| Sitting in the Ivory Tower is not for | | | | constant, unconventional leaders know they |
| unconventional leaders who sometimes deviate | | | | need to change their entire organization to |
| from their original roadmap. They have | | | | reflect new applications for their products |
| unconventional thinking and imagination that | | | | and services, and they are able to shift |
| they use for their organization to succeed. | | | | gears quickly in the direction where they |
| Their unconventional wisdom puts a new spin | | | | take their company and where their company |
| on leadership. A new model for professional | | | | now needs to go. In order to adapt to new |
| achievement is needed in our 21st Century | | | | situations, the unconventional leader is open |
| economy. It requires discarding many of our | | | | to change and to new directions; the |
| traditional notions about how to succeed.Here | | | | unconventional leader embraces new thoughts |
| are seven tips to What Makes a Great | | | | and ideas. In order to adapt to new |
| Leader:1. See the big picture: Great leaders | | | | situations, new strategies need to be put in |
| are able to see the big picture and make sure | | | | place.6. Keep positive optimism: When you |
| that their entire company sees it as well. | | | | produce positive results, it is due to the |
| This includes having employees knowing the | | | | positive actions you use and portray. In |
| company's vision and long-term outlook.The | | | | staying positive and bringing out the best in |
| idea of "seeing the big picture" gives | | | | themselves, unconventional leaders also tap |
| clarity and direction in knowing where you | | | | into their employees and employee resources |
| are leading your company and your employees. | | | | in order to reach their maximum potential |
| This requires the fact that your actions must | | | | from their organization and stay ahead of |
| be aligned with your business goals.2. Make | | | | others. |
| sound decisions: An essential requirement | | | | |
| needs to be effective leaders who have very | | | | A great leader encourages their team to |
| good decision making skills, even the | | | | perform no matter the odds. The leader is the |
| unconventional leaders. This is to ensure | | | | positive force that keeps everyone motivated |
| that strategically sound decisions are made | | | | to win. As a business leader, your company |
| to result in positive outcomes for the | | | | leadership should include a positive attitude |
| company. Unconventional leaders have the | | | | that will affect you and your employees.Dana |
| confidence and know how to take risks in | | | | Lightman, Ph.D. stated that power optimists |
| their decisions and making them pay off.3. | | | | are valuable because of the |
| Keep cool under pressure: A great leader | | | | following:Proactive = Goal |
| never lets their team see them sweat. Ranting | | | | Achievers- Open-Minded = Innovative Thinkers |
| and raving is not a sign of even a good | | | | |
| manager. In times of crisis, employees | | | | |
| typically look to their company leader to | | | | - Well-Informed = Opportunity Seeking |
| remain calm under pressure and handle the | | | | |
| situation.An unconventional leader is going | | | | - Evolving = Continuous Learners |
| to respond to situations in a different | | | | |
| manner than conventional leaders. From what | | | | - Resilient = Adaptable Change AgentThis |
| I have observed, when it comes to situations | | | | is where unconventional leaders go beyond the |
| where leaders react or respond to situations, | | | | basics. They use every one of these values to |
| they handle the current situation and the | | | | their full advantage, and then they do it, |
| crisis ends with nothing gained except how a | | | | succeeding in what they want to do.7. Learn |
| situation was handled at that moment. On the | | | | constantly: Besides being fast learners, |
| other hand, when an unconventional leader | | | | unconventional leaders are open to continuous |
| handles the same situation, they deal with | | | | learning from a variety of sources, |
| the situation and implement policies and | | | | especially from those who have already been |
| procedures to make sure the situation is not | | | | in the trenches of leadership. They study |
| repeated. As a result, the conventional | | | | leadership which they believe is an essential |
| leader and their employees go back to the | | | | part of lifelong learning. These other |
| same management policies and procedures as | | | | experiences and challenges help maximize |
| before the firefighting took place. Where as | | | | their leadership impact.In summary, many |
| the unconventional leader and their | | | | unconventional leaders, who are down-to-earth |
| organization is able to grow from this | | | | mavericks, sometimes feel that are |
| experience.These great leaders know how to | | | | reinventing their company in order to be a |
| handle pressure. Having the know how to | | | | trail blazer as they bring their unique |
| recognize a pressured situation, control | | | | perspectives to life. It sets the stage for |
| their emotions, and move their company | | | | how your company can move forward with |
| forward is within their toolbox of talents.4. | | | | thinking and strategizing a little off center |
| Know good people skills: Most people want to | | | | from where you are currently. The challenge |
| be effective in their work. Effective | | | | for the leader is to both implement changes |
| unconventional leaders go beyond making sure | | | | to their organization and work through the |
| that their employees are supported. They | | | | above seven tips with their employees.Follow |
| assist in developing their employees; they | | | | these seven tips of "What Makes A Great |
| inspire their employees by telling them the | | | | (Unconventional) Leader" and see how your |
| company's compelling vision, and then ask the | | | | company can do better in its thinking and as |
| employees to contribute to this vision; they | | | | a result, gain a competitive edge. As your |
| are catalysts with the ability to initiate | | | | focus needs to shift slightly with the |
| and lead and manage the company to new | | | | paradigm shift changes in management, so to |
| directions when it is appropriate to do so; | | | | does your company's strategies and thoughts |
| and they use and have all of their employees | | | | of using the talent of your employees for a |
| master their own Emotional Intelligence | | | | more productive workplace.Neal Burgis, Ph.D. |
| (self-awareness, self-management, social | | | | is the founder and CEO of Burgis Successful |
| awareness, and relationship management). In | | | | Solutions, an executive coaching firm. Neal |
| return, the leader and their employees | | | | has 18 years of experience helping people |
| experience their contributions in improved | | | | with their goals and performance. He |
| growth, teamwork, company vision, job | | | | specializes in executive coaching on work |
| satisfaction, and profitability.In an | | | | balance issues of performance, leadership |
| unconventional organization, the company's | | | | development, and improving skills, as well as |
| leader, in most cases, give praise to all | | | | being a sounding board. Dr. Burgis is a |
| employees. They would find a way to give all | | | | National Certified Psychologist and a |
| employees recognition for any and every task | | | | Certified Executive Coach. He is available to |
| performed. This way the leader makes everyone | | | | help with your coaching needs either in |
| feel good about themselves and for working in | | | | person or through telephone coach |
| a company that cares about them.5. Adapt | | | | consultations at your convenience. |
| quickly to new situations: Since change is a | | | | |