Inspirational Leadership

Last week while meeting with the CEO of an organization, the importance of inspirational leadership became crystal clear once again.

This person, whose responsibilities include running company with a billion plus in sales, didn't speak much about  P and L statements.  He did not speak at all about himself.  In listening to him, if you didn't know he is a CEO, you'd probably swear that he is a Human Resources manager...and an excellent one at that.  He sees people as his primary business, not selling or making things.

He is passionate about the people in the organization that he leads.  He is passionate about his company's Core Values, against which ALL business decisions are measured.  He rejoices in giving those who work for him the ability to dream big.  He has reminders in his office of the importance of child-like creativity.

He inspires his team members.

It is very common for team members in this organization to be with the company 20 years or more.  They have succeeded in a tough economy while their competition has floundered.

The "blogosphere" recently had a post from a likely well- intentioned leadership guru who proclaimed that this economy demands tough, authoritarian style leadership...no time to be "touchy-feely" in this economy was the message.

Can authoritarian leaders get results?  Sure...short term.  Leaders who inspire versus dictate get lasting results.  The fact is that there are almost never any reasons to use authoritarian leadership as a primary business strategy.  It is a recipe for resentment, disengagement, burn-out, and turn-over.  Even in this economy. 

Inspirational leadership takes courage, discipline, and taking our egos out of the equation.

Spending a half hour last week with that inspiring CEO was moving to say the least.  It was a clear reminder of why what we at Dale Carnegie do is so important.  We develop inspiring leaders and we have been doing so for 97 years.

When we inspire, we get lasting results.

Your Sucess Stories

Your success stories are important!  Post your Dale Carnegie program related success stories here and become eligible for a monthly drawing for a Dale Carnegie related prize.

More posts = more chances to win!

Drawings will be held on the last business day of each month at 5 PM Eastern Time.  Winner will be chosen at random based on posts in a given month.

Stories must be related to Delaware, Philadelphia, Allentown, Pottsville, Reading, Stroudsburg, Willow Grove, or King of Prussia Dale Carnegie programs.

Employees First, Customers Second

Some organinizations have made an important discovery.  Given a choice between a primary focus on customers and employees, they have decided to emphasize a culture of employees first.

This means that in word and deed, the organizational strategy centers on ways to inspire loyalty, identify, develop and nuture talent, and an environment that recognizes and rewards results.  Organizations that have adopted this business model are full of stories of managers and executives who are highly proficient at human relations skills...sometimes at the expense of technical knowledge.

A good question to ask is what is better for business results...technical knowledge or the ability to effectively work with and inspire others?  Paraphrasing Jim Collins from Good to Great, first who, then what, meaning what is better for long term success...team members who are highly skilled in technical areas/processes, or team members that are well versed in motivating others by inspiring others?

What happens when things change and specific technical knowledge is no longer needed?  ...Or when customer demographics change?  Employees who are engaged and appreciated will want to help.

When organizations focus on developing "people skills" strengths of team members AND focusing on employees first, customer satisfaction and repeat business follows.