How we change what others think, feel, believe and do

| Menu | Quick | Books | Share | Search | Settings |

Self-Programming For Leadership


Guest articles > Self-Programming For Leadership


by: Jonathan Farrington


Veteran leaders can pass along valuable advice from their experience. In your leadership, you can accelerate your effectiveness if you utilize basic tips such as the following:

Stick to Subjects You Know

Don’t try to sound like an authority on subjects on which you are not sure. Stay on the track! Stay with those topics you have prepared to talk about and have the background and knowledge to impress your listeners favorably.

Learn To Think Like a Leader

This means being ever on the alert for ideas, quotations, figures, benefits - anything you hear, read, see or think about that might be valuable as ammunition for you. Examples always help to sell your points - keep on the lookout for them.

Prepare - Prepare - Prepare!

Supposed leaders, who have little worthwhile to say, have been known to resort to tricks and camouflage to make themselves look good! - dropping names, blaming others, using meaningless technical terms, lamenting the shortage of time, quoting mysterious authorities - all these devices have been used.

Successful leaders agree, however, that the more you do your homework, the less the need for any tricks. Know your material, prepare with care in advance - then you have confidence in your developed and natural leadership traits and skills.

Developing Your Team

Motivating is that leadership skill of developing other people to do a better job. Within every business, there are recognized criteria for people development.

What are those criteria for developing others (let’s call them “People Developers”?):

  • Achievement
  • Recognition
  • Participation
  • Growth

These four factors are inter-related and overlap. One factor may be more important to one individual than another and it is your job, as a leader, to ascertain what others require in their development.

Let’s look at these motivators as they relate to the development of your team and your leadership.


Satisfaction - a sense of personal accomplishment that a challenge has been met and the job has been well done. For most people, achievement is a reward in itself. It is the basic thing which spurs people to go and do a better job.

How do you, as a leader, use achievement as a developer? If someone knows that they have achieved something, they must first know what is expected of them - a set goal - if they are to realize later they have achieved it or exceeded it. Thus, if you intend to use achievement as a developer, you must be sure you clearly outline goals for your people to strive for.


Closely related to achievement, it is meaningless unless earned. Recognition is an expression of approval, or appreciation, by others whose opinion and judgment is valued. Within the business world, you have many ways to show recognition.

Recognition and praise will show many unknown facets, like a diamond.

Recognition polishes it and allows latent talent to shine out.


People are more strongly motivated if they feel they have helped in the planning of their objectives, rather than being told. They should feel as part of not only their own work, but of the total group and Company.

Remember, inactivity is often caused by feelings of inadequacy. Participation can overcome this feeling of inadequacy.


The person who feels as if they are at a dead end, probably is. They must feel that there are the opportunities available for them to grow and that they are growing in experience, knowledge, skill and understanding. If we can help them start growing, the person will, in fact, exert more effort. Even the rewarding of others can achieve motivation, because it shows that opportunity is available for growth.

Remember, confidence is built by achievement levels set along the way to one’s goals.

Leadership development begins with you. Leadership development starts at the top.

A true leader learns all facets of the business they are involved in.

In Summary

I read this several years ago and it stuck in my mind, I’d like to share it with you:

The Pleasure of Walking Tall

“Your security, believe it or not, affects the way you stand, the way you walk, in short, your physical well being and self-confidence. A person without security is always running. They must take the first job offered, or nearly so. They sit nervously on life’s chair because any small emergency throws them into the hands of others. Without security, a person must be too grateful.

Gratitude is a fine thing in its place, but a constant state of gratitude is a horrible place in which to live. A person with security can walk tall. They may appraise opportunities in a relaxed way, have time for judicious estimates and not be rushed by economic necessity. A person with security can afford to resign from their job, if their principles so dictate.

A person always concerned about necessities, such as food and rent, education for children, can’t afford to think in long range career terms. They must dart to the most immediate opportunity for ready cash. Without security, they will spend a lifetime of darting and dodging.

A person with security can afford the wonderful privilege of being generous in family or neighborhood emergencies. They can take a level stare into the eyes of any person - friend, stranger or enemy. It shapes their personality and character.

The best security you have in this world is you. Your efforts, your leadership and your ability to develop others as leaders.”


Jonathan Farrington is Chairman of The JF Corporation and CEO of Top Sales Associates, based in London and Paris. He is also the creator and CEO of Top Sales World and the man behind the Annual Top Sales Awards. More about Jonathan:

Contributor: Jonathan Farrington

Published here on:

Classification: Leadership


MSWord: Self-Programming For Leadership

Site Menu

| Home | Top | Quick Links | Settings |

Main sections: | Disciplines | Techniques | Principles | Explanations | Theories |

Other sections: | Blog! | Quotes | Guest articles | Analysis | Books | Help |

More pages: | Contact | Caveat | About | Students | Webmasters | Awards | Guestbook | Feedback | Sitemap | Changes |

Settings: | Computer layout | Mobile layout | Small font | Medium font | Large font | Translate |


You can buy books here

More Kindle books:

And the big
paperback book

Look inside


Please help and share:


Quick links


* Argument
* Brand management
* Change Management
* Coaching
* Communication
* Counseling
* Game Design
* Human Resources
* Job-finding
* Leadership
* Marketing
* Politics
* Propaganda
* Rhetoric
* Negotiation
* Psychoanalysis
* Sales
* Sociology
* Storytelling
* Teaching
* Warfare
* Workplace design


* Assertiveness
* Body language
* Change techniques
* Closing techniques
* Conversation
* Confidence tricks
* Conversion
* Creative techniques
* General techniques
* Happiness
* Hypnotism
* Interrogation
* Language
* Listening
* Negotiation tactics
* Objection handling
* Propaganda
* Problem-solving
* Public speaking
* Questioning
* Using repetition
* Resisting persuasion
* Self-development
* Sequential requests
* Storytelling
* Stress Management
* Tipping
* Using humor
* Willpower


* Principles


* Behaviors
* Beliefs
* Brain stuff
* Conditioning
* Coping Mechanisms
* Critical Theory
* Culture
* Decisions
* Emotions
* Evolution
* Gender
* Games
* Groups
* Habit
* Identity
* Learning
* Meaning
* Memory
* Motivation
* Models
* Needs
* Personality
* Power
* Preferences
* Research
* Relationships
* SIFT Model
* Social Research
* Stress
* Trust
* Values


* Alphabetic list
* Theory types


Guest Articles


| Home | Top | Menu | Quick Links |

© Changing Works 2002-
Massive Content — Maximum Speed