| In Part One, I described the Leadership Talk and | | | | Such leadership might entail: taking the initiative to |
| how it is a much more effective leadership tool | | | | order and manage supplies; evaluating the job |
| than presentations or speeches. | | | | results and raising those results to ever higher |
| I also described two fundamental premises that | | | | levels; having floor sweeping be an integral part of |
| the Leadership Talk is based on. | | | | the general cleaning policy; hiring, training, |
| In Part Two, I will show you the purpose of the | | | | developing other floor sweepers; instilling a "floor |
| Leadership Talk. You won't be able to give a | | | | sweeping esprit"that can be manifested in training; |
| Leadership Talk effectively on a consistent basis if | | | | special uniforms and insignias; behavior, etc.; |
| you misunderstand its purpose. | | | | setting floor sweeping strategy and goals. |
| The Leadership Talk doesn't drive purpose. | | | | Otherwise, in a "doing" mode, one simply pushes a |
| Purpose drives the Leadership Talk. There is one | | | | broom. |
| and only one purpose of the Leadership Talk: | | | | You may say, "Listen, Brent, a job is a job is a |
| that's to motivate people to be your cause | | | | job. This leadership thing is making too much of |
| leaders in meeting the challenges you face. | | | | not much!" |
| This is important in understanding the difference | | | | Could be. But my point is that applying leadership |
| between Leadership Talks and presentations | | | | to a task changes the expectations of the task. |
| speeches. | | | | It even changes the task itself. Think of it, when |
| You're a leader. You have a task to complete. Do | | | | we ourselves are challenged to lead and not |
| you want the people you lead to simply do the | | | | simply do, our world is, I submit, changed. |
| task? Or do you want those people to actually | | | | Furthermore, though you may order people to do |
| take leadership of accomplishing the task? For the | | | | a job, you can't order anybody to take leadership |
| difference between doing and leading in terms of | | | | of it. It's their choice whether they take it or not. |
| accomplishment is stock car and a formula 1 | | | | This is where the Leadership Talk comes in. Using |
| racer. | | | | it, you set up the environment in which they |
| Clearly, you can order them to accomplish the | | | | make that choice. |
| task; and if you're in a position of authority, they | | | | The Leadership Talk is not only the most |
| will most likely carry out the order. But they | | | | important way to get cause leaders; it is the only |
| might not do it with full commitment. Or they | | | | way to get them on a consistent basis. |
| may resent being ordered. Or they may be | | | | In the final part of this three part series, I'll show |
| inclined to do nothing unless ordered, and so after | | | | you how to develop and deliver a great |
| accomplishing the task, they do little else but wait | | | | Leadership Talks. |
| for the next order. | | | | 2005 © The Filson Leadership Group, Inc. All |
| However, their committing to take leadership | | | | rights reserved. |
| involves your establishing a special relationship with | | | | PERMISSION TO REPUBLISH: This article may be |
| them. | | | | republished in newsletters and on web sites |
| For instance, going back to the example I used in | | | | provided attribution is provided to the author, and |
| Part One, if one is a floor sweeper, one does the | | | | it appears with the included copyright, resource |
| best floor sweeping, not simply by doing it but by | | | | box and live web site link. |
| taking leadership of floor sweeping. | | | | |