The Skill That Pays The Most - Part 3

Let's wrap this thing up on the skill and rewards, I mean, on leadership and talk about leadership price and rewards. You know, what does it really take to be a leader? And so much of the price. You have to pay a price for anything. But what is it that leaders do? You know, what you get people to come. I mean, I have people come up. What is it that you do? Do you go do this, do you do that? Do you do this? In leadership, it's what you do is very definite, but it's more like electricity. It's something you can't always put your finger on and see. But, you know, if there's a light bulb and there's no electricity and that switch is not turned on, you know that something's missing. And you know that even though you can't ever see electricity, you can see it when it's running and that light bulb comes on. That's a lot like what leadership is. See, leaders, here's in the arena of the price they pay is everybody else may be able to, but a leader can't. Not allowed. No. Can't make excuses and can't tolerate excuses from the team. But if you're making excuses for yourself and cutting corners yourself, of course you're going to do it with your team. But first of all, you do not allow yourself to make excuses. And then that extends to those around you. You don't allow. In other words, you don't settle. You don't settle for things that you know are second best, either from yourself or from your people. You're not trying to get by. That's settling. You don't have the luxury, no luxury of quitting. You give that up. You want to be a leader, you give up the luxury. You have no more license to quit. Everybody else in the world can quit. You can't quit. See, people in your team can quit and then you replace them. But you, the leader, cannot quit in football. The coach on the sideline, let's just say the team is humiliated on the field. Touchdowns are scored, they're being run over. Well, when they come off the team, you know, the team may be ready to quit. They're throwing in their head, we can't compete with these guys. But the coach has got to be committed. He's got to have another idea, another. Another way. He's got to have something to come up and inspire that team. That coach cannot show quit. See, what price that you have as a leader is you spend your time. See, this is a lot of. You spend your time thinking most People spend their time thinking about themselves, what they've got to do, this, that and the other. They see a leader will spend the bulk of their time thinking about others. They'll spend their time thinking about the future, looking down the road, looking out for possible dangers, opportunity, competitive edges. See, they're in the parent type role. They're not spending the bulk of their time thinking about, they're spending more time on others than themselves. See, that's part of the price of leadership. And another price that leaders have is they push themselves. They push themselves to do what? Work harder? Do more? No, they push themselves to solve, obliterate, do away with problems. What kind of problems come to the leaders? The ones that others can't solve. The ones that overwhelm people. And so they bring in the boss. You know, everything drifts up and if the leader is going to earn that position and trust, they have to be someone who will solve it and they'll push themselves to find a solution and they won't stop until it gets done. Because otherwise people won't have the confidence to send these things up. And instead of trying to solve it, they'll just ignore it. You know, kind of like Comcast does on their service. Have I brought that up? Now here we go. And look at what else do leaders do. Another side of the price of leadership is in supervising their team. Leaders supervise, but when they supervise, it's in different ways than the obvious. They supervise to make sure themselves and their team stays aggressive. It's so easy to slide back. I got a video out on the number one mark of a loser. It's a loser company, a loser team, a loser person and that is they go soft, they lose their aggressiveness, their determination. They make sure see the leader. It's up to the leader to make sure their management team, the company, all systems are staying competitive, not settling for second best, not allowing other companies to come up with better service, better quality products. They're always on the attack. Where does that come from? That comes from the supervision of the leader. Not supervision to make sure all they're sleeping, they're taking naps on the job. That's not the kind of big time leadership supervision. Big time leadership supervision has to relate with attitude, energy, effort, intent, vision. So they're going to make sure they stay aggressive. See this is a, this is a prize of leader stay competitive. They got, somebody's got to have their be watching this thing. They also supervise in the, in the fact they make sure their team is continuing to offer the best. It's either the best service, the best products, the best advice, whatever it is that you're doing, whatever you're making, or service you're performing, they make sure no one's doing a better job, that they're ahead of their competition. They've got they maintaining competitive edges. So they make sure that, not that they were in the past, they are now, but looking ahead, they continue just to offer the best. And also they supervise, keep an eye on all things that are happening right now and in the future to make sure to make strategic adjustments. It's not good enough just to have a game plan. You got to be able to make adjustments. It's like Mike Tyson said, yeah, everybody's got a plan when they get in the ring with me and they got that plan until they get hit the first time. Then that plan goes out the window and see if you can't make adjustments. You start a football game, everybody's got a plan. But then you don't know what's going to happen. You start your month, you launch a new product, you go into a new territory, you got a game plan, you're excited, you're sold. Then things go wrong, surprises happen. It's up to the leader to keep an eye, to supervise, not leave it to chance to make strategic adjustments, to not hope, but to ensure growth. You see, that tells you how much and how many adjustments need to make to where that leader is sure in their heart that they know they have done more than enough to make sure that even if everything goes wrong, they got enough in place to ensure growth anyway. They've got enough going on that they can overcome any kind of barriers, things like that. People will stay aggressive, stay competitive, and they'll be able to meet the challenges. See, those are the prices that you don't think about doing when you've got just a very much more simple mechanical type job to do. But those are the things that define outstanding great leaders. Now, the rewards, because they're operating and they're looking out for everyone else, the rewards are incredible. They've got the top incomes. You know there's a price. It's not something nine to five. They're thinking about this stuff all the time. But the payoffs are incredible. They get the greatest rewards of all kind. Whatever rewards there are out there. They meet people they couldn't meet otherwise. They go places, they travel, they have experiences. Rich, varied, a nice variety. Inspiring, challenging, stimulating. Not just things, but the experiences they go through that is part of the rewards that go to them. And of course, the things you See, they live in the best neighborhoods, you know, all the things that you can buy, you know, they live in the best neighborhoods, homes the kids go to, their children go to the best schools, and of course, anything they want in terms of cars, vacations, things like that, it's pretty much whatever they want to do. And they're able to provide feedback for others in a whole other level. You go down to Palm beach and it is sick with charity balls and charity golf tournaments and foundation meetings and this, that and the other. And what it is, you have people who have done well in life and they're giving back, and they're not giving back 50 cents, folks. They're not pledging, you know, like 50 bucks a month. They're writing checks for hundreds of thousands of dollars. Why? Because they have it. They've done well, they've taken care of themselves. And so, you know, it's easy to at the cars, the vacations, the boats, the lifestyle and say, wow, you know, they've got it made, but that's just a piece of it. And they. Not only other charities, but their families, people in their neighborhood, you know, their neighborhood, their communities. So these are some of the incredible rewards it essentially moves you into. Think where it becomes unlimited, the opportunities that open to you. So that wraps up the thing about leadership. You want to develop. You want to focus in, on developing in your life the skill that pays the most, that gives you the biggest rewards. Not just a paycheck, but rewards of all kinds that elevate you to where you're not worried about. You know, you go way beyond financial independence to wealth and to be able to giving back to others and making your life count in many, many other ways. And not just the income, but the. The people you meet, the experiences, the places you go. If all of that sounds interesting to you folks, you might take a look at the leadership position because you just might be the kind of person who can do that job and make a huge impact in your life. That's the skill that pays the most. Got any comments on that? Let me know, and hopefully this helps.