Power • Influence • Impact

Influential Leadership: Chapter One

influentialleadership2This text is taken from the original draft manuscript of Influential Leadership: A Leader’s Guide to Getting Things Done and is provided here to enrich your learning on the Influential Leadership Programme.

Chapter One: Building Your Purpose and Passion

You can only be an Influential Leader if you have an ambitious purpose, and get moving.

To become an Influential Leader you need to develop a clear long-term vision and also be realistic about how you are going to free up time to begin making progress. That means you have to also focus on your short term objectives and make sure you don’t miss anything critical. The grander your purpose, the more influential you will become – provided you are also making progress at the same time.

Before you jump into this, you may want to first check out the introduction to the book:

Chapter One contributes to the following Influential Leader capabilities:

  • Knows that they are a leader and has decided where they will apply their leadership.
  • Develops a clear sense of purpose and is able to communicate a compelling vision.
  • Injects passion into their purpose and is able to maintain momentum.
  • Is able to create space for their long term purpose while delivering short term results.

Chapter Sections

 

Getting things done

Important points to remember as you begin to make more progress:

  • Develop a purpose which is appropriate for you. The more experienced you are, the bolder your purpose should be.
  • Focus on your short term imperatives and your long term purpose.
  • Work hard to build your motivation and passion because this gives you the energy to keep going.
  • Keep your feet on the ground and remain alert to what is happening in the real world.
  • As you make more progress, your boldness will grow.
  • Influential Leaders get things done.

 

 

One of the rapidly growing problems today, as disruption lands across every level of an organisation, is building and maintaining real influence in complex settings.

Ethical Strategic Influence

 

The practical process, first developed in 2008, that is currently helping serious professionals in organisations like GSK, Zurich, and the NHS.