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Thoughts From Sandra

?To lead the people, walk beside them.? ?Lao Tzu

?When you have reached the mountaintop, then only will you start climbing? ?Kahlil Gibran

?If we treat a person the way he is, we make something lesser good out of him. But if we treat him as if he were the person he could become, then we?ll make out of him what he could become.? ?Johann W. von Goethe

These words appear on the ?splash page? of the Thierry Graduate School of Leadership, located in Belgium. On the second page of a brochure from the Thierry Graduate School of Leadership is the following.

"We consider that Leadership is a true Art. It requires style. It relies on experiences far beyond any given set of tips and techniques.

"Leading effectively is a person?s lifetime achievement, strongly borne by the individuals, teams and groups entrusting the leader with his or her specific role. Leadership is a continuous learning process; its main path is the leadership of oneself. Our belief is that leaders are made, not born. In preparing leaders for their challenging tasks. We direct our attention to one person at a time, and to the participants? team as a whole."

Visit the Thierry Graduate School of Leadership.

Attributes establish what leaders are, and every leader needs at least three of them:

Standard Bearers ? establish the ethical framework within an organization. This demands a commitment to live and defend the climate and culture that you want to permeate your organization. What you set as an example will soon become the rule. Being a standard bearer creates trust and openness in your employees, who in turn, fulfill your visions.

Developers help others learn through teaching, training, and coaching. This creates an exciting place to work and learn. Integrators orchestrate the many activities throughout an organization by providing a view of the future and the ability to obtain it. Success can only be achieved when there is a unity of effort.

Cited and used with permission from NWLink. Read the entire article here.

by Simran Khurana

Organizational teams are formed with intent ? a goal or a mission. Team members are carefully selected so that each member of the team is competent to work towards the common objective. Team leaders are also elected so that there is no ambiguity on authority. Roles are duly assigned to members of the team, so each member works in coordination with fellow team players.

In common with sports teams, organizations teams need to accomplish corporate goals. Organizational teams also build the spirit of camaraderie. Organizational teams, just like individuals have their own identity.

Organizational teams are like human beings; they have ambitions, strengths, weaknesses and even ego. Teams can compete, wrestle, succeed or fail. A good organizational team can be an invaluable asset to the organization. A bad team can break the internal structure of the organization.

Cited and used with permission from Read the entire article here.

by Dr. John C. Maxwell

. . . not to minimize talent, but to emphasize qualities independent of talent which, when practiced, add value to others and ourselves. While the four traits I?ve highlighted in this lesson are not comprehensive, they are among the most prominent qualities that do not rely upon talent.

y is the desire to listen, learn, and apply is not innate, but when cultivated, it aids the growth and development of a leader.

Initiative is the inner drive that propels leaders to achieve great dreams. American founding father, Benjamin Franklin, held to the following maxim about initiative: ?To succeed, jump as quickly at opportunities as you do at conclusions.?

Passion is a faultless predictor of success. How many high achievers lack enthusiasm? How many great leaders do you admire who are indifferent?

Courage is an every day test. We often think of courage as a quality required only in times of great danger or stress, but courage is an everyday virtue, needed to live a life without regrets. In the words of James Harvey Robinson, ?Greatness, in the last analysis, is largely bravery. Courage is escaping from old ideas and old standards and respectable ways of doing things.?

There is no substitute for talent, but there are several supplements that can transform even modest talent into greatness. Don?t minimize talent, but magnify the qualities that can accompany it, and build them day by day.

Cited and used with permission from Leadership Wired. Read the rest of the article here.

A Great Electronic Leadership Resource

We clicked on ?leader profiles? as a first look and came up with an item about Peter Drucker and his theory about how management must focus on the future: the needs of tomorrow.

The article then fast forwards, referencing an article in this month?s Harvard Business Review ? an interview with Jeffrey Immelt (one of GE?s current leaders who lists 5 traits of GE?s growth leaders.

1. External focus;
2. Imagination and creativity;
3. Clear thinking and decisiveness;
4. Inclusiveness and
5. Deep domain expertise and how each leader at GE is given a green, yellow or red rating for each trait. 

Immelt tells us that everyone has to have at least one red, because the point is not to pick out winners or losers, but rather to show that everyone (Immelt included) is working on one of these areas.

Interestingly, Immelt tells us the area he?s working on is ? decisiveness.

Which brings us back to what leadership development is all about ? a scalable and repeatable process of individual improvement tailored to the future needs of the organization.

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