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INFLUENCING YOUR COLLABORATORS

INFLUENCING YOUR COLLABORATORS

In the just previous essay I discussed about the collaborators with respect to leadership and influence as the leader is required to understand why they often act the way they do. Also, I explained that a collaborator is the young in the leadership cycle by virtue of exposure and experience with relatively good information about dynamics of how principles work in real time almost seems to operate from the same level of information with the leaders but lacks experiential knowledge. This definition is basic for the leader whose goal is to succeed in leadership.

Today, I shall be endeavoring to look at the right attitude the lead should have towards these collaborators, which I will discuss in three headings. However, before I do that, there is need to point out that many of the difficulties leaders face with collaborators is predicated upon poor discipleship work, which will be the thrust of the next essay.

Superior Arguments
Based on experiential knowledge the leader has an edge over the collaborator, which affords him or her an advantage when confronted with an argument. Collaborators respect the leader the more when he or she makes superior arguments.

Grounded in Wisdom and Knowledge
The leader must know everything needed to be known within the sphere of his or her abilities with endless growth and development. Wisdom and knowledge give the leader’s stability.

Proactive in Proffering Solutions
Proactivity entails that problems are rightly predicted and the correction solution proffered to make the problems go away by the leader, which makes the leader indispensable.

In the next essay, I shall explain the points of influence of collaborators that leaders must focus their attention on in order to achieve the intended results.

Elvis C. Umez
Leadership Consultant
School of Leadership Development (SOLD)
IDB Consult

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