In network marketing there really are two components that you need to create a big business. The first is sponsoring new people into your business. There are a ton of systems and ways to do this which I am not going to discuss in this article. It is something that I'll discuss later and there is a ton of articles and websites that can help you with this. The second is leadership. Getting people in your business is necessary, but you need to help them achieve their goals, achieve their success, or they will leave and you will not have a business. That is why I wrote this article. Leadership in network marketing is about stabilizing and maintaining your business. Without it your business will crumble.It is important for you to understand the significance of the Network Marketing / MLM business model. It is unique and each organization's structure is unique as well. That in itself is extremely important to the leadership of your organization. Knowing how your organization's structure is set will allow you to position and identify the leaders within your business. By positioning and developing leaders, your business will grow and you will meet with success.
So, why should you develop leaders? Why not just sit back and watch the money roll in? Is not that what Network Marketing and MLM is about, easy money? I can honestly answer that from years of experience; if you want to make significant money, developing leaders is everything! It is paramount! You're business will not grow or become stable without good leaders at the head of their business groups. You will not achieve success, or at least the level of success that you seek without leaders. You can not do everything and you can not be everything to everyone. You need help and that is where your leaders come in.
If you want to really establish a great residual income from your business you need to spend a lot of time and effort to develop the leaders within your business. It is through leadership that duplication takes place. You, as the head of your business unit, must duplicate yourself, in a sense, with the people in your organization that you've identified as leaders. They then will know what you know, and more importantly, do what you do. This is where the big money is found. This is how you establish residual income and create that life that you've dreamed of.
The most important part, in my opinion, of why you should develop leaders is, to help others achieve success. Why hoard your knowledge and experience? When you die, it will die with you. You do not get to take it. Spread what you've learned, share it with others, help them succeed, and create a legacy for you. I want to impact as many lives a possible in a positive way and the best way to do that is through developing leaders. They then can go and lead other groups and develop their own leaders. This is where the real joy and success comes from, sharing your knowledge, mentoring others, and helping them achieve their wildest dreams!
In my next article I will discuss leadership qualities and how to develop them, so stay tuned. But I want to give you a bit of a head start. Leadership starts and ends with you. You need to take time to develop yourself and grow to become a good leader. Here's where I started. I read. I read a lot of leadership development books. This is where I suggest you start. Second, I spend time with my mentors. I talk to them and study what they do in order to get the skills I need to share with others. Make time to do both of these things and you will notice changes occurring in yourself and your organization.
So study, stay tuned for the next installation and go and grow!
What if we put charismatic leadership versus transformational leadership?
These two leadership styles actually have a lot in common. Both of them rely on influence and friendship. The leaders in both of these styles have a penchant for involving individuals in the organization for the purpose of achieving organizational goals. Both of these styles of leadership have the aim of achieving the vision and goals of the organization.
The charismatic leader tends to rely on his popularity. One of the usual manifestations of this is in the political realm. Do you ever remember Arnold Schwarzenegger? He is an amazing bodybuilder from Austria who became a popular action movie star. He made a lot of popular films including The Terminator trilogy and Total Recall among others. He became extremely popular. That is why when he ran as Governor of the state of California, he won by an overwhelming majority.
But then, charismatic leadership is not enough. The leader should display the characteristics of a good leader. This includes connecting with the followers and learning about their needs and their concerns. When the leader learns about these needs and concerns, he has to do something to tend to them.
Charismatic leadership, to a certain degree, relies on an extrovert leader. He or she can easily relate to people and even connect with them at a deeper level. Introverts, though, can also become charismatic leaders, especially, if they are beloved by their followers. They often keep with them a set of trusted followers who act as liaisons. This way, they also build their reputation.
But this kind of leadership can be easily abused. What if somebody popular comes along and takes the organization away from its vision and mission?
The result would be confusion and conflict in the organization. While conflict may sometimes be good in the organization, divisive conflicts may be the most painful ones to go through because the end result is not creativity but division.
This is where transformational leadership comes in. In this case, a person using this style has to influence his followers and subordinates to make important changes in their practices and in their lives. The end result is better life for the followers and better health for the organization.
We shouldn’t be putting charismatic leadership vs transformational leadership because these two styles actually complement each other. The leader has to choose how to balance these two styles of leadership in the workplace.
A transformational leader is the opposite of a transactional leader. A transformational leader is one who motivates his team by inspiring loyalty and confidence in them. He takes the operations of the team to greater heights by working on the units that run the operations- people.
A transformational leader works his team through inspiration and persuasion. Rather than using the carrot-and-stick method of motivation, the transformational leader chooses to persuade his team to follow him via inspiring the team to gain confidence in him and themselves, allowing them to willingly commit to his cause and stand by him. This is often seen in charismatic war heroes in the movies such as Alexander the Great or Aaragon from the Lord of the Rings who yell an empowering war cry after a heartwarming speech and lead their men into battle. Besides requiring charisma and persuasion skills, transformational leadership also often requires the leader or manager to lead by example. It is through their action that they touch the hearts of their followers, and it is the strength of this faith that they create that makes their follower hold firm and loyal in the face of adversity.
A transformational leader is far sighted in terms of operations. Rather than being too caught up in the day-to-day affairs, the transformational leader looks beyond to concern himself with larger issues such as team dynamics, visioning, goals setting and people development.
People development in particular. A transformational leader is always concerned with developing his team. He looks at tasks as opportunities to develop his team members rather than as jobs for them to complete. He sees the development and growth of each and every team member as his obligation and will go out of his way to ensure that they are always in the process of growth and learning.
This also makes transformational leadership process oriented. As a transformational leader is more focused on development rather than results, he would place a much larger emphasis on a value-added process rather than a good outcome. This mean to say, a transformational leader would rather put a weak member for the job, knowing that it would be a beneficial experience for him but may be detrimental to the results, and not put a top player for the job, knowing that it’ll produce the best results but not really benefit him.
Many famous politicians are transformational leaders. Via the skill of persuasion, they have united nations and inspired faith. Examples include Winston Churchill and ‘V for victory’, President Obama and ‘Hope we can belief in’. War leaders may also have to be transformational in nature as it requires strong commitment and loyalty to be inspired in soldiers to have them pick up their arms to fight even in the face of death.
INTER OLYMPIC gold medalist Picabo Street said, “To uncover your true potential you must first find your own limits and then you have to have the courage to blow past them.”
We do not come to our potential without struggle. Most of life is not under our control, but that’s where our opportunity lies.
Courage can push us beyond our imagined limits. Courage leads to the persistence required to practice consistently to a desired end.
The most common fear leader’s face is the fear of failure. You will face moments when you want to back down because everything inside of you says, “Don’t take the risk.” It is in those moments that your decision to hold back or jump will determine the defining moments of your life. When we look back over our lives, the extraordinary moments, the turning points in our lives required pushing through the fear. Our potential is just beyond our fear.
Courage requires clarity, energy, direction, and action. Courage means taking the first step into the unknown that begins the process to a positive, desired end. When we demonstrate courage, we open the doors to other virtues like humility, kindness, patience, and persistence. All require courage.
Courage is contagious. Billy Graham said, “When a brave man takes a stand, the spines of others are stiffened.” If we, as Street said, have the courage to blow past our own limits and step into a new place, we will encourage others to do the same. People feel our courage and will, in time model courage in their own lives. We owe it to those we lead to face uncertainty and the accompanying risks and blow past them.
From Black Monday 1987, Enron in 2001, and the financial crisis of 2008; business ethics have come to the forefront of everyday conversation. It is fair to say that our financial and cooperate institutions are not the only segments in the society to experience scandals. Nonetheless, due to the exploitation of natural resources, food shortages, poverty, pandemics, pollution, and terrorism; a number of growing experts view these dilemmas as contributing to the ethical decline of our business establishments. The past and current scandals in our business world legitimize this view. Many believe that our preoccupation with success and wealth bolsters this argument. Our nation’s current financial situation raises strong questions about business morality, in particular ethical leadership. In pertaining to ethical leadership thought and development, relative theories or models should be placed in perspective. According to some researchers, ethical leadership literature focuses on the philosophies of virtue ethics and deontology over consequential-ism (Knights and O’Leary, 2006). Consequential-ist theories (i.e. egoism, applying morality for personal gain; and utilitarianism, happiness of the greatest number is the greater good) fundamental aspects are the acts of ‘right and wrong’; and pleasure is ‘good’ and pain is ‘evil’. These cause and effect ideologies can appear to be ‘one-dimensional’ and redundant in achieving its results. In contrast; rights-based ethics such as deontology promotes fairness, equality, truthfulness, and freedom.
However, deontology could be multifarious and cumbersome for most business models. Some may argue that rights-based ethics in the work-place would produce constant deliberations about policies and regulations which could eventually impede the function and purpose of the organization (Knights and O’Leary). However, impulsive compliance to bureaucratized morality can desensitize our moral judgment. In other words, moral dilemmas are needed when confronted with questionable practices in the work place. One consideration for leadership is to incorporate what is called ‘virtue-ethics that espouse compassion and honesty. Different from the right-based model, virtue-ethics focus on developing the character of an individual rather than focusing on the act. Subsequently, contingent and situational leaderships are seen as more psychological and independent. In basic terms, situational leadership involves an individual’s personality or external factors where as contingency leadership matches the appropriate trait(s) for a specific condition. Yet, more and more experts are looking for collective approaches to lead because there is no superior way of leadership. Collaborative and value-based models appear more complementary than controlling and outcomes-based paradigms. Moreover, when combining virtue ethics, deontology, and consequential-ism; an effective communication and incentive system should be put in place to further promote ethical behavior (Whetstone, 2001;Trevino et al., 2003; ctd in Knights & O’Leary, 2006). Philosophers such as Aristotle and Thomas Aquinas view the virtue of responsibility and appropriate conduct and obligations towards others in high regard.
However, we have to loosen our preoccupation with self and prioritize social affirmation and endorsements of economic and symbolic images. Greed and vainglory typically supplant ethical accountability. More to do with judgment than character, ethics present who we are in relation to others (Knights & O’Leary, 2006). In order to coexist, we have to be responsible for ourselves to others. Social order requires rules and restraints. In context, ethics of responsibility can certainly be applied to the Servant Leadership Theory which may be equated with the philosophies of Jesus and Gandhi. The Servant Leadership Theory identifies 10 characteristics of servant leaders: listening empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of others, and community building (Parris & Peachey, 2013). Leading by example, the servant tends to the needs of others. Subsequently, introduced by Robert K. Greenleaf in 1970, writers such as Ken Blanchard and Larry Spears adopted his philosophy and incorporated into other leadership theories such as Situational Leadership (www.situational.com), 2010. Servant Leaders see themselves as compassionate communicators who are system thinkers that do not believe in a chain of command. Instead, their emphasis is on personal commitment, ethics, trust, and collaboration for organizational growth through teamwork.
An extension of the Servant Leaders’ collective or team principle is described in Mendez’s (2009) research that analyzed collective leadership. This author explained two facets of this leadership style; ‘Leadership Sharedness’ and ‘Leadership Distribution’. Leadership Sharedness joint vision of the team is defined by all members. This approach enables members to challenge questionable established patterns and ideas and also to propose new solutions to old problems. In Leadership Distribution, Mendez states… “a team will exhibit high distribution when the team relies on one member to establish the team’s vision, on another to develop specific objectives and establish procedures and routines, and on a third one to solve conflict among team members and make sure the ideas of all members are being listened to”. Others agree with Mendez collective model of leadership. In order to create an atmosphere of collaboration, leaders must ascertain what the group needs concerning work-related tasks, forming mutual relationships, and building a common purpose (Kouzes & Posner, 2007). Both the Servant Leader and the Collective/Team approach incorporate fundamental ethical characteristics and methods similarly with transformational leadership. In essence, Kouzes and Posner define transformational leadership as the infusion of peoples’ energies into strategies. According to these authors, the main distinctions between transformational and transactional leadership are that the goals and purposes are related, but separate. Transactional leadership has been called ‘managerial leadership’ that incorporates motivation and appealing to followers’ self-interests. The transactional approach concentrates on the role of supervision, organization, and group performance. Finally, future leadership models should be universally pliable; or, a compilation of theories that allow for flexibility and compatibility. This allows fulfilling new niches of organizational designs and consumer needs.
Knights, D. & O’Leary, M. (2006). Leadership, Ethics and Responsibility to the Other. Journal of Business Ethics. 67(2), p. 125-137.
Kouzes, J. M. & Posner, B. Z. (2007). The Leadership Challenge. 4th ed. Jossey-Bass; San Francisco, CA
Mendez, M. J. (2009). A Closer Look Into Collective Leadership: Is Leadership Shared or Distributed? Dissertation, New Mexico State University; 131 pgs.
Parris, D. L. & Peachey, J. W. (2013). A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts. Journal of Business Ethics, Vol. 113, No. 3 (March 2013), pp. 377-393
Many people think that management and leadership go hand in hand automatically. But just because you are a manager does not mean that you are a leader. Many management techniques are being thrown out the window in favor of leadership skills. But making the transition between manager and leader can be difficult for some. The best way to become an effective leader is by creating a personal leadership development plan.
The first thing that you need to do to create a personal leadership development plan is to understand the difference between management and leadership. While some do not see the difference, others cannot explain it. Quite simply, management is something that you do. It is a career. Leadership is having strength and courage in your convictions, and the ability to see those convictions manifest in reality.
So what are your convictions? You may think that you know what you believe in, but it is important to take a step back and actually list your beliefs and values. There are many assessments available that can help you do this. This important step in creating a personal leadership development plan will likely teach you things about yourself that you yourself did not realize were true. It may seem like a waste of time, but until you know what your convictions are, you cannot manifest them in reality through effective leadership.
Once you have a clear understanding of your convictions, you need to apply them to your organization. Do not look at numbers and people. Look at the overall purpose and mission of the company. Then, narrow your view to your team, and finally yourself. If you do not see your values and beliefs reflected in your actions, the actions of your team, and the actions of the company, then your work is cut out for you.
When creating your personal leadership development plan, first outline your beliefs, ethics, and values. Then, outline the ways that those beliefs, ethics, and values show in your actions within the organization. Are there ways that you need to improve? What support does your team need to obtain personal and organizational success that you have failed to give them? After all, their success is your success. Write down all of your thoughts and ideas for manifesting your convictions in the reality of your team and organization. This is the bare bones of your personal leadership development plan.
Next, do your homework. Talk to your employees, team members, customers, and suppliers to learn what more you can do or be that will assist you in manifesting your convictions and your personal leadership development plan. Sit back and listen to the ideas and feelings of others. This is the only way that you can learn from other perspectives what is needed for organizational or team success. Until you are aware of the changes that need to be made, you will not be able to make any changes for the common good of the organization and your employees.
Remember that while you may be able to affect change in your own small part of the world, the organization as a whole may not reflect your convictions any time soon. Change within large corporations is either very slow or nonexistent. Watch for signs that your personal leadership development plan is making a difference in your immediate environment.