In my fraternity, I started noticing the hierarchy of the executives, and began wondering what our group would be like if we had different leadership styles. I also noticed how my classmates behaved, and began extrapolating and making assumptions as to WHY they’re behaving a certain way based on what I learned. I’ve learned that my classroom experience has immediate real-life application. One example of that would be the relationship between my mom and dad: my dad always manages the money, so my mom trusts him with making the best financial decisions. It feels as if the world makes better sense now that I understand the root of leadership: emotional intelligence.

The core of socially responsible leadership lies in what we know as the seven ‘C’s, and they reinforce one ofeddedd the biggest ‘C’s of all: Change. Change implies that in order to lead, one must challenge the status quo. These seven ‘C’s are Citizenship, Common Purpose, Collaboration, Controversy, Consciousness, Congruence and Commitment. The first one implies that the community around the leader matters, because it can either help or hurt the leader’s cause. The second one addresses the relationship within a group that backs the leader’s cause, and expects trust and acceptance within their team. The third one takes advantage of diverse opinions on a given matter in order to bridge gaps in the understanding of certain issues, and to provide simple solutions that others may find creative. The fourth one ensures that these diverse opinions will yield a positive agreement rather than a negative disagreement. The fifth one is designed to make each member of the team aware of their own biases, personality traits, individual abilities and disabilities, emotional stances on certain issues, and more. The sixth one gives the team a sense of stability on certain issues, such as a Democrat who is expected to remain loyal to his political ideology, or a Muslim who is expected not to convert to Christianity. The seventh one is surrounded by purpose, energy and emotions that keep the agent of change relevant to the present day.

I think that the most important C is Commitment. It’s the hardest to maintain, and the most provocative when you’re able to control it. Commitment means that your members deeply care about a problem, and they’re actively seeking a solution. Whether it’s formal (meetings, dress code, media reports) or informal (casual discussions and open forums), commitment ensures that an issue is solved until the end, rather than be left half-way, which is how so many issues are solved today: half-assedly (pardon my French). I think that the least important C is Citizenship, because it requires the least attention. In a way, citizenship is self-regulated: those who care about your cause join you, and those who don’t care about your cause ignore it. Likewise, you appreciate those who support you, and you ignore those who oppose you. A team shouldn’t devote a lot of time to citizenship, because then they may not have enough time to address things that they have more control over. Whether others perceive you as an agent of positive change or negative change is largely beyond your control; furthermore, if you wish to change the public’s stance on an issue, then that’s something you would do via Collaboration and Controversy, not Citizenship.

The biggest challenge in becoming an agent of change lies in getting people to listen to you and to act on your behalf. This problem should always yield a positive result, and here’s how. If a leader seeks changing status quo, and they reach out to the community and receive little support, then it’s likely that the community doesn’t care about change. However, if they receive a lot of responses, the leader himself will manifest into an image of unity among those who also seek that change. When a leader like Tony Hsieh (Zappos.com, CEO, sold to Amazon for $1.2 billion) decided to change the way people buy shoes online by delivering happiness in every package, he had many obstacles to overcome; however, by getting people on the same page about his goals, he quickly learned that others shared his passion with him. Becoming an agent of change is difficult because sometimes we can’t articulate what it is that we want, or if we can articulate it, then it might not sound appealing enough to inspire others. That’s why the biggest challenge lies in selling your message, so that others will not only listen, but care and take action with you.

At the beginning of my studies, I thought that emotional intelligence is the core of leadership. I studied it while in Italy this past summer. I loved the concept of applying knowledge to intangible things that may be hard to pick up on (e.g., tone of voice, posture, eye contact). I was surprised that the material on leadership that is out there isn’t focusing more on emotional intelligence. I still believe that being able to “read” past what people say, to get to the core of how they really feel, is the essence of good leadership. A few of our past class assignments have breached this topic, so I would like to address them specifically.

This past September, I was introduced to basic frameworks that have shaped the study of leadership. This was a great “base” for my future studies, but after learning various leadership approaches, I realized that some are simply outdated (Great Man Approach). I began to focus on the issue of, “what is it about human relationships that empowers leaders?” Under the assumption of good emotional intelligence, I began to agree with the Behavioral and Contingency approaches. Upon closer examination, I realized that Reciprocal and Transforming theories have more merit, because they place a greater weight on mutual respect and understanding. While we were taught that Followership is a separate theory, I believe that it’s an aspect of personality that can be applied across various models.

When I learned about “French & Raven’s Taxonomy of Power,” I realized why Coercion, Legitimate and Expert powers are not as well-respected as Reward and Referent powers were. The latter two emphasize the need of the leader being “on the same level” as their followers in order to connect with them. Those who coerce us into action, boss us around, or claim to know more than us, tend to be mean people. This is the reason why so few people are usually remembered for being great teachers or bosses. When I think about it, the people I remember most in my life (besides family) were those who were able to connect to me in some way.

After nearly 4 months of studying leadership theory in-depth, I still believe in the importance of developing emotional intelligence. I believe that it can never be overstated, as it’s the center of any good leader’s arsenal of supporters. A good agent of change needs to know their supporters – beyond their rhetoric and public statements. What really bothers those whom you are trying to help? Are there easier solutions than what you may be thinking? As an agent of change, I would begin my path to leadership with a discussion. An open-ended forum may start out humbly, but it can never hurt to know how people feel. The most important thing that I’ve taken away from homework reading and in-class activities is to not be afraid to get up close and personal with people. In fact, I believe it’s the only way to truly lead.

As I continue to notice emotional intelligence – and don’t forget lack thereof – with my fraternity, with my classmates, and with my mom and dad, I try to foster more knowledge about body language and other skills. From online articles to self-improvement books, it’s a topic that doesn’t stop fascinating me. For now, I think that the Social Change Model should remain as-is. I wish to explore it further. Thanks to some C’s – committment and collaboration – I will continue to get better at understanding what others are experiencing inside, no matter what they’re showing on the outside.

Chris and David were easy-going, and they helped us get set up. We were asked to put the harness on like we were putting on pants, and then we learned how to belay. They had it down to a science, and we all noticed. Before we even learned how to belay, we all knew that we could trust Chris and David. A lot of the leadership that they demonstrated stems to trust, because I felt as if my life was on the line in case something went wrong. Chris and David were really friendly, and understanding of those who have never belayed or climbed a wall before. Their explanations and encouragements made them very likeable characters in this exercise. Professors Ashley and Ana were also there to offer their support; however, I noticed that Chris and David fully took over their roles for the day. This put our Professors at an observing role, rather than the facilitating role. It is noteworthy that our Professors did not “take over” the exercise and let Chris and David do their job without interference. I liked this.

Recently, I learned that my MBTI type is ENTP. It matches the fact that I am an aspiring entrepreneur, and I agree with my results. Upon arriving, I was ready to climb the course – I seldom turn down a challenge. When things got rolling, and we starting climbing up and down the challenge course, I noticed the shared leadership roles of the challenge course. When others seemed to hesitate about being the first belayer, I volunteered to help. I had two other students assist me, in case I let go off the rope. As a belayer, I felt the responsibility for the safety of the person up on the wall. When it was my turn to climb, I noticed that our belaying team had started rotating forward, so the lead belayer got to go next, after the person whom they just helped. This understanding of reciprocal assistance helped us build a bond that we did not have before. For some reason, our class isn’t too talkative during regular sessions; had we been more open to each other before the challenge course, I feel like we could have had a more fun experience.

I noticed a connection between the marshmallow challenge that we did in class, and the challenge course that we did today. The two exercises were similar in that we all “had to think of the marshmallow.” When I first heard it, it meant a strong pasta structure that can hold up your marshmallow. Now, I look at it from a deeper, metaphorical angle, because getting all the way to the top of the course is, in a way, “thinking of the marshmallow.” These two exercises were different in that the challenge course did not have a time limit. The course also did not necessitate reliance on cognitive contribution from other classmates. However, creativity were the key to success in both exercises, except the marshmallow challenge dealt with reliance on others’ skills and knowledge, while the challenge course dealt with reliance on others’ attention span and mechanics. The challenge course was more physically straining, while the marshmallow challenge was hard mentally. It was interesting to think of the two experiences, side by side, and see leadership skills emerge.

One leadership skill that I noticed at the challenge course was encouragement; even those students who struggled – both male and female – received compliments that helped them push forward. Some students who were reluctant to start the challenge fell into the trap of peer pressure. Another leadership trait that I noticed was Chris and David’s senses of humor: despite some students huffing and puffing, Chris and David were able to use their personality to ease our stress. The supervisors used the empowering leadership component, as it applies to the relational leadership model; they knew belaying safety, they were there to set it up for us, and they did a debriefing to ensure our safety. It seemed to me as if our instructors instilled confidence and built that “You-Can-Do-It” esteem effortlessly. One thing is for sure: no one regretted going on the course, and it was a positive leadership experience for all of us.

One key component to having a successful event at the challenge course is to understand others. Some people may be afraid of heights; perhaps, another classmate has had an unfortunate accident in the past while they were at a similar event. Without thorough research of an entire group, there is simply no way of knowing this for a fact. However, we didn’t need to be best friends to climb the wall; all we needed to do was establish a mutual purpose. “Understanding the mix of preferred communication patterns in any groups helps the group be more informed about its interaction”. In our case, a lot of our communication came from the pressure that you felt on the rope. It told you, “the belayer has got you in case you fall, don’t worry,” which was interesting to notice. Oftentimes, I think of communication as either verbal (spoken or written), or non-verbal (body language). On the challenge course, our communication was a blend of cheering, proper belaying, and simple body movement directions. The course could have benefited from added verbal communication. “In every communication, each person has a right to be heard and a responsibility to listen”. I wish Chris and David would have told us to be more outspoken while climbing, and while belaying.

I noticed that those who have not yet climbed the course, were carefully observing people in front of them, who were up on the wall. I was curious to see if people would mimic the tracks taken by classmates before them, or if they would make their own way to the top. Most of the cases, I saw people take the “familiar” route that they’ve already seen someone do. This wasn’t unusual, because I know first-hand that the course is scary. It only makes sense that we wanted to avoid uncertainty, and take a better-known way up the course. I was no exception: I went up the course just the same way I saw my classmate do it before me, who has climbed the course while I belayed him.

To outside observers, we looked like we were climbing an adult version of an outdoors jungle gym set. To inside participants, the challenge was about a lot more than that. According to our book, organizational culture is “a pattern of shared basic assumptions that was learned by a group as it solved its problems … that has worked well enough to be considered valid and, therefore, to be tough to new members as the correct way to perceive, think and feel in relation to those problems.” The challenge course isn’t something you do everyday. It’s designed to push your limits, and face your fears. It’s also designed to create problems. When you have a group engaged in participation, these problems get solved by those who are on the course, and off the course. When you’re climbing, you’re in the spotlight. But when you’re standing below, you’re encouraging others to do their best, and climb as high as they can. I enjoyed the reciprocal support of my classmates, and I enjoyed giving support to those who struggled. The challenge course is a fun way of building leadership, and I am happy that I was a part of the experience.

For more information, I suggest: Komives, Susan R. Lucas, Nance. McMahon, Timothy R. Exploring Leadership. For College Students Who Want To Make A Difference. Second edition. John Wiley & Sons, Inc. San Francisco. 2007.

The Sixteen Types sheet above describes my leadership style as “one exciting challenge”; my personality type “tests the limits, argues both sides of a point to learn, tirelessly raises the bar, and is most inventive.” This description aligns with my leadership experience in that I enjoy volunteering in classes and in groups, I like to debate, and I am running a startup company. Knowing that 2.5 million people take the MBTI each year, I have a good idea of how I can get the most out of knowing my test results.

I feel that the MBTI is valuable to me because it allows me to re-examine my answers; knowing the outcome makes it easy to analyze why I chose the answer option that I chose. For example, I answered that I would prefer to “introduce people to others” instead of “be introduced by others.” Three out of four of my results (Extroversion, Intuition and Perception) help explain this. My extroversion allows me to speak freely with strangers; my intuition guides my conversations; and my perception allows me to communicate with my audience on the level of body language. All of these are great interpersonal skills to have. While I did not know why I was being asked this question when I was answering it, looking back at it helps me understand the big picture of how the MBTI test pinpoints psychological preferences.

My MBTI type, ENTP (Champion), did not surprise me. It would have perfectly matched my expectations had I known what the options were. Unfortunately I did not get a chance to make a prediction. I knew that this was some sort of a leadership personality test, but I did not know how the results worked. I wish I had a chance to take a look at the possible results, and contemplate about what my MBTI results would show. However, the results that I received make perfect sense to me: I am extroverted, I am intuitive, I am a thinker, and I have a sensitive perception to the outside world. It is important to realize that the MBTI test shows my inclination of choosing one over the other, and is not a clear-cut determinant of what I am at all times. It is imperative to understand that I am free to adjust my leadership style for individual situations. Nonetheless, I like the MBTI test: it is quick, it is accurate, and it gives you valuable, actionable results.

Knowing my MBTI type will help me in roles I currently hold, because I will be able to better understand my ways of thinking. As an owner of a company, this psychological preference test will help me run my company better. I look at the MBTI test as an asset in my marketing arsenal. While everyone has opinions, and certain ways of doing things, I have a competitive edge: I can analyze why I make those decisions. One specific example of where I will benefit from knowing my MBTI type is my involvement with Greek life here on campus. I am a brother at Theta Chi, an international fraternity that was founded in 1856. Our chapter has been in College Park for almost 100 years, and it is an opportunity to take on a leadership role. At this very moment, I serve on a Fund-raising cabinet. My job is to help our chapter raise money. After finding out my MBTI type, I took action towards starting a sales program with Papa Johns. This program will allow our chapter to raise $2,000 when executed properly. I knew of this opportunity for a long time, but the Myers-Briggs leadership style test gave me the motivation I needed to get started. I look ahead to tackling this fund raising program, getting our chapter some money, and renovating the basement using those funds.

I have learned two interesting things from the MBTI test. I learned what the pairs of opposing personality traits are, and what I can do to be more like one than the other. First, I learned that for some people, I may be better off giving clear, precise instructions on how to reach a goal. For others, I may be better off giving minimal supervision. Just because my type is ENTP does not mean I cannot be INFJ, or ISTJ, or ESFP. All I have to do is adjust my way of thinking, and adjust the way I act, and all of a sudden I made an impromptu shift in my leadership style. I realize that such changes might not always be needed on the spot, but I know from experience that oftentimes, leadership is needed almost out of nowhere. A problem arises, and someone needs to step up to the plate, and accept the challenge. I think that any personality type can tackle a challenge, but how they execute the solution may vary. Knowing my MBTI type will allow me to tackle more challenges in life, and increase my chance of success.

Looking ahead, I think it would be a good idea to memorize what the pairs of types are, because it would allow me to analyze people that I meet, without having to have them fill out an MBTI. If you think of your best friend, I bet you could predict their MBTI results fairly accurately. If I memorize the type pairs, it would be easier to get along with people; it would allow me to change up my leadership style “on the fly” as I learn more about a particular person. In a nutshell, it becomes a sales tool. As an entrepreneur, that is important to me.

Most importantly, knowing my MBTI score will allow me to manage people better. For example, if my employee is aggressive about getting things done, I might just leave them with an idea, and they will make it happen; another employee who is laid back would need more direction. I think the MBTI is a great way to learn about yourself, and people around you. It will always remain a valuable tool for me to learn about people’s types, and to continue re-evaluating myself.

• Self-esteem is how we value and give worth to our self. It’s whenever we really feel cherished, cared, and think with high regards of our self. People who have high self-esteem recognize and appreciate their self-worth which gives a good feeling about themselves and their existence. Self-esteem makes the person content and confident about their skills, capacities and achievements.
• Generally, self-esteem is a characteristic for a person who has the leadership qualities. For example, our politicians are desirous to lead our country because they have a strong belief in their selves. They are confident that they can have a great contribution to the welfare of our nation and could change the world. Despite the critical remarks and judgments, they still do the best to help in developing a productive country.

In order to become an effective leader, you have to fortify your self-esteem, set your objectives and goals as well as your priorities in life. Taking serious advices or counsels from other people will deeply affect a person’s leadership skills, most significantly a person’s life. Face it and contemplate about how will it affect you as a leader and let it inspire you. Prove to the people that you are able to reach the top. Being one of the good qualities of a leader, self-esteem is also important for a person to understand himself. It is a good thing to discover yourself more and learn new things every day. Here are other ideas that will give you strength in developing your self-esteem.

GO OUT FROM YOUR SHELL. Explore the world. Try new things. Don’t be afraid to discover things and work for them. Hone your hidden talents. Just try and try until you find out the best for you.

STAY FIT AND ACTIVE. A sound mind and a healthy body will keep you from the effects of worries and tensions in the surroundings. Engage in sports and other physical wellness activities for a more active, stress free life.

SET GOALS. To avoid hassles and pressures, know your priorities and the things you want to accomplish. Make a list of the things you want and make a plan on how you can achieve them.

BE OPTIMISTIC. Have a positive disposition and outlook in life. Don’t think of negative things about yourself. Be confident to say things like “I am beautiful” or “I am happy”. Remember, there is power in what you say.

MISTAKES ARE PART OF LIFE. Take mistakes as an opportunity to improve and move on. It’s a normal thing to commit errors but we should learn from them. Believe in yourself. Reach down inside. Value yourself and enjoy your life. As a qualified leader, being self-motivated is one helpful key to inspire your fellow members to do well in their personal endeavors.

In order for a group to function at an optimum level, the one on top must have the right qualities of a leader, some of which are values, ethics, belief, and personalities. These words may seem quite vague, since they can mean a lot of things. This article will break down each and every quality mentioned above and explain what the connection to leadership theory is.

Values

We all want to work with “good” people, but what is “good?” How can we define goodness? The qualities of a leader should always include values, since this would determine the manner on how a leader handles his or her team. This would be one of the factors that would affect the quality of treatment that a leader would give to his team. Depending on the set of values a good leader possesses, he may tackle a dilemma in a particular way. It may even influence which leadership theory they will choose (situational leadership, anyone?) In some cases, the values they have gained during their growing up years can have an indirect effect on the decisions that they make in the present.

Ethics

Every leader should be able to have a good set of moral beliefs. Good moral beliefs are one of the essential qualities which have a direct effect on the team itself and their work dynamics. A leader with good work ethics has the ability and the potential to push his team in such a way that they can achieve their goal without having to resort to poor judgement.

Belief

A leader’s belief system must be in tune with his or her team. Although there may be some cases where in conflict may arise, the leader must be able to solve this without bias. This means that in time when a conflict arises, he must be able to make an impartial decision that would be to the benefit of the majority and not only for his sake.

Personalities

A good leader must be able to recognize each and every single one of his members within the team. Without the ability to recognize this, he will not be able to successfully run his team. Knowing each and every person in the team allows him to be an effective leader because he can use his team member’s strengths to his advantages. He can be able to make out a good strategy or work plan by having this particular knowledge.

Being a good leader is a huge responsibility because you are in charge of an entire group and you are the person making all the important decisions. This requires several important qualities of a leader that cannot just be achieved overnight. Most of these qualities have to be accomplished over time.

To earn the position of an effective leader, you first have to gain people’s respect and trust. The following are two contrasting qualities of a leader, that when used properly, can help you become respectable and trustworthy in the eyes of your followers:

1. RATIONAL EMPATHY

Being empathetic is an important attribute that a leader should have. In the same manner that you want to be treated, you have to show your followers that you respect and trust them as well. Listen attentively to them when they turn to you, and give them genuine recognition for doing a good job. Also remember to be considerate when they have made a mistake.

But there is a fine line between being empathetic, and being tolerant. If you do not know how to balance making personal connections and professionalism, then your followers might abuse your kindness and trust. This is where the rational part of empathy comes in. Being rational means being reasonable and grounded. Rational empathy entails balancing genuine concern for your subordinates, and being a responsible leader. It entails being considerate, but setting the boundaries.

2. ASSERTIVE COMMUNICATION

Assertiveness is very essential in the assessment of effectiveness of a leader. It entails being direct and honest, without offending others. Telling the exact truth without hurting someone’s feelings might be difficult for most people. But as an effective leader, you have to be able to communicate with your followers as clearly as possible. Being assertive takes out the possibility of misinterpretations, and the firm tone and body language helps in keeping people on their toes (without being rude).

Assertion if often misconstrued as aggression. Both are two different traits. Being assertive comes with proper body language that maintains a respectable and polite tone, whereas being aggressive entails coercion. Constructive criticism is a perfect example of assertive communication. It is direct and honest, but the intention behind it is good as you show concern for helping improve or correct your follower’s mistakes.

Rational empathy and assertive communication are two qualities of a leader that shows concern for others as well as maintaining responsibility within reason. Both are contrasting traits, but knowing how and when to use them will help you earn your well-deserved respect and trust.

In order for a leader to become effective, he or she must be able to accept that international diversity exists. He must learn to incorporate these people’s differences in terms of their culture and belief and adapt to it. By doing this, he also sets an example for his members to accept their cultural differences and be able to work in harmony.

Understanding that international diversity exists among people is one of the qualities of a leader that is crucial in a group comprised of people coming from different backgrounds is very important. Because by recognizing that this exists, a leader can be able to prepare for any possible conflicts that may arise. Not that it would happen but just that there is a high risk that this type of conflict may arise. And if that occurs, he or she would be able to handle the matter as professional as possible.

Learning to adapt to your surroundings and to the people you work with will not happen if you do not recognize the reality of the situation. If a leader denies the reality of the situation that international diversity exists, this can hinder a group’s productivity.

Aside from being able to foresee any possible conflicts, a good leader may also be able to use this to his advantage. There may be specific things that international diversity gives you. By having people from different parts of the world working in one group, you are getting the best out of different worlds. A good leader not only has the ability to recognize this but utilize this information as well.

The qualities of a leader do not merely finish with recognizing talent and potential within a group. It begins with recognizing and ends with turning that potential into something more effective. Honing your group’s skills is one way to become a good leader because you are not only growing as individuals but as a team as well.

Studies have proven that a huge part of the members’ performance and effectiveness depends on how well they are guided by their leader. This is because they are the motivator, the coach, and the helper. They need to connect more with their subordinates and build a harmonious and strong relationship with them, rather than be high and mighty. Group decision making therefore is important. The following are three group decision making techniques:

1. COMMAND

This group decision making technique is when the leader seeks only little, or sometimes no input whatsoever from the group. The leader may ask his subordinates for some information, but prefers to make the decisions himself. The group is allowed to give input only by request. The decision will be made by the leader alone, whether the members agree with the final verdict or not. This is especially useful when a decision has to be made at once, and there is not enough time to discuss the matter at hand. This can also be useful when the group members prefer that the leader make the decision.

2. CONSULTATIVE

This type of group decision making technique entails seeking the advice and opinions of the subordinates before making a decision. The leader gives way for his members to give suggestions and recommendations, but the leader will still be the one to decide. This technique can be used if the members of the team still lack enough experience and/or skill to make the decision. This can also be used if the leader does not meet eye to eye with his members in terms of goals and objectives.

3. CONSESUS

The consensus type of group decision making is a technique that involves the unanimous vote of the whole group. The leader discusses thoroughly with his subordinates the matter at hand, giving everyone the chance to say their piece on what decision must be made. Unlike consultative and command technique, the final verdict is made with the group’s best interest in mind. This is best to use in non-crisis situations, and when the subordinates are highly qualified to make a decision. It is also useful if everyone in the team shares the same goals and objectives.

Group decision making is a good way to build healthy relationships with the team members. One of the essential qualities of a leader is, knowing how to listen to others.

You might be curious how these people climb the ladder towards their ultimate achievement. And mind you, it lies in a business model that gets you to your dream. I’m talking about the secret that has created the most number of millionaires of America. It is called network marketing. It is an industry of relationships that everyone can engage in. It’s such a great privilege to share this opportunity with you because I was poor but now I’m on my way to becoming the next multi-millionaire. I can’t imagine how this business strategy elevated my income status, from the minimum to the highest possible.

How does network marketing work? Well-known billionaires like Robert Kiyosaki, Donald Trump and Warren Buffet recommend this business strategy because it has low start-up cost and the potential money that can be made from it are inviting. For them, it is definitely the best way to become a millionaire. In my team, there are people who earn $50,000 per month or more doing this part-time. Imagine, you can make money more than your full-time work? Another thing is this kind of business doesn’t need a lot of effort. You only have to use your charisma to win customers and benefit from their efforts, too.

Network marketing is not difficult to understand. In this business, your mission is to sell the product and build a team to generate sales. If you are in a good company, you only have to be your own customer and that’s it. The main focus of this marketing method is to build the strongest team. This is an innovative way of using other people’s time to make you rich. What’s important is that you have a solid team and you will be making money that you always dream about.

So why can’t you turn your dream into reality? What will you do, keep searching that dream? Make it happen!

Personally, I cannot find another way to realize my ultimate dream of becoming rich. I guarantee you will experience what the millionaires did. Starting your own business might be good but this is better. Winning lottery lies in the wheel of fortune. What you need right now is a great system that will take you to the next level. Join network marketing, it’s the cheapest way to begin something and brings you to a world of everything.

Here’s where I want to begin a discussion.

How do you build the ultimate online sales team? In my opinion, this is a 3-part question: what is ultimate? what’s involved in the building? and what makes you a true team, rather than independent affiliates that are so rampant online? Share your thoughts in the comments.

Commonality

One of the trickiest qualities of a leader is being able to find that common ground amidst all the individual traits and personalities within a group. Being able to find that common ground is considered as a keystone piece that has the ability to turn a group of people into a team successfully. The principle behind this idea is actually quite simple. Similar with friendship, in order to establish a good relationship with another person, this requires that you find something in common to begin with. As with friendship, working with someone requires setting up and finding that common denominator and be able to work around that to establish a strong and soli working relationship.

Individuality

Once you have established a good working relationship with these people by finding that common ground, you can now move on to knowing them as individuals. A good leader knows how to play his team’s strengths. And the only way to do this is to get to know the people that you work under you. One of the most admirable qualities of a leader is the ability to know each of your subordinates on a personal level and gain their respect and let them know their boundaries.

For some people, they have become leaders for years and still fail in the particular area. Not everyone is born with the right social skill yet some people know how to adapt.

A Fusion in Between?

Knowing their common and individual strengths and personalities is not enough to become a good leader. You have to be able to apply these things into real settings. Knowing is not the last step it is always backed up with applying otherwise it only reflects on you and it shows that you did not learn anything productive from the experience. Remember that the qualities of a leader must always include learning from your experiences.