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  • Other Added - Instilling Urgency In The People You Lead

    The Power of the Network: How to Develop Competitive Advantage in Business
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    m to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly bel

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    It's one thing to lead people to accomplish tasks, but it is another altogether to lead them to accomplish tasks with a deep sense of urgency. Instilling urgency in people is an abiding challenge of all leaders. Yet few leaders I have encountered know how to do it consistently and systematically. Here are six things you must recognize to trigger and sustain urgency in the people you lead.

    1. Recognize the Leader's Fallacy. The Leader's Fallacy bedevil's most leaders. It is manifested when a leader mistakenly believes that the people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly beli

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    iding challenge of all leaders. Yet few leaders I have encountered know how to do it consistently and systematically. Here are six things you must recognize to trigger and sustain urgency in the people you lead.

    1. Recognize the Leader's Fallacy. The Leader's Fallacy bedevil's most leaders. It is manifested when a leader mistakenly believes that the people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly bel

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    n urgency in the people you lead.

    1. Recognize the Leader's Fallacy. The Leader's Fallacy bedevil's most leaders. It is manifested when a leader mistakenly believes that the people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly bel

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    e people will automatically reciprocate the motivation of the leader. The leader believes the people will be urgently motivated simply because h/she is a leader and is telling them to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly bel

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    m to be motivated. The truth is, automatic reciprocity doesn't exist. Reciprocity must be earned.

    2. Recognize the People's Fallacy. Which is that the people mistakenly believe that urgency is negotiable. Urgency is not negotiable. If you want to get great results with the people, urgency is always an absolute necessity. Look, leadership isn't getting people to do what they want. Leadership is getting people to do what they might not want to do and be totally committed to doing it. If the people have the idea that they can take or leave urgency or can effect it gradually or at their leisure, they are wrong. If the leader thinks it's negotiable, then the leader too is wrong; and h/she, and the people, will not get the results they're capable of.

    3. Recognize that the people's lack of urgency is the leader's fault. The existence of the People's Fallacy does not absolve the

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