will influence or attract their audience to them. Examples are as follows:
Sixth, the final step is to review, revise, and repeat. Ask yourself the following questions:
A value proposition is important as it is the engine that drives your roadmap to continued growth in your business. Take time with it and be consistent daily with executing from the highest value of service. To your health & prosperity, For more helpful articles such as this one, visit our website https://www.elonaloparicoaching.com/blog What is the difference between masculine and feminine energy? Masculine Energy Masculine energy is based in knowledge; It is application, action, logic, practicality, stability, willpower, focus, drive, clarity, and goal-oriented. If you are a natural leader, a problem solver, have big dreams, consider yourself highly motivated and driven, and enjoy stepping up in a crisis, you're probably tapping into your masculine energy in a healthy way.
Alternatively, If you’re always on the go, never allow downtime, can’t sit still, have a fully booked calendar, operate in a black and white world, and consider yourself a Type A perfectionist, you might be tapping into your masculine energy too much. If you’re struggling to stay motivated, or you’re really impulsive, chaotic, or feeling lost, you might need to tap into your masculine energy more. Feminine Energy Feminine Energy is based on knowing; It is intuition, creativity, passion, nurturing, authentic, connection, open, flowing, dynamic, and perceptive. If you consider yourself an empath, wise, pensive, or feel like an "introverted" extrovert, it's likely because you're tapping into your feminine energy in a healthy way. When you're at your most powerful, you feel safe and vulnerability and can make others feel so supported and seen by you. You light up the room. Alternatively, if you’re struggling to find yourself, execute, get motivated, make decisions, or you become overcome with the emotions of others, you might need be tapping into your feminine energy too much. If you’re feeling blocked, hyper critical, resistant, unfulfilled, or feel disconnected from yourself and those around you, you might need to tune into your feminine energy more. Examples of Each If you are feminine energy-dominant, you are the person other people will go to in order to get an honest opinion in a safe space. You are known for your integrity and you will advocate for the under dog. Your power is in connection and creativity. However, you might get stuck caring for everyone else while neglecting your own needs, or you might get weighed down by your anxiety. If you are masculine energy-dominant, you are the person other people will go to when they need someone to step up and take control. You can move mountains and you love dreaming big. Others will often comment that you seem to be faster, stronger, and better at most things than other people. However, you might also struggle with micromanaging team members, do not take criticism well, get easily intimidated, and battle with perfectionism and burnout. How Do We Balance Masculine and Feminine Energy Regularly?Having a balance of masculine and feminine energy will prevent the ugly sides of each from showing up; ensuring the best of both worlds for productivity and creation. When we talk about balance, we're talking about the long game. If you’ve had a really creative day, it doesn’t mean you need to end with some serious critiquing. There are certain phases of our lives where we will need to lean more into one or the other energy. If you’re taking a series of tests over the course of a difficult semester, it’s okay to lean more into your masculine to help get things done for awhile. If you’re trying to make a major life decision or change, it’s okay to lean more into the feminine for awhile. As individuals who want to manifest the things we want, we have to embrace the yin and the yang. To be in balance means not just having an idea, but taking action. Not just having knowledge, but knowing. Not just having passion, but also logic. Falling into any one extreme will create an imbalance that can throw you off of your course, just like many of the other laws we talked about already. Our goal is to achieve balance over the course of our lives, understanding that we will go through phases and experiences where we eb and flow between the two. And, if you're feeling "off" you may ask if you're out of balance energetically. If you’ve operated in the masculine energy for a long time, feminine energy can feel like a rest, even if it’s awkward at first. If you’ve operated in feminine energy for a long time, masculine energy can feel like too much going on, and it will be really challenging to embrace at first. It’s always uncomfortable shifting into the energy that we’re not used to, so try it out little by little and see how it feels. In order to function at our peak as individuals and as a society, this law encourages us to utilize both our feminine and our masculine energies because that is when we are our most powerful. For more helpful articles visit our blog on our website: elonaloparicoaching.com One of the main responsibilities of a CEO is to make good decisions. This is easier said than done of course. One key consideration is which decisions should the CEO be responsible for in the organization?
COMMAND AND CONTROL OUTMODEDDecisions are the fuel on which every organization runs. The quality and speed with which decisions are made determine the productivity of the organization. Decisions are made at every level of the organization, even if the decision made is simply to pass the question up the chain. If you read current management best practices, there is a clear trend away from the command and control models of the past – where the CEO was asked to make most of the decisions – to new models that empower employees to make decisions at the lowest level possible. I am a big supporter of making decisions at the lowest level possible. The people closest to the situation will generally have the greatest knowledge of the particular issue. However, merely changing the level at which the decision is made will not by itself lead to better decisions. In most companies, I would argue that just moving the decision-making to the lowest level, least experienced employees would lead to worse decisions than a command and control structure. This is why many companies still operate in the command and control model. Their experience in trying to move decision-making down the organization failed miserably. The reason for this failure was that the employees did not have the proper structure and context within which to make the decision, so they defaulted to a model of whatever was best for them at a local level. FACILITATING GOOD DECISION-MAKING AT THE LOWEST LEVEL POSSIBLEThe challenge for the CEO is to find a way to balance the greater knowledge of the particular situation that a lower level employee may have with the bigger picture strategy that the CEO is trying to implement. Is it easier to transfer the strategy down to the lower-level employee or to transfer all the domain-specific information of each employee to the CEO? Once a company reaches any significant size, it is almost always easier to transfer the strategy down rather than send the detailed knowledge up. Therefore, the goal is to create an organization where each employee makes the same decision the CEO would make if the CEO had the employee’s knowledge of the particular situation. This is why it is so important for the CEO to own the vision. Making sure that every employee understands the mission, vision and values of the organization facilitates good decision-making at the lowest possible level. For it to be effective, there must be a continuous process of learning as new employees are brought into the company. Managers must constantly work with their employees to make sure the overall strategy is driven down to every corner of the organization. It will often be obvious if this is not occurring by the poor quality of the decisions coming out of a particular group. DECISIONS ONLY THE CEO SHOULD MAKEDoes this mean that if you drive the strategy down throughout your organization that the CEO will have no decisions to make? Not hardly. There are many decisions that should only be made by the CEO. For instance, the CEO should make the decision when there are implications across multiple functional areas. The vice president of sales should not be able to make a decision that commits the vice president of manufacturing to do something he or she hasn’t agreed to do. I always encouraged my direct reports to quickly escalate any issues they had with other departments, as the CEO is the only one who can allocate resources across the company. Additionally, the CEO should be involved in key personnel decisions. It is critical that the CEO have a good working knowledge of the people in the top three levels of the organization. Obviously, any decision that commits the company to actions such as mergers and acquisitions as well as strategic partnerships must be taken to the CEO. It is also critical for the CEO to take responsibility for all decisions regarding corporate policy. I have seen too many CEOs who leave this responsibility to their HR and legal teams, creating a morale issue among their workforce. Having enough decisions to make is not a problem many CEOs have to deal with in this day and age. Training your people to make the decisions they should while quickly escalating the rest to you is the challenge that CEOs face on a daily basis. Let's schedule a Free Assesment Call for your COO Needs here: https://app.gohighlevel.com/v2/preview/qWu7DOtG3vmUjeMKiPr4 I have always been a high achiever!
I remember being very intentional as a college student planning the strategy around how I was going to finish earlier to get my business management and finance degree. I was always a planner so I remember mapping out what classes I needed and went to school through the winter and summer semesters to speed up my graduation. So as a result I received my bachelors in 3 years instead of 4. Then the same pattern repeated while I was climbing the corporate ladder while also raising my little family. I would map out what I needed to do in order to get to the next level and do both at the same time. So, its not by chance that when I learned about the industry of coaching known to condense decades into years, I was sold. To me this is what I have been doing organically all my life without knowing what I was consciously doing. I love this industry so much that I have become obsessed to learn and implement ways and processes in order to give our students/clients even better results that would have took them years to achieve on their own otherwise. So condence decades of business results into a year. Ask about our Business Accelerator Programs and see which one is a good fit for you. Send me a Message for more information, https://www.elonaloparicoaching.com/ A simple way to think about culture is this: would an A-Player want to work for you? These are the top 12 characteristics of a healthy culture
Why is an organization of 100 people so different than an organization of 20 people? It relates to basic human nature. Human relationships are mostly formed through one-on-one encounters. At 20 people, not only is it possible for the CEO to have a personal relationship with every employee. It is also possible for every employee to have a relationship with each other. With 20 people there are only 190 total relationships possible in the whole organization.
It is relatively easy to keep 20 people aligned when they all have some knowledge of what everyone does, and they are in regular contact with most parts of the organization. However, when the organization grows to 100 people the situation is radically different. You might think that going from 20 to 100 is five times more complicated, but with 100 people there are 4,950 total relationships possible in the organization. This is over 25 times as many relationships required for everyone to know what everyone else is doing. That is just not going to happen and therefore requires a fundamentally different method of coordination as the organization grows to 200 or 2,000 employees. For a FREE Strategy Call on your Team Alignment schedule here: https://api.leadconnectorhq.com/widget/booking/G7xHWvTvLi5GuKYH2dyK
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