Encouraging the Heart

10274 Words Nov 12th, 2007 42 Pages
Encouraging the Heart: A Leader's Guide to Rewarding and Recognizing Others

Presentation Date: November 5th, 2005

Recommended Length: One hour minimum, One hour 15 minutes maximum

Recommended Content
• Key take-aways
• Practical applications
• Entertaining
• interactive

Presentation Outline:
0:00-0:05 Introduce ETH, Concept of Caring Leader (5 minutes)
0:06-0:10 Most Meaningful Recognition, Need for Encouragement (5 minutes)
0:11-0:50 The Seven Essentials of Encouraging the Heart (40 minutes total)
• Open Discussion Idea Exchange
• Answering of Reflection Questions
• "A + B" Role Playing Game
• End with video summary (2 minutes)
0:51-0:55 Finding Your Voice as a Leader (5 minutes)
0:56-1:00 Implementation Strategies (5
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I just want them to respect me."
We've all heard the dismissing comment made by many in the managerial ranks that "I don't care what people think of me." Well, it may indeed be true for them, but it's not true of the best leaders. The best leaders want to be liked, and they want openness from other people. Not caring how others feel and think about what we do and say is an attitude for losers—an attitude that can only lead to less and less effectiveness.
Expressing affection is important to success, and we have high needs for it; it's as if we're all trying to hide something that we all want. We have a secret we're afraid to reveal because it might make us look soft or wimpy or who knows what. The secret is this: we all really do want to be loved.
It is impossible to escape the message here that if people work with leaders who encourage the heart, they feel better about themselves. Their self-esteem goes up. These leaders set people's spirits free, often inspiring them to become more than they ever thought possible. This, indeed, may be our ultimate mission as leaders.
To awaken vitality in others . . leaders have to cross a certain boundary between themselves and their associates. Sometimes it's not easy, because most of us have been raised to believe that it's important to maintain a buffer of "safety and good sense" between ourselves and the people who choose to follow our leadership. Perhaps the greatest risk we take as leaders is losing the…

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