How Magnetic Are You as A Leader Solution

How Magnetic Are You as A Leader?

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How Magnetic Are You as A Leader?

It’s not simply about persuading others to believe in your vision and follow you. To be a great leader today, you must grasp servant leadership concepts, which include concentrating on the people on your team and encouraging and assisting each individual to reach their full potential. You will only become a genuinely magnetic leader if you let go of your ego and learn to lead with your heart.

Magnetic leaders inspire and motivate people to improve, grow, and be the greatest version of themselves, resulting in success for the leader, their team, and the company. Everyone wins when you become such a leader – it’s a win-win situation, and people will seek you out and want to follow you because you give value to them.

Don’t limit yourself to teaching them how to fish. How Magnetic Are You as A Leader?

You’ve probably heard the phrase, “Give a man a fish, and he’ll eat for a day; teach a guy to fish, and he’ll eat for a lifetime,” but if you want to be a successful magnetic leader, you need to take it a step further and teach them how to fish.

Great leadership entails a lot more than just managing people and getting things done. Sure, being a good manager, teaching others to fish, and getting the work done can help you succeed, but think what you might do with the help of others.

When you induct a new team member, it’s critical that you educate them how to execute their job, including the processes and procedures, so they may succeed. When you teach someone to fish, though, you are assisting them in becoming better people. It’s servant leadership when you assist people solve problems, encourage them, and teach them to develop a

good mindset. Servant leadership is when you help someone enhance a personal attribute that will benefit them in all aspects of their life, such as people skills. How Magnetic Are You as A Leader?

Many managers and executives, I’ve discovered, do not have a service attitude. Before they offer any more growth, they want their employees to pursue their own development, be proactive, and exhibit initiative. Many of my executive coaching clients started out with this perspective, assuming that just educating the individual to execute the job they were recruited

for was enough. And they believe that if they do anything more for them, the employee will become overly proficient and will depart for another job before they get a return on their investment.

How Magnetic Are You as A Leader?

Sure, serving and developing your people in areas other than their core job skills is more difficult and time consuming, but as all of my executive coaching clients can attest, it is well worth the investment, and they are reaping the benefits of loyal, highly motivated employees as well as much higher long-term dividends.

People development is a long-term approach.

While training your employees the fundamentals of their job is generally simple and quick, growing them as a full person necessitates change, which takes time. Why? Because a person’s core demands transformation – not only their abilities, but their beliefs, values and attitudes as well – and that type of change cannot be hastened.

Serving and growing my personnel has been a top priority in all of my jobs throughout my career. As a certified coach, I naturally conducted part of it one-on-one. However, in every leadership role I’ve held, I’ve set aside funds to send employees on training and personal development courses, as well as coaching and mentoring over time.

In addition, I urged them to share their knowledge, both written and verbally, on issues that would help them improve as leaders on a monthly basis. My management team and I recently spent a portion of our fortnightly managers meeting to examining a chapter of a leadership book and discussed how we might implement the knowledge in our daily work.

Between sessions, I would frequently organize exercises, deliver a lesson, or assign homework. Essentially, I used my own abilities, strengths, and passions to give the growth moments a personal touch.

Did the executives take part? Absolutely. How Magnetic Are You as A Leader?

How did they react to it? Almost always, but not always.How Magnetic Are You as A Leader?

Did they understand the need of constant and never-ending improvement? Yes, of course.

Was I going out on a limb and exposing myself to risk? Indeed. How Magnetic Are You as A Leader?

Was I, however, improving and developing myself in the process? Definitely.

To develop your employees, you must be willing to continue to improve yourself.

So, how are you going to serve and value your employees?

How Magnetic Are You as A Leader?

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How Magnetic Are You as A Leader?

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