Know The Times: Footprints of Great Leaders

January 28, 2013

Know the Times.

It was the best of times, it was the worst of times. Charles Dickens

Remember the tale of the shoe manufacturer who, having dispatched two salesmen to the jungles of a faraway land to investigate business potential, received the following reports: the first advising gloomily there is no potential here as nobody wears shoes, whereas the second reported enthusiastically there is massive potential here, nobody wears shoes.

Both witnessed identical circumstances, yet reported completely different views of the potential there.

Likewise, biblical scholars attest to the account of the twelve spies sent in to assess the promised land; ten returning to report that they had indeed traversed the land of milk & honey, however the obstacles confronting them were such that they had no hope of ever taking the land; only two returned to advise that they also had witnessed a land of opportunity and they believed they could capture it.

All a matter of perspective, judgment and confidence.

No less today, people with different viewpoints and perspectives loudly promulgate their views, one way or another; the glass half full to some, half empty to others.

Yet it is the same glass, with the same contents.

Where do we stand in this paradigm; do we see opportunity all around us, or risks and difficulties at every turn? How do we view life?

Surely this principle is pivotal; one that ultimately separates winners from losers; that either unlocks potential or destines people to a life of hardship; a watershed even, where some go on to success, victory and good fortune while others seemingly commit to and endure lives of hardship, lack and inequity.

How people view the future and their potential clearly defines their very future.

This fundamental mindset, philosophy or perspective puts a dividing line between pessimists and optimists; negative and positive thinkers; those who are risk averse, fearful and worried and those who see potential in every opportunity.

The former will generally allow opportunity to cruise by without reaching out for it, lest they suffer harm, loss or even embarrassment; procrastination is, in their mind, a strength that protects them from making hasty and foolish mistakes.

Meanwhile the latter will confidently jump at every opportunity to rise up, to excel and make good; their mottos being there’s no time like now, seize the moment!

Of course the wise will not forget the inherent strengths of both positions, and actively seek to balance caution with action, whilst those with understanding deficiency may swing too far either way and inevitably suffer.

In all of this we should not forget that our personal views, whichever way we lean, inevitably add to the critical mass of public opinion. Our own thoughts, words and actions will bring influence to bear on matters corporate.

It then behooves us to carefully avoid being party to, or contributing to mere herd instincts, whereby the uninformed or unwise blindly follow, not able to determine their own course of action, or life.

Let’s never forget that what we think is what we become; and more importantly, what we think, say and do significantly influences what others become; to the point that our views can be contagious, effecting even a generation of people around us; a fact not lost on those with ulterior motives politically or otherwise.

Great leaders understand the principles associated with carefully developing and espousing profitable points of view, and are never in two minds. They take great care to consider the implications of their views and actions on their generation, not just themselves.

So should we.

Author Neil Findlay

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Friends and Real Friends: The Difference

January 25, 2013

By Neil Findlay

Friends and Real Friends: the Difference.

Everyone wants to ride with you in the limo, but what you need is someone who will take the bus with you when the limo breaks down. Oprah Winfrey

Inevitably, and thankfully, people make and share friendships despite inequity, race or geography and thus, while real friends may not always be able to contribute equally to a friendship, they will always contribute mutually and beneficially.

Real friends care not about our station in life, who or what we are; nor concern themselves with the benefits that accrue to being in our company; yet how often it is that friendships are formed for less than altruistic reasons and some people seek to be our new best friend for reasons other than our best interests.

Unfortunately the famous, or perhaps infamous, what’s in it for me principle tends to apply to friendships.

Surely as day follows night, some people want to be our friend for their own benefit more than for our benefit; for what they can get out of the friendship rather than what they can contribute to it.

Let me delve into the depths of the worn out cliché list for a moment and state that there are only two kinds of people: those who want to be friends, and those who don’t.

Usually people want to be our friend for a reason. It may be that we are just an all-round nice person (like yourself) and everyone just naturally gravitates towards us; meaning that we have lots of friends. Or perhaps it’s because we have power, position or prosperity; any or all of which can be a friend magnet.

Being on friendly terms with someone wealthy has obvious connotations as wealth throughout history has always been seen as desirable and attracted a following.

Of course, having a friend in a powerful position has always been considered the pathway to success. The time-honored saying it’s not what you know but who you know has clear relevance here and carries with it more than an element of truth, and for some, being friends with A-List people gives them some social status also; as perhaps some of the famous or popular persons glitter might rub off onto them.

Whether we demonstrate importance, wealth or celebrity status in politics, business, sport or any other field there will always be those who seek our attention; who seek to be close to us; who seek to have influence with us in order to extend their own interests.

It should be stated that, realistically, there is nothing wrong with being close to prominent people; in fact it is part of success lore to seek out people at a higher station in life in order to learn from them and improve our personal status; nothing wrong with that.

Call it leverage if you will.

And lets not forget that sometimes friendships are formed due to common interests, and even, romance.

Of course in our times people may have thousands, even millions of friends on social media even if those people don’t actually know each other, resulting in the very term friend being somewhat devalued.

Yet in many instances friends are attracted merely because of some perceived benefit we offer; which, hey, may not be any problem at all.

The real problems manifest themselves when friendships are sought, or commenced for the wrong reasons.

To reiterate: real friends contribute to a mutually beneficial relationship.

Real friends, however, are attracted to us simply because of who we are, not for what we have.

These friends tend to stick to us regardless of our waxing or waning fortunes or popularity; regardless of whether we are cool; and regardless of whether we have some net benefit to offer.

But what happens to relationships when the apparent value, or potential is no longer deemed to be there?

Often expediency reigns: once the friend is of no further use, they may be jettisoned, released, or, in the vernacular of modern social climes unfriended.

This often happens when people who are busily trying to climb the social or corporate ladder form a view that a particular friend is no longer of value.

The out working of this is when perception over-rules relationship; where perception management over-rules relationship management and friendship itself.

Sad.

Now, it may be so that a person sincerely wishes to change their ways, change their fortunes or change their future and so seeks to develop or culture a new and different peer group.

Sometimes desirable.

But the biggest damage is done where a friend is unceremoniously removed from our circles not because they have hurt us, but rather because they have suffered misfortune; perhaps they have erred in some way and got into trouble, even been jailed; have failed in an endeavour or activity; or just dropped off the social merry-go-round.

This is the domain of fair-weather friends, those who are pleased to be associated when things are going well, and there is some benefit to be derived, but who quickly divest anyone who loses their value, who may even need help.

When someone is suffering, becomes unpopular or perhaps is considered a pariah by those around them, this is the very time they need friends.

Real friends.

Real leaders understand that a friend is a friend because of who they are; not because of what they have done or have to offer.

Chemistry, not convenience. Relationship not reward.

Author Neil Findlay

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Then, You are a Leader: Footprints of Great Leaders

January 11, 2013

By Neil Findlay

Then, You Are A Leader.

If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams

Many people aspire to leadership, and the associated power, fame and the experience of being in the spotlight.

Whether in politics, business or team environments there are usually many aspirants for available roles. Yet though many seek leadership, there are few that ultimately discharge the role of Leadership in its fullest sense.

Almost anyone can become a leader; most of the attributes of a leader can be learned, via formal or informal training and life experience, ideally blended with some natural ability.

Candidates can acquire the necessary skills, abilities and attributes to lead people; or at least have them follow.

Very often this act of leadership means little more than to have people follow them. Indeed, leadership and followership tend to be linked together with many leaders believing that the fact of having followers confirms their leadership; to a degree this is true.

Yet this implied followership can equate to little more than having people who will simply copy, obey and do whatever their leader tells them to do.

History records abundantly the accounts of misguided leaders whose people followed them implicitly, to the death even, with little or no effort on the part of the leader to leave a legacy for following generations.

Hence the erroneous myth, and resultant people related anecdotes, that lemmings will follow their leader regardless of the outcomes, or their very fate.

It’s one thing to have people follow the leader, and many people actually do this in their business, social and political lives; it does not require much thought, energy, skill or commitment on the part of those followers.

But to emulate a truly great leader, and have our life changed forever is entirely another matter.

Great leaders teach us how to lead, to excel and do better. So much so that a great leaders primary goal is usually to see their followers achieve greater success and capability then they themselves; it takes a very committed and secure leader to execute this.

Leaders of inferior quality or intent usually don’t want their followers and potential successors to be overly independent, free thinking or vocal. They prefer people who don’t rock the boat, don’t challenge their opinions or decisions and above all don’t seek their job.

Really great leaders foster dissatisfaction with the status quo; even encouraging a degree of restlessness. They teach their people to desire more, and release them to explore their individual potential.

They deliberately and with careful forethought seek to unfetter their people’s thinking, encouraging them to challenge the leaders own views and opinions and come up with better alternatives and are never too proud to accept wisdom from any quarter.

These leaders inspire their followers to think what if we changed the way things are; they are secure in their leadership, encouraging their people to think why not?

Great leaders understand the inherent power and potential of people who dare to dream; even if this is within other people. They are constantly searching to uncover the latent potential within their people or team.

These same leaders intuitively encourage their people to learn; by their very style of leadership they support and cheer on their people to learn new skills and explore new and unknown strategies and practices.

To think.

People in the company of great leaders are encouraged to stretch, to step up and improve. They are assisted and resourced to discover new skills, and encouraged to use them. They are helped at every turn to take another step, to step up, to achieve and to likely be more qualified than the leader themselves.

For great leaders understand the wisdom that there are usually smarter, quicker, more agile people in their ranks and are not afraid to release their capabilities and harness their potential.

Innovation, creativity and ingenuity are the stock in trade of people being led by a truly great leader. When people have great leadership they are not only encouraged to step out, but they feel safe in doing so; for they will never be dealt harshly in the event of failure.

In fact, great leaders know and understand intimately that failure is merely a stepping stone on the journey to success and their people, their teams, will make mistakes and will fail sometimes.

Leadership is the art of allowing mistakes to happen, but ensuring they are not habitual.

Great leaders focus on changing outcomes, changing lives and changing the future of their generation for the better.

These leaders are determined to not only achieve and deliver great results for their organization but are equally determined to act as a trustworthy mentor, encourager, inspirer and influencer to those around them.

People who have the good fortune to serve under a great leader can be confident, safe in the knowledge that everything their leader decides and does is for their benefit ultimately, and for their successors.

Truly great leaders are generational in their thinking.

They are not concerned merely with delivering results in their organization, during their tenure, but are intent on delivering lasting change and improvement that spans not only their generation, but generations to come.

The greatest goal of a great leader is to identify and mentor successors who are in all ways better than themselves. Leadership that bequeaths a legacy of benefit to their followers; and a heritage of successors even better than they themselves.

If you can achieve these outcomes in your lifetime, spawning generations of new leaders amongst your followers then you have been successful.

Then, you are, a Leader.

Author Neil Findlay

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Failing Is Not Losing: Footprints of Great Leaders

November 28, 2012

By Neil Findlay

Failing is Not Losing.

Failure is an event, not a person. Zig Ziglar

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence; markers of where they have been.

Regardless of when, and where they walk, great men and women leave their footprints; revealing with clarity their spirit, courage and the direction they were going; along with encouragement to follow in their footsteps.

Failure is no stranger to most people.

All of us have experienced events during our lives where our plans didn’t eventuate, our hopes were dashed or our objectives not reached.

Failure comes in many guises, often dressed up and presented as someone else’s problem, or masked as being unavoidable or even an Act of God, as though God had some divine interest in seeing us fail.

Failure can beset anyone, anywhere and at any time, and for most people these occurrences are just part of life; booked down to experience; and even seen as character building.

Critically, for some of us the aftermath of failure, if not addressed carefully and properly managed can be traumatic and have a long tail; it can influence our future potential and opportunities to such a degree that we are forever limited.

If we allow it to be so.

Though failures need not destroy our potential, their ability to be misunderstood, to assume power beyond their measure and to become personalized is very real. Failure can take on tangible dimensions in people’s lives to the extent that it places seemingly impenetrable walls around their capabilities.

For some, to fail is to admit defeat; to take upon themselves the stigma of being a loser and assume the position of someone who is forever after unable to use initiative, unable to reach out, unable to take risks, to innovate or do anything outside their comfort zone.

Failure to these people is like wearing manacles that restrict their movement, their ability to perform or do anything. Perhaps then it is not surprising that failure and fear are close allies, working together and often hunting in packs.

To many, the impact of failure extends to feeling trapped and dependant on others; independence and self-confidence are early casualties of failure.

Inevitably failure is a matter of perspective. Some people who get knocked down by it simply get back up on their feet, dust themselves off and start again; yet some become fixated on the fact of failing, consumed with the details of their shortcomings and unable to rise above it.

Whilst difficult for some to reconcile, it is a fact that difficulties and failures do happen in life. Many great leaders have experienced multiple failures before tasting success. The great innovator Thomas Edison declared, after having failed yet again at developing the electric light bulb, I’ve not failed. I’ve just found 10,000 ways that don’t work!

Edison understood that to fail is not to be a failure. He knew that our past should never, ever dictate our future and just as events disappear into the past, so should our failures. Circumstances mitigate that some ideas fail; some strategies fail; some plans and tactics just fail-but never forget failure is an event, a thing, not a person.

Sometimes we just have to hang on, or move on.

Great leaders understand that past failures do not automatically mean future failure, but they do provide us with opportunities to learn, change and succeed. The great industrialist Henry Ford stated that failure is merely an opportunity to start again, more intelligently.

To this end, successful people understand that continuing with an endeavour that hasn’t worked without carefully considering the causes is a recipe for continued failure. Sometimes this is referenced as the definition of insanity: to continue doing the same thing over and over, while expecting a different outcome.

Repeat failures can be minimized and often avoided altogether by ensuring that we have the right skill sets and resources to achieve our objectives.

Failure is an event, not a life curse or cause to condemn ourselves to mediocrity or worse. To understand this principle is to be released from a lifetime of limitations and fears; even better is to harness the benefits of our failures and use them to improve our future.

For instance, employment lore dictates that failures experienced along a professional or corporate journey are at best minimized in a CV, and at worst omitted completely. Yet integrity and good judgement dictate that these should be flagged, as evidence of our experience, stamina and ability to rise up in the aftermath of things that didn’t go to plan.

Great leaders understand that things don’t always go to plan, that failure sometimes happens and is not something to dwell on.

The footprints of great leaders, who saw into the future and spanned generations, who have previously travelled our paths will often reveal simply, yet profoundly, the principles of understanding what caused our failures and then moving on.

Author Neil Findlay

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Facing The Future: Footprints of Great Leaders

October 25, 2012

By Neil Findlay

Facing the Future.

It isn’t where you came from, it’s where you’re going that counts. Ella Fitzgerald

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence; markers of where they have been.

For millions, their past assumes the role of an irrefutable guide to the future; flagging them constantly of their past limitations; reminding them that their potential really is limited; compounding their memories, and sense of failure, to restrict any further development and growth.

Our past can be a cruel taskmaster that firmly closes the lid on potential.

If we let it.

Like blinkers to a horse, or a boa constrictor’s crush to its prey, so our past restricts our vision and seeks to crush our future.

Memories can draw deep on our past to place a fence around our present; limiting our ability to change and grow, to do things never done before or to discover opportunities never seen before. Like tree roots going deep in search of water our memories dig deep to recall all of the evidence they can find to place our future in shackles.

For many people caught in its grip, their favorite word is therefore, effectively linking and tying their present to the past.

With this one simple word their thinking is locked into a trajectory that is unable to change, unable to see and unable to move. Their mind regurgitates over and over again “I have only ever achieved this much, therefore…I failed in the past, therefore…”

For people wanting to change, develop and grow, their favorite word should be however; effectively breaking their present from the past and all of its limitations. These people constantly remind themselves “I may have only ever achieved this much, however…I may have failed in the past, however…”

The late Stephen Covey put it this way: Live out of your imagination, not your history.

When we are looking over our shoulder to the past we, by definition, are not looking forward and can neither see where we are going, nor what opportunities lie before us.

Obviously no-one can change their past, or rewrite history, so we should be realistic about the baggage that we have accumulated during our life to date; we can’t always walk away from the repercussions of past mistakes, which may take significant time and effort to resolve, but never forget that we can change our ways and our future.

Successful leaders are mindful of their past, yet not preoccupied with it. They understand that regardless of their past, they can change their future; that their greatest limitations are often within, not without; that it is often not any external constraint that prevents them from achieving, but their internal attitudes to success.

Sometimes this even means changing those with whom they associate, their peer groups, as these may hold them back and limit their future.

While some motivators extol the virtues of ‘thinking outside the square’, to look outside our natural environment and capabilities for solutions, often our greatest hurdle is within and our first task should be to establish a sound mindset that is willing and capable of breaking with the past.

Indeed many people are limited by external influences: a legacy of prejudice, discrimination or fear; a lack of education or finance; yet what matters most is what we want to achieve or become; not what others think or say we should be.

Regardless of these limiting factors, the biggest and most powerful asset we can have is a clear mental plan, an objective that drives us, that keeps us on track, preparing for and moving towards our goals.

Once our attitudes and mindset are liberated from the limitations and failures of the past we are free to explore the opportunities of the future, in the knowledge that self-confidence is often the key to unlocking the potential within us.

Our perspective of the future is infinitely more powerful than our memories of the past.

Great leaders understand that their past should never dictate their future.

The footprints of great leaders, who saw into the future and spanned generations, who have previously travelled our paths will often reveal simply, yet profoundly, the principles of fixing our gaze firmly on the future, and not being distracted by the past.

Author Neil Findlay

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Taking Action: Footprints of Great Leaders

October 24, 2012

By Neil Findlay

Taking Action.

The most effective way to do it, is to do it. Amelia Earhart.

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence; markers of where they have been.

Leaders in any field are often recognized for being the first to do something, or perhaps for having achieved the biggest or most difficult feat. Sometimes their very leadership and ultimately their branding is identified by virtue of having achieved.

Yet so often success or progress is held back by the forces that conspire to hinder a leaders success; such progress being compromised by the interruptions, compromises and insecurities that hold leaders back from achievement.

Military history abounds with accounts of leaders whose mission failed after stretching their forces too far due to lack of support, resources or back-up; business lore resounds with records of organizations that foundered due to being under-capitalized, under-trained or unprepared in some way; and sporting history reveals the poignant accounts of athletes who experienced great disappointment and ignominy, even within sight of victory, due to being physically or psychologically unprepared.

The annuls of history also record the stories of great leaders who possessed that intuitive quality of vision mixed with perspective; who saw opportunity and determined to run with it; who intuitively calculated that they could go where no-one had gone before; who weighed up the odds, believed in themselves and their teams and set out to achieve the impossible; who refused to accept the negativity and doubt of their skeptics, and went on to achieve greatness, establishing new records, standards and normal’s.

Great leaders know that whilst achievement usually depends on proper planning and preparation in advance, the single most important criteria is to take action; and this may mean taking massive, unrestrained and uncompromised action in the face of doubters and opposition.

These great leaders are generally prepared physically, in some cases financially, and in all cases mentally to act when opportunity presents itself. Once they gain a vision of what they want, they immediately set about preparing, resourcing, training in the expectation that their day will come. Never, ever will they be guilty of facing opportunity and lamenting that fact that if only they were ready; they are permanently ready in expectation.

Without exception they refuse to accept that it can’t be done. Without exception they refuse to delay, stall or procrastinate when they see the chance to achieve their goal.

These men and women exercise initiative in the face of complacency, when others think it needn’t be done; they take action in the face of difficulty, when others say it can’t be done; they act in the face of mediocrity, when naysayers say it shouldn’t be done; and they step up to the occasion when onlookers say it isn’t necessary or the right time to do it!

These people will not delay simply because some part of their process is not quite ready; they are not ones to wait until every single one of their ducks are lined up; they realize that perfect opportunities rarely, if ever come and that the time to act is now!

These leaders will not accept, nor will they give excuses as to why action should not be taken and invariably live by the philosophy that today is the day, that tomorrow never comes. They inherently seize the moment!

Great leaders such as these fully understand that fear of the unknown, of failure or of criticism is inherently normal, yet should never be accepted as a reason to hold back, for fear is something to be harnessed, not something that restricts us.

These great men and women of vision, of foresight, see a challenge and search for ways how it can be done, not reasons why it couldn’t or shouldn’t be done.

Great leaders understand the principles of timing and action.

The footprints of great leaders, who saw into the future and spanned generations, who have previously travelled our paths will often reveal simply, yet profoundly, the benefits of spurning procrastination, and taking action.

Author Neil Findlay

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Keep It Simple: Footprints of Great Leaders:

October 20, 2012

By Neil Findlay

Keep it Simple.

Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand. Colin Powell

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence; markers of where they have been.

Leadership is the ability to influence people; to get them to act together and on time; to provide direction and instill confidence.

Really great leaders understand that leadership involves taking the collective, their people and team on the same journey as themselves and making it as easy as possible for people to follow. Often, great leaders espouse the principle that they don’t expect anyone to do anything they wouldn’t do themselves.

These men and women consult widely, listen carefully, decide clearly and act decisively. They know that clear thinking and solutions that can be understood are contagious amongst their people, and they also know that the opposite is true.

Leaders throughout history generally fallen into one of two categories: those whose goal is to see their people achieve the very best outcomes possible by delivering absolute clarity, transparency and simplicity in what they say and do; and those who seek to obfuscate, confuse and generally keep their people in the dark are those who are often either insecure in their leadership, or who have hidden and perhaps ulterior agendas.

Solutions to any problem require clarity and confidence to work. Great leaders have the ability to articulate solutions; doing so in a way that clearly explains how it will work; and providing assurance that the proposed solution will work.

This is the opposite to those who obfuscate and avoid clear answers, resulting in doubt and a lack of confidence.

Productive leaders confront the noise and endless analysis that pervades modern times, cutting through minutia, conflict and vested interests to deliver clarity; clarity from carefully sifting the issues, complexities and spurious views; then highlighting the real issues and the right solutions or choices.

Self-centred leaders, those with ulterior motives delight in these unsettled times, for there, amidst the melee and associated confusion great opportunities arise to achieve their ends.

Effective leaders wisely and intuitively separate the relevant from the irrelevant, and then clearly articulate the facts with such simplicity and dexterity that all who hear the message can understand and have confidence to proceed.

In such times there generally are those whose method is to introduce irrelevant and confusing issues to cover up their real objectives and to prosecute their own cause. Some times the tactic is merely to stall for time or to raise issues that are red herrings that distract the debate from the important issues of the day.

Typical of such tactics is where leaders advocate multiple issues that are known to be controversial, knowing that their real agenda will fly under the radar. Complexity, accidental hiding of facts and blaming other people are the tools of trade for these leaders.

Often this entails launching into endless detail, designed in part to confuse their listeners and convey an impression that the said leader is invaluable, who is the only one who understands the issues and can effectively lead the team. A favourite claim used by these leaders is the devil is in the detail.

The role of clear thinking, clear speaking leaders in these times is critical, as those with less than ideal motives seek to have their sway, often for their own gain; and the risk of those with ulterior motives holding sway over the debate is enhanced. Many corporate collapses have occurred due to leaders deliberately hiding critical information amongst mountains of detail, carefully designed to hide these essential truths. There is a thin line between these practices and pure nondisclosure.

Self-centered leaders, those who invoke great complexity in their activities and communications are frequently those who use such complexity to mask their own agendas and goals, whose goal is self promotion, self-preservation and perpetuation of their leadership.

Clarity of speech has always been key to progress, as evidenced by the apostle Paul, who wrote some 2000 years ago concerning clarity, using the analogy: And if the one who plays the bugle does not sound a clear call, who will prepare for battle?

Great leaders understand the wisdom of truthfulness and clarity; of keeping their message simple and easy to understand.

Author Neil Findlay

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Being Important: Footprints of Great Leaders

October 16, 2012

By Neil Findlay

Being Important.

Being important is like being a lady, if you have to tell people you are, you aren’t. Margaret Thatcher

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence; markers of where they have been.

According to the famous naturalist, David Leslie William Sheldrick MBE, the three essentials of life for mammals are identity, stimulation and security.

But for many people today, creating and fostering an aura, a perception of importance seemingly ranks above these three critical elements.

So much so that almost nothing is off-limits in their quest to achieve recognition; to be considered indispensable; to be seen in the right places; to be on the A-List; or be invited to the right social, business and political events.

Amidst all of this activity and maneuvering it is evident that there are different types of people vying for the honour, the recognition of being important. Obviously there are those who need no introduction, for they are important; there are those who were important, but now aren’t; those who want to be important, but aren’t; and of course, those who simply aren’t important.

Of course, no discussion on this matter would be replete without some discourse on the very meaning, the understanding of what is importance. While most dictionaries will expound on importance using such words as dominant, foremost, eminent or renowned, it should be understood that importance will mean different things to different people.

To some, importance will be the accumulation of wealth, or political power whether at organizational or Governmental level; to others it may mean elevation to a position of recognition or honor in a particular field, perhaps literary, artistic, sports, politics or business; and to another important group it may amount to demonstrating integrity or fidelity in their families or businesses.

In all this there is a clear distinction between legitimately promoting our skills and capabilities or developing a great CV, verses simply blowing our own trumpet in an egotistical way.

To this end Dame Margaret Thatcher enunciated an important truth or principle when she noted that if we have to tell people we are important, then most likely we are not; more likely we are merely imposters, pretenders, people masquerading as something we are not.

In our times of easy and cheap mass communication and media leverage it is so tempting for people to disseminate their own message of self-importance, regardless of the voracity of those claims.

Regardless of the self-promotion medium used we should understand that, for instance, having thousands of Facebook or Twitter followers might create a perception or illusion of importance, but it does not automatically equate to being important. Popular maybe, but not necessarily important.

Perception is not always reality when it comes to social or any other media, and can be little more than an illusion.

No-one should have an objection to people firmly believing in themselves and having a healthy self image, but falsely marketing our capabilities and potential to the world without having any history or credibility to back that up is false advertising at the very least.

It should come as no surprise to anyone that integrity is at the core of this issue; the same integrity and character that takes years to acquire, yet can be destroyed in moments.

Strength of character can be a very fragile thing.

A person who is truly important will need little introduction, fanfare or press releases to inform every one of their importance; it will be self-evident and be clearly demonstrated by their track record of action, achievement and delivery.

Great leaders understand the wisdom of being told they are important by others, rather than overtly broadcasting their self-importance to others.

The footprints of great leaders, who saw into the future and spanned generations, who have previously travelled our paths will often reveal simply, yet profoundly, how we should present ourselves and how our importance should speak for itself.

Author Neil Findlay

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Body Language: Developing the Speaker Within You

September 17, 2012

By Neil Findlay

Body Language.

One of the single greatest determinants of a speaker’s ability to influence their audience is their body language.

Body language. Because like our speech or audible language this non-verbal visual language is also one of the primary ways we communicate with those around us.

Of course, the environment that we are speaking in will have a significant bearing on the presence we maintain in front of our audience. It is important that we understand the differences required in this body behavior, or language, and correctly tailor our visual presentation to suit the occasion.

This visual, sensual capability that we all have is a critical component of any successful speaking appearance.

It is almost like having a second, important person standing beside us , encouraging us, and the audience: a powerful and influential assistant who keeps affirming to the audience that what we are saying is true, we know what we are talking about, we are genuine and can be trusted. This person gets the audience on-side and has them drawing on our every word.

Or, this imaginary person can do just the opposite if we don’t manage them well by engendering disinterest, mistrust and ultimately sleepiness amongst our audience.

For body language can either persuasively reinforce what we are saying, or mercilessly undermine us. It can powerfully validate our presence on stage, or cruelly contradict the very things we are saying. Such is the power, the sway of body language.

In the well-known 7/38/55% rule body language accounts for 55% of the effectiveness of our message.

With this in mind, let’s consider briefly some common speaking scenarios, and some keys to managing them.

If we are presenting to a seated group around a board table, we should make every effort to be seated where we can be well seen, not just heard. If the table is a long, narrow one as in common, we should try to be seated in the centre of one of the four sides of the table.

This will give us the ability to see and be seen as easily as possible, to manage eye contact and allow listeners to observe our non-visual communications. Be sure to maximize eye contact, and not be afraid to express ourselves with hand and head gestures to reinforce what we say.

Should we be speaking at a lectern to an assembled audience, completely different body dynamics apply. Here we will be more visible and able to capitalize on our non-verbal visual communications to reinforce our audible words.

Be sure to focus on the audience, not our notes. Take care to stand straight up, facing the audience, with our head also straight, exuding confidence. Many speakers use the lectern as a place to hide, trying to minimize their appearance whilst maximizing their message. A little like a soldier peeping down from a parapet, not wanting to be a target for the enemy, yet trying to defend their position.

Sometimes we will be called upon to deliver standing directly in front of an audience with no lectern, no notes, and nothing to hide behind. In this situation we are totally exposed to the critical gaze of those assembled.

Here, our body language needs to be at its finest, for here our audience will be able to focus their radar on our every movement, stance and signal.

We should stand upright, facing the audience. Avoid the common distractions of scratching our ear or nose, placing our hand over our mouth or like behavior as these also engender a subliminal message that we cannot be trusted. Be sure to cast our eye progressively around the entire audience, pausing periodically to focus intently on specific people as we make a point. Make sure that our arms are not crossed in a defensive manner, and that our hands are, in the main, open with our palms facing upwards.

Speaking to an assembled audience whilst sitting alone on a bar-stool can be a very powerful way to communicate. This scenario delivers a sense of openness, in a completely non-threatening fashion.

It is ideal if we need to touch hearts, emotions and be persuasive, but during this type of address the speaker is completely at the mercy of the audience. That is why it can be so powerful.

Be sure to focus on the audience constantly, maintaining regular eye contact as we communicate. It is best to sit with our legs apart, within the constraints of modesty, with hands by our sides when not motioning or gesturing. Never sit there with arms crossed, and preferably not with legs crossed.

In each of these scenarios it is important to be at ease, and not given to awkward stances or changes of posture. If we are at ease, it is likely our audience will be also. An audience at ease is an audience that will be more receptive.

Author Neil Findlay

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Problem Solving: Footprints of Great Leaders

August 29, 2012

By Neil Findlay

Problem Solving.

We cannot solve our problems with the same thinking we used when we created them. Albert Einstein

Great leaders leave indelible footprints in the passage of time, often spanning generations; unmistakable evidence, markers of where they have been.

But in our own lives, why is it that some problems just seem intractable; incapable of being solved; and destined to remain obstacles that limit our progress or hinder relief from the challenges we face? Like going up a blind alley or a dead-end street, there appears to be no way out; no logical solution or way to overcome the problems.

I’m not referring to natural phenomena or circumstances quite beyond our control, but rather, those particular problems that flow from our own actions or decisions. These, after all, can be the most complex and resistant to resolution; problems of our own making; born out of our own choices.

Let’s look at some prerequisites to problem solving:

Solutions to tough problems will flow more readily when we are prepared to change our thinking; not just the ideas themselves, but our very thought processes and attitudes that either limit or leverage those thoughts.

Sometimes the solution requires dealing first with our pride, or the prejudices that restrict our progress; recognizing and dealing with the fact that we were wrong before addressing the actual problem itself. This can be really tough, but the simple act of recognizing that we are wrong is a powerful step in solving problems and releasing the potential in our lives. Proud people are usually people who won’t, by choice, see a solution for their problems.

Even once the keys to a solution are evident, we should be on guard against stubbornness or intransigence, as these traits will effectively stifle any problem resolution.

Pride will desensitize creativity.

Breaking free from the shackles of a major problem often involves seeking external help, since we can be incapable of even seeing the cause of our problems whilst in their grip. The essence of Footprints of Great Leaders lies in reaching out to those who have gone before us, who have dealt with like problems and can, by experience, reveal to us how to deal with our problems and challenges.

Distance from an issue, call it perspective or vision, can be a powerful ally when seeking a solution; as much as proximity to a problem can be our enemy. Our ability to collaborate and work with others who can shed light on our problems may be key to finding solutions. Sometimes we simply can’t see a solution for our problem, due to being too close to the problem.

Busyness impedes our vision.

There are of course some who are unable to see solutions due to a lack of education; an affliction for multiple millions of people globally; through no fault of their own; ensuring that the latent potential within them remains locked away, never to be released.

Further, no discussion on this matter would be complete without mentioning those for whom solutions are barred due to the influence of others who derive benefit from the ignorance of the afflicted.

Solutions for these people requires empowerment and resources from those with the capability to provide these; likely, this is you and I.

Both of these scenarios highlight people who are prevented from seeing a solution to their problems. To this end, illiteracy and injustice are the great challenges of our time, preventing millions from finding an end to the ravages of poverty, or oppression.

Ignorance and injustice deny potential.

Resistance to change is a debilitating condition that denies people the solutions they seek and locks them out of a world of potential; for solutions to our problems may mean adopting different mindsets, practices and allegiances.

Indeed, our willingness and ability to innovate, our readiness to abandon things that don’t work will separate us from those who are locked into the past and cannot change or move; who cannot move on from their problems.

Change and progress are synonymous.

Finally, we should not forget those whose manifold problems have become both a banner of honour and a request for sympathy and aid. Yes, some willingly wear their problems on their sleeves and will not countenance solutions even when they present themselves. For them, abandoning their issues equates to having to having to stand on their own feet and meet their own needs; perhaps this is a tough message for some, but some people actually don’t want to have their problems solved.

Unwillingness perpetuates our problems.

Great leaders understand that solving the problems of today and the future requires new thinking and a willingness to accept change.

Author Neil Findlay

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