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Leaders – People Remember How You Make Them Feel

Clint Eastwood is a global icon. He makes films that impact emotionally. Leadership is knowing ourselves and those we are responsible for as people and behaving accordingly.

One day, (over 10 years ago) I was the Duty Officer supervising a very serious incident. It was a blazing hot day. The time was 5 PM. A man in shorts and a tee-shirt with a little dog came up to me and said: “ Who is in charge here?”. I replied, “That’ll be me.” He said, “ I’ve just found the dead body of a girl nearby.” I asked him to repeat what he’d said so I could scrutinise everything about his body language, tone of voice. An experienced Sergeant took charge of the existing incident’s conclusion. I went with the man and sadly it was true. The full panoply of a Major Investigation was enacted. About 9 PM I became aware that it was getting dark. We had all been on duty six hours and adrenaline had meant that I had given no consideration to refreshments. I rectified this in a creative manner. People remember how you make them FEEL. Why director Clint Eastwood is the voice of real America.

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Tony Munday
Tony Mundayhttp://www.achievesuccess.org.uk/
TONY developed his expertise during his Police career of 34 years. Whilst a Senior Leader, for 15 years, he recognised the challenges and pressures faced by Leaders, including those which were of his own making. Tony was a ‘maverick ‘as a Leader. He became accredited in, and practiced, coaching as a Leadership Style, and Situational Leadership (adopt a style relevant and appropriate to the context). This was unusual amongst colleagues and peers, who maintained a firm adherence to a ‘command and control’ style, on most occasions. Tony recognised that it was impossible for him to effectively lead and micromanage. In order to develop appropriate trust and motivation amongst those he had responsibility for, he ensured that he knew the person behind the role. This enabled Tony to effectively performance manage, with fairness. Where appropriate, Tony practiced a ‘service’ style of Leadership. He saw his role, as providing the strategic direction, the environment, setting the values and developing the people, so they took responsibility for delivery of their own and other’s performance. The subsequent trust gained, enabled Tony to save significant time compared to peers who micromanaged. Tony used this time on strategic planning and development of people, enabling them to maximise their potential, including out of his teams or departments. This was unique amongst his peers. Many peers behaved as if the first responsibility of their team was to make ‘them’ look good. This stifled development of their teams. Tony’s teams and departments consistently outperformed their contemporaries.

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