- If you aren't fired with enthusiasm, you will be fired with enthusiasm.- Vince Lombardi
- None are so old as those who have outlived enthusiasm.- Henry David Thoreau
- A man can succeed at almost anything for which he has unlimited enthusiasm.- Charles Schwab
- One must be convinced to convince, to have enthusiasm to stimulate the others.- Stefan Zweig
- Enthusiasm is the yeast that raises the dough.- Paul J. Meyer
from Maimonides’ Laws of Torah Study, Hilchot Talmud Torah
1:11- A person is obligated to divide his study time in three: one third should be devoted to the Written Law; one third to the Oral Law; and one third to understanding and conceptualizing the ultimate derivation of a concept from its roots, inferring one concept from another and comparing concepts, understanding [the Torah] based on the principles of Biblical exegesis, until one appreciates the essence of those principles and how the prohibitions and the other decisions which one received according to the oral tradition can be derived using them. The latter topic is called Gemara.
1:12- How is the above expressed? A person who is a craftsman may spend three hours each day involved in his work, and [devote] nine hours to Torah study: In those nine hours, he should spend three reading the Written Law; three, the Oral Law; and three, meditating with his intellect to derive one concept from another.
Enthusiasm: from Zelig Piskin, Gateway to Self-Knowledge
1. What are you enthusiastic about?
2. What are you not enthusiastic about that you might be?
3. When are you enthusiastic about gaining new knowledge?
4. When are you enthusiastic about doing acts of kindness?
5. When are you enthusiastic when greeting people?
6. How do you react when other people are enthusiastic towards you?
7. In what situations in the past have you felt great enthusiasm?
8. How would you gain if you were more enthusiastic?
9. In what ways would you have a more powerful influence on others by being more enthusiastic?
10. What can you learn from enthusiastic people you have met?
LEADERSHIP IS IN THE EYE OF THE FOLLOWER
James M. Kouzes and Barry Z. Posner
What you have heard about leadership is only half the story. Leadership is not just about leaders; it is also about followers. Leadership is a reciprocal process. It occurs between people. It is not done by one person to another.
Successful leadership depends far more on the followers’ perception of the leader than on the leader’s abilities. Followers, not the leader, determine when someone possesses the qualities of leadership. In other words, leadership is in the eye of the follower.
Leadership Characteristics
During a five-year period we investigated the perceptions that followers have of leaders. We asked more than 10,000 managers nationwide from a wide range of private and public organizations to tell us what they look for or admire in their leaders. The results from these surveys have been striking in their regularity. It seems there are several essential tests a leader must pass before we are to grant him or her the title of 'leader."
According to our research, the majority of us admire leaders who are honest, competent, forward-looking, inspiring, and, ultimately, credible.
Honesty
In every survey we conducted, honesty was selected more often than any other leadership characteristic. After all if we are to willingly follow someone, whether into battle or into the boardroom, we first want to assure ourselves that the person is worthy of our trust. We will ask, "Is that person truthful? Ethical? Principles? Of high integrity? Does he or she have character?" These are not simple questions to answer. It is not easy to measure such subjective characteristics. In our discussions with respondents we found that it was the leader's behavior that provided the evidence. In other words, regardless of what leaders say about their integrity, followers wait to be shown.
Leaders are considered honest by followers if they do what they say they. are going to do. Agreements not followed through, false promises, cover-ups, and inconsistencies between word and deed are all indicators that an ostensible leader is not honest On the other hand, if a leader behaves in ways consistent with his or her stated values and beliefs, then we can entrust to that person our careers, our security, and ultimately even our lives.
This element of trustworthiness is supported in another study we conducted of leadership practices. In that study we found that of all behaviors describing leadership, the most important single item was the leader's display of trust in others. Irwin Federman, venture capitalist and former president and CEO) of chip-maker Monolithic
Memories, says it best: "Trust is a risk game. The leader must ante up first." If leaders want to be seen as trustworthy, they must first give evidence of their own trust in others.
Sam Walton, founder and chairman of Wal-Mart Stores, Inc, provides an excellent example of trustworthiness and "anteing up first" in leadership. In 1983 Walton - rated by Forbes to be the richest man in the United States - made a wager. Concerned that the company might have a disappointing year, he bet Wal-Mart employees that if they achieved a greater profit than in previous years he would don a hula skirt and hula down Wall Street. They did. And he did. He kept his word and did what he said he would do. He showed he had integrity, even if it meant public embarrassment. But imagine what would have happened had Sam not kept his word. You can believe that his employees would not have anted up for the next bet!
Competence
The leadership attribute chosen next most frequently is competence. To enlist in another's cause, we must believe that person knows what he or she is doing. We must see the person as capable and effective. If we doubt the leader's abilities, we are unlikely to enlist in the crusade. Leadership competence does not necessarily refer to the leader's technical abilities. Rather the competence followers look for varies with the leader's position and the condition of the company. For example, the higher the rank of the leader, the more people demand to see demonstrations of abilities in strategic planning and policy making. If a company desperately needs to its corporate strategy, a CEO who is savvy in competitive marketing may be seen as a fine leader. But at the line functional level where subordinates expect guidance in technical areas, these same managerial abilities will not be enough.
We have come to refer to the kind of competence needed by leaders as value-added competence. Functional competence may be necessary, but it is insufficient. The leader must bring some added value to the position. Tom Melohn, president of North American Tool and Die (NATD) in San Leandro, California, is a good case in point. Tom, along with a partner, bought NATD several years ago. A former consumer-products executive, Tom knows nothing about how to run a drill press or a stamping machine. He claims he cannot even screw the license plates on his car. Yet, in the nine years since he bought the company, NATD has excelled in every possible measure in its industry, whereas under the original founder - an experienced toolmaker - NATD achieved only average or below average results.
If Tom brings no industry, company, or technical expertise to NATD, what has enabled him to lead the firm to its astounding results? Our answer: Tom added to the firm what it most needed at the time - the abilities to motivate and sell. Tom entrusted the skilled employees with the work they knew well; and for his part he applied the selling skills that he had learned from a quarter-century in marketing consumer products. He also rewarded and recognized the NATD "gang" for their accomplishments, increasing their financial and emotional sense of ownership in the firm.
Being Forward-Looking
Over half of our respondents selected "forward-looking" as their third most sought-after leadership trait. We expect our leaders to have a sense of direction and a concern for the future of the company. Some use the word vision; others, the word "dream." Still others refer to this sense of direction as a "calling" or "personal agenda." Whatever the word, the message is clear: True leaders must know where they are going.
Two other surveys that we conducted with top executives reinforced the importance of clarity of purpose and direction. In one study, 284 senior executives rated "developing a strategic planning and forecasting capability" as the most critical concern. These same senior managers, when asked to select the most important characteristics in a CEO, cited "a leadership style of honesty and integrity" first followed by "a long-term vision and direction for the company."
By "forward-looking" we do not mean the magical power of a prescient visionary. The reality is far more down to earth: It is the ability to set or select a desirable destination toward which the organization should head. The vision of a leader is the compass that sets the course of the company. Followers ask that a leader have a well-defined orientation to the future. A leader's vision is, in this way, similar to an architect's model of a new building or an engineer's prototype of a new product.
Think of it another way. Suppose you wanted to take a trip to a place where you had never been before - say Nairobi, Kenya. What would you do over the next few days if you knew you were going there in six months? Probably get a map, read a book about the city, look at pictures, talk to someone who had been there. You would find out what sights to see, what the weather is like, what to wear, and where to eat, shop, and stay. Followers. ask nothing more from a leader than a similar kind of orientation: "What will the company look like, feel like, be like when it arrives at its goal in six months or six years? Describe it to us. Tell us in rich detail so we can select the proper route and know when we have arrived."
Inspiration
We expect our leaders to be enthusiastic, energetic, and positive about the future - a bit like cheerleaders. It is not enough for a leader to have a dream about the future. He or she must be able to communicate the vision in ways that encourage us to sign on for the duration. As Apple Computer manager Dave Patterson puts it, "The leader is the evangelist for the dream."
Some people react with discomfort to the idea that being inspiring is an essential leadership quality. One chief executive officer of a large corporation even told us, "I don't trust people who are inspiring" - no doubt in response to past leaders who led their followers to death or destruction. Other executives are skeptical of their ability to inspire others. Both are making a mistake. It is absolutely essential that leaders inspire our confidence in the validity of the goal. Enthusiasm and excitement signal the leader's
personal conviction to pursuing that dream. If a leader displays no passion for a cause, why should others?
Credibility
Three of these four attributes - honesty, competence, and being inspiring - comprise what communications experts refer to as "credibility." We found, quite unexpectedly, in our investigation of admired leadership qualities that more than anything else' people want leaders who are credible. Credibility is the foundation on which inspiring leadership visions are built. When we believe a leader is credible, then we somehow feel more secure around him or her. A sense of security enables us to let go of our reservations and release enormous personal energy on behalf of the common vision. Credibility and an attractive image of the future are the very essence of leadership.
However, credibility is extremely fragile. It takes years to earn it, an instant to lose it. Credibility grows minute by minute, hour by hour, day by day, through persistent, consistent, and patient demonstration that one is worthy of followers' trust and respect. It is lost with one false step, one thoughtless remark, one inconsistent act, one broken agreement, one lie, one cover-up.
Leadership Practices
Leaders establish and maintain their credibility by their actions, and in our research we uncovered five fundamental practices that enabled leaders to earn followers' confidence and to get extraordinary things done. When at their best, leaders (1) challenge the process, (2) inspire a shared vision, (3) enable others to ac4 (4) model the way, and (5) encourage the heart!
Challenging the Process
Leaders are pioneers - people who seek out new opportunities and are willing to change the status quo. They innovate, experiment, and explore ways to improve the organization. They treat mistakes as learning experiences. Leaders also stay prepared to meet whatever challenges may confront them.
Inspiring a Shared Vision
Leaders look toward and beyond the horizon. They envision the future with a positive and hopeful outlook. Leaders are expressive and attract followers through their genuineness and skillful communications. They show others how mutual interests can be met through commitment to a common purpose.
Enabling Others to Act
Leaders infuse people with spirit - developing relationships based on mutual trust. They stress collaborative goals. They actively involve others in planning- giving them
discretion to make their own decisions. Leaders ensure that people feel strong and capable.
Modeling the Way
Leaders are clear about their business values and beliefs. They keep people and projects on course by behaving consistently with these values and modeling how they expect others to act. Leaders also plan and break projects down into achievable steps, creating opportunities for small wins. They make it easier for others to achieve goals by focusing on key priorities.
Encouraging the Heart
Leaders encourage people to persist in their efforts by linking recognition with accomplishments, visibly recognizing contributions to the common vision. They let others know that their efforts are appreciated and express pride in the team's accomplishments. Leaders also find ways to celebrate achievements. They nurture a team spirit that enables people to sustain continued efforts.
Unique Relationship
Leadership is a relationship, a unique and special trust between the leader and followers. The development of this trusting relationship requires our full and caring attention as leaders. Below are five prerequisites to building and maintaining this bond of trust.
1. Know your followers. Building any relationship begins with getting to know those we desire to lead. Get to know their hopes, their fears, their values, their biases, their dreams, their nightmares, their aspirations, and their disappointments. Find out what is important to your followers. Come to know what they seek. Only in this way can you show them how their interests can be served by aligning with yours.
2. Stand up for your beliefs. In our culture we appreciate people who take a stand. We resolutely refuse to follow people who lack confidence in their own values and decisions. Confusion among your followers over your stand creates stress; not knowing what you believe leads to conflict, indecision, and political rivalry. Here is, however, a danger in always standing on principle; it can make one rigid and insensitive. The key to escaping rigidity is to remain open to others. Listen; understand, and empathize. We respect leaders who can listen to and understand our points of view, yet believe in their own hearts that other viewpoints are superior. H your beliefs are strongly held, ethical and based on sound thinking, followers will find ways to align themselves with you.
3. Speak with passion. Managers constantly talk about motivating their people, of lighting a fire under them. If the leader is a wet match, there will be no spark to ignite passion in others. Enthusiasm, energy, and commitment begin with the leader. To gain the commitment of others you must communicate your excitement about the dream.
Paint word pictures. Tell stores. Relate anecdotes. Weave metaphors. Enable others to see, hear, taste, smelt and feel what you experience. When the dream lives inside others, it lives forever.
4. Lead by example. Leaders are role models. We look to them for clues on how we should behave. We always believe their actions over their words. We will never forget the story told to us by a young manager, John Schultz, about his days as a high-school football player:
When I played high-school football, I had three coaches. The first two were exactly alike. Each said, "Men, while you are in training, I don't want you to smoke, drink, stay up late, or fool around with girls. Got that? Then we would watch our coaches during the season. They would smoke, drink, stay up late, and fool around with women.
So what do you suppose we did? Boys will be boys, after all.
My third coach was the best I ever had. At the beginning of the season we had the same locker room sermon as with the other coaches. Except this coach just said, "I have only one rule. You can do anything I do. If I smoke, drink, stay up late, or fool around with women, then I would expect you to do the same. But if I don't, you'd better not!"
That third coach was an absolute saint. It was the longest season we ever had.
If leaders ask followers to observe certain standards, then the leaders need to live by the same rules. That is exactly what we were told many times by exemplary leaders. You can only lead by example. Leadership is not a spectator sport. Leaders do not sit in the stands and watch. Hero myths aside, neither are leaders in the game substituting for the players. Leaders coach. They show others how to behave.
5. Conquer Yourself. Jim Whittaker, the first American to reach the summit of Mt. Everest, learned that he could not conquer a mountain, because mountains cannot be conquered. He had to conquer himself - his hopes, his fears. It might brighten our heroic image of leaders to believe that they conquer organizations, communities, states, nations, the world. It might make good cinema to picture the leader riding into town on a white horse and single-handedly destroying the enemy. But this Lone Ranger portrait of great leaders only perpetuates a falsehood. The real struggle of leadership is internal The everyday struggles of leaders include internal questions such as: Do you understand what is going on in the company and the world in which it operates? Are you prepared to handle the problems the company is facing? Did you make the right decision? Did you do the right thing? Where do you think the company should be headed? Are you the right one to lead others there?
This inner struggle places enormous stress on the leader. Followers do not want to see that their leaders lack self-confidence. Certainly they like to know their leaders are human, that they can laugh and cry and have a good time; but followers will not place their confidence in someone who appears weak, uncertain, or lacking in resolve. Followers need to sense that the leaders internal struggle has been fought and won. Conquering yourself begins with determining your value system. Strongly held beliefs compel you to take a stand.
The Eye of the Follower
These characteristics, these practices, these relationships are tough measures for the leader. It may not seem right to be judged so harshly, but followers perceive leadership in their own terms, and those terms are not always fair. After all, the leader is not a leader unless there are followers; and there are no true followers unless the leader is a leader in "the eyes of the followers."
Reproduced from The 1989 Annual: Developing Human Resources. J. William Pfeiffer, Editor. San Diego, California: University Associates, 1989.
14 Ways to Harness the Power of Enthusiasm
by Marelisa
The way to turn your work into play–and have the motivation to take the action necessary in order to succeed–is to mix enthusiasm with your work.
Napoleon Hill—author of “Think and Grow Rich”, as well as other success classics– once said the following:
“Enthusiasm is a state of mind that inspires and arouses one to put action into the task at hand . . . Enthusiasm bears the same relationship to a human being that steam does to the locomotive – it is the vital moving force that impels action.”
In addition, Earl Prevette––a master salesman and the author of “How To Think and Grow Rich”, as well as other success classics– once said the following:
“Enthusiasm is a state of mind that inspires and arouses one to put action into the task at hand . . . Enthusiasm bears the same relationship to a human being that steam does to the locomotive – it is the vital moving force that impels action.”
In addition, Earl Prevette––a master salesman and the author of “How to Turn Your Ability Into Cash“–argued that enthusiasm is your soul in action. Here’s a quote from his book:
“Enthusiasm is one of your greatest assets. It is better than money, power or influence–with enthusiasm you become the master of these. Combine enthusiasm with faith and initiative, and you can move mountains and achieve results unheard of.”
Whatever it is that you’re trying to accomplish, whether it’s writing a novel, getting your start-up off the ground, getting a promotion at work, and so on, enthusiasm will give you the energy that you’ll need to keep running all the way to the finish line.
Below you’ll discover 14 ways to harness the power of enthusiasm. Apply these strategies and you’ll have so much energy, you’ll be unstoppable.
1. Follow your bliss. There is no better way to generate enthusiasm than to be engaged in an activity that you enjoy and to do work that you’re passionate about.
If your current situation is such that you cannot be engaged in the work which you like best, decide what it is that you want to be doing and focus on the fact that you’ll be engaged in that particular work at some point in the future. Even if you’re not currently standing where you would like to be, you can generate enthusiasm by facing the direction in which you want to go.
2. Think of the things that you want to attain. Here’s a quote from Hill’s “The Law of Success”:
“The home you intend to own, the money you intend to earn and place in the bank, the trip you intend to take when you can afford it, the position in life you intend to fill when you have prepared yourself, and the preparation itself—these are the things that produce happiness.”
Become enthusiastic about these things, regardless of your current station in life. Keep thinking of the time when you’ll be ready to turn these things into reality.
3. Have a plan. Creating a plan will fill you with enthusiasm to get up each day and follow through on your plan. Driving around without a map–that is, trying to achieve a goal without having a plan–can soon use up all of your motivation. However, when you know where you want to go–see point “1” above–and you have a map that shows you how to get there–you’ll be pressing down on the gas pedal and moving ahead at full speed.
4. Get out of victim-mode. Nothing zaps enthusiasm faster than seeing yourself as a victim. Look at the following two scenarios:
- You’re constantly thinking: “There’s nothing I can do to get the promotion that I want because my boss hates me.”
- You’re saying the following to yourself: “I’ll never be able to raise the capital that I need for my start-up because banks just won’t lend money to people like me.”
If your thinking is in line with the two scenarios above–that is, if you’re thinking like a victim–, how can you possibly generate enthusiasm?
In order to generate enthusiasm, you need to see yourself as a creator. That is, recognize that you can continually take the steps that you need to take in order to get what you want, regardless of what other people, or even life itself, throw at you.
5. Surround yourself with people who are enthusiastic and optimistic. Befriend people who will encourage you and challenge you to achieve your goals. Enthusiasm is contagious; when you’re around people who are enthusiastic about their lives and about their work, their enthusiasm will rub off on you.
If you can’t find people who are enthusiastic, surround yourself with videos and audio programs of people who are enthusiastic. Steve Pavlina–owner of the blog “Personal Development for Smart People”–finished college in three semesters. He writes that going through college this quickly meant having eight-hour days of classes. In order to keep a positive can-do attitude, despite his heavy workload, whenever Pavlina had a break between classes he would listen to audio programs by Earl Nightingale, Zig Ziglar and others. Pavlina explains that this kept him enthusiastic and on top of his studies.
6. Stimulate yourself into a state of high enthusiasm. Hill explains that everyone has something that arouses their enthusiasm—it could be something like the following:
- Going to museums to admire fine paintings;
- Listening to music;
- Spending time in nature;
- Wearing clothes that make you “look the part”;
- Reading books by authors that you admire; and so on.
He adds that all people of outstanding achievement have discovered ways and means of stimulating themselves into a state of high enthusiasm. Identify activities or situations that energize you, and engage in them as often as you can.
7. Ask questions. Earl Prevette explains that one of the best ways to generate enthusiasm in yourself is by asking yourself questions about your abilities, your ideas, and your progress. Likewise, if you want to generate enthusiasm in others, ask them questions. Prevette says the following:
“Ask enough questions and you will find the answer. Asking questions starts an endless chain of ideas, each one suggesting several others. Most inventions and improvements are the result of questions. Someone wanted to know the answer.”
Questions stir up ideas, arouse response, stimulate interest, and create desire. That is, they generate enthusiasm.
8. Develop the right attitude. Another method which Prevette recommends in order to generate enthusiasm is to have the right attitude. Attitude is getting the right slant on the thing you are doing.
Prevette explains that when he became a salesman he adopted the attitude that he was creating and developing ideas to help others. This perspective gave him the spirit to sell; he was eager to find ways to fill the needs of others, and to fill those needs well. Here’s a quote from Prevette:
“The right attitude toward your job taps a hidden reservoir of knowledge and experience, and puts to work every available force to aid you in the accomplishment of your goal.”
9. Give all of your attention to what you’re doing. Still another way to generate enthusiasm is by giving your full attention to what you’re doing. Prevette explains that doing any job well requires concentration of thought. Integrate your mental attributes completely, pull together, and pay strict attention to what you’re doing. Here’s what Prevette says:
“It is not putting in hours, but putting yourself into the hours that wins promotion, earns more money, precipitates an increase in salary and gets you ahead.”
Whatever it is that you’re doing, look for ways to pull your attention together and place it fully on the activity that you’re carrying out. It’s very difficult to generate enthusiasm when half of your mind is on one thing, and the other half is thinking of something else.
10. Get your energy level up. It’s hard to generate enthusiasm when you feel tired. Make sure that you have the physical energy to be able to generate lots of enthusiasm by getting enough sleep, eating healthy food, and getting regular exercise.
11. Lower your levels of “bad” stress. Stress isn’t always a bad thing. In fact, if you want to achieve anything noteworthy in life, some tension is necessary. Look at the following:
- To achieve great things you need to learn and grow; that is, you need to step outside of your comfort zone on a regular basis.
- To get things done, you need to set deadlines.
Challenging yourself to try new things and striving to meet deadlines is stressful. However, setting deadlines that you can keep and striving to meet challenges that you can achieve by making some effort, creates good stress. Bad stress is when you’re pushing yourself too hard, and you begin to feel overwhelmed and that you’re losing control. Bad stress will zap away at your energy and make your enthusiasm plummet. There are many things you can do to lower your stress levels, such as taking up yoga or meditation, decluttering your mind and your space, prioritizing, and simplifying.
12. Use your physiology. If you’re trying to generate enthusiasm, use the body posture and the tone of voice that you use when you’re talking about something that fills you with excitement. Move and talk as if you’re full of enthusiasm, and your emotions will soon follow suit.
13. Apply your strengths. Whatever it is that you’re working on, you can become enthusiastic about it by applying your strengths. For example, if you’re an artist but you’re currently doing office work, look for ways to add visual elements to your work. As a second illustration, I had a friend in law school who loved to sing. He applied this strength to the task of studying for classes by turning the law school lectures into songs.
14. Begin. Whatever you want to do, begin it. As Prevette explains, the law of nature is the following: “Do the thing, and you shall have the power.” Start learning about the topic at hand; the more you know about something that more likely you are to become enthusiastic about it. In addition, set small goals for yourself and begin to achieve them. These small achievements will help you to generate the enthusiasm that you’ll need to keep going.
Marelisa Fabrega is a lawyer and entrepreneur. She holds a Bachelor of Science in Business Administration from Georgetown University in Washington, D.C., as well as a Juris Doctor from the Georgetown University Law Center.