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Shammer

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About Shammer

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  • Birthday 12/16/1974

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  1. Some of the most valuable lessons I learned while serving in the military were the 11 leadership principles. These are a step-by-step guide to becoming a better leader in any environment, from the battlefield to the boardroom.“B Triple K Set Meds” is the pronunciation of the acronym BKKKSETMEDS and when used as a guide, can help you become a better leader.Be Technically and Tactically ProficientThis isn’t just a militaristic interpretation, it simply means know what you’re doing and have the ability to explain the reasoning behind what you’re doing. It does you no good to perform a task over and over again without seeing how it affects the bigger picture.You don’t need to be more proficient than those underneath you, but you should be able to accomplish anything they can and answer questions as to why things are done a certain way.Know Yourself and Seek ImprovementNo one’s perfect; be realistic with yourself, identify what your weaknesses are and work to be stronger in those areas. If you don’t know a certain aspect of something or are unable to perform a certain task, it’s not the end of the world.Work to become better, find the solution and go the extra mile. Always be evolving as a leader and a person.Keep Your People InformedNothing kills morale of the people underneath you faster than uncertainty. If you can’t be honest and up front with the people you lead, you can’t expect them to trust you or keep you informed.You as the leader, should be seen as stable and upfront, not as someone who hides information or retains details important to the people you’re leading. If your team didn’t do something correctly, let them know. However, be wary of falling into the trap of only pointing out failures and not successes.Know Your People and Look Out for Their WelfareThis should almost go without saying, but know the people working for you and take care of them. It could be something simple, like providing them with food or making sure they’re not having problems at home.If someone working for you had their AC go out at home, giving them the time to make a phone call to set up an appointment to fix it during working hours would go miles to endear them to you. Get to know people’s strengths and weaknesses. With that information, you’ll be able to utilize them to their greatest potential.Set the ExampleBe the person you want your workers to be. You shouldn’t expect anyone to do anything you wouldn’t or haven’t done. At the same time, you need to set the standard you expect from the people you’re leading and don’t accept less. Don’t be a hypocrite, be the person you would want working for you.Ensure Each Task is Understood Supervised and AccomplishedMost often, failure can be attributed to a lack of understanding and supervision. This doesn’t mean micromanaging or talking down to anyone. It means explaining the task thoroughly and verifying the person understands what it is you need them to do. Afterwards, ensuring the task was completed.Let the team attempt the task without your guidance if it’s not an overly complex or dangerous one. You may learn something about the job you never thought of. If you see an area where they’re struggling, don’t be afraid to step in and offer guidance. If they’re still unable to accomplish the task, they’ll be more receptive to your instruction now that they know their way wasn’t working.When this is done without any micromanaging or a “you’re doing it wrong” attitude, the result is someone that understands what they thought would work didn’t, but also that they needed to open up their mind to your guidance to learn from you.Train Your People as a TeamIn most cases, people don’t work most efficiently by themselves. By a team, I don’t mean it has to be a big hand-holding “YAY TEAM” venture. It means they’re all working towards similar goals. It means they understand that something one person does, or fails to do, can help the team succeed or can set everyone back.Using open communication throughout the team goes a long way to help with preventable setbacks. Everyone needs to be working towards the same end.Make Sound and Timely DecisionsDon’t become indecisive, or take too long to make decisions. The appearance of hesitation or display of mental weakness is something you should never show someone looking to you for guidance. If you don’t know something, don’t make something up. Let them know you don’t know, but that you’ll find out. Be sure to find the answer, follow up and tell them.If you’re unable to decide on paper or plastic, how can you expect anyone to believe what you’re saying? Think carefully about the decisions you need to make and don’t leave room for argument or misinterpretation. “We need X, Y, Z done today,” is much better than “I think we need X, Y, Z done today.” Keep your decisions decisive.Employ Your People in Accordance with their CapabilitiesMost of this stems from knowing your people. Know who can do what and what they’re best at. You wouldn’t ask a small person to lift heavy things, just like you wouldn’t want a tall person at a short desk. Some people work well in chaos, while some don’t. The knowledge of these capabilities allows you to make the most effective use of your people.Don’t burn people out and don’t let them get bored. Ask how they’re handling the task you’ve given. Not from a “I want to see if you’re just sitting on your ass all day” perspective, but from a “how is the workload effecting you” stance. It’s no good to spend all your time investing in training and integrating a person into your employ, only to have them burn out.Develop a Sense of Responsibility Among your SubordinatesDelegation is key in handling large work loads. Giving someone a sense of ownership over a task or area will work wonders. They’ll be more likely to feel a personal investment in what they produce.Encourage them to seek new challenges and help them to overcome them. Promote the development of new skills and reward successes. If tasks that were assigned weren’t accomplished, handle them and ensure the failure points are addressed.Seek Responsibility and Take Responsibility for Your ActionsBeing willing to take on harder jobs will push your potential as a leader. To grow as a leader, you need to be taken out of your comfort zone every once in a while and learn from that experience.Push out into new horizons and look for ways to assume more responsibility. Also, be willing to take responsibility not only for your successes, but also your failures. If you mess up something, be upfront about it. Address the issue, own it and learn from it.
  2. Sorry I didn't get back to you sooner, but in response to what sort of training plan they have for Oct. 19-21, I don't know any of those particulars.  I'd guess that contacting the Texas National Militia or United III%'s of Texas, would be your best bet since they are hosting the event. You should be able to contact them through the M.M. site. Sorry I could not be more specific.   Max

  3. “What can I do to help you do your job?” This question is frequently asked by people in leadership as a way to communicate they care about what their employees need. It helps a leader get a sense for what someone believes their job is and the resources they think are lacking, but it really doesn’t need to be asked. In fact, good leaders can answer this question themselves because everyone needs three important things from those leading them. Too often we think the most important things we can give the people in our organization are more resources, better technology, more manpower, etc. The truth is these are all secondary to the top three things every leader needs to give his or her subordinates. In this brief article, I will explain what these three things are, why they’re important, and why we tend to shy away from giving them to people who work for us.The first thing we can give our team members is trust. We have to trust the individuals working for us because without trust we never establish a solid relationship with them. If we can’t trust someone working for us then either we need to leave or they need to leave, but trust is a fundamental element of a good working relationship. If we hired someone we have to trust our instincts that the person we hired is competent and able to do their job. If we inherited an employee hired by another person before us we need to establish a connection with them and get a sense of whether or not we can trust them to do what needs to be done. That might mean letting them make mistakes, mentoring them to improve the work they do or investing some of that precious time of ours into their professional development. Whatever we have to do we need to find a way to trust them. When people feel trusted they become more creative, try new things, and maintain an open honest communication. For most of us, trust doesn’t come easy because it makes us vulnerable. Trusting someone is making yourself vulnerable to the fact your instincts may be wrong about someone and that means you’re not a good judge of someone’s ability. That can get translated into the negative belief that you’re not a good leader. You have to be confident in who you are in order to trust others because trust is foundational for organizational success.Next to trust the second thing a leader has to give to his or her subordinates is empowerment. If you trust someone but never allow them to be empowered to make decisions, exercise their expertise, or shape the direction of their work, the trust you establish is never capitalized on and therefore all you have is a nice relationship without results. Empowering people is a way the many voices of an organization become a type of musical choir singing the organizational chorus. Everyone, in their own way and with their own talents gets to contribute to the organization when you empower employees. Sure, everyone can’t just do what they want, that’s not how a choir functions. Two people singing in two different keys are not making music, they're making noise. However, when a tenor and a soprano sing their notes in their range along with a bass vocalist you have music. Each contributes to the song in their own way, but they’re working toward a common complimentary sound. If you’re the leader of an organization you have to empower each department and employee to contribute to the organizational song which is the vision and mission of the organization. You already trust them; you know they can play their instruments, now empower them to make music. You’re the director, the conductor of the symphony, so empower them to make music. Good leadership trusts and empowers people in such a way they feel some level of ownership in what the organization is doing. ALCOA, a large aluminum company found all over the globe is a great place to study how empowerment and trust can create significant payoffs. In order to be one of the safest companies in the world, ALCOA empowered the people on their production lines and trusted them to decide if there was a safety hazard or something not right during production. Alcoa employees could stop production on the spot if something didn’t seem safe. It didn’t matter if you were functioning as a laborer, a mid-level manager, or a plant supervisor, if you felt something wasn’t safe the company trusted you to stop production and address the problem. That’s trust because if you understand how much money a company loses when production stops, you get a sense for what it means to trust and empower employees. Because of this trust and empowerment, as well as a number of other factors, ALCOA has had some of the best safety records in their industry. That’s pretty impressive. Leaders shy away from empowering others because it means losing control. It’s something leaders need to get over and recognize by empowering others we are exercising some of the most control and power a person can be trusted with. Learn from ALCOA, empowering the people in your organization simply means extending your leadership reach into places you wouldn’t normally have access to.Lastly, and perhaps even more important than the previous two ideas, a leader must inspire those they lead. For many people what they do on a day by day basis can become routine and begin to lose meaning and purpose. It’s human nature to get bored with tasks that are repetitive. Leaders can’t let that happen. Each day they need to inspire others to see the bigger picture. They have to be an incarnation of the “Why” an organization exists. People have to see that their leaders believe in the organizational mission, have captured the vision of the organization, and live by the values and ideas that reflect the reason the organization exists. Leaders have to take the time to walk among the people they lead and inspire them to realize their everyday tasks are bigger than the work that feels empty and mundane. In fact, the everyday mundane task of the leader is to remind other people what they do is not mundane or ordinary. Leaders have to be inspirational. Because the mundane work of leadership is to make organizational tasks inspirational people in leadership roles sometimes forget how important being inspirational is. That can’t happen because leadership sets the tone for the whole organization. People need to be inspired.The next time you feel compelled to ask someone in your organization what you need to do to help them get their job done ask yourself first and foremost have I trusted these people, empowered these people, and inspired them. Only after you’ve done these three things are the other potential resources you can give them going to be effective. Without trust, empowerment, and inspiration you’re not leading a team you’re simply overseeing forced labor that will only do what’s necessary to get by and leave your organization the minute something better comes along. Be the leader who can do so much more by trusting, empowering, and inspiring those you lead.
  4. Create your own reality. In every given moment, we have a choice: to be happy with what we do and where we are, or to be unhappy. Even when we can’t control our circumstances, we have that choice. In a sense, it means that we create our own reality. When you’re feeling unhappy, remind yourself that you have the power to choose happiness instead.Don’t compare yourself to others. People who have self-doubt, who lack confidence, who aren’t happy with themselves, are constantly looking over their shoulder and comparing themselves with everyone around them. When you catch yourself asking how you measure up to someone else, stop and tell yourself to look within to find out who you are. Regardless of what other people are doing, refuse to measure your success and self-worth by any standard but that of your own expectations and journey.Let go of what you can’t control. Happy people know the difference between what they can control and what they cannot. The focus on what they can control and let go of the rest. Take ownership of your happiness within your own boundaries.Choose your battles wisely. When your emotions are running strong, back up a bit and try to understand what’s triggering them. Work to control your response to your emotions, because then you will be able to choose your battles wisely and stand your ground when you feel it’s something worth fighting for.Be your authentic self. Happy people are true to themselves; they know how to express their opinions quietly and effectively, and they know how to say no graciously when someone wants them to do something that might dim their light or compromise their integrity. When you are feeling confused, take some time to review your values and your convictions—they will always help you stay grounded and authentic.Give so you can receive. Happy people don’t think only of themselves but also of how they can support and help others. Giving makes us happy and we end up receiving more than we have given. Helping someone is literally helping yourself. In a Harvard study, those who helped others were 10 times more likely to be focused at work and 40 percent more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you don’t overcommit yourself, helping others is sure to have a positive influence on your own happiness.Lead from within: People truly are as happy as they make up their mind to be. Happy people don’t have the best of everything; they make the best of everything. Everyone wants to be respected and admired, but often we are afraid of being perceived as too aggressive or overly confident in our pursuit of own greatness.While you can’t control other people’s opinions, you can always control your own actions. Respect takes time and effort—it’s not something you’re given but something you earn. Here are six top ways that the best leaders earn respect every day:They first give respect. Respected leaders know you must show respect before you can earn respect. They treat everyone with courtesy and kindness; even when criticizing or giving feedback, they’re always considerate and compassionate. As the saying goes, people will forget what you said and they’ll forget what you did, but they’ll never forget how you made them feel.They keep their promises. If they tell you they’re going to do something, you know you can count on them to get it done. For a leader to become known as a person who can’t be trusted is one of the quickest ways to engineer a loss of respect. The best leaders are always aware that people are counting on them, and they do everything they can to deliver on their promises and earn the respect of their people. They listen before speaking. The best leaders are typically the best listeners. Taking the time to listen instead of rushing in with an opinion shows that they’re confident in their leadership. It’s the insecure leaders who always have to speak first and signal that their thoughts are most important. Even in disagreement, everyone deserves to be heard—and a a true leader knows how to use listening, and silence, to their advantage.They ask for help. Most people see asking for help is a sign of weakness, but respected leaders are secure enough to admit they need help and view asking as a sign of strength. I always tell my clients that vulnerable is the new strong. It’s a smart leader who asks for help to learn and grow.They admit when they’re wrong. Most of us find it hard to admit when we’re wrong, but a respected leader is quick to say, “I messed up” or “I made a mistake” or “I was wrong.” It’s only the narcissistic, self-centered, egotistic leaders who they think they’re always right even when they are wrong—an attitude that costs them in respect.They serve others. Respected leaders know that nothing great can ever be accomplished alone. At its core, leadership is about serving others and inspiring them to bring out their own greatness. Great leaders inspire others by empowering and serving them.They appreciate others. The most respected leaders genuinely care about others and show admiration. These powerful traits show that they can see beyond themselves and have the emotional intelligence to celebrate others and boost the confidence and self-esteem of everyone around them. Leaders with a reputation for caring are among the most highly respected people anywhere.Lead from within: The well-respected leader knows respect is hard to attain but easy to lose.
  5. In the Army a shammer, or soneone who is shamming, is a soldier that isn’t working as hard or isn’t working/doing their job. After retirement my disability and retirement pay allowed me to travel and do what I wanted without needing to work. My closest friends would gove me crap because I’d send them pics of me drinking by a pool at 10am or visiting a location etc. They are happy for me but woyld give me crap by saying I was a shammer. A poke at me because they still need to work, mainly because they have families. Among my many nicknames I kept that one when I joined an organization wanting nicknames for its members
  6. The Arizona State Militia. Azstatemilitia.com
  7. Shammer

    I need this patch

    Search “beard patch” on eBay. Don’t know if this one is still there but a lot of similar ones
  8. Shammer:  FYI-the Texas National Militia and the United III%'s of Texas are hosting a state-wide FTX at the Hicksville Gun Range (225 Dusty Ln.) in Gatesville, Texas.  It will be from Friday-Oct. 19, 2018 (1400) until Sunday-Oct. 21, 2018 (1700), and the cost will be $15.00 for the three days.  It'll be beneficial field training because it will give the militias a chance to work with different groups.  Max

    1. Shammer

      Shammer

      What is the training plan 

  9. I imagine the most common pros and cons you have thought of. I think it’s like most gun arguments, “what is the best...” I don’t believe there is a best anything with firearms that applies across the board. But I do believe there are “best” for the individual based on their wants needs and desires. If your excited about it and want to try it out then you should. You can either wish you would have, or be glad you did.
  10. until
    Concept of the Operation: The assessment process will identify individual, team and unit participation, strengths and weaknesses. At all times, regardless of schedule and activity, ASM leaders will be constantly evaluating ASM members and units. Commander’s Intent: The state command will evaluate unit readiness for tactical operations at the team and squad level. Areas of evaluation include, but are not limited to; Tactical communication, movement and maneuver. Additionally, areas such as; teamwork, organization, decision making, field craft, OPSEC, security, planning, and other areas will be evaluated. Force on Force Saturday morning will begin with rehearsals and mission planning. Units will be provided assistance and coaching by combat veterans to prepare and refine their drills, movement, maneuvers and plans. Saturday afternoon will be scenario based training. One or more scenarios will have Observer/ Controllers (OC) that will operate the exercise. The OCs will create casualties and chaos to the situation in order to provide a learning experience. This may also. Be done in response to lack of decision making, lack of movement, lack of communication. Scenario 1: Attack and Defend 2: Escort and pursuit 3: Force on force Classes: Gun Trusts and Tax Stamps: Instructor is the owner operator of a gun store with extensive knowledge of the process to purchase and identify firearms and attachments requiring tax stamps as well as obtaining a gun trust. Using firearm examples, you will learn how to identify modifications requiring registration, learn the process of purchasing and registering any item meeting this criteria. Additionally, what a gun trust is, how it benefits you and how to get one. First Aid Kit Scenario: Instructor is an EMT with relevant experience. Groups will be provided a scenario and 20 possible first aid items. Each group will be allowed to select 10 items. Discussion will follow to determine why each group chose their specific items and why not the others. Knot Tying: Instructor is an Army Ranger that passed the knot test in ranger school. Common knots will be covered to use in everyday situations such as; tying down gear, securing equipment, rigging tents and tarps or other similar situations. Students will be provided the materials to learn the knots and will be evaluated on tying at least one knot using the Go/NoGo standard. Bushcraft Fire: Instructor Is an outdoorsman and bush-crafter continually perfecting his survival skills. Part 1. How to make an effective birds nest. Along with tender materials. Part 2. Proper use and care of a Ferro rod. Part 3 Flint and steel. Part 4. Magnifying glass. Part 4. Making charred material. And easy to make homemade fire starting media. Cotton balls and Vaseline. What Instructor will provide for the class. Birds nest material, and tender materials. Ferro rods as loaners. If they wish to purchase one they can. I will provide flint and steel as loaners. Cotton balls and Vaseline. Charing material. What students need to supply is an empty Altoids/ Snus / small tin that shuts tight and is no larger than say 5x5x2 inches no hinged lids must be press shut. Magnifying glass or frensel lens. This should cost less than 7 dollars to purchase. Please note that good will and the salvation army are great sources for both and could bring down the cost. Trapping: Instructor is an avid hunter and Trapper here in Arizona. Materials will be provided showing different types of traps, materials (both purchased and scavenged) to construct traps and how to set the traps. Students will work in small groups with some being able to attempt to set an appropriate trap or snare for small game. 2m Antenna Kit: Instructors are Extra Class amateur radio operators involved with multiple organizations and support operations using ham bands. They have spent the last year obtain their license, building antennas and expanding the capabilities. All materials will be provided. Groups from each company will learn how to construct, use and disassemble a 2m antenna. Each company will be able to keep one antenna to add to their supply inventory. This is the first step in expanding our radio capability and usage as we begin to venture in to amateur bands. Surveillance: Working in small teams groups will surveil an area and document everything they see. If you have a non-weapon mounted optic feel free to bring it along. This exercise is timed and will be explained in detail. After completing the task the groups will be shown where everything is and be provided instruction on how to better observe and identify. Field Expedient Antenna: This class is TENTATIVE. Instruction on using common materials to make two types of antennas to increase radio range. The purpose of these antennas is to demonstrate methods that will work better than what you have even if you have no existing knowledge on bandwidth, antenna types and uses, formulas or other specifics to the frequencies you are attempting to operate on. These antennas are in common use within the United States Military on VHF bands. These will work well on the 6m band which is commonly used by search and rescue. Vehicle Assault and Search: Instructors come from the military and law enforcement with varied experience and training. Methods and techniques used to assault a vehicle safely and effectively. How to properly search a vehicle to find smuggled items, PIR, intelligence and develop the information into questioning. Personnel Search Comply/Non Comply: Instructors come from the military and law enforcement with varied experience and training. Methods and techniques used to search personnel safely in a myriad of situations. This will include verbal commands, search techniques, control techniques and how to vary those techniques based on the level of compliance. Weapon Lights: Using pistol and rifle mounted weapon lights to effectively search and engage a target. Multiple lights will be shown as well as mounting techniques and pro vs con of placement. How to use the light tactically and non tactically, avoiding blindness, chopping light pattern, beam strength and identifying your target. Shotgun: Instructor is a competitive shooter and National Sporting Clays Association Level 2 Instructor. Intro: Safety, gun types, checking, operation, loading Ammunition Types: Shot size classification, specialty ammo Methods of achieving lead: Swing through, pull away, maintained Setup: Breakpoints, foot position, hoped points, line Mounting Techniques: High and low Two 12 gauge and one 20 gauge shotgun will be provided.
  11. What is a WFR?WMI Wilderness First ResponderA Wilderness First Responder, sometimes referred to as a “woofer,” is an individual trained and certified to provide extended emergency medical care in a wilderness setting. In comparison think of an urban first responder as focused on providing care during the “golden hour” – that critical hour of support before definitive care arrives, usually in the form of an ambulance carrying equipment, EMTs and paramedics. By definition a wilderness setting is more than an hour from care and depending on the remoteness of the setting and communication systems available, it may be days or weeks away. The nature of the wilderness activity may also limit the equipment and resources available. For example long distance backpackers, mountain climbers, and whitewater kayakers do not usually have readily available things like traction splints, backboards, spinal collars, blood pressure cuffs, or automated external defibrillators (AEDs). A Wilderness First Responder has to be very creative and resourceful when providing extended care.Who is a WFR?Woofer’s are usually individuals who are in leadership positions for outdoor adventures such as backpacking, mountain climbing, river rafting, skiing, and similar remote activities. They may be in roles such as trek leader, river guide, or ski patrol. Many reputable outdoor organizations now require Wilderness First Responder certification for their outdoor employees.Who certifies WFRs?There is no one certification body for Wilderness First Responders. A variety of medical and wilderness training organizations appear to have co-operated fairly well in creating training and testing standards. A typical WFR certification requires 72-80 hours of classroom and practice training, as well as both a written and practical exam. Although all certified individuals are called WFRs, the actual certification is controlled and tracked by the organization providing the training. Most require re-certification within 2-3 years, and not all organizations recognize the others certification for re-certification, although the major players (such as NOLS/WMI, SOLO, and WMA) appear to play nice.What content is covered?Each training provider’s website offers a detailed course outline, but some common themes include: Patient Assessment System CPR Head and Spine Injuries Bone and Joint Injuries Soft Tissue Injuries Shock Common Illnesses Treatment Planning Evacuation Topics are covered with a combination of lecture and mock rescue practices, some of which are very elaborate and surprisingly realistic.What is the difference between the organizations?Because the schedule and location worked for me, I certified through NOLS/WMI. They are the only organization with which I have first hand experience, but during my research I found very strong advocates for each of the major players and some of the smaller ones. I suspect their curriculum and exams are similar. One piece of advice I got early on was to focus on the quality of the instructor, as that would potentially have a greater impact on my experience. Although I agree, I am not sure how practical that is to implement. I lucked out and ended up with an excellent instructor.I recommend you do your own research, but to help you out I offer these potential major providers and their own website positioning statements: National Outdoor Leadership School – Wilderness Medicine Institute https://www.nols.edu/en/coursefinder/course_search/ “The nationally recognized standard in wilderness medicine education” Remote Medical International http://www.remotemedical.com “We are a medical and rescue services company specializing in remote areas.” Stonehearth Open Learning Opportunities (SOLO) http://www.soloschools.com/ “The oldest continuously operating school of wilderness medicine in the world.” Wilderness Medical Associates http://www.wildmed.com “The definitive wilderness course in medical leadership and critical thinking for outdoor, low-resource, and remote professionals and leaders.” You should also consider quality smaller regional providers, although cross-organizational re-certification options may be more limited. As an example, in the San Francisco Bay Area Foster Calm has an excellent reputation. There are probably others in your area. Foster Calm http://www.fostercalm.com “First Aid and Leadership Training” ConclusionAfter experiencing through mock rescues and practice the wide variety of things that can go seriously wrong in the wilderness, I find myself wanting to add more and more things to my first aid kit. The reality, of course, is that my pack has limited space, but my brain is still relatively empty. The sign of a good “woofer,” I guess, is a continued focus on practice and skills rather than gear. I think being a Wilderness First Responder is a life long journey, but one I am willing to undertake. Besides my kids would probably say, a life long journey for me might not in fact be all that long. I may now be a First Responder, but somehow the my kids always have the last response.
  12. Leaders tend to be people who feel comfortable with change. That doesn’t mean they’re risk-takers, who thrive on change for the excitement it brings. Neither does it mean that all leaders will drive substantial change within their own organizations. What it means is that to be a leader an individual needs to feel comfortable with the idea of negotiating their way through the unknown. That unknown ranges from the day-to-day shift in market conditions to the unknown of launching a new product or expanding into a new country. The degree of change differs but the fact of change is still there, hardwired into the leader’s role.To take that on — to become a leader — is suggestive of certain personality traits. These include an individual’s confidence in their ability to deal with the unexpected; belief that they can rise to new challenges and an attitude that views challenge as a way in which to grow. Without these levels of determination, confidence and optimism, it’s unlikely that someone would become a leader. But the very qualities that equip them to lead can make it hard for them to empathize with other peoples’ fear of, and resistance to, change.Some people view change through a very different lens to that of the leader. Instead of an opportunity to gain new skills and to grow, they see a threat. Will the change make their skills redundant? Will adapting to the change be something they can’t do? Will the change cost them — emotionally/mentally/financially? Leaders need to acknowledge that change can be a genuine threat. In some circumstances it will cost people responsibilities or prestige. In others it can cost people their jobs, with all the attendant threats that brings: potentially adversely impacting on relationships, finances, mental health.So, fear of change isn’t unfounded. And neither is this response simply a question of personality type. It also reflects the difference in position between a leader and an employee. When large-scale or structural change happens, it’s driven by the leader. In many situations they have identified the need for the change, assessed how the change should be implemented and brought the change about. In other instances, the need for change may have been thrust upon them, but they still have the power to decide how to respond to that situation. Employees, on the other hand, have to adapt to imposed change. They are not determining their own destiny. That lack of control affects how they feel about what is happening.There are a series of steps leaders can take to help make change easier: Recognize that while resistance to change may occasionally be driven by apathy – or by antipathy to the individual leading the change – its root cause is more likely to be fear of the consequences of change. This recognition allows leaders to tap into what is really driving employee behavior and find effective ways of tackling it. Rather than planning change behind closed doors – and then launching the new regime, as far as possible keep employees informed about what is happening. Unsurprisingly, research shows that employees feel a greater sense of job satisfaction when they feel that they know what is going on. Be clear about why change is needed. If you want your workforce to buy into how things are going to change, they first need to buy into why these changes are needed. Be open and transparent about why change is going to be implemented. Be active in showing people how they will be supported in managing the changes. That may be via training, or by implementing changes one at a time, so that old ways of working can run alongside the new ways of working for a time. Allow employees to express concerns over the changes. Listen to them, make sure you understand what they’re saying and respond honestly. Even if you can’t do anything else, you can express your desire to help them adapt to the changes. If the change is going to mean job losses, be open about that and make the necessary decisions quickly. Drawn out or staggered job cuts lead to greater anxiety and discord. Be aware that while a change is taking effect people have to work harder while they get used to the changes. The routines that allow them to get things done easily and efficiently are being disrupted. Acknowledge what the teams are doing. Recognize that people change and accept ‘the new,’ more readily and with higher commitment when they know ‘what’s in it for them’ – the personal benefits to be realized. Especially when large scale changes occur ensure higher levels of support and management presence in the work-place, even for experienced and more highly skilled staff. (In practice the opposite is often true and we leave people feeling isolated — which leads to more rumors, uncertainty and anxiety developing.)Change is inevitable. Small but significant changes occur when a colleague leaves. Huge changes occur when a business needs to be re-structured. But the key to handling the whole spectrum of change is to understand how employees may feel threatened by the shifts that are occurring. Understand the anxiety it can cause and try and find the best way of providing reassurance. When leaders do that, changes really can be for the better.
  13. Sometimes, leaders bear more responsibility than they want to because they expect to make all of the strategic decisions and take on all of the risks. But this isn't always necessary, especially when other people down the corporate hierarchy are ready to offer experienced help. I always wonder if companies with shocking bankruptcy stories like Lehman Brothers and Enron could have avoided their downfall had they empowered more people down the line.Executive coaches have a responsibility to help leaders realize they need to give up some of their decision-making power to their followers. We, as coaches, should question the power distribution within the hierarchy of any corporation to ensure it works in favor of the longevity of the business. Right now, figures prove that we mostly focus on employees in leadership rather than followership positions. Executive coaching has hit an average of 63% purely for top-line and senior managers globally. So what does that leave for the masses, the followersThere are two main internal, invisible powers in a corporation:1. The power of authority (leaders): This is a natural right for people at the top of the corporate ladder. They have a say on many decisions that will affect the lifetime of the business and each employee in the organization.2. The power of majority (followers): This is the power of the people. Although highly underestimated, this power does, in fact, have a huge indirect influence on a business. When the masses are ignored or belittled, they react together. They may not perform their best, waste time and resources, lash out on one another, or even go on strike. Your clients can sense it too. They could end up giving angry feedback because they claim they weren't appreciated by the corporation. When leadership doesn’t kick in with followership, a lack of satisfaction emerges and gets transmitted all the way down the line.Leaders should avoid monopolizing their decisions through their authority-making power. Company policies shouldn't merely serve the purpose of the leader, especially if it goes against the best interest of the business. For example, policies shouldn't allow for limited meeting points to gather feedback from subordinates about their leaders or build a system that reprimands voicing of group think. Leaders need the loyalty and followership of their subordinates. They are the ones who will expand their vision to truly make the business thrive. Remember: Leaders are not gods, they are only people who need other people.Deep down in your heart, you must truly believe that if you give power to the masses — allow them to vote on their leaders and long-term business decisions — you'll get the outcome you want. Before you hire a new executive, let your people approve the decision. Same when you allow them to demote a boss who is not fit for a leadership role. Enlist their help to replace him/her with a competent successor. Both ways, you guarantee you have satisfied the masses, who need to approve of the leader they are following before they can give their all.Here are some tips on how to make a leader/follower relationship work:• Define "followership" in your organization.• Promote the importance and power of followership. Direct it to middle management down.• Assess if employees are natural leaders or followers.• Allow meetings between business owners and followers on a quarterly basis at least.• Create anonymous voting systems for employees to vote for or against the leaders in their company.• Allow followers to contribute in board of directors meetings (even if this is done virtually).• Have followers form change-control committees based on their technical expertise. They will be entitled to enforce emergency change at any point in time.• Circulate a transparent weekly memo with news updates to be distributed across all levels.• Externalize training/coaching and allow coaches direct contact with top-level managers and business owners when necessary.• Protect the privacy of people feedback by meeting 1-on-1 and signing a propriety agreement.• Immediately promote and embed succession planning systems to make it easy to replace a leader expelled by the system for not supporting his/her followers.In the end, coaches need to do whatever it takes to bring awareness to followership and view it as the true key to the continuity of any business. Pump up the egos of your followers, making them proud of who they are and what they do, and give them a bit more of what they love: power.

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