Affirmative Actions of a Leader
An unbiased mind should be maintained by anyone who wants to pursue network marketing. Leadership in the global business should be above all segregations based on region, religion, country, nationality, colour, cast and creed and should able to treat everyone equal. A leader or an affiliate who wants to succeed should not be biased. It involves recruiting everybody including minorities and members of protected classes, changing attitudes or prejudices towards a particular class, removing discriminatory practices, and not giving preferred treatment to any group or classes.
The process of conducting In Process Reviews (IPRs) and After Action Reviews (AARs)
In Process Reviews help to determine initial expectations, ascertain your strengths and weakness, in case of the organization, identify key issues and organizations whose willing support is needed to accomplish the mission. After Action Reviews determine how well the goals are being accomplished, usually by identifying areas to sustain and improve.
Attribute are also often referred as characteristics or qualities or properties of leadership. Attributes of the leader fall into three categories: mental, spiritual, physical, and emotional. The traditional schools train you to be good employee. They focus mainly on your mental ability. If you can solve equations and do well on tests, then you are smart enough to run a company. This is absolutely ridiculous. You need something more to be a good leader and business man. To be a successful entrepreneur, you required to be a great leader not only with mental abilities, but should be one with emotional, physical, and spiritual abilities. To lead a team of entrepreneurs you definitely need spiritual abilities and mind that in network marketing you are leading a group of people who want to be their own bosses and captains not your employees who simply listen to you. If you spirituality is not strong fear would set in and you will not be able to lead your way through hurdles and would give up easily. Then you should emotionally attached to your business, your affiliate company, affiliate products, above all your team. This emotional attachment will do the bonding rather than money bonding you together. Then money bound to follow you enough make you super rich. Thus you should be armed with the knowledge and understanding to be a good leader in the business world, with the very four elements of leadership required to be successful in business; the mind, the spirit, the body, and the emotions.
If you are not able to control these four aspects of yourself, then you will fail as businessman. And if you are not able to help develop these four elements in your team members, and in doing so help them to become effective leaders, then you will fail. It’s as simple as that.
A style of leadership in which the leader tells the team mates what needs to be done and how to perform it without getting their advice or ideas. I don’t think this type of leadership would work in building up your business. But one thing you can be sure of is that the success in network marketing is your ability to copy cat. You just do what your successful leader does. Just follow your steps of your successful leader. In that way it can be true.
Beliefs based on an unbiased mind
Assumptions and convictions that a person holds to be true regarding people, concepts, or things are said to be beliefs. In order to be a true leader and big businessman you should not be a biased individual as I have mentioned in the earlier paragraph.
Building Your Team
An activity focused on sustaining and renewing the business or productive activity. It involves actions that indicate commitment to the achievement your set goals: timely and effective discharge of operational and organizational duties and obligations; working effectively with others; compliance with personal goals set by you, rules, and policies of the affiliate company you are involved with to develop your business. Everybody wants to be liked, loved and appreciated but not the expense of success of your team. In order to be a great leader you should set boundaries, monitor the behavior of your team members and take corrective steps when necessary. If you think that some people should be ticked off you should do it without hesitation. If you are honest and courageous enough to do that here is what’s going to happen: You are going to create the best team possible, one that understands what you expect, what you will and what you will not tolerate.
Brainstorming is a technique for teams that is used to generate ideas on a subject. Each person on the team is asked to think creatively and write down as many ideas as possible. After the writing session, the ideas are discussed by the team.
By capability we mean the ability of a person, or system, or organization to produce output per time period. It can be classified as budgeted, dedicated, demonstrated, productive, protective, rated, safety, or theoretical.
The sum total of an individual’s personality traits and the link between a person’s values and his/ her behavior is considered to be one’s character.
The short-term phenomenon created by the current junior or senior leaders. Organizational climate is a system of the perception of people about the organization and its leaders, directly attributed to the leadership and management style of the leaders, based on the skills, knowledge and attitude and priorities of the leaders. The personality and behavior of the leaders creates a climate that influences everyone in the organization.
Communication abilities comprise the ability to express oneself effectively in individual and group situations, either orally or in writing. It involves a sender transmitting an idea to a receiver.
Conflict of Interest
Any business activity, personal or company related, that interferes with the company’s goals or that entails unethical or illegal actions.
In our contest constraints mean any element or factor that prevents a person from reaching a higher level of performance with respect to his/ her goal.
The Team Culture or the Values of the Company
The team culture means the set of important assumptions those members of the team share. It is a system of shared values about what is important and beliefs about how the affiliate company works. These common assumptions influence the ways the company operates.
The corrective actions are meant to be the implementation of solutions resulting in the reduction or elimination of an identified problem.
Talking with a person in a way that helps that person solve a problem or helps to create conditions that will cause the person to improve his/her behavior, character, or values is called counseling. It is also means providing basic, technical, and sometimes professional assistance to employees in order to help them with personal and work related problems.
The virtue that enables us to conquer fear, danger, or adversity, no matter what the context happens to be (physical or moral) is courage. Courage includes the notion of taking responsibility for decisions and actions. Additionally, the idea involves the ability to perform critical self-assessment, to confront new ideas, and to change.
Culture is the long-term complex phenomenon that can be affected by strategic leaders. Culture represents the shared expectations and self-image of the organization or even a team of people who are united to accomplish set goals either financial or social. The mature values that create “tradition”, the play out of “climate” or “the feel of the organization” over time, and the deep, unwritten code that frames “how we do things around here” contribute to the culture. Organizational culture is a system of shared values, assumptions, beliefs, and norms that unite the members of the organization. Individual leaders cannot easily create or change culture.
The process of reaching logical conclusions, solving problems, analyzing factual information, and taking appropriate actions based on the conclusions.
In corporate world deficiency means the failure to meet a set performance standard.
Delegate leadership in which the leader entrusts decision making to an employee of a group of employees. The leader is still responsible for their decisions.
Deming’s 14 points on Management of an Organization
Management philosophy to help organizations increase their quality and productivity:
- Create constancy of purpose for improving product or service.
- Adopt the new philosophy.
- Stop dependency on inspection to achieve quality
- End the practice of awarding business on price alone – minimize cost by working with a single vendor.
- Constantly improve every process for planning, production, and service.
- Institute training on the job.
- Adopt and institute leadership.
- Drive out fear.
- Break down barriers between staff areas.
- Eliminate slogans, exhortations, and targets for the work force.
- Eliminate numerical quotas and goals for the workforce and management.
- Remove barriers that rob people of pride in workmanship and eliminate the annual rating or merit system.
- Institute a vigorous program of education and self-improvement for everyone
- Put everyone in the organization to work to accomplish the transformation.
The art of developing the competence and confidence of subordinate leaders through role modeling and training and development activities related to their current or future duties.
Committing to establish an environment where the full potential of all employees can be tapped by paying attention to, and taking into account their differences in work background, experience, age, gender, race, ethical origin, physical abilities, religious belief, sexual orientation, and other perceived differences.
Efficiency is measured (as a percentage) of the actual output to the standard output expected. Efficiency measures how well someone is performing relative to expectations.
In technical term empowerment is a condition whereby employees or team members have the authority to make decisions and take actions in their work areas, jobs, or tasks without prior approval. It allows the employees or team members the responsibility normally associated with staffs or team members. Examples are scheduling, quality, or purchasing decisions.
- The political, strategic, or operational context within the organization.
2. The external environment is the environment outside the organization.
Esprit de corps
By esprit de corps we mean the feeling of pride, care and support for each other, etc. that are shared by the members of a group. Esprit de corps is the spirit, soul, and state of mind of an organization. It is the overall consciousness of the organization that a person identifies with and feels a part of.
The “feel of the organization” about the activities that have ethical content or those aspects of the work environment that constitutes ethical behavior. The ethical climate is the feel about whether we do things right; or the feel of whether we behave the way we ought to behave.
By evaluation we mean judging the worth, quality, or significance of people, ideas, or things.
The flow of information back to the learner so that actual performance can be compared with planned performance.
The practice of (Japanese) asking “why” five times when confronted with a problem. By the time the fifth why is answered, they believe they have found the ultimate cause of the problem.
Flexibility is the ability of a system to respond quickly, in terms of range and time, to external or internal changes and the ability of the system to adjust to the changed circumstance.
Flexible time means an arrangement in which members of the team or employees of the organization are allowed to choose work hours as long as the standard numbers of working hours are met. Also, some flextime systems require that the hours fall within a certain range, e.g. 5:00 A.M. to 9:00 P.M.
By follow-up we mean the monitoring of job, task, or project progress to see that operations are performed on schedule. In sales and marketing follow-up means the monitoring the prospecting customer and getting the actual sale executed.
A state of being or state of character, that people possess by living up to the complex set of all the values that make up the public moral code. Honor includes: integrity, courage, loyalty, respect, selfless-service, and duty. Honor demands adherence to a public moral code, not protection of a reputation.
By human nature we mean the common qualities of all human beings.
A focus on sustaining and renewing the development of individuals, members of a team and the staff of the organization requires a continuous process of improvement and updating (with a time horizon from months to decades). This improvement process requires experimentation and innovation with results that are difficult to quantify. Usually it entails long-term, complex outcomes.
The key feature of leadership is influence on the members of the team, and is performed through communicating, decision making, and motivating.
A moral virtue that encompasses the sum total of a person’s set of values and moral code. A breach of any of these values will damage the integrity of the individual. Integrity comes from the same Latin root (integritas) as the word “integer,” refers to a notion of completeness, wholeness, and uniqueness. Integrity also entails the consistent adherence of action to one’s personal moral beliefs.
By job enlargement we mean an increase in the number of tasks that members of a team or employees perform in a organization. It is associated with the design of jobs to reduce employee dissatisfaction.
Job enrichment is an increase in the number of tasks that an employee performs and an increase in the control over those tasks. It is associated with the design of jobs and is an extension of job enlargement.
Kaizen is the Japanese term for improvement. It involves both workers and managers.
Leadership in a team is the ability of a person to take the lead to guide a group of people to attain certain laid down plans and common goals. Leadership is the process of influencing people while operating to meet organizational requirements and improving the organization through change.
An essential shift or progress of the mind where recreation is evident and enjoins activities such as re-engineering, envisioning, changing, adapting, moving into, and creating the future.
A curve reflecting the rate of improvement in performing a new task as a learner practices and uses his/her newly acquired skills.
The intangible bond based on a legitimate obligation; it entails the correct ordering of our obligations and commitments. Loyalty demands commitment to the organization and is a precondition for trust, cooperation, teamwork, and camaraderie..
Management by objective (MBO)
Management by objective (MBO) is the participative goal-setting process that enables the leader of team, manager of an organization, or supervisor of a firm to construct and communicate the goals of the department to each subordinate. At the same time, the subordinate is able to formulate personal goals and influence the department’s goals.
(1) Model is a person that serves as a target subject for a learner to emulate.
(2) Model is a representation of a process or system that show the most important variables in the system in such a way that analysis of the model leads to insights into the system.
Morale is the mental, emotional, and spiritual state of an individual.
Using an individual’s wants and needs to influence how that person thinks and what he does. Motivating embodies using appropriate incentives and methods in reinforcing individuals or groups as they effectively work toward task accomplishment and resolving conflicts / disagreements. Coupled with influence, motivating actively involves empowering junior leaders and workers to achieve organizational goals and properly rewarding their efforts as they achieve the goals.
The combination of a person’s desire and energy directed at achieving a goal. It is the cause of action.
Participative leadership is the style of leadership in which the leader involves one or more of team members or all the members of the team or employees of an organization in determining what to do and how to do the task at hand. Still the leader maintains the final decision making authority.
Performance efficiency is the ratio (percentage) of the actual output of a person as compared to the desired or planned output.
Observation of a person’s performance to rate productivity in terms of the performance standard
Performance standard is a criterion or benchmark against which actual performance is measured.
A course of action for oneself and others to accomplish goals; establishing priorities and planning appropriate allocation of time and resources and proper assignment of people to achieve feasible, acceptable, and suitable goals.
Plan-do-check-action is sometimes referred to as the Shewhart Cycle, for the inventor – Walter A. Shewhart. A four step process for quality improvement:
- Plan– A plan to effect improvement is laid-down.
- Do– The plan is carried out, first, on a small scale if possible.
- Check– The effects of the plan are observed.
- Action– The results are studied and observed to determine what was learned and what can be predicted.
Activities designed to identify and eliminate causes of poor quality, process variation, and non-value added activities.
Productivity is the overall measure of the ability to produce a product or service. It is the actual output of production compared to the actual input of resources.
Quality confirms to the requirements of a stated product or service attribute.
The term respect refers to the regard and recognition of the absolute dignity that every human being possesses. Respect is treating people as they should be treated. Specifically, respect is indicative of compassion and consideration of others, which includes a sensitivity to and regard for the feelings and needs of others and an awareness of the effect of one’s own behavior on them. Respect also involves the notion of treating people justly.
Selfless service is placing team’s set goals prior to one’s own personal goals or placing the needs the other person’s needs before one’s own needs; that is fixing-up the proper order of priorities. Think of it as service before self. The welfare of the organization comes before the individual. This does not mean that the individual neglects to take care of family or self. Also, it does not preclude the leader from having a healthy ego or self esteem, nor does it preclude the leader from having a healthy sense of ambition. It does, however, preclude selfish careerism.
Self-directed work team
A small independent, self-organized, and self-controlling group in which members plan, organize, determine, and manage their duties and actions, as well as perform many other supportive functions.
Seven tools of quality
Tools that help an organization understand its processes in order to improve them:
- Cause and effect diagram (Ishikawa diagram) – A tool developed by Kaoru Ishikawa for analyzing process dispersion. It illustrates the main causes and sub causes leading to an effect or symptom. It is sometimes referred to as a fishbone chart because it resembles a fish skeleton.
- Check sheet – A data recording tool designed by the user to facilitate the interpretation of results.
- Control chart – A graphic comparison of actual performance with precompiled control limits. The performance data consists of groups of measurements selected in sequence of production that preserves the order. It is used to detect assignable causes of variation in a process as opposed to random variation.
- Flowchart – A type of planning and control chart designed to show graphically the relationship between planned performance and actual performance over time. It was named after its originator, Henry L. Gantt. It follows job progress, where one horizontal line represents the time schedule and another adjacent line represents the actual performance of the project.
- Histogram – A graph of contiguous vertical bars representing a frequency distribution in which the groups of items are marked on the x axis and the number of items in each class is indicated on the y axis. The pictorial nature allows people to see patterns that are difficult to see in a table of numbers.
- Pareto chart – A graphical tool for ranking causes from most significant to least significant. It is based on the Pareto principle which states that a small percentage of a group accounts for the largest fraction of the impact, value, etc. That is 80% of the effects come from 20% of the possible causes.
- Scatter chart – A graphical technique used to analyze the relationship between two variables. Two sets of data are plotted on a graph, with the y axis used for the variable to be predicted, and the x axis used for the variable to make the prediction.
Those abilities that people develop and use with people, with ideas, and with things, hence, the division of interpersonal, cognitive, and technical skills.
Standard is an established norm against which measurements are compared. The time allowed for performing a task including the quality and quantity of work to be produced.
The Standard time is the length of time that should be required to perform a task through one complete cycle. It assumes an average worker follows prescribed procedures and allows time for rest to overcome fatigue.
Stress is the real or perceived demand on the mind, emotions, spirit, or body. Too much stress puts an undo amount of pressure upon us and drives us into a state of tension. Controlled stress is good as it is what motivates us.
The ability to establish procedures for monitoring and regulating processes, tasks, or activities of members of a team or employees of an organization and one’s own job, taking actions to monitor the results of delegated tasks or projects.
Theory of Constraints (TOC)
Theory of Constraints (TOC) is a management philosophy developed by Dr. Eliyahu M. Goldratt that is broken down into three interrelated areas – logistics, performance measurement, and logical thinking. Logistics include drum-buffer-rope scheduling, buffer management, and VAT analysis. Performance measurement includes throughput, inventory and operating expense, and the five focusing steps. Logical thinking includes identifying the root problem (current reality tree), identifying and expanding win-win solutions (evaporating cloud and future reality tree), and developing implementation plans (prerequisite tree and transition tree).
Total Team Involvement
An empowerment technique where members of a team participate in actions and decision making that was traditionally reserved for management.
Total Quality Management (TQM)
Describes Japanese style management approaches to quality improvement. It includes the long term success of the organization through customer satisfaction and is based on participation of all members of the organization in improving process, products, service, culture, etc.
Trait is the distinguishing quality or characteristic of a person. For a trait to be developed in a person, that person must first believe in and value that trait.
Values are ideas about the worth or importance of things, concepts, and people.
A measure (usually computed as a percentage) of worker performance that compares the standard time allowed to complete a task to the actual worker time to complete it.
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