Leadership Skills: Improve your communication, accountability, & execution. | Felipe Yanez | Skillshare

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Leadership Skills: Improve your communication, accountability, & execution.

teacher avatar Felipe Yanez, Confidence & Social Skills Coach

Watch this class and thousands more

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

38 Lessons (1h 23m)
    • 1. Welcome to the Course & Overview

      1:53
    • 2. Avoid the Top Issues with Leadership

      3:20
    • 3. Create a Vision

      1:31
    • 4. Keep Your Vision & Mission

      1:14
    • 5. Find Your Purpose

      4:22
    • 6. Hire with Vision

      1:37
    • 7. Section 1: Leadership Audio STORY

      3:19
    • 8. Take Absolute Responsibility

      1:08
    • 9. Set an Example of Absolute Responsibility

      1:55
    • 10. Have Humility & Courage

      2:30
    • 11. Be Decisive

      2:15
    • 12. Build Leadership Habits

      2:29
    • 13. Section 2: Leadership Audio STORY

      4:53
    • 14. Executing Your Vision

      0:36
    • 15. Executing Your Vision for Entrepreneurs

      1:00
    • 16. Pitfalls of Execution

      2:04
    • 17. Master Your ONE Thing

      1:42
    • 18. Discover and Prioritize Your ONE Thing

      1:57
    • 19. Your Purpose & Your ONE Thing

      1:00
    • 20. Ask Yourself this Question

      1:42
    • 21. Get Focused

      1:31
    • 22. Keep Things Simple

      1:02
    • 23. Section 3: Leadership Audio STORY

      5:38
    • 24. Simplify Communication

      0:50
    • 25. Get Disciplined

      1:02
    • 26. Block Out Your Time

      2:19
    • 27. Avoid Pitfalls of Productivity and Leadership

      3:11
    • 28. Section 4: Leadership Audio STORY

      4:02
    • 29. Have Effective Communication

      2:20
    • 30. Understand Your Team

      1:26
    • 31. Give Your Team Autonomy

      1:08
    • 32. Grow Your Team

      1:33
    • 33. Create Synergy

      2:17
    • 34. Create Discipline Within Your Organization

      1:54
    • 35. Keep a Pulse on your Organization

      3:34
    • 36. Develop Your Game Plan

      1:15
    • 37. Section 5: Leadership Audio STORY

      3:57
    • 38. Congratulations for finishing the course!

      1:43
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About This Class

Transformational Leadership Skills for Entrepreneurs. Improve your communication, team accountability, and overall effectiveness & execution.

It’s time to level up your leadership qualities while improving your team’s communication and effectiveness.

*What is Transformational Leadership?

Transformational Leadership involves working with a team to identify needed changes. These changes are guided through inspiration, and executed synergistically with committed members of a group.

What you'll learn:

  • Become a Master in Leadership
  • Be a better boss, and run a highly effective team
  • Feel confident enough to involve employees in decision making and planning
  • Spend more time developing plans and ideas for the future
  • Motivate your employees and create high engagement and empowerment
  • Transform teams into high performing , engaged groups who are focused on continuous improvement
  • Delegate effectively to empower teams
  • Create synergy with  teams and align individual goals with those of the organization
  • Hire and place the right people in the right positions
  • Recognize the biggest pitfalls of leadership and learn how to avoid them
  • Embody the most important leadership traits and have them mirrored by your team

This course focuses on finding and defining your purpose, vision, and mission.  You’ll learn how to simplify your mission, plan for its execution, and communicate it to your team. The goal is to fully understand your  organization, your purpose and your team’s dreams and aspirations.

It is a course created to improve  communication with your team to better understand them so as to properly align them to your cause and mission.

You’ll learn the top  leadership problems and how to avoid them; including lack of a clear vision, poor execution and communication, lack of alignment, and lack of accountability. 

By the end of the course you and your team will understand how to focus on your vision and see it through to fruition. 

In addition, you’ll  be able to apply accountability to every project, team, and your overall mission as you learn how to keep a pulse on your organization. Part of this course will go over developing your top measurements of success for your organization and for each individual department if you have a larger team. 

Meet Your Teacher

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Felipe Yanez

Confidence & Social Skills Coach

Teacher

Hi, I'm Felipe. Welcome to my SkillShare profile! 

I've been in the self-development path for nearly 20 years. I focus on helping you improve your confidence and create abundance in your social, dating, financial & overall life.

My Mission is to help you find love, significance, purpose, self-confidence, and discover your limitless potential through inner transformation.

My goal is to produce the absolute best courses and help you level up your confidence. I'm very excited to show you how to hack your mindset, self-image, and habits to live a life true to you, and beyond your imagination! ;)

Thank you for taking the time to check out my profile. Check out my courses which I have created ... See full profile

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Transcripts

1. Welcome to the Course & Overview: What is going on? Guys, welcome to this course on leadership and organizational management that has everything to do with how toe really create better communication with yourself with your team in terms of your vision, in terms of creating a better execution when you're going to lay out your plan and actually create whether it's a business or whether it's a specific project that you're working on, that you want to do better at and communicated better as well as executed better in terms of your systems in terms of your communication, your leadership. Aziz. Well, as simply, um, becoming more efficient when it comes to your leadership. And so if you're here because you are, maybe you're a manager. Maybe you have your own company or you've been recently promoted, or you simply want a really create more leadership in your life, in your in your business, in your company, whatever it is. If you want to become more of a leader, this is the course for you because we're gonna be talking about everything from leadership traits to a types of leadership styles, all the way to ah, specific way of leading people that inspires them that motivates him permanently. And that is in regards to really understanding them and tapping into their not only their skills and their potential their talents, but also into their dreams in a way to inspire them. So if that's the kind of leadership that interests you, then this course is for you. And I would love for you to join this course and yeah, I'll see you in the first lesson. 2. Avoid the Top Issues with Leadership: All right. So what are the biggest issues when it comes to leadership? The number one issue is a lack of a clear vision. And knowing your why why you're involved in an organization as well as why that organization exist. That's a very, very important thing to know that we're gonna be covering in this course. Also, there is a poor execution which is in some ways related to not having a clear vision and a clear recent why you or your organization, your products, and so on exist. That is extremely important. Also, failure to communicate this mission. Failure to communicate, um, the vision and the mission as well as, um, you know, different things that enable you to create Ah, good execution when it comes to your mission. Failing to communicate that to the rest of the team, as well as lack of alignment, lack of alignment in terms of you know, what people perceive as their goals and dreams. How does that relate to the organizations, organizations, mission and vision? It said something that is completely unrelated. So they feel they're unmotivated to help accomplish that mission of the organization, or do they feel a line a line to really help the organization because inevitably, their own dreams, they're gonna be accomplished through the organization's mission and vision. There's that also, you know, is there really accountability and accountability is not just simply, are you getting reprimanded every time that you do something right or something wrong rather something wrong? Or if you are doing something right, Are you being credited for it? I don't mean just that, but also accountability in regards to do you see how you fit into the ah specific mission an overall picture of the organization and how you're actually impacting that as an individual. So again, this could be if you're coming in from a sense of ah s a manager, how do you communicate how each one of your team members is affecting the mission as well as how you're affecting it? If you're a CEO or you're an entrepreneur, that you have a the small group of people, a small team, Are you communicating how each member is actually impacting on only the bottom line in terms of revenue which that is important as well, but also how they're impacting that mission all the way from customer service to, um, you know, to ever absolutely everything marketing and so on. So there's that as well as having this goes along with, um, communication. Are you, You know, Are you giving honest feedback? Are you giving one of the biggest challenges when it comes to this is the fear of firing. So when it comes to that is, how do you give honest feedback and not on, you know, lose motivation of people if you're actually giving on this feedback as well as, um, keeping them motivated even after that. So that's another thing that that it's a big issue when it comes to leadership and organization. And so in this coming lecture, I'm gonna be talking about creating a clear vision. 3. Create a Vision: All right, let's start with the first problem. When it comes to leadership and organization, the very 1st 1 has to do with a lack of a clear vision. So if I was to step into you know, your organization or your team, could you know the 1st 3 people that I asked, could they articulate division? Clearly, obviously, the answer is no, is something You definitely have a problem. But when it comes to, um, you know the vision, it's really about coming up with a mission and having them a mission that is, you know, that you're committed to when it comes to, um, you know, creating impact to your customers or whoever you're trying to create impact for that goes beyond the self serving, um, vision that most people have. It also has to do with, um, you know, the more of a vision that you have, the more flexibility flexibility. You have to really create different products, different services as long as they align with that vision. So, for example, you know a company like like apple, they're you know, they have a specific mission and you know that they can tailored to different products and different things like that, Like a you know, the iPhone, the iPad and a whole bunch of different products because they have a specific mission. And no matter what they release, you know that you're gonna be getting an excellent product because they're perceived as an excellent company. 4. Keep Your Vision & Mission: so keeping your vision. All organizations start with the mission. That's fine and great. But not every organization keeps that mission going strong and clear year after year. So it's important to keep that mission and keep communicating that mission to your team into everyone in your organization. So the reason why that's important is because you want to keep aligned. Keep it lining not only, um, older products, services and everything to that mission and all your efforts. But you want to keep inspiring people through that mission and aligning their aspirations, their dreams and their everyday work and eat creativity unto this mission, so that you can continue to grow and inspiring them to grow within this mission, continue to compete with themselves, compete year after year to grow themselves, their skills and even their dreams more and more through this mission that they can you know, really again accomplish their individual dreams and help accomplished the organization's mission 5. Find Your Purpose: all right. So I'm very excited for this lecture because I'm gonna be talking about purpose and now purpose. It is very important because, you know, it is how you create anything when it comes to my own life. The way that I've created companies, from wine tours to coaching companies, life coaching all the way to creating events for non profits. You know, raising funds for non profits, Children's hospitals and different things like that have all have to do with purpose. And so the way to find purpose with anything or within yourself is to again, ah, line three different things or ask yourself three different questions. Now I want to talk about a concept that has to do with these three questions and aligning this stuff, which is called The Hedge on a Hedge Hock concept by Jim Collins. And so this is this'll. Constant was originally based on an ancient Greek parable, which stated the Fox knows many things, but the hedgehog knows one big thing. Business researcher consultant Jim Collins used this concept as a metaphor for business in his influential book, Good to Great. So the reasoning is so important is because you don't want to be all over the place when it comes to your skills. You don't want to be all over the place when it comes to your passion and you you don't want to be all over the place when it comes to the market and, um, having different business ideas or different markets, different niches you want to be focused so as yourself, What are you the best? That and whatever it is that you could excel to be the best or one of the best in the world as yourself. What are you most passionate about? What do you love doing the most? Maybe you're already doing it in your everyday life. So again, if you're starting out, you know you're going to start a business. Or even if you're trying to find passion again in whatever organization you're working with or four, then this could. Questions in this concept can really work for you to ignite your own purpose within what you're doing as well as you could do these questions when it comes to your own employees team and so on. The third thing is what drives your economic engine. In other words, what is it within those two questions where there is an opportunity for monetary game. So, in other words, is there a need in the market for your skills and your passion? Whatever it may be? Is there a specific please where they were it alliance that you can actually make an impact and bring revenue to you based on your passion, your skills and so on? So an example of this is so. I've been doing coaching for almost a year now. One of the biggest one of my biggest passions is socializing. I also like the idea of teaching dating. I also like the idea of lucid dreaming and so on and so on. So they're all very much equally passionate about their old. I've already, you know, business as well. That would be another one. More really passionate about all of them. Most passionate about, though, is socializing and lucid dreaming. That's really some of the topics that I've been passionate about since I was a teenager. So it just so happens that one of the most popular videos that I've released on YouTube was a lucid, dreaming video in Spanish. So again, something that I'm very passionate about, something that I've been doing for a long time and have a lot of knowledge around and something where there's a need in the market again, it could be discoverable. So for me, I'm moving into, you know, lucid dreaming and this kind of topic, because I know there's a need from again. From what I've released and everything, they're likely there's a need in foreign in the Spanish market for it. So that is the way that you begin to discover your purpose and how it fits into actually making money from it. And I'm grading impact based on something your get out and something you're passionate about. So that's an example of how to use the hedgehog concept. 6. Hire with Vision: all right, so in this lecture, I want to talk about aligning your vision when hiring. So when employees belong, they will guarantee success for your organization. In other words, they won't be working hard and finding innovative solutions to accomplish your mission. They will be doing it for themselves because they will see the rewards for themselves. They will see how they will grow in skills and as well as accomplished their dreams through accomplishing that vision. And so the goal is that it's to hire those who are already passionate about your vision, your purpose, your costs or your belief and who have the attitude that fits your culture. Once that is established, only then should their skills be considered, and also their experience be valued. So more than anything, is that aligning. First of all, second bone is their skill set, you know, pertaining to that as well. But more importantly, are they already aligned with the company's vision or your organization's vision? Great companies do not higher skill people and motivate them. That's not what happens. They hire already motivated people and inspire them. Companies with a strong sense of their vision are able to inspire their employees. Such employees are more productive and innovative, creative, and the feeling they bring to work attracts other people that are eager to work there as well. It creates an automatic enriching culture. 7. Section 1: Leadership Audio STORY: back in 2014 um, had had this idea of creating some kind of ah tour endeavor, whether it would be maybe some kind of a bar crawl or something like that. Well, unbeknownst to me, there were some wineries in downtown Denver. So I happen. Teoh come across one of them and the idea to do some kind of a wine tour sparked up It was , um, kind of Ah, very much a new idea that happened from thinking. Well, I might not be the only person that doesn't know There's weiners here in Denver and so that was really the case. So my mission became in the beginning to spread the word about the great wineries in Denver . I started discovering more and more, and the planning began on Hajto, maybe make this tour happen later it became, you know, I started finding the different wineries. I discovered that, you know, my original idea, which was to do a walking tour, was not gonna happen. So it would have to be some kind of transportation involved in the whole thing. So as the idea continue to develop more and more, it became the mission became to give the best experience that Denver had to offer to explore the city or to celebrate any special occasion. And, in fact, that became our slogan and became, um, you know, the best way to enjoy Denver and celebrate any special occasion. So that became our slogan. That was her mission. So I wanted to create a day of luxury, tantalizing food and wine that was unknown in Denver. That only would they know that there is wine and good one at that in Denver, but that but that this would be an incredible experience that would top any other experience beyond wine. It would be a high end experience that most people in Denver might not have experience when it came to wine. That is what my team and I became focused on. So I started with, you know, completely. It did not start out like that. It could started with a friend's car than a small Mercedes vehicle, and I began to create relationships with wineries to make guests feel at home. I hired the best tour guides and basically lined up everything possible to give this the only high end incredible experience but amazing service. So I had to hire, you know, to realize that their value systems were in line with mine and the mission off, creating an incredible experience for guest as well as what's a call, as well as really connecting with the best wineries in Denver and building relationships so that when we would show up, they would treat us as if we were family or friends, something like that. So that's the experience that we created and, um, a king from, Ah, really ah, mission of delivering the best service and the best experience in Denver. 8. Take Absolute Responsibility: all right. Going onto section two about leadership trades. The number one leadership trade you wanna have and you won your team to embody is absolute responsibility. Now, when you're talking about absolute responsibility, it means not only taking responsibility for your actions and how you directly impact a certain project, assert admission or your organization, but also everything that happens around you. So as a leader, especially if you are high or top level leader, CEO or, um, you know, a very high level leader. You want to take responsibility for absolutely everything. And at the same time you wanna be, um, putting yourself first in regards to where everything could go wrong. You want to be. You know, I guess taking responsibility for that in and taking the fire for that. A supposed to throwing your team under the bus, if you will. So that's number one 9. Set an Example of Absolute Responsibility: So the second thing is really to help your team and body this concept off, taking absolute responsibility for everything that happens now. What this means is you're not necessarily putting blame on yourself. Necessarily which that might be the case in certain ways but more importantly, is seen everything as enlarging their sphere of influence. And taking responsibility means simply taking control. So, for example, let's say something goes wrong with customer with a customer service issue. Or let's say that, for example, for me, if in my winter company the reservation team drops the bomb, how can they track it back to me in regards to how I communicated procedures, anything that I said in place where I was responsible for? Because ultimately that responsibility does lie on the CEO, and it does lie in the high level leadership team. But in a culture where you are teaching your whole team in your whole organization to take absolute responsibility, even junior level leaders or even other employees like that are gonna be taking responsibility for everything, even the high level decisions, because again you begin to see how you can affect the organization at a much larger scale then most of us would think on. So in this way people begin to take responsibility. So when you begin to set the example the precedent that you are taking responsibility for, things that might be outside of your spirit, a sphere of influence in most cases, then you can actually begin to teach that onto your team as well. 10. Have Humility & Courage: all right. The next straight s a leader you want embody is humility and courage. So when it comes to that, I say have mentioned, you want to take absolute responsibility, especially when things are going wrong. And on the other side, when things were going well, you know, you definitely want to give credit to your team because this is not about your ego. You have to remove your ego from the equation and from the organization. So as you do this, give more credit. Whenever, whenever things are going well, begin to notice who is performing well and why these things are going so well. So in other words, instead of saying, Hey, the company is doing great things to me or the organization or the team or these departments doing great things to me. So on and so on, Lego that Lego of your ego. If you want that to continue, begin to give credit to people, begin to acknowledge them, begin to reward them. I'll be talking a little bit about tracking um, different metrics and rewarding your team when those metrics are or in goals are met or exceeded. But for now, the suck about acknowledgement you get. You can't acknowledge people, but you can also reward them, whether it's in a monetary way or in other ways, but begin to acknowledge them, give them credit and take less credit. In fact, take more responsibility and give more credit, and you want to set that example so that you can begin to create in August. Organization, that is, um, has less of an ego in agenda. And it's Maura about the mission. Because as soon as you begin to take more responsibility for everything that happens in your organization and begin taking less credit and giving more credit out to your to your team to organization and so on, it will be mirrored by junior leaders and other people in the organization. So that is what you want. Ultimately, you are teaching people to be this kind of way and to lead in this way as well. Ah, and that means that then the mission becomes more important than people's egos and personal personal agendas. If anything, later on, you'll be aligning, um, people's personal dreams and everything to the mission. But again, you're removing blocks. You're removing emotional mental blocks when it comes to people's performance rather than making it about their eagle. We're making it about the performance of the organization and in accomplishing a Syrian mission. 11. Be Decisive: all right, So the next street that you want to develop as a leader is to be decisive. And this is not just decisive in general. Is the size, especially among O are in the midst of chaos. So whatever things are going crazy or things were not going, it's planned. Most people look for someone to lead. Most people are not leaders, they're followers. So you want to act decisively in these? Ah, these points. So there's two things to consider When it comes to this. The first thing is, um, you need to be patient. So patients is not necessarily, ah, passive thing. It's patients to know when the right time to act might be as well as letting the dust settle, meaning not necessarily on the outside, not waiting for things to settle down, but settle inside of you, your emotions and anything that might hinder you, making proper judgment and a proper decision. The second thing is, in terms of being decisive, it also means that you know, acting or taking on making a decision, regardless of whether you have the full information or not. So make a swift decision and then come up with a plan. So most of the time, if not all the time, especially with crucial decisions, you will likely not have all the information. But you still must act and be decisive when it comes to that. You know, pretend or come from a perspective that you already have all the information required and simply begin together. That information that is already you reach when it comes to not fully knowing the full picture and then act decisively from there, come up with a plan and go from there. Um, I would say also keep a strong focus on your organization's mission and vision as you make these decisions. If you have a strong focus on that on a regular basis, then you'll be able to make decisions that are more aligned to that mission. And, ah, an impact that mission regardless, or whether you have the full information or not, or whether you know everything is going well or everything's chaotic, you'll be able to make better decisions in line with that mission. 12. Build Leadership Habits: all right, So now let's talk about how to develop leadership habits. I'm going to summarize a few of the main points and go through each one by one. So the first thing is, have ambition for the organization to excel rather than yourself. So again, always put the organization in the mission first, produce exceptional results on a sustainable basis. That's important. And again, that goes back to focus and focusing on the one thing that is the most important to create those results. Bill successors to even more to be even more successful than you. So, in other words, put your ego aside and begin to think off people, your organization that could grow larger than you in regards to your leadership in regards to their potential. So again, you want to be creating leaders that are even better than you. Take blame and give praise again. This goes back to your ego. Stop taking so much credit. It doesn't make you more likable, more trustworthy or know that kinda stuff if you're are trying to get these things but validation, trust and so on, The way to do it is to begin to give credit where credit is due and again began to take absolute ownership. So that's important. 1,000,000,000 greatness as a leader from constant action and growth rather than heroic, adds acts. So, in other words, don't think of you know your organization or your mission as a sprint. Think of it as a non going process of development, improvement and so on. So it really isn't about this, you know, event of huge magnitudes that is gonna make you an incredible leader like it is in the movies or when the hero saves, you know, the damsel in distress or when the saved the day or whatever. It's not like that you want to build it up in through continuous actions and again doing your one thing. You're number one thing, the most important thing that you need to be doing every single day to get to where you need to go, whether it is that you're leading the organization or you're just starting a company and you need to do that one thing, so that's important. And, ah, that's about it. For those those main habits. Now, let's go into into them a little bit deeper, 13. Section 2: Leadership Audio STORY: in regards to leadership traits. These have not been something that I've personally, you know, just was born with or game natural to me at all. In fact, I was I never saw myself as a leader. I felt pretty insecure growing up in high school and in college and so forth. So leadership really became more of a thing that I had to develop. Ah, through already. It's really personal development and books as well as actually taking charge and putting myself outside my comfort zone. In fact, the very first thing that I remember when it comes to putting myself outside my comfort zone is enrolling in this thing that was called The Apprentice Challenge. It was modeled after the Ah, The Apprentice, and it was done in a university Metro ST there in Denver and well, um, actually enroll because I saw that an ex girlfriend of mine had enrolled and so forth, and I was like, Well, if she can do it, that I can do it too. So how your robe and, um do you have the whole thing? I learned a lot because I learned the concepts on only of leadership, but also of detachment from outcome. Aziz, well as affirming to myself that I was going to succeed. So that was the very first time that I saw, especially as a young adult, that I saw myself being able to do things that were outside my comfort zone as well as succeeding at him. So I actually won the Apprentice challenge. I got a scholarship. I got a paid internship with a local, actually, with the company of my choice from the ones that were participating in the in the competition. Anyway, long story short. That's what sprung the whole thing off. Just kind of pushing my comfort zone and going for things that I didn't feel I could do. But I knew I would do him and do the best. Adam. Um but, um, yeah, so that was, you know, I'd be yet to take 100% ownership of my life in that way. A sigh. I'm speaking in this course about taking ownership is one of the most important things when it comes to that. Um, I did do that. I have done that when I when it comes to the wine tour business, whenever things have gone south, I usually take responsibility even when things are you know, things are obviously the faults, Burton, perhaps of the of team member or something like that, Like someone gets a a ticket. Um, you know, and all these different things are getting getting towed, bad reviews, all that kind of stuff. I see it as a signal of where can I improve that within my systems or within the organization? So that that doesn't happen again. However there are. There have been times where, um, you know that I have not done the best at this. And so, for example, there have been times where ah, reservations person drops the ball, the reservation, dusting. There's miscommunication or it doesn't get taken care of. And then we have a problem. The day of the restoration, for example, might be that we don't take care of a couple people, so we have to scramble to work at it and so forth. You know, in those instances, there have been times where I haven't taken responsibility as the owner of the company, which I should have another mean publicly. But I'm talking about within the team a supposed to just saying OK, you know, just letting the team member take responsibility, which in certain cases it was a responsibility. But again, it's up to me to make sure that that doesn't happen. Ultimately, that lies with leader that lies with the owner and so forth. So, um, those times I could, you know, really use those opportunities to make an even more loyal team by even taking responsibility for things that they might even they completely feel that it was their fault or their responsibility to take care of those would have been great opportunities to girl the loyalty as well as the, um, what's it called them? Just improving, improving certain systems and so forth. A swell as the morale of the team. Um, in addition to that, yeah, of course. You know there's certain things that keeps happening over and over. Then they're certain measures you have to take when it comes to that for, um, whether it's, you know, removing a team member and putting someone there or something like that. But otherwise it's important to take responsibility, and they have been tense where I haven't that I could have and grown the team even more 14. Executing Your Vision: Alright, guys. So welcome to this section about execution and your mission. Now there are great leaders there, great visionaries. But not every leader is a great executioner, meaning that they can lay out a plan executed to perfection. The details and everything. In fact, many times gray visionaries are poor execute. Er So you wanna have someone that not only knows the why and knows how to create agree vision, but someone that can execute that vision as well. 15. Executing Your Vision for Entrepreneurs: Okay, So, for example, for entrepreneurs, let's say you're just barely starting out. You don't have a team yet. The really the execution might just be simply figuring out what exactly you're gonna be doing from day to day that will have the greatest impact on your mission and on your vision . So that might be something along the lines of. All right, what's gonna create was gonna bring customers the most or what's gonna bring in the most revenue, Or what's gonna have the biggest impact to your customers, get better reviews and so on and so on. So whatever those things that you're measuring and you're keeping track of that are the most important, we're gonna be talking about that as well. You simply want to figure out what the day today executions or consistent task and habits that you need to do might be so again. That's if you are simply working on your own and starting your own business. Ah, that would be the thing to really keep into account as you are executing your your vision 16. Pitfalls of Execution: all right now, in regards to executing your mission, the biggest reasons why people fail to do that or poorly execute is because they don't follow their own plan with discipline. So, in other words, you know you lose. Not only do you lose track of your vision, but you lose track of the things that matter the most, every single date. So once you figure out what the number one thing is that really will create the biggest impact for your organization for your customers or whatever your goal is, then you do it. The first thing in the morning every single day and that goes for your team is, well, the second thing eyes they, you know, you fail to keep score on what matters so again, anything that's measured, anything that is, you know, you keep a post on will improve. So everything that is measure will continue to be improve and grow and so on. So that's important. The other reason what people execute poorly is they don't have the right people in the right jobs to make it happen. So let's say you have a team already. If you are not aligning, not only you know the passions, their values to the organization, but also their skills and all that into specific task specific positions and jobs than that will create. Um, you know, turmoil and poor execution. So that's a very important one. But great execution really encompasses these three aspects, and you want to keep this in mind as you begin to execute your vision on a day to day basis its simplicity? Absolutely. You also, you must actually take responsibility for everything that happens. And that goes for your team as well that you want, really have them mirror that as well, having absolute responsibility for everything that happens even for things that might not seem that they're your fault, if you will. Ah, and clear measurements again, Measuring everything is very, very important. 17. Master Your ONE Thing: as a final note I want to talk about Really? Um, you know how to really define the process of creating, you know, the how to to your vision and mission. So you wanna adopt a mindset of seeking to master your very one thing that will impact the most your organization, your customers and everything and the thing that's going to really create a domino effect to making anything else that you thought you needed to do either. Um, what's it called? Not necessary or simply it will take care of itself. So that one thing is actually a concept that comes from the book. The one thing, and so you want you want to really master that one thing? Second, you must continue sick. Seek the best waste to do things to achieve your one thing, the best processes and measure Their success is to completely or to continually improve your execution of that one thing and that last you must be willing to be held accountable to doing everything you can to achieve your one thing every single day, and that's it. That is what you do. So those are the things that you are responsible for But you also want, um, again have your your stab, your team and your co workers mirror this type of, um philosophy. So again, especially your if you're leading a team, you want them to really take absolute responsibility for everything that happens as well as know there one thing and how it impacts the mission off the organization. 18. Discover and Prioritize Your ONE Thing: all right. So as you gain an idea of what your one thing is and again, you really want to narrow it down to Okay, so you're one thing might be calling Ah, cold calling. Or it might be messaging people for two bringing clients, whatever your one thing is that's gonna make your business not only survive but thrive and keep growing. Whatever is going to create more opportunities for your organisation, your company and that sort of thing. Um, you want to do it, you know, right away. First thing in the morning. And the same goes for your team. S o what drives you want to ask yourself what drives your economic engine or the top priority for this vision? Again? If you're working for a non profit or if you know you're doing some sort of other kind of leadership thing that might not be monetary, you might be something else. So figure that out. Um, if the company is working at or the organisers working at the intersection of all three questions again has to do with passion has to do with, you know, being the best. What is your best skill set? You are the organization's What is your competitive advantage of you? Will? Ah, and in an area where money can be created or whatever it is that you're trying to impact or create. So if it's working with those three interceptions from the Hedge Hawk concept, then likely it's gonna be successful. So again, keep focus on that and maintain it on a day to day basis. You're only better in the processes of how you execute your one thing and how you bring about the your vision. But you're not really changing your vision, and you're not really changing your purpose or that focus in that. What's a calling? That intersection of those three questions of you will? What's your passion? You know, what are you good at? And what is the need in the market? So that so that kind of things that you want to be thinking about, um, you create this, but you want to keep it on an ongoing basis. 19. Your Purpose & Your ONE Thing : one final note on the headshot concept and having that intersection in that focus is that it takes time. It doesn't hope happen overnight, where you just, you know, in a spurt of brilliance or something like that that you just created, it's Eckstein. So don't rush it. Um, have it be developed, just kind of like your niche or anything else. Many times it's this something that you discovered, not something that you just you know, you have this idea and it pops in your head and your good, so it could be discoverable. Many attempts, majestic research, but many times it takes simply testing things out. So take your time. Uh, no. That many times, especially if you're creating a new vision or create a new company or something like that, it takes time. Teoh, perhaps discover what you're one thing is as well as where you fit in in terms of your passion, your skills in a need in the market or a need in the world 20. Ask Yourself this Question: All right, So this is an exciting lesson, because I'm gonna give you the question that I got from the book. The one thing by Gary Keller. Basically, it's How do you narrow down what you're Number one? Focus should be on a day to day basis. And how do you narrow it down to make it a priority, whether it's, you know, your business or even in your life in the area of your life that you want to narrow down in . Prioritize because you're feeling overwhelmed and you're like feeling overworked and things are not working out? Not sure, I think so. The one thing that you want toe ask yourself is, What's the one thing I can do such that by doing it, everything else will be easier or unnecessary. So really reflect on that, so that one thing that you might be thinking of doing might not be the most important one. If it is the most important one, likely all the other ones will become unnecessary, or they will just get soft automatically by doing this one thing. So think about it narrowed down. It's worth taking time to contemplate this question and figure it out. This is a question if you have a team that you want them to ask themselves and really narrow it down so that everything becomes more simplified, more focus, more efficient. And, um and really, you're not you or your team. It's not all over the place that they are hating. Um, you know, hitting a hard, if you will in terms of work and all that kinda stuff where it matters. So that's what I have to say about that. Try that question and let's go on to the next lecture. 21. Get Focused : So I want to mention that, you know, extraordinary results in my experience in the business that I've done And the things that I've worked on have come really, By narrowing down my focus, not everything is equally important. You have to know that as well. As you know, many times doing fewer things will get more accomplished. I've been in times where I've overworked myself just to feel busy. In fact, in the U. S. And many other Western countries, we have the idea of being busy and keeping keeping busy just to feel better, like we're doing something. And I certainly did that for a while. I mean, at one point when I started my business, I the wine tour business, I was working at a nonprofit working there 40 hours a week and then another 40 hours or so a week in my in my business. And I did that for about a year, almost two years. It was, you know, is crazy. And so when I jumped into my business Ah, and quit my nonprofit my role in the non profit organization, I simply continue that and continue to try to be busy and so forth on, Many says. We do that when we have a job, but when, especially when you're trying to really make an impact that you're creating a business, being busy doesn't always pay off. So again, keep focused. And it's a balance of always maintaining an overall vision. While focusing Maura Maura on your mission, that's what it's about. 22. Keep Things Simple: So whenever you're starting out, you've narrowed down where your how to is or what you're gonna be doing on and what your main thing is going to be. You want whatever plan you make for your execution, you want to keep it simple. I mean, I'm guilty of sometimes over complicating things, to be honest, but it's crucial that you keep it simple, you know, to eliminate complexities, because inevitably, things are not going to go as plan 100%. So you have to do keep it simple because there might be things that go wrong. There might be things that you need to adapt to and so on and so on. So the simpler it is, the easier it is to adapt to it. Um, and, um, and also small steps is better than over complicating it. In fact, that could allow, you know, a lot of things you know to go wrong, and you can adapt to it as well as from a very simple plan. You can expand to a more complex plan as your testing things out, so keep it simple when you're starting out 23. Section 3: Leadership Audio STORY: all right. So when it comes to execution, executing your mission and so forth Ah, great example from my own business is one of my very first employees, if not my very first employee. If I remember correctly her name Cindy, she would always go above and beyond. Always she plays. You know the reason why is because, you know, there was a null tum it mission, which again from the very beginning she was a line which was providing incredible service. And she that's just who she is and so forth. So right off the bat, i e. You know how you someone that was in line with Mission? That was first of all, great execution from that point. Second of all, I always placed myself on the line Or put my hands on the fire of you will for her, and always had her back of you will. She knew I would always support her, that our primary mission was to provide the best service and experience in number, but that I would always put her ahead when it came to protecting her when it came to being there for her so she would go above and beyond without me directing her. She would. If a customer forgot a jacket, she would go deliver it. If a tour needed modifications of the itinerary, for example, on the spot, she would consult with me. But usually she would just do it herself. She was in line with the mission. Andi would always go above and beyond. And, of course, that showed in the reviews that showed in the tips that she got away. That kind of stuff. I'm talking about 100 203 $100 worth of tips for 45 hours. So besides the payment for the tour, so it was It was that as well. I mean, there was a reward for it, but also everything from Okay, well, the vehicle needs some maintenance. Or she would take it to the to our, um, the Mercedes shop to get it making to get some maintenance on it and so forth. So this is a story of loyalty as well. To create local TV, I put in the hands, your hands on the line on the fire for here for your team and looking out for for the best interest. This was the case with another one of my rock star employees as well. Vanessa, who helped me with reservations. She helped me, streamlines the whole process. She understood that our mission in reservation was to make the process seamless and flow smoothly. Also, she had a lot of experience with customer service, which helped align her to our mission and provide the best customer service experience that we could possibly do in the reservation process, which in this scenario in this contest, it was about making it effortless for the customer. Improving the process is ah and again, making it smooth and seamless. Now, when it came to the poor execution on my part of the mission, where were we felt? Or where I felt is First of all, I did hire someone in reservations that was not the best in line. She had her best interest in mind and so on and so on. And it was never about the organization making it smoother, providing less work for her and creating Mawr impact from the customer meaning, for example, with my Rock star reservations person. She helped create processes that provided the made her job easier with less work. But she wasn't concerned about What if this reduces the amount of hours? In fact, she said, the big picture, which was very angry service in the more that we improve the processes the mawr money she could earn, the more business we could earn and so forth. Eso anyway, So that's one of the first things. The second thing where I felt that the execution of the mission and is while I did create in the beginning some great relationships with wineries, and I was the only tour guide at the time. Ah, I feel to continue to really, um, nurture those relationships with with their partners. Not only do I take full responsibility for this since I'm the owner, but I should have been engaging our partners Maurin Mawr on given them more better service . So there were, you know, three different parties that my mission was supposed to be for, and I failed with one of them. I think, um, I said should have maybe done better, which was our partners. So it was our partners, our customers and, of course, my team that I have to serve as the best. Um ah, and I think again with the partners that could have done a better job. Build those relationships even deeper because ultimately those relationships and mawr that you develop them, they're the ones that will be providing this service not only to our customers but to our tour rights as well, making their job a lot easier and so forth. And so I think that at one point I began to not be s engaged with the partners and so forth . I couldn't took on just gonna overseeing the metrics and different things, which is great. But I fail to see how this would impact as well as taking charge to really give great service to reporters. Nevertheless, a relation was great with them, but it could have been way better and handle as a sort of a customer with feedback loops, reviews from them toe to our staff. How are tour guides doing hard customers? And our tour is doing to better communicate engage with them, which was in the beginning, what I was doing that was routinely asking them how the tours were going and so forth. But at one point I did get burnout and kind of dropped the ball with the with the partners 24. Simplify Communication: So not only are you simplifying the plan, you want to simplify communication, so simplify it as much as possible. Um, you know, everyone. Let's say you have a team. Everyone should understand their role in how they impact the mission. A swell as how to do it again. Very simple. So, for example, it could be something like for my job. What's the one thing I can do to ensure that I hit my goals this week? Such that by doing it by doing everything else, will be easier or unnecessary. So again, you wanna have people contemplate this and you know we have a small team. They can kind of verbalize it to you and see. Make sure that they understand what the role is and how they will be accomplishing their own mission to help in the overall organizational mission. 25. Get Disciplined: All right, so in this lecture, I want to talk about discipline. Uh, now, discipline is really a result of have it. Yeah. It takes discipline to develop a certain habit. It takes, you know, willpower. But it has been, in my experience, that will power is limited. So you want to really focus. I won't have it at a time. And obviously the most important have it for whatever goals you're trying to achieve in your life or in your organization that goes for your team as well. So getting extraordinary results. It's really about creating a domino effect in your life or your organization. So the key is over time, success and extraordinary results are built sequentially. One thing at a time. So build whatever have is you need to build again, starting with you. Number one thing that you're trying to impact, or how you're gonna create whatever vision you're trying to create. Um, you know, do it over and over and you know sequentially it will build on itself. 26. Block Out Your Time: all right, the next thing I want to talk about, it's time blocking. So whatever it is, that's the most important things they're gonna be creating. Ah, great results in your life, in your business and your organization. You want a block time for those? So time blocking could be for reading for learning time blocking could be for you. Obviously, For one thing, in your organization Ah, your mission. And you know how we're gonna accomplish that mission? It might be in terms of vacation, rest time, time with family and those sort of things. So you want to really block time out for those things that are the most important for you? Ah, and prioritize yourself. Take care of yourself first. So develop a routine to really fill your cup of you will toe fill yourself with energy, and if you need to sleep half that, you don't make it. Make some time to sleep. If that's what you need. In order to be productive and effective in your life and you're going to see in your organization, you need social interaction. Family time again. Have that in block time out for that. But when you're doing your one thing for organization or for your business or whatever it is blood that time out, Salinger phone, whatever you need to do, don't be interrupted. Just keep on that one thing. For example, for me right now, making this video, I put all my notifications and silence. And I have, you know, an hour two hours blocked just to simply create this video's because for me right now, where I'm at to accomplish my mission a The number one thing is creating videos right now with my one tour business. The number one thing at one point has been more than anything. Really. I guess you know, having great communication with my team, whether it's my marketing team or my customer service team and so on and so on and showing them Ah, on a weekly and monthly basis, what the results have been from their efforts and, uh, and where we're going and so on and so on. So that has become the number one thing for me not necessarily creating constant for marketing as it started out. Not necessarily, um, what's it called? Ah. Managing customers requests and so forth and so forth. So again it will change your one thing as you, you know, perhaps growing organization or as you move from one position to another. 27. Avoid Pitfalls of Productivity and Leadership: All right. So just to summarize, here are the main pitfalls, Um, for productivity that you want to avoid, as well as some of the other things that I haven't mentioned yet. But our war theme mentions s. So the first thing is the inability to say no. The second thing is fear of chaos and fear of not getting things done again. Things other than your one thing another one is an environment that doesn't support your goals is always going to be a hindrance to productivity and effectiveness to accomplishing your mission and your one thing. So avoid that. Also information overload. If you're having to read a lot or having to acquire us much information as possible, it's mainly most of the time. It's due to a certain kind of fear. Of course you want to be informed before you make decisions. But a great leader acts in, you know, kind of in spite of uncertainty. And that's really kind of the lifestyle or the life and my instead of a leader, Really, because many times that's why people don't lead because they don't feel they have all the information or the few uncertainty. So they look for others to lead. So as the leader, you wanna be able to make decisions despite uncertainty and not be on information over overload. Another thing is perfection. This is basically again, a fear of messing things up or a fear of what might people think or fear of not, um, just not accomplishing things. Aziz Best. It's possible that again is also processed perfection or even bettering processes over your own. Like, for example, these videos. I've only gotten better and better at him, and I still have room for improvement and these courses. But I am not going to stop myself from creating these courses just because I am not at the level that I wish I waas or so on and so on. There always be higher, higher levels. Where you at. I'm sure you've heard of that before, but again, perfection is a hindrance of productivity, and it's a hindrance of creation. So if you want to create something, perfection is the enemy. You want to start creating, creating and improving and improving so that you could keep being better and better and potentially the best added in that specific area. That specific niche finally being busy. It sounds, you know, especially kind of like the whole idea of multitasking. It's another light that being busy is actually going to make a big difference in productivity. In fact, many times you're being busy and you're just kind of wasting time just to feel good like you're doing or accomplishing something again, as long as you accomplish your one thing good. If other things don't get accomplished. If your 3rd 4th 5th thing that you deem s important doesn't get accomplished, that's fine, in fact, and begin to eliminate things from your to do list so that you only have one or two things , and most that's it. Avoid those pitfalls and again, you want to also begin to lead your team in that way in Cannes, on again have them kind of embody these wastes of operating in the organization as well 28. Section 4: Leadership Audio STORY: when it comes to having great communication. In my own experience, it has been more on a personal level, especially with the with the tour guides, my team and so forth. Even the ones that I've outsourced, I've gotten to know them better. And since that has happened, I'm able to, um, not only be there for them and, you know, at a personal level, but as well as they are more involved in the in the business or in the organization, um, from a personal level as well, not just okay, I'm gonna do my hours and then I'm done. Um, and so everything from a reservations person that I've had for many years in the Philippines all the way to, um, what's it called to to the people that I have the tour guides here in in Denver. So an example of where communication was when I've had these meetings or these even, even what's it called the appreciation Employee appreciation events and so forth Holiday parties where you get to know, you know, their fears, a little bit more of their dreams, their passions, um, that has always helped really communicate at a personal level to get to know them better and see how I can better serve them through the organization. Also, once a month, we would have a meeting where we would go over what was working and what could be improved with the business and what was now working. This is only give you, you know, this gave information down and up the pipeline, but it also showed how each of us was accountable. And so I will be covering more on this a little bit later on. But, you know, more than anything, it was those on holiday parties. Those employees appreciation events were actually said down and maybe had a glass of wine or something with them and got to know them a little bit better, whether plans where what their goals were. And they felt they could share with me, um, without any kind of fear or anything when it comes to. Okay, well, I'm thinking of maybe we need to another job or I'm thinking off, you know, doing something else. Or I'm thinking that we should do this with the organist with the business with the wine tours, all that kind of stuff were share very openly, especially at these times, and they were crucial because we all worked remotely. Only the tour guides did the tours, obviously at the wineries, but we all worked remotely. So these were crucial times to connect, not only in terms of, uh, with each other in terms off the tourist, but emotionally and on a personal level as well. The biggest thing I would say in terms of bad communication from my side, I think I should have probably met more often than once a month, or the holiday parties or the poorly appreciation parties, because we were a team that work remotely. We had a regular, daily or even weekly report or even a get together that everyone can attend. I think that would have been getting, perhaps found, better, more consistent ways to communicate. Lastly, from my perspective, I should have been more open. Ah, about the pains of the company and were more with the team how to fix those rather than keeping them to myself at times, which not always happen, especially with the monthly meetings we I went. It was it was an open book. Type of management were open, you know, the numbers, what was going on and school disclosure basically. But anyway, this could have also inspired them to open up more and share their own aspirations. Enlightenment. And I lined them better with the company as well. So again, I think more frequency over meetings and get togethers and so on, as well as opening up mawr in regards to what I was going through with the company and so forth in regards to any pains. And he thinks that I feel that I needed to improve and green a more open communiqu, Um, in terms of communication being more open. 29. Have Effective Communication: All right, So welcome to Section five. In this section, we're gonna be talking about transformation, leadership and communication. One of the biggest pitfalls when it comes to leadership, it's lack of good communication. The biggest things that happened when it comes to communication. And the failure of it is that many times leaders are as a leader. You don't fully understand the mission. Ah, the complexity of it and how to simplify it and communicated to your team or the rest of the organization in a very simple matter. The second thing that you want to consider is do you believe it are you align with it, whether it's the overall mission of the organization or whether it's a new project and you're trying to figure out you might not even know why you're doing this project. Let's say that you are a mid level leader manager. You need to fully understand it, fully be committed to it and be aligned with it. If you don't fully understand it, if there's someone that it's above you that could explain it better, you want to really get the why behind it, because if you believe it, you'll be able to help others understand it and believe it as well and become aligned to it . Ah, the third thing that you want to really take into account when it comes to, um what to call to to really communicate better is, um, not only a lack of understanding in the mission, but a lack of understanding in your team. So you wanna begin to see people, not US opportunities or means or or ah, what's it called them or potential? Um, what's it called? Potential blocks to your goals. Rather, you want t really fully understand them and get to know them a lot better. So you can simply begin to communicate at their level, meaning their values, their belief systems and how that pertains to the mission or the project that you're doing and how it aligns to it. So you want to understand again? First of all, um, your mission and then the why and believe in it. And third of all, you want to be seeing people s people and understand them where they're coming from, so you can properly communicate with them the mission, the why and so on, and how they fit in and again in the simple matter 30. Understand Your Team: all right. So I'm very excited for this lecture because I'm gonna be speaking about how to better understand your team as well as how to give them better service so they can give better service to your customers, to other parties in your organization and so on. So the first thing you want to do is you want to interview them. So I would encourage you to interview them in a way with those main questions. Where what is your passion? Get their passion and what are their values? What are the what do they excel at, where they really get out and maybe potentially? What are some untapped skills that you, they are currently not putting forth in your organization, that my online to better accomplish your organization's mission or their objectives on a daily basis? You also want to narrow it down in terms of what? Is there one thing that they should be doing? Are they doing it every day? Are they making it a priority and so on and so on when it comes to um, where they're gonna create the biggest impact. But also you want to get to know them at a personal level. You want to get to know what their dreams are, what their aspirations are. Uh, you know, any fears they might have any concerns, But the reason why you want to get to know their dreams and everything is because you want to know how to align that with your organization and your mission in your organization. So you want to do that? 31. Give Your Team Autonomy: all right. So the next thing you want to be doing with your team is given them autonomy. Teoh execute whatever they need to do on a regular basis within specific guidelines. So when it comes to that, most people do not like to be micromanaged. So if you're communicating, um, your mission properly simply and you believe in and all that kinda stuff, people are going to get in line with it from there, you're creating procedures, whatever procedures they need to follow guidelines and that sort of thing. But make sure you give them autonomy to improve those procedures to improve their the way they execute their objectives and the way they execute their task on a daily basis to a certain degree. So don't micromanage. If you give them that autonomy, they'll become more creative and ultimately, um, feel like they have more ownership over their job over the organization's mission and so on . So that's important 32. Grow Your Team: All right, So in this lecture, I want to talk about helping your team and your staff grow. The biggest way you can help them grow is by developing the skills and their talents, definitely. But also by teaching them more and more about your organization, your business and so on to help them become great leaders as well. So you want to teach them about numbers? This is very important, and especially if you are, you know, in charge of your own company, have your team. You want to make sure that people are understanding how they're impacting numbers or specific KP ice key performance indicators. Oh, are the main numbers that are determining now this this it says. But the growth of your organization in the accomplishment of your mission. So you want to make sure they understand those numbers You want to make sure they understand the way your organization runs and the way your business runs if it's a for profit business. Ah, and so most organizations. You have people that are just simply being told what to do in that sort of thing. So in this way, when it comes to teaching your employees, your staff and your team about numbers about the organization. You're simply beginning to teach them how they're creating, also an impact on the mission and how they are tied into it. So this is very important to have them grow by teaching them business by teaching the organization and teaching them leadership. 33. Create Synergy: all right. So I'm excited because in this lecture I wouldn't talk about one of my favorite topics. When it comes to organizations and leadership, it's called synergy. I'm sure you know the words energy. It's about making several parts of a system work together to accomplish one singular goal. So when it comes to synergy, it is. Lack of alignment, I would say, is one of the biggest pitfalls when it comes to leadership. So I've been speaking a lot about aligning the dreams and the goals, missions and skills of your employees of your staff of your team into the mission and the vision of the company or the organization, um, in for it to work together. But also you wanna make sure that everything is aligned from the compensation plans to incentives all the way Teoh simply the A. D s and the everyday tasks that everyone is doing, that everything is aligned to that mission. So again, it's a very important one, because once you line up all the values as much as possible, of course, there's no such thing as perfection. But once you line up all the values, all the different goals and dreams into whatever you're trying to accomplish in your organization, through your team and so forth then and also aligning the incentives and also educating your team Well, as far as what creates impact and how they're impacting the organization. Now they're impacting some of these key performance indicators of your organization, such as great reviews, customer service, um, such as reaching, you know, a new level of cells or so and so on and so on. Then magic begins to happen. When you align all that again, they are learning their growing, Um, and they understand the mission. They understand that why they understand how they impact that. And they understand what their number one thing is when it comes to accomplishing that in hitting those numbers. So that is very important. So a lineman is important. Grating synergy with the organization is incredibly important as well. 34. Create Discipline Within Your Organization: all right. So the next thing I want to talk about is bringing discipline to your team into your organization. Eso bringing discipline to your team in the organization is all about creating the right systems again, putting people in the right place, um, the right people in the right place and ah, and creating these systems of execution as well as setting guidelines for how people are supposed to be executing these this systems, these procedures and so on. So when you begin to create systems and when you begin to create procedures for executing on, let's see the proper customer service or how to create a reservation of your business has to do with reservations or, ah, product order or whatever it is. Create certain, creating certain systems that are simple, easy to follow and that leave room for, you know, creativity and improvement is the way that you created discipline with your team as well as again taken absolute responsibility for what's happening and some of the other things I have mentioned. So that is the way that as a leader, you can be agree leader, where really you you might be there, but you might leave and within, you know, leave for a month, two months and people won't even know it is because things are so systemized and thinks are so under control. And your team understands the role in how to do it. Ah, and that sort of thing where things won't catch fire as soon as you leave in that sort of thing is usually a good indicator that you've set forth a good discipline, good procedures, good systems in place of your organization, which is incredibly important when it comes to creating an amazing team and leadership and autonomy with your team as well. 35. Keep a Pulse on your Organization: all right, so the next lecture is very exciting. It's about keeping a pulse in your organization. So that means tracking all your KP eyes, your key performance indicators on a regular basis and going over them with your team with your staff on a weekly basis, at least So I would say, Um, when you do that, you begin to create more accountability. In fact, one of the biggest problem when it comes to leadership is lack of accountability. If you go through this whole program, you will be instilling in your team a sense of accountability. But you were also be instilling in them Ah, knowing how they're accountable for whatever numbers they're showing that are showing on your organization's chart. For example, number of reviews if they're the customer service department and so on and so on. So there's that. So again, Kareem Metrics and track data, the key performance indicator, are the biggest thing. Sales are the biggest things, I would say. Narrow it down to one or two things that you tracked down to begin, maybe one to begin with, but keep it really simple. So when you track that, you can narrow it down to one or two in each department if it's a larger organization and then go from that. If you have maybe 2030 and police again narrow down to those departments through the 12 or three things that you want to track. Ah, for marketing, for example, it might be the number of traffic to your website. It might be the number of sales per month for customer service. Again, it could be the number of complaints and number five star reviews those kind of things. Accountability. This is very important. And how do you get accountable? You assign a number to each lead or person responsible for each area to report on. So for your marketing team, they're gonna be reporting on the Internet marketing efforts that might be reporting on new cells new accounts that have been, ah secured in that sort of thing again. Customer service complains. Reviews um, five. Star reviews Aziz well as anything else that's related to customer satisfaction or dissatisfaction. The next thing is sets standards to drive action. So week after week, month after month, you want to be setting these standards and goals of where you want to hit those specific metrics. So that's important. Whether it's OK. This month, we're gonna be getting 100 reviews, five star reviews or 10 star reviews or whatever it is for you. Uh, we're gonna be securing 10 new accounts, or we're gonna be hitting if it's for cells and revenue, which ultimately, if it is a for profit company, that is ultimately your goal to be to get to those numbers based on your mission that you have on creating an impact to your customer. So whoever it is but ultimately that and so you're will be, um, creating, um aligning. Oh, are showing people how their specific mission aligns to create impact in the financial area . Um, and so sets standards for those set specific goals for that, um, other than that again, just make people accountable for each number that they or their department are responsible for. And make sure that everyone in the organization understands those numbers. How the business runs in the big picture 36. Develop Your Game Plan: all right in this lecture, I want to talk about developing a game plan so you need an annual game plan with members that reflect your company's intentions for each month, and this allows for you to assess if your company's on track, who's delivering results and who's under delivering. Also, you can back it up with bonuses and make sure you track old metrics and measurable results to improve them year by year, month by month and get to your goals. So again, you want to be able to create maybe some kind of a char and excel sheet where you have the different numbers. You track him day after day, week after week, perhaps, and you have a meeting with your team or your staff every week or every month, and every person is responsible to report on their specific number. And then you show on the chart how those numbers, in fact, ultimately the bottom line, the revenue, the profit and so forth, and you set, um, what's it called bonuses for hitting a specific KP I or a couple of specific eight KP eyes for the overall company that might be gaining profit margins and so forth. So that's how you would do that 37. Section 5: Leadership Audio STORY: now when it comes to the centralized management and really teaching your team about what matters in the business and teaching them about business and growing your team, what I did great and I think in the warning tourists and what what I would suggest anybody going through this course would do is have you know, meetings where you are keeping things very simple. You're going through the numbers and everyone's assigned a number that they are responsible not only to to improve but also to report on a regular basis. So that is what really worked really well on our meeting. So of course, the tour guides and reservations would be responsible for for reviews and any kind of bad reviews, good reviews and so forth, and so obviously would give credit where credit is due and so on, and the people of that war in charge off What's it called marketing? They will report on the numbers for our or traffic our balance rate for a website, which means people that would just leave right away from the website, a swell as sales and so on. So the biggest thing where I dropped the ball when it came to this. Looking back now, I could have integrated. Ah, proper incentive program, which was the plan to the key metrics of the company. What happened is that I over complicated things that should have kept things very simple when it came to the incentive program. Okay, we hit this goal, you know, everyone gets this and then the other, and that's maybe to keep it simple. But I was trying to follow specific book, which is called The Great Game of Business, which I would recommend which you know, again, when you start out, you want to keep things very simple, I say and talk about in this course. So, you know, you pick a number or a couple of numbers key performance indicators of your organization and then from there you tell him into the organization and the team, so they get rewarded. But again, I over complicated things too much in the beginning when I should have kept them simple. Also, open communication ideally will include on an element of education for your team to understand the business, the purpose of it, and so on. So I did great with that, but I could have also improved in more trainings for the team, um, or trainings on an ongoing basis to grow the team. I think that is the biggest lesson for me. Going forward into another company as well as improving the wine tours is really making it . I have it in a regular occurrence to train your team, to grow in in conjunction with your mission and improving their skills, improving their talents as well as aligning, whatever the passion that dreams are with whatever training they they they might be open to taking. I was part of an organization, and in Colorado, in Boulder County Housing and Human Services, one of the wealthiest counties in the U. S. And they do trainings all the time. You can take trainings of almost any kind, provided that you have enough time with your regular job. You can just sign up online and you go to a training. They are, you know, they're all about growing their staff. And so when you come from that police and you give not only great service for your stuff, you wanna also grow your staff trained them always teach him new things, and if you're not teaching them, bring consultants bring people that could teach him new skills, new ways off, leading in new ways of doing their mission. So that's one of the biggest things that I would say I would have improved MAWR in terms of the one tour business. 38. Congratulations for finishing the course!: all right, so that's it for this course. I will be creating more cautious in terms of confidence, leadership in different things like that. But I did want to create a course that had to do with organizational leadership. I've created my own companies as well as how I've developed my leadership skills in different leadership roles, from non profit companies to projects about creating events all over the world that were really a company. But I was just doing it for fun and how I lead people without, um, what's a call without having to have an organization, A swells. Like I said, Ah, nonprofit, that was very successful and it's still going has been going for 20 plus years. Ah, as well as a for profit warning tour company, Colorado and now the coaching company that I am building eso. I wanted to really give you an overview of how the different leadership styles and how the different leadership rather trades. This one I wanted to say effect ultimately the organization and the kind of team that you build, as well as the kind of impact that you can have in in terms of your community. Ah, and the world in general, if you create an amazing team. So I hope this helps. Ah, if you're on skill share, feel free to follow me. I'm gonna be putting more stuff on this course. If you're in you to me again, we have other courses that you might wanna check out as far as confidence, as far as leadership in that sort of thing. And other than that, I will see you on the next course. And thanks so much for joining. We'll see you.