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Leadership Locker

leave your mark in life and leadership

In my new book I share essential principles from my leadership locker to help you impact those you lead and inspire you to leave your mark in your own life and leadership. Scroll below for a peek into what’s in my leadership locker….

 
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get organised

 
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Chapter

1

 
 

The difference between you and some of the world’s top leaders is that they decided to make a plan, get organised, and get started. The problem is often not that you don’t have the ability, skills, or inspiration, it’s that you haven’t taken the proper time or energy to organise your life. I guarantee that if you take the time to get organised, your work, leadership influence and personal life will run a lot smoother. Don’t just take my word for it, give it a try and see for yourself how much more effective your leadership becomes.

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stay disciplined

 
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Chapter

2

 

Now that you’re on your way to becoming more organised, how are you going to stay disciplined? For me personally, staying disciplined is something that still takes daily intentionality. Knowing that my health is important and admitting that I should exercise is a great step in the right direction but simply knowing isn't going to help me in the end. Making time for exercise, and visiting a local gym is what's really needed if I want to maintain a positive approach to living a healthy lifestyle and actually become fit. However, and if I’m being very honest, it's the ongoing commitment which is the toughest part. Going to the gym is beneficial, but this act alone won't turn me into an athlete! In a similar way, giving a one-off donation to an organisation or individual is admirable, but it doesn't make you generous. Becoming a generous person requires consistency and consistency requires discipline. When it comes to leadership, taking the lead occasionally doesn't make you a great leader either, it just means you took responsibility on an occasion. Developing great leadership skills require commitment, dedication and discipline.

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earn everything

 
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Chapter

3

 

Making sure you take the time to properly assess and recognise the symptoms of entitlement in yourself is essential before you start pointing fingers at your team or organisation. If you as the leader are living and leading with a sense of entitlement, those following will ultimately model what they observe in you. Be relentless and do not allow yourself to adopt an entitlement mentality. If you are careless, it could damage your leadership journey and steal success from your grip. Instead, be servant hearted, take nothing for granted and live like today could be your last opportunity to make a difference. Earn everything!

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count the cost

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Chapter

4

 

If you’ve got the fight, the creativity, the faith, and the courage to count the cost of starting a new business, leading a church, charity, organisation, or launching a foundation, you could be in for the ride of your life. If not, then you could find yourself sitting in the front seat of a roller coaster without a seatbelt, approaching a very tight bend. Be realistic with your expectations while still holding on to your vision. Poor leaders try and find an easier way to lead by cutting the costs and it usually ends in failure. Great leaders are prepared to pay the cost and understand that anything worth having is worth the cost it takes to get there. A little research up front can save you a lot of heartache down the road. Are you ready to pay the cost? The journey will cost you dearly - but it's worth every penny.

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end excuses

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Chapter

5

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We live in a culture that is suffering from an excuse epidemic. They can be found everywhere and are causing harm to our relationships, reputations, teams and organisations. Some excuses may be valid, or at least have a hint of validity to them. However, I ultimately know that we will never progress if we choose to focus on our problems and make excuses for them. I've never come across anyone who excused their way to success and I doubt I ever will! The founder of modern nursing, Florence Nightingale, attributed her success to never giving or taking excuses. She understood that excuses get you nowhere. Great leaders have learned to take responsibility for their problems and will do all they can to uncover solutions.

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Chapter

6

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We are called, as leaders, to step up and lead through each and every challenging decision or situation. We need to make sure we change our mindset, think outside the box and grab hold of a confidence built on a cause higher than ourselves. It’s in these moments that true leaders are made. I think that C.S. Lewis was speaking from experience when he said "Hardships often prepare ordinary people for an extraordinary destiny." Leaders are defined in the fires of adversity.

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fail forward 

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Chapter

7

 

How good is your recovery? We’ll all need one at some point in life. Are you ready to make a mistake? It’s a terrible thought, especially if you’re a 'go get it' type of leader who can’t afford the time, the setback, or the inconvenience of slowing down. If you’ve been around for a while you already know that every leader will make a mistake, it’s just a matter of when. The truth is that you’ll never get it right, unless you’re cool with getting it wrong from time to time.

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take ownership

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Chapter

8

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The worst thing I could ever hear out of a member of my team's mouth are the four words "That’s not my job." We must have the mentality that everything is our job. We win and lose together. If one fails, the whole team fails. If one wins, we all win. If you live and work with the mindset of "That’s not my responsibility" or "That’s not a part of my job description" we let everyone else know that we are only thinking about ourselves. Don’t be someone who cares only if your projects get finished on time and if you get the recognition at the end of the day. Be someone who takes out the rubbish or offers to make the morning coffees no matter how high or low in the ranks you are.

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Lead With Generosity

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Chapter

9

 

One of the most impactful and fruitful things you can do as a leader is to lead with generosity. In my experience there's nothing that comes closer to touching a person’s life than showing generosity towards them. Before you ask anything of anyone, serve them, think of them first, connect with them, and be generous.

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Be A Self Feeder

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Chapter

10

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Building a culture of self feeding will propel any leadership team ahead of the rest and into new realms of possibility. At some point, every leader understands that a commitment to personal growth is an absolute essential turning point in their development. Sadly, many with potential to lead and influence remain in a state of dependency because they don't understand the benefits of being a self feeder. If you put any amount of thought towards it, you’ll realise that it's actually a very natural development phase for everyone.

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celebrate simply 

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Chapter

11

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Describe a life event here. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Simple is beautiful. Yes, it is. However, simplicity is often something people frown upon. One reason is that 'simple' gets confused with 'simplistic.' The definition of simple is: 'easily understood or done; presenting no difficulty'. We are led to believe that complex understanding is a sign of intelligence. We look up to people who use big words and sophisticated terminology in the hope they will have the answers to all life’s problems.

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Keep It Relational

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Chapter

12

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Before we ever start our journey of leading others, we must first learn how to be in relationship with them. A successful team knows each other inside and out. They trust each other and desire what’s best for the team as a whole. I aspire to know my team more than just in a professional capacity. We are not in the business of leadership to only get things done. We are working with future leaders. Make sure you take the time to look up from your phone or laptop and have a conversation.

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Value Options Over Opinions

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Chapter

13

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I value people who bring solutions to the problems our organisation is facing. I can't tolerate having people on my team that make mountains out of molehills, telling me why we can't do what we feel called to do. Those who bring options are always welcome to sit at my table but opinion gatherers aren't welcome in the room!

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Follow One Vision

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Chapter

14

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A good team is led with one vision, not many. As obvious as this sounds, you would be surprised how many leaders try to lead a team of people who are all working with a different end goal in mind. However, this element determines whether your team thrives or barely survives. The last thing your team needs is a rogue leader, or someone who has created their own reality of your vision.

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Develop leaders

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Chapter

15

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The most important decision you can make is not which approach you choose when it comes to developing leaders, it's deciding that you will commit to the journey. I would not be exaggerating when I say that the future of any organisation rises and falls on leadership. Subsequently, if leadership development is missing, you can expect the organisation to crumble. Until you develop leaders who can take responsibility, they can't take control and you'll always be trying to do everything yourself. With one person leading, growth and expansion is severely limited. Great leaders know that the process of growing and developing new leaders is an essential part of the future success and building of a legacy in any organisation.

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design your team

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Chapter

16

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Designing a great team is amongst the most difficult things a leader will ever have to do. Over the years I've had to accept that I'll develop some losers whilst developing leaders - meaning, I won't get it right every time. Often the problem hasn't been with the team member, it was that I didn't lead them well. Every time I’ve gotten it wrong, I’ve reflected on what I could have done better and have tried to see any patterns across different situations that have become bad habits. Each and every leader first needs to look at their own life before forming an opinion as to whether a developing leader is up to the task.

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wear a leaders lens

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Chapter

17

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If you wear glasses with a pink lens, the world looks pink. Similarly, if you wear glasses with a blue, green, or grey tint, the world will inevitably appear to have a shade of blue, green, or grey. In the same way, leaders should look at the world through a leader’s lens, thereby seeing everything through a tint of leadership. Leaders see things differently. They look at the world with a different perspective than most. They are always asking, "What would a leader do?" in any given situation. By definition, leaders will act differently than followers. Leaders don't see problems, they see opportunity and a way to move forward.

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disagree and commit

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Chapter

18

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Growing as a leader requires resilience, stamina and a commitment to pushing through difficult situations towards continued personal growth. Without the stretching that challenge brings we become stagnant and over time lose our impact. There's nothing more testing than when you find yourself in conflict with a team member, someone who you are supposed to be working alongside towards a common goal. It's often in these encounters and through disagreements with others that we see the most significant leadership potential and opportunities for growth.

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play people in their best positions

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Chapter

19

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Growing up I was an enthusiastic footballer and performed well throughout my school years and beyond. For every kid growing up watching football, the star position in the team was always the striker, the one who scored all the goals. So inevitably, I wanted to be the striker. The reality was however, that I was not quick enough or skilful enough to be the striker and, as with most kids with the same dream, the disappointment was real and tough to process. However, a few good coaches later I soon discovered my best position on the pitch was not as the striker but the defender. I discovered I could read the game better from the back, I was physically formidable being taller than most my age, and I could head the ball better than anyone else. When I found my best position in the team, my game went from strength to strength and I went on to captain many teams I was a part of.

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personify positivity

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Chapter

20

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You may not be aware of it, but there is a fight going on in your day-to-day life: a negative spirit verses a positive spirit. Nowadays, I feel as if we’re more likely to encounter a negative spirit rather than a positive one in our day-to-day lives. You know the kind of person I’m talking about? Someone who always likes to tell you how hard a project or problem is going to be or how difficult their day has been. As soon as you read the words negative spirit, someone probably popped into your head. Negativity is the attitude of always expecting something bad to happen. These are the people who spend their time living according to the worst-case scenario.

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