Good leaders must have a strong
presence, communicate well with their team and engage hearts and minds
TARA DILLON CIMSPA: Acting CEO
FRANK FURNESS International speaker
“Bad leaders, people revile; good leaders, people praise; but great leaders are those
for whom the people say, we did it ourselves” – Lao Tzu
L
eaders have to be believable. This goes beyond credibility. If you’re credible you can be a good manager, but to be a great leader you have to be believable. It’s about having a passion that can inspire
your team to follow you to the end of the earth. It’s ever so hard to capture: believable leaders empower
their team to own the vision as much as they do. Believable leaders speak with such passion that people naturally follow them and get behind the cause, so the passion turns into action. It involves walking the walk, so the leader is part of the team, knows the issues and gives the team the opportunity to be part of the solution. People will buy into an idea or vision if they feel involved and part of it. Believable leaders behave professionally and work for the common good.
January 2015 © Cybertrek 2015 I
“Treat people as they were
what they ought to be and you help them become what they are capable of becoming” – Johann Wolfgang Van Goethe
think the most important thing for a good leader is to find the right balance between fun and motivation, and discipline and hard work. If you run a company just on discipline and hard work, it will lead to burn-out among
employees and a high turnover of staff. If you run it just on fun and motivation, it will go bankrupt. A company that gets this absolutely right is Gainesville
Health and Fitness in the US, owned by Joe Cirulli. His approach combines old-fashioned management with a new style of leadership. Cirulli sets the boundaries for his staff in an 85-page manual that covers everything from dress code to how to treat clients. He treats his staff well, nurturing talent and promoting people. There’s always a great atmosphere in the clubs – and Cirulli is happy to get his hands dirty and muck in and help staff, and he shares the credit with his team.
Read Health Club Management online at
healthclubmanagement.co.uk/digital 89
PHOTO:
WWW.SHUTTERSTOCK.COM/ANDRESR
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100