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  • hey everybody don georgevich here and

  • in this video i want to give you my five

  • laws of leadership which is essentially

  • a framework of leadership that i created

  • for myself and i've used it my entire

  • career and i thought you might find it

  • very helpful so if you're a manager or

  • business owner or entrepreneur i think

  • you'll find this extremely helpful to

  • use in your business some of it you may

  • even find to be a review which is a good

  • thing because as a leader or manager's

  • job it's always a good idea to review

  • core concepts like this now

  • if you're just starting out if you're

  • just stepping into a leadership position

  • for the first time or management

  • position you are going to find this

  • extremely helpful because it's going to

  • give you a solid platform on which to

  • build your leadership on now we all know

  • one of the jobs of a leader is to care

  • about their people i mean that goes

  • without saying but at the same time a

  • leader needs to be focused on creating

  • outcomes while steering the company

  • towards profitability i mean it doesn't

  • have to be profitability it could be

  • anything but it usually is because the

  • company is in business to make money and

  • your job as a leader is to create those

  • outcomes which drive profitability now

  • another thing a leader needs to do is

  • they need to find balance they need to

  • push their team

  • with but without pushing them too hard

  • because you push them too hard you drive

  • them into the ground they quit they lose

  • the respect of the team and or they lose

  • the respect of you and then you really

  • never create those outcomes but at the

  • same time if you're too soft you don't

  • drive them hard enough they're going to

  • walk all over you they're not going to

  • be focused on what they're doing and

  • again you're not going to be able to

  • create those outcomes so let's dive

  • right into don's five laws of leadership

  • the first one is growth it's the job of

  • every leader to grow but what i mean is

  • it's part of the leader's job to grow

  • their team and that means putting junior

  • leaders junior managers in charge of

  • things and giving them an opportunity

  • to lead the team

  • and essentially i mean it's the job of a

  • leader to kind of work themselves out of

  • a job i mean that essentially never

  • happens but you're always aiming for

  • that because you want to be able to put

  • your people in charge so that you can

  • essentially step away and if you're not

  • there for a week and things still get

  • done the way they're supposed to

  • that means you are doing a great job but

  • if you have to be there

  • for things to get done

  • then you're an ineffective leader

  • so it's your job to constantly

  • train and put people in charge

  • essentially working yourself out of a

  • job and through this process

  • some of those leaders that you put in

  • charge some of those junior leaders

  • might actually do very well and you

  • might even find that they're better than

  • you and that's your job to move them on

  • promote them and they might even get

  • into positions that are higher than you

  • they might outpace you now for an

  • insecure leader that really bothers them

  • so that's why you have some managers who

  • never really like to put people in

  • charge because they're afraid that that

  • person is going to do well and that

  • they're going to outpace them and

  • they'll get promoted from underneath

  • them

  • that's a poor leader that's a weak

  • leader that's an insecure leader and

  • we're not like that we want the best for

  • the company and we want the best for

  • ourselves we want the best for our team

  • so that means taking those junior

  • managers

  • putting them in charge of things and

  • getting them to exercise their own

  • leadership abilities getting them to

  • make decisions on their own without you

  • having to be there and you grow your

  • team and then you essentially get

  • leadership at every level of your team

  • and that's how you drive profitability

  • and growth and create those outcomes so

  • moving on to number two is ownership

  • it's the job of every manager every

  • leader

  • to own their mistakes

  • and when i mean own them i mean take

  • full responsibility if you have a team

  • of people team of 20 people underneath

  • you and one of those people screw up and

  • cause the whole team the whole project

  • to fail it's not their fault

  • it's your fault and you have to accept

  • that you have to own that and you have

  • to have their back and i've been in

  • meetings before where i've sat down

  • in front of my boss with my team behind

  • me and my boss is telling me that you

  • know we didn't hit these objectives we

  • failed here and here and i get up and i

  • say you know what boss that's my fault

  • i'm taking full responsibility for that

  • and when i do that

  • and those other people out there those

  • other guys

  • are looking at me seeing me take the

  • fall for their mistake because they know

  • where they failed but when they see me

  • step into that position and own it

  • the respect that they have for me just

  • goes off the charts and it will for you

  • too but some leaders are very insecure

  • and they like to play the blame game

  • they'll be like you know what i was in

  • charge of the project but you know it

  • was that guy over there you know he he

  • was having a hard time he failed

  • he didn't come through when we needed

  • him to and they they place blame or they

  • place blame on other things to blame the

  • weather they'll blame the time of day

  • they'll blame

  • third party external resources

  • and to me

  • all that really says is you didn't have

  • enough contingency plans in place so

  • again

  • that's my fault that's the leader's

  • fault that's your fault so if you make

  • mistakes it's your job to own them and

  • that will create strong leadership

  • backbone in you when you're not afraid

  • to step in

  • to the light and say you know what it's

  • my fault i did it i'm wrong i take full

  • responsibility then it's your job to

  • also learn from that educate your team

  • and prepare for that so that it doesn't

  • happen again i mean it's okay to fail

  • it's okay to make mistakes

  • but when you make that same mistake over

  • and over and over again you know that's

  • failed leadership you're not learning

  • from the experience so moving on to

  • number three is teamwork it's the job of

  • every manager every leader to get

  • everybody working together and so that

  • they're clear

  • on what the goal is what the objective

  • is you know what are we doing and why

  • are we doing it some people

  • they get in there and they kind of know

  • what they're doing but they don't know

  • why they don't know what the final

  • outcome is and when they don't

  • understand

  • why we're doing something

  • their motivation isn't as high it's like

  • you know they just feel like they're

  • showing up for a job and they're not

  • they're not totally vested in it but

  • that's your job as a manager as a leader

  • to make it clear to the team what

  • they're doing why they're doing it and

  • make sure everyone is on the same page

  • so you could go down so your boss could

  • essentially go down to any one of the

  • people on your team and say you know

  • what are you guys doing today why are

  • you doing it and if some of your people

  • are like well i'm not sure

  • then that's your fault that's your fault

  • for not clearly communicating that and

  • it's one thing to get up there and tell

  • your team you know what you're doing why

  • you're doing it

  • but if they don't absorb that if they

  • don't grasp that then then that's your

  • fault

  • so you need to go out to your team and

  • you need to talk to them individually

  • and

  • question them challenge them what we're

  • doing why we're doing it make sure

  • that they're on board because we all

  • know a lot of people when we ask him a

  • question hey does everybody know what

  • we're doing why we're doing it raise

  • your hand if you're not sure

  • nobody's going to raise their hand

  • they're going to look around and say

  • well looks like you know

  • everybody's kind of on the same page

  • there i'm not going to raise my hand i'm

  • not going to i'm not going to look

  • stupid

  • so again your job as a leader make sure

  • everybody

  • is on the same page and make sure that

  • the right people

  • are in the right places in the right

  • positions and doing the right things

  • make sure that their talents are aligned

  • to the type of work that we're doing if

  • there's somebody better suited for that

  • position then then move some people

  • around but put the best people

  • doing the things that they are best at

  • doing and that's how you're going to

  • move your team forward all right moving

  • on to number four is simplicity

  • and it's your job as a manager as a

  • leader to simplify

  • everything so that it is crystal clear

  • you don't want to have people going

  • through you know five or ten different

  • steps to

  • create the outcome when it can be done

  • in you know three or whatever it is

  • but it's your job to make sure that it's

  • very simple to get from here to here to

  • here without having to bounce all over

  • the place and that's that's why projects

  • fail is because it's not clear it's not

  • simple enough i mean just remember

  • simple

  • clear

  • and concise

  • i mean it can be

  • too simple also you can have a plan

  • that's so simple that it doesn't take

  • into account any contingencies and thus

  • it's destined to fail so it can't be so

  • simple that it's just one or two steps

  • you have to

  • create the whole what i like to do is

  • create the whole plan and it might be

  • long and it might be complex on the

  • first round but then it's your job to go

  • through that plan refine it refine it

  • refine it and weed out all the little

  • things that might not make it run smooth

  • now you have to be experienced to do

  • this someone who's never done this

  • before isn't going to be able to

  • anticipate

  • things so it's your job as a project

  • manager a leader a manager or whatever

  • position you're in is to totally

  • understand what you're doing why you're

  • doing it and then simplify it and make

  • it as clear and concise as possible to

  • your team that way they will be able to

  • execute it with absolute precision and

  • you'll be able to reach those outcomes

  • all right moving on to number five is

  • delegated leadership and what i mean by

  • this is it's your job to put other

  • people on your team in charge of things

  • giving them authority to make decisions

  • now you may not want to take somebody

  • who has never been in a position like

  • this before who doesn't really have the

  • experience to make those decisions but

  • you want to take people on your team

  • elevate them to a leadership position a

  • team leadership position so that they

  • can go out there and make decisions on

  • their own sure they might make some

  • mistakes they might fail but

  • that's what

  • delegated leadership is you're

  • empowering other people on your team to

  • make decisions

  • for the team on your behalf but you have

  • to trust them and the only way you can

  • really trust them is

  • if you have frequent communication with

  • them you can't just say okay you know

  • i'm going to promote you to junior

  • leader here you know go get them

  • you need to be in constant communication

  • with them so that they're they

  • understand what they're doing and why

  • they're doing it if you just put

  • somebody in a position and they're not

  • totally clear on what the outcomes are

  • uh or

  • you know what they're supposed to be

  • doing they're going to make bad

  • decisions and they're going to cause the

  • team to fail and obviously we don't want

  • that

  • so

  • your job as a leader is to elevate

  • people's responsibility to one of

  • leadership so that one they can grow

  • on the team and they can be better and

  • better and so you could essentially walk

  • away for a couple of weeks and because

  • you're using delegated leadership

  • everyone on your team just kind of knows

  • what to do whether you are there or not

  • they really shouldn't even miss you but

  • while you're doing this you're creating

  • levels of leadership

  • throughout your team so if you have 10

  • people maybe you have three people in

  • leadership positions and maybe if you

  • have 20 or 30 people maybe you have five

  • people in leadership positions but

  • you're creating all those levels of

  • leadership throughout your team and

  • that's going to make your team stronger

  • it's going to make them more independent

  • and it's going to allow them to drive

  • profitability and growth and create

  • those outcomes so that wraps up don's

  • five laws of leadership now you might be

  • in a position where you need to

  • hire new managers hire new leaders for

  • your team and you might be thinking how

  • am i supposed to do that well i have

  • something very special for you

  • it's called the seven master steps to

  • hiring a players this guide has

  • seven steps in it really simplifies the

  • entire hiring process this will teach

  • you how to write job propositions to

  • attract the right type of leadership to

  • your team this will teach you how to ask

  • the right questions of candidates so

  • that you can find the people who have

  • the talents who have the competencies

  • that you were looking for it's going to

  • teach you how to cut through all the bs

  • that job seekers will put up that big

  • smoke screen that they like to do and

  • mainly to try to impress you but this is

  • going to show you how to cut through and

  • get down to the nitty gritty so that you

  • can find the right people for your team

  • the people who who are going to deliver

  • who want to be working for you who want

  • to be doing the kinds of things that

  • you're doing other people are better

  • suited for other jobs and

  • you don't want to let those people into

  • your company because it's not good for

  • them and it's not good for your team so

  • this little book here in seven easy

  • steps is going to walk you through

  • essentially creating a hiring process

  • that's really what this is these are

  • essentially seven principles of hiring

  • and it's going to teach you exactly how

  • to do it so if you've never really

  • had to interview and hire someone

  • this guide will be invaluable for you

  • because it's going to break down a very

  • complicated process into a very

  • simple format i mean this is really the

  • easiest way to find and hire the best

  • people for your team the best people for

  • your company while sorting out the

  • people who aren't right for your team

  • who aren't going to make those

  • contributions that you need who who

  • aren't really as excited about the

  • mission and the goal of your company so

  • this is the fantastic little book you

  • can get this from the

  • simplehiringsystem.com or you can get

  • the the kindle version or this hard copy

  • from amazon and i'll put a link down

  • there below but give this book a try if

  • you do any kind of hiring even if you

  • think you're already good at hiring

  • this book is going to

  • be an eye-opener to you and it's going

  • to show you a

  • solid framework of hiring the best

  • people because that's what it's all

  • about and we all need the best people on

  • our team so we can grow our team you

  • know and that's all i got for you today

  • so if you found this video helpful

  • if you like this channel please

  • subscribe give this video a thumbs up

  • i'll see you in the next video take care

  • bye now

hey everybody don georgevich here and

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リーダーシップの5つの法則(The 5 Laws of Leadership and Management)

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    chatarow に公開 2022 年 02 月 17 日
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