During Tough Economic Times, Leadership Makes All The Difference

Many people tend to use the terms management and leadership as if they’re interchangeable.  Seth Godin, in his latest book, Tribes, points out a very important distinction between the two terms.  Leaders have fans–excited followers–because leaders show a generous concern for the welfare of the people who follow them.  Managers, on the other hand have employees–unexcited non-followers–because their managers don’t care all that much about them.  This is why, during unstable times like the present, growth and success come from leaders.  Their fans come to work already excited about applying every bit of energy, creativity, and passion they have toward making new and exciting things happen.  Managers, on the other hand, don’t fare well during difficult times because their employees don’t find being constantly pushed to do more with less all that exciting.  The lesson here is that if you want to be successful, especially during difficult times, you have to become a leader.  The good news is that to be a leader, all you have to do is start caring about the people around you and the rest will take care of itself.

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About Ross Reck

Who am I? I am the author of The Engagement Formula, Turning Your Customers into Your Sales Force, The X-Factor and my popular weekly newsletter: Ross Reck’s Weekly Reminder. I'm also the coauthor of Instant Turnaround!, REVVED! and the best selling The Win-Win Negotiator. I've also spoken at hundreds of meetings, conferences and conventions throughout the United States, Canada, Latin America, Europe and Asia. My consulting clients include Hewlett-Packard, John Deere, American Express, Janssen-Ortho, Inc., Shire Pharmaceuticals, Philip Morris International, the Chicago Cubs, Rolls-Royce and Xerox. I received my Ph.D. from Michigan State University in 1977. From 1975 to 1985 I served a Professor of Management at Arizona State University. During my career at ASU I was the only two-time recipient of the prestigious “Teaching Excellence in Continuing Education” award and was identified by the university as an “Outstanding Teacher.” In 1985 I left my position at ASU to search full-time for a new "Management Model" to replace the current model with it's emphasis on authority, control and formal communication channels. Last February, I found it (it's actually a leadership model) and it's featured in my new book, The Engagement Formula: Three Simple Steps that Guarantee Full Employee Engagement.

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