Becoming A Top Leader Seris - Part 6A - Get In Sync With The Greatest Fact

Welcome to part six of the Becoming a Leader series. Let's talk about number nine in our series, top 10 things that big Hitters do. They know everyone's personal crusade. Personal crusade, and they make sure everyone knows theirs. You can't be timid, shy or whatever about what your ultimate goal is and expect your team to follow you. If you want to go for a national championship, go for a national championship and let everybody know that you're well aware. Nothing is guaranteed. The odds are always against you. There are going to be surprises along the way, but you are unapologetically going for it. And so you, or whatever it is that motivates you, that's important to you, so that helps people identify with you and feel like that they can relate to you and you can relate to them. If you don't, this causes you to get in sync. So what are we talking about? And you can work together. You're not only just working, going through the motions, but you can work together with passion, wind up actually pushing each other, keeping each other honest, holding each other accountable. It's not just the leader holding accountable, but if the leader starts to slack off, their team will know the leader's motivation. The leader will know, they know the leader's motivation, know that I can't do that. I can do that. Everybody's going to know I'm slacking off. So it allows you to work in sync together with passion. And what, what would you say? Is it someone's personal crusade? That would be something. Number one is ultimate. And it takes a while for your confidence to get up to where this is a big thing, but you know, really the ultimate thing, you have to get your confidence built up. But ultimately, ultimately your personal crusade in the beginning, that just might be too overwhelming for you. You just want to win, you want to learn the basics. But once you get up to fever pitch, operating independently, doing great things, becoming a powerful member of the team, you're going to be driven to do the thing that you think is the purpose you were put on the earth to do. Let's look at that for a minute. Do you think you were put here for a purpose? If you believe life is not an accident, there's a plan, there's a purpose for everyone, then it makes sense that as you look at your team, you're going to want them to. You're going to want to find people who feel like at this point in time, they need to be linked in with you as the best way for them to fulfill their purpose. Now, if they don't have that. They cannot be a key member of your team. So see, if they're put here for a purpose and the best way to fulfill that is with you on the team, then you're going to have their best efforts. They're going to be driving, they're going to be pushing because they're running off internal motivation. But if they have a passion, a personal crusade that is unrelated to being involved with you, they're not going to be of much use to you. Past doing busy work and, you know, labor type thing, going through the motions, you're not going to be able to count on them to be a key player on your team. And as a leader, you know you've got to have key players on your team if you're going to develop. So you have crusade, the company has crusades, has purposes, your people have crusades. The more they line up, the more they are in sync, the more you know that you can count on people to make the effort and also not to cave in when things go wrong. See, if they're working and towards their personal crusade, they are not going to quit when things get tough. When they get knocked down, they may be stunned, they may stay down for a while to recover, get the wind knocked at it, but they're going to get back up now if they're not really sure they need to be here, they have another purpose in their life that they're really excited about and that they really would rather be working on. When they run into big problems and you run into big problems anywhere you are in life, when they run into those big problems, they're going to be the ones who quit on you, who disappear, who dodge responsibility when things get tough, you're not going to be able to count on. So the great leaders know everyone's personal crusade, especially the ones that are key members of their team and that gives them the confidence to know they can trust them when times get tough. So think about that as you're building your team. Let's go on to number 10 and number 10, great finale here. Number 10 is the greatest leaders, the ones who move to the top. They are driven, so you got to be driven to go anywhere. But they are internally driven by the greatest fact, lots of fact. But the great leaders know the greatest fact of leadership. And the greatest fact is what? Even though you know you have I, you have team, you have we. All for one, one for all. Even though the leader knows when you win, credit goes to the team because they did it. And they also know the great leaders Know when they lose, the leader takes the blame because they were the ones steering the ship. They're the ones ultimately responsible for winning or losing. So when you lose, there's no credit to be passed around, so the loser takes the blame when you lose. The smart leaders do not start pointing fingers back at their team because they know their team is not going to fight for them next time around. But they will fight for a leader that gives them cover and absorbs the blame when things go wrong. But in spite of all that, in spite of all of this, the greatest leaders know one thing that supersedes all of this. When you win, they get the credit. When you lose, they know this. They know that nothing good happens to the team unless the leader makes it happen. This is another way of saying the ultimate responsibility for winning or losing goes back to the leaders. But the greatest leaders see that clearer than everybody else. They know that, for one thing, the numbers and performance will slump unless they progress. Prevent it. Prevent it by challenges, alerting the team, calling emergency meetings, putting the attention on it. It's not that the numbers or the performance. It's not that it may. No, it will. It will slump. It's not a question. But every month, every game, every project, you'll slump, you'll fail, you'll miss it. Unless the leader prevents failure and coaches the team. They coach, they drive, they inspire, they motivate, they excite, they track, they spotlight success. They keep refocusing everyone on the finish line. They leave nothing to chance. Now, why do they leave nothing to chance? Or as we said earlier, as little as possible to chance? Because anything you leave to chance will be the thing that can bring you down. Everything. You don't have a program to make sure turns out right, turns out wrong. See, in every area, performance of your business, in every business, there's a flow, a pipeline of activity. And at every key critical point, the leader knows, let's just say the pipeline of activity to getting here, to a big win. There is a pipeline, key points, checkpoints. And if you don't have a game plan for making sure that at every key checkpoint milestone, your team is on track where they need to be. You know, you can't have checkpoints 24 hours a day, 360 per minute, too much. You got to turn people loose, let them work on their own. But you got to pull them back and say, are we on track? Are we on track? Are we on track? And let's fix it so you keep your eye and you have game plans, and everyone knows what they're supposed to do. In between all of these things, everybody knows what they're supposed to do, when they're supposed to do it, and they know they're heading here. But by this checkpoint, they need to be on track and they need to have so much done by a certain thing. Every horse race, they know what they're at, the quarter pole, the halfway pole, where they get ready to turn for home. They know if they've got a fast pace, a slow pace or whatever. Every race in the Olympics, they have the benchmarks. They check 100 meters, 200 meters. They know their pace, they've got their stopwatches out. Well, in the same way, in all areas of life, as kids are developing through school, as soldiers are on the battlefield, as managers and employees are working on projects inside corporations, scientists are developing things. The people in charge know that if we're going to. The easiest thing is, especially when you have lots of people, the easiest thing is for people to get off track. They get sidetracked to lose time. And what happens is you lose seconds, then you lose minutes, then you lose hours. And so every second during your time frame is as important as the rest. And what the great leaders know, most people don't get beat terribly. They take it serious, they work hard, they get beat by a little bit. Here is the deadline, and what happens is they almost get it done. If they had a little bit more time or maybe this much more time, they would have got it done. But the thing is, you don't have that much time. It's a race. Everything is a race in life, every project. So here's what they do. The great leaders know it's up to them to make sure they're people. They're basically, it's their job to keep their people from failing, from getting sidetracked. And they see their responsibility clearly. They know that they're the last resort. They're the greatest hope for the team's success. And they know their team is going to be driven by the things. They're driven and they're focusing and they're selling their people on. So if they're not, if they want to win, they've got to keep their focus on the things it's going to take to win, the time frames. And they've got to be constantly selling their people off. They don't want to kill them with too much information. There's small, frequent doses keeping them on track. Mainly all that they need to know is what they need to get to here. You know, they don't need to know all of the stuff down here. See, the leader knows if you successfully navigate and get yourself to the first checkpoint in the process of doing that, you will have also learned things that you did not know when you started here. You'll also have more confidence. You'll have confidence, knowledge, experience, and you'll be really much more better equipped now to complete the second stage. So it's a matter of pulling them through one step at a time. You don't have to over explain things, you know, if you have a kid starting out in kindergarten, you don't have to explain quantum physics to them. If that's their field, they do great in math. Eventually they'll get into physics, but not in first grade, not in elementary school. They get questions, you compliment them, encourage them. Great question. Shows you're sharp, shows you're thinking. But right now, if I start explaining it, probably to confuse you more, they would help. Let's bring that up next week, next month. Let's wait till you get to this stage and then let's get back on that because it'll go easier that time. Right now, we don't need to cloud your thinking. You need to knock this out. Because if you don't knock this out, this stage here, if you don't knock it out, then there's no reason for you to understand how this part works. Because we're never going to get a chance to do it now for me to keep up with these things. And you'll see, the bigger they get, the more successful they are. I found that the more people you get in more people, the bigger you get, the more successful, the more you got to delegate. And what's the problem with that? The more people, the more delegation, the more checking you have to do. Because if you don't check, who knows if they're doing a good job. So how can one person be able to keep up with more and more people, allow them to take more and more responsibility, yet stay on track? You know, this whole thing of staying on track and hitting the benchmarks, how can they know rather than just totally lose control organization, how does that happen? They use checklists. There's a variety of techniques, but this is really how the airlines run the airlines. Is it amazing? You ever see these maps with the dots of how many planes are in the air? Commercial flights are in the air at say, just the United States at any one given time. It's thousands going to different places, different time schedules, different pilots. It's not surprising when they have these airplane disasters with problems with equipment and the planes go down. The miracle is the fact that there's so few of them. But how do they keep up with that? It's such a valuable cargo. You got souls on board. That's what they call it. They don't say how many people on board, how many souls are on board? Well, because those are precious cargo. How do they keep up with that? Checklist. If you're not doing checklists, you're not getting as big as you could get if you use checklists. So these are things that, that you find the big hitters do and use and the kind of thinking they have in their mind. Because what they know is it's not the techniques, it's not the tools, it's the fact that they are the one ultimately responsible people are looking to the leader to bring them through. Nobody but the leader has the viewpoint of the whole team. No one has the responsibility to the authority to call the shots and to keep the team on a winning track. So the best leaders realize nothing good happens unless they make it happen. And whereas you'll always give credit to the team when you win, you know, inside yourself, if you did not hold their feet to the fire and do your job right, there's no way they could have won. And that's the satisfaction that the great leaders know. The great leaders didn't do it, but they gave the team a chance to do it. And that's a phenomenal satisfaction. That's 10 things the top leaders do. And these things cause them, everybody starts at the bottom. But cause them to rise. Isn't that what you want to do when they rise allows them to stay at the top. Start using these things, it's going to make a difference in your life.