Okay, Welcome back, everybody, Professor Paul here and we're going to wrap up the tip section today. Tip number 67. The wise leader has a strong vision for the company and gets the key players to sell it. The goal is to get your key allies, the people underneath you, that you can tap into, sometimes even the people above you, that will go out and help you to sell your new vision, your new idea, to your team to the company. You don't go person to person, man to man, woman to woman and try to sell these ideas. What you do is you get the key people to sell these ideas.

Then they go to their teams and sell these ideas. One great tip is to give them some great talking points. I usually give them three great talking points. Here's three reasons why this idea of why this vision why this new plan is absolutely fantastic. People can't remember more than three things. So both when you're presenting it to these people, they probably can't remember more than three things.

And when they're presenting it, they can't remember more than three things. So I tell them the three things. And then I give them three different ways to sell each of those three things, kind of like extra ideas or tips that they can add in. That'll make those things even more powerful. If I say, Hey, this is a great way to increase your income. And that's kind of the selling point number one, I'll give them three ways why this isn't this why this is true.

So I'll say hey, this is going to help you get promotions quicker. This is going to help you save time, which is money. This is a way so you can get more education for free on the job that's gonna increase your income and give you more job security and put you in line for promotion, main idea, three ways to support it. Three main ideas, disseminate that among your key players, your team, whoever your allies are in the company that can help you get the message out. Remember, a key part of leadership, like we talked about in the very first session is having a strong vision and getting it out there. If you have a strong vision, if you have a strong plan, you have a strong pathway to get there.

But you can't get anybody to buy in, you've already lost. So don't try to sell it to each individual person. Let your team disseminated. Now, the Wise leader is also what I call a master persuader. They've learned the tools of influence. And like I said, I've got a couple different courses on this.

Why? Because it's so important. Remember, your idea is to have a vision and to have a path. How can you be successful in that only If you can persuade other people to follow you, matter of fact, if you can't persuade people, you're not truly a leader. So anybody who wants to get great at leadership also has to get great at a couple other things. We said it was psychology, persuasion, and motivation.

Those are the things that make for a great leader. Tip number 69 the wise leader is trusted and can trust their staff. So wise leaders build and maintain trust. It's harder to build trust than to maintain it. So once we built it periodically, we want to show that we're trustworthy in some way, shape, or form, easier to maintain it than to build it. So garner the trust and then maintain the trust.

Don't ever break trust with your employees no matter what. In therapy, we know that once trust is over Over therapy's over. In business once trust is over loyalties over you're no longer a leader. So you always need to maintain your team's trust. Should you ever break it. You need to be the repentant man or woman, immediately apologize, take full ownership for it.

Explain why you broke the trust and your full commitment to maintaining trust in the future. This needs to be repaired immediately, as if your house is on fire. it's that important. So that's the first part that you can be trusted. The second part is you need to trust your staff. Now I use the military system.

Military system simply states trust and then verify. So I always use that phrase with people Hey, I trust but then I verify I use a military style. They kind of laugh about it. And I say it's it's a good thing to laugh about. Because what happens is I do trust you otherwise I wouldn't be giving you this process. In the first place, but I would also be an idiot.

And I'd have no way to explain to my boss, if I didn't check on your work. So of course, I'm going to do that. And it's really an opportunity for you to show off and show me what a great job you're doing, or to let me know if you're having any challenges that I can help you with. Or maybe you need some additional resources. So see how the way I'm explaining it to them. I can verify with them and make them feel good about it, not as if I'm spying or looking over their shoulder or checking because I said, I trust them, but I really don't trust them.

You don't want that to be out there. You want them to think that you trust them. Your trust is absolute. But you want to give them an opportunity to show off to do a good job you need to check in. It's an opportunity for them to show the great work that they're doing and if they have any challenges to get some additional help from you. So you're really treating them like a colleague.

Trusted friend, somebody that will support you. And I normally mentioned that tool, I say I've always been able to trust you, I've never had any challenges. When you say you're going to do something, I know you're going to do it, that does two things. It shows them that you trust them. And it's literally programming their minds. People want to meet your expectation.

So if you say that you trust them, you've always trusted them, they would feel horrible now if they ever let you down, so that both builds trust and ensures trust, a great technique. Now our final tip, this is a great tip. This is worth the price of the course by itself. The wise leader knows that if you know the person's personality type, you can predict both their reactions and their actions. What does that mean? This is a very deep psychological concept.

It's simply states that people's personality type their Character never changes. So once you understand that personality type, they will always follow it. So you can predict how they're going to react in any situation, and therefore, what action they're going to take. So if you're a very organized person, and I say, hey, we've got this great new system coming up, it's a way to put data entry into the computer and find out more about what we're doing with our sales. an organized person will absolutely love that. So I know that their reaction will be that they'll love it, and their action will be that they'll follow it.

Now if I know your personality is fun, loving, disorganized type, I can predict that your reaction is you're going to hate it, and therefore your action is you're going to be resistant to or even not follow it. So I know one person I don't need to follow up with I don't need to Check on that much the other person, I need a lot of follow up and a lot of checking on, I may need to do some additional persuading there. So by understanding the personality types, you can do the closest thing to mind reading. But you have to learn the different personality types. This is why it's so important to understand some psychology now I gave you a great tip there with the organized and disorganized. There's also the types that are introverts and extroverts that I think most people are familiar with.

There's also a third type called ambiverts, which is the people that are halfway between an introvert and extrovert, they can be either based on the situation or kind of just in the middle, that actually accounts for 67% of the population. They're actually ambiverts. That's a little known type. Everybody knows extroverts and introverts, but very few people know the ambiverts. So if you're an introverted type person that I know that you may hide your reactions. Why?

Because you think internally you don't express externally. So I know if I have an introverted type person, I know that they're very thoughtful, they're very reflective, they're very intelligent. So I have to treat them that way. But I've got to elicit a little bit more feedback from them. So I'll know their reactions, and therefore their actions. So I would go up to an introvert and I would say, hey, how do you feel about this?

What do you think about this? How would you change this system? What's great about this system? What don't you like about this system? They'll think for a minute because they're introverted, and then they'll give you an answer. They tend not to lie about these things.

Why? Because they're reflective and they consider themselves to be honest people. Now an extrovert will probably tell you right off the bat, you can just ask them, What do you think about this and they'll just go on and on and on. That's great. They're usually talking So fast, they don't filter. And even when they do filter, they're not filtering as well as they think.

And therefore you can predict their reactions, and therefore their actions. So personality types, once you get to know how the person is, through your experience with them, without understanding any fancy psychological terms, you just know that they have a certain way of being in the world. Notice how that way is and say, how would that person respond to this change. If you do that and you take a moment you're quiet within yourself, you will be able to predict both their reactions, which means their emotions and their actions. Great tip. This can make you a great leader, this one tip alone and give you a huge advantage.

Most people just put out changes out there and they don't stop to think how each of their members or at least each of their key Members is going to react on this. And the simplest way to do it is not to just try to tease it out in your mind. It's to think about the personality of that specific person, their personality, their character, their way of being in the world. Take a few moments with each person, I would do this at least for my key staff, and you will know how they will act and react. Okay, in the very next section, we're going to go through the final thoughts and wrap this up. You're a winner.

In the very next section, we're going to be wrapping up everything. I'm so proud of you, you've done a great job, you are going to be an absolutely fantastic leader. How do I know that because there's not one person 100 that would get this far in the course that isn't truly dedicated, truly committed, and truly intelligent. You've got all the qualifications that you need to be an amazing leader. I'll see you in the very next section.