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