Tuesday, March 10, 2015

Leadership: Strike A Power Pose - Douglas E. Castle - Taking Command

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Command Presence is a necessity for effective leadership.  In some individuals, this is intuitive; in others, it must be developed consciously through instruction. To be a leader, you must make those around you feel, beyond a doubt, that you are fully in command and control. You must get people's attention, keep their attention and have them aligned to follow your orders or instructions.

Command Presence is essentially presenting yourself as someone in authority, trusted and respected. This is partially done through the message conveyed by how you LOOK, how you CARRY YOURSELF, how you ACT, and how you SPEAK.

Body Language Is One Of The Keys To The "Appearance" Of Leadership
 

How you carry yourself portrays command presence or lack of it. Confidence is projected through your body language, and how you verbally deal with individuals and groups.
 

Walk (or stand) with your head up, eyes alert (as if focused on some object in  front of you -- as if a destination point), and your expression intent. You do not want to appear weak or vulnerable. You want to project the image of someone that knows why they are where they are, and who is trained and knows what they are doing. At the initiation of contact, do not smile.

Walk with intent. Don't shuffle your feet or use a "lazy" walk. Pick up your feet and move like you know where you are going, and that you have a purpose in going there. Walk briskly and purposefully in as straight a path as possible. In fact, before you enter a room, or ascend a platform, inspect the spatial layout to determine the straightest, most direct path to the place where you will be speaking.

You need to portray an  "I am in charge of this situation" image -- You must strike a power poseThe key is to be outwardly confident - even if on the inside you are scared out of your wits. You want your body language to convey confidence. Stand erect, with your hands on your hips and your legs shoulders' width apart, when addressing a group in a "situation room" or "briefing" environment. Accentuate your verbal points by using a closed hammer fist strike into the open palm of your other hand.

If you are behind a podium, or sitting at a desk, your posture must be erect and powerful, with shoulders squared, and face full forward. Accentuate your speech with powerful hand gestures. Always bear in mind that your physical gestures anchor your words.

To be a leader, you must consistently portray your command presence, and this is mostly done through intelligent and informed use of body language. Remember -- when you are in a position of leadership, your body language (the way you look, walk, stand, sit and gesticulate) speaks volumes.

As always, thank you for reading me.

Douglas E. Castle for The Taking Command! Blog

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TAKING COMMAND - Douglas E. Castle

TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.

http://takingcommand.blogspot.com

The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.

Key Terms: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success

Thursday, March 05, 2015

Business Leadership: Founders Versus CEOs - Douglas E. Castle

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Business Leadership: Founders Versus CEOs



Founders tend to be entrepreneurial visionaries, who strive to put their future imagery of success into a machine which we refer to as a business. Founders are largely iconoclasts, rebels and disruptive types with the gifts of imagination, intuition and planning. In contrast, most hired CEOs (many of whom are hired by founders of companies in conjunction with those companies' respective boards of directors) tend to be best at turning intangible visions and printed plans into reality through management and tactical skills. In many cases, founders are excellent strategic thinkers, but are not well-suited toward coordinating all of the moving parts necessary in order to bring a business to the point of achieving its most important objectives.

The way I tend to think about the startup or early-stage enterprise CEO job is fairly simple: In a startup, founders are typically responsible for laying out the vision for the products or services that the company offers, while the CEO is responsible for leading the company towards the execution of that vision. That execution path includes areas such as company protocols, go-to-market strategies, operational structure and many many other aspects that complement the company vision. Similarly, the most important job of a startup founder is to set up the right team and structure to take his or her company to the next level; oftentimes that team requires a new, professional CEO.

A founder may be a great assembler of wonderfully talented Human assets to form a team to fulfill his or her vision, but harnessing, positioning and coordinating the efforts of those assets requires the focused skills of a get-it-done CEO. Founders set a pace, a tone, an image and a corporate culture for the companies which they form. They tend to think outside of the proverbial box, while professional CEOs are used to performing their work within specified parameters, such as budgets, personnel, and other key business variables.

In many cases, particularly in early stages, the roles of founders and CEOs overlap, but this doesn’t imply that the situation must remain that way throughout the lifetime of the company. Certainly, in very early stages, the company founders are in the best position to execute in the original vision of the company. However, after the company reaches certain level the founder-CEOs need to objectively evaluate the best path and team that can maximize the chances of reaching the next set of goals.

NOTE: You can train a CEO but you can’t train a founder….

This is very true. As a startup founder, if you are convinced you are the best person to serve as your company CEO, you have the talent and the desire to make it work there are certainly plenty of resources at your disposal to help you become a world class CEO. Having the right advisors and consultants to support your efforts can be a determining factor in this stage. At any point, you have to be convinced that your role as CEO is the best thing for the company and is not based upon personal ambitions or a need (usually born of insecurity) to control every aspect of your creation.

NOTE: As a founder, you already hold the most important title there is…

In the startup world, there is no greater or more rewarding achievement than founding a company that makes its way to success and to changing the world. As a startup or early-stage business venture founder, focus on always doing the right thing for your company; it is counterproductive to obsess about remaining as CEO if there is a better person to execute on that role. Always remember that you already hold the best tile someone can have: Founder. Without founders, there would never be companies... and without companies infused with the vision of their founders, there would never be any purpose or job for a CEO.

Founders can give the company a Human face and personality. They may be become a charismatic component of the company's branding identity. And very importantly, founders ofttimes make excellent chairpersons because of their ability to conceptualize in "big picture" terms, to remain true to their original vision, and because of their parental dedication to nurturing the company as their minds' offspring.

As always, thank you for reading me.  - Douglas E. Castle
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Respond To Douglas E Castle
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TAKING COMMAND - Douglas E. Castle

TAKING COMMAND! ACHIEVING YOUR OBJECTIVES.

http://takingcommand.blogspot.com

The Guide to self-mastery, goal-setting, strategic planning and decision making, leadership, management, contingency planning, leveraging assets, rule and domination, choosing allies, dealing with enemies, assessing risk, time management, negotiation... achieving personal authority, influence, wealth and success through total TRANSFORMATION.

Key Terms: Leadership, management, self-growth, self-mastery, personal power, career advancement, negotiation, winning, wealth, success

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