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  string(5442) "In a previous life I was gifted a book called “You don’t need a title to be a leader” by Mark Sanborn. It was that time in my life where title and status meant more to me than anything. I remember receiving the book, putting it on the bookshelf thinking, “I really don’t care what that books says. I.WANT.A.TITLE!”

I felt I needed to have a title to elevate myself, to have credibility and for colleagues to respect me.

About a year or two later I finally pulled the book off the shelf and started reading it and was amazed by the truth in the fact, you really don’t need a title to be a leader. In fact I know many people who have titles who don’t even come close to being a leader.

The book talks about 6 important principles such as:
  • Self Mastery
  • Focus
  • Power with People
  • Persuasive Communication
  • Execution
  • Giving
I found myself reflecting on the person I was in my work place and how I had a misjudged the definition of leadership. Self Mastery Who was I? What would people say I was as a character? What could I say about my competence in my job? How did I relate to my co-workers? Upon reflection, I had provided myself with some positive feedback and some well err…not so positive. I was probably competent at what I did but I was pretty selfish since it was all about me and my career growth. My efforts to progress my career would be futile if I didn’t focus on the the 3 C’s – Character, Credibility & Connection. Focus Focus and determination beat brains and intellect every time. This was a somewhat bitter pill to swallow. It brought me back to a quote I had seen before “Hard work beats talent when talent doesn’t work hard.” So I had to focus on being successful at mastering my craft. If you focus on the right things, and work at them often, you will be successful. Rather than focusing on what other people were doing, I focused on being better at my job. Power with People This I thought came with the title. Manager equals power. It was easy to be a manager; you just get given a group of people you need to manage and you manage them, right? Wrong. Leaders are those people who through all the facets mentioned in the book earn their followers. I had worked with a phenomenal leader who managed to just connect with everyone, and everyone we worked with wanted to work with him, and he made the team want to achieve exceptional results. Leaders get results because of their power with people, not over them. They create an environment in which people can excel and adapt their style to accommodate the people they lead. Persuasive Communication Of course this one was easy, I was good at talking. Good at telling people why they needed to do the things that needed to be done. However this principle speaks of the objective of communication which is understanding, and to understand you need to listen more and speak less. By gaining clarity you are able to really sell a strategy or vision to someone without saying too much and somehow the little that you say really strikes and cord and boom! You have the buy-in and commitment you need. Execution On the very important matter of execution I had to understand how to gain results through a team. I had a vision and needed to execute this vision through collaborating with others. I immediately recognized my problem. Although I had a good strategy, I swung between relying on myself too much and then relying on others too much. The book talks about a concept called IQ; not as we know it but rather “implementation quotient”. The ability to implement – whether it means rolling up your sleeves to do what it takes, or getting it done through collaboration. As a leader I would fail if I didn’t walk the talk. I couldn’t expect results by standing on the hill tops and shouting at the troops in the valley. Giving The final principle about giving really hit home. As a leader as much as you are leading a team you are a servant to them. It was not as I understood it to be and boy was I wrong. Leadership is about servantship about giving to the team you lead. A really wise man (okay he just happens to be the same guy I mentioned earlier who everyone wanted to work for) once told me that leaders prioritise as follows: company first, team second, individual third! So when I finally put the book down I realised that leadership is shown through everyday actions and the ways I influenced the lives of those around me. It’s about collaborating rather than controlling and encouraging others to follow you out of respect and commitment rather than fear and compliance. It’s really not about having a title…   Cox Purtell Recruitment Agency Blog / Sydney / Melbourne / Adelaide" ["post_title"]=> string(39) "You Don’t Need A Title To Be A Leader" ["post_excerpt"]=> string(118) "I found myself reflecting on the person I was in my work place and how I had a misjudged the definition of leadership." ["post_status"]=> string(7) "publish" ["comment_status"]=> string(4) "open" ["ping_status"]=> string(4) "open" ["post_password"]=> string(0) "" ["post_name"]=> string(36) "you-dont-need-a-title-to-be-a-leader" ["to_ping"]=> string(0) "" ["pinged"]=> string(131) "http://www.coxpurtell.com.au/blog/i-hear-ya-but-im-not-listening/ http://www.coxpurtell.com.au/blog/i-hear-ya-but-im-not-listening/" ["post_modified"]=> string(19) "2016-04-15 13:14:24" ["post_modified_gmt"]=> string(19) "2016-04-15 03:14:24" ["post_content_filtered"]=> string(0) "" ["post_parent"]=> int(0) ["guid"]=> string(40) "http://118.127.43.121/~coxpurtell/?p=635" ["menu_order"]=> int(0) ["post_type"]=> string(4) "post" ["post_mime_type"]=> string(0) "" ["comment_count"]=> string(1) "0" ["filter"]=> string(3) "raw" }

In a previous life I was gifted a book called “You don’t need a title to be a leader” by Mark Sanborn. It was that time in my life where title and status meant more to me than anything. I remember receiving the book, putting it on the bookshelf thinking, “I really don’t care what that books says. I.WANT.A.TITLE!”

I felt I needed to have a title to elevate myself, to have credibility and for colleagues to respect me.

About a year or two later I finally pulled the book off the shelf and started reading it and was amazed by the truth in the fact, you really don’t need a title to be a leader. In fact I know many people who have titles who don’t even come close to being a leader.

The book talks about 6 important principles such as:

  • Self Mastery
  • Focus
  • Power with People
  • Persuasive Communication
  • Execution
  • Giving

I found myself reflecting on the person I was in my work place and how I had a misjudged the definition of leadership.

Self Mastery

Who was I? What would people say I was as a character? What could I say about my competence in my job? How did I relate to my co-workers? Upon reflection, I had provided myself with some positive feedback and some well err…not so positive.

I was probably competent at what I did but I was pretty selfish since it was all about me and my career growth. My efforts to progress my career would be futile if I didn’t focus on the the 3 C’s – Character, Credibility & Connection.

Focus

Focus and determination beat brains and intellect every time. This was a somewhat bitter pill to swallow. It brought me back to a quote I had seen before “Hard work beats talent when talent doesn’t work hard.” So I had to focus on being successful at mastering my craft.

If you focus on the right things, and work at them often, you will be successful. Rather than focusing on what other people were doing, I focused on being better at my job.

Power with People

This I thought came with the title. Manager equals power. It was easy to be a manager; you just get given a group of people you need to manage and you manage them, right? Wrong. Leaders are those people who through all the facets mentioned in the book earn their followers.

I had worked with a phenomenal leader who managed to just connect with everyone, and everyone we worked with wanted to work with him, and he made the team want to achieve exceptional results.

Leaders get results because of their power with people, not over them. They create an environment in which people can excel and adapt their style to accommodate the people they lead.

Persuasive Communication

Of course this one was easy, I was good at talking. Good at telling people why they needed to do the things that needed to be done. However this principle speaks of the objective of communication which is understanding, and to understand you need to listen more and speak less.

By gaining clarity you are able to really sell a strategy or vision to someone without saying too much and somehow the little that you say really strikes and cord and boom! You have the buy-in and commitment you need.

Execution

On the very important matter of execution I had to understand how to gain results through a team. I had a vision and needed to execute this vision through collaborating with others.

I immediately recognized my problem. Although I had a good strategy, I swung between relying on myself too much and then relying on others too much. The book talks about a concept called IQ; not as we know it but rather “implementation quotient”.

The ability to implement – whether it means rolling up your sleeves to do what it takes, or getting it done through collaboration. As a leader I would fail if I didn’t walk the talk. I couldn’t expect results by standing on the hill tops and shouting at the troops in the valley.

Giving

The final principle about giving really hit home. As a leader as much as you are leading a team you are a servant to them. It was not as I understood it to be and boy was I wrong. Leadership is about servantship about giving to the team you lead.

A really wise man (okay he just happens to be the same guy I mentioned earlier who everyone wanted to work for) once told me that leaders prioritise as follows: company first, team second, individual third!

So when I finally put the book down I realised that leadership is shown through everyday actions and the ways I influenced the lives of those around me. It’s about collaborating rather than controlling and encouraging others to follow you out of respect and commitment rather than fear and compliance.

It’s really not about having a title…

 

Cox Purtell Recruitment Agency Blog / Sydney / Melbourne / Adelaide

Tags: Cox Purtell | Cox Purtell Blog | Job Title | Jobs | Leader | Leadership | Permanent Recruitment | Recruitment Adelaide | Recruitment Agency Adelaide | Recruitment Agency Melbourne | Recruitment Agency Sydney | Recruitment Melbourne | Recruitment Sydney | Temporary Recruitment | Temps |

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