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We need to learn how to communicate and connect with people, our teams, and other leaders.

Don’t ever underestimate the importance of building relational bridges between yourself and the people you lead. There’s an old saying: “To lead yourself, use your head; to lead others, use your heart.” That’s the nature of the Law of Connection. Always touch a person’s heart before you ask them for a hand or to join your teams*. In our teams I am sure that we would like to see less people going out the back door and more people coming in the front door.

* From John Maxwell’s book 21 Irrefutable Laws of Leadership


When we approach people it needs to be purposeful, we need to approach people firstly, because we feel that their giftings or calling will be an asset to the team and then secondly, so that we will have a better quality team and team members. The mistake that organizations sometimes fall into is to approach the area of the teams with nowhere near as much passion as they would leadership, too many organizations get people just to fulfill or perform a duty instead of finding out their passions.

The type of methods and approach that we develop and implement will give us the results we wish to achieve. In creating the quality that is necessary for great teams, never allow yourself to settle for second best in your teams or leaders, especially when you are seeking to do your very best. The effectiveness of your organization is a reflection of the importance you place on the performance of your teams, on "game" day. The quality of our team is based both on the input we have with our leaders in running these areas, and the input our leaders have with their team members.



Once we pass the approach stage, we then look at recruitment. The first stage of recruitment is for the candidate to accept the approach conditions, namely; “ I would like the opportunity to develop the potential I see in you, so you will be better equipped to fulfill your job.”  “Will you allow me and the team leaders to help develop your abilites?” On acceptance, I then place them into a team that best suits their abilities.

Not all team members want to go into leadership, not all of them are equipped for leadership, but this doesn’t mean that we stop developing and training them. All team members need input, especially those new to the team.

The greater number of people you approach and the way you recruit, affects your retention rate.



I have learnt over time that the hardest lesson to learn and the one we need to be continually developing in our lives is the art of communication. I have had to learn the hard way, as I bet a lot of you have had to. There are different ways to communicate to different groups of people, we cannot communicate to every one the same way; we don’t communicate the same way to the same people all the time. I have found out that the next hardest thing to do is to learn how and when to communicate in the right way.

I believe that this is a life long learning process; just as you think you have figured it all out a new challenge arises to tell you that you have not communicated well. If you don’t learn to develop different ways to communicate, you will never be able to lead others effectively or efficiently. I found that the great leaders around the world are very good communicators in varied ways, communicating on different levels to different people. The best way I have ever heard it stated was by John Maxwell when he said:

“No matter how much you learn from the past, it will never tell you all you need to know for the present.”

The true measure of transformational leadership is influence – nothing more, nothing less.

“It’s not the position that makes a leader; it’s the leader that makes the position.” -Stanley Huffty -


Positional leadership doesn’t work in volunteer organizations; if a leader doesn’t have leverage – or influence – he is ineffective. In worldly organizations, the person who has a position has incredible leverage. In the military, leaders can use rank and, if all else fails, throw people in the brig. In business, bosses have tremendous leverage in the form of salary, benefits, and perks. Most followers are pretty cooperative when their livelihood is at stake.

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Updated - November 05, 2009