• Effective coaching is a key method for increasing productivity and profitability in an organization. Recent studies have shown that 85% of the workforce wants holistic coaching so that they can continually improve and grow.

  • 50 – 70% of how employees perceive their organization can be traced back to the actions of one person – the leader.

  • 85% of business leaders agree that traditional differentiators alone are no longer a sustainable business strategy.

  • The key to keeping customers satisfied and loyal is to value and train employees while making them an integral part of corporate success.

  • The key to building a culture based on Trust and Personal Responsibility is getting all employees to be committed to the organization’s Vision and the Values That Build Trust.

  • Leadership is being the best you can be, and helping others be the best they can be.

  • The brighter you are, the more you have to learn.

  • It is estimated that 80% of mergers and acquisitions that occur today fail to meet initial expectations.

  • Employee loyalty builds customer loyalty, which builds brand loyalty. It’s as simple - and as difficult - as that.

  • Change is constant. To implement change you must listen, engage, and empower individuals in the change process.

  • 78% of consumers say their most satisfying experience occurred because of a capable and competent customer service representative.

  • "High performing organizations are constantly focusing on improving their capabilities through learning systems, building knowledge capital and transformational learning throughout the organization.” - Ken Blanchard

  • People are the core strategic asset. To be successful, a company must listen, involve, encourage, nurture, support, empower, and reward all its constituencies.

  • The number one fear in the world is public speaking. “You” vs. “I” messages are powerful tools for capturing your audience’s attention.

  • If you want 1 year of prosperity, grow rice. If you want 10 years of prosperity, grow trees. If you want 100 years of prosperity, grow people. – Chinese Proverb

  • Leadership IQ being equal, it is believed emotional intelligence – how we manage ourselves, our emotions and the emotions of others – accounts for 85 – 90% of what separates the most outstanding leaders from their peers.

  • Companies Don’t Solve Problems.
    People Do.

  • 25 of every 27 customers who have a bad experience fail to report it because they don’t believe anything will change.

  • The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor. Vince Lombardi

  • It costs 10 times more to gain a new customer than it does to keep an existing customer.

  • Learn something every day. Never stop learning.

  • Corporations can work five times harder and spend five times more money to gain new customers, or they can keep the ones they have.

  • The great thing in this world is not so much where we are, but in what direction we are moving. Oliver Wendell Holmes

  • A survey of 350 executives across 14 industries, 68% confirmed their companies experienced unanticipated problems in their change process. – International Consortium of Executive Development Research.

  • First, people don’t grow and change much unless they’re in a supportive environment where people know what they want to do and encourage them to do it.

  • Personally, I am always ready to learn, although I do not always like being taught. Winston Churchill

  • 70% of organizational changes fail and these failures can be traced to ineffective leadership.

  • No one of us is as smart as all of us – when teams function well, miracles happen.

Recruiter.com - 10 Critical Steps to Achieving Magnetic Leadership Part Two


Shala Marks  |  January 28, 2013  |

Recruiter.com had the opportunity to speak with author and President and Founder of Loyalty Factor Dianne Durkin to discuss her concepts from 10 Critical Steps to Achieving Magnetic Leadership [Part 1].

Check out what she had to say about her insight into what it takes to become a magnetic leader:

1. How did you develop your 10 Critical Steps to Achieving Magnetic Leadership?

Over the last 17 years of being in business, I’ve worked with companies of all sizes—35 people to 5,000 people. In all cases people within the organization wanted a clear, concise, and consistent vision of where the organization was going and what the plan of action was to get there. In many cases it became apparent that a vision statement was not enough. People really identify with the purpose of the organization and the values by which they were expected to behave. This, therefore, became the first critical step—developing and communicating the powerful trio of vision, purpose and values. The remaining nine steps followed a similar pattern of listening to employees and studying successful leaders and observing cultures that experienced great productivity and profitability.

2. What led you to create this list? Why is it significant?

People work best when they have steps or lists that they can check off and measure their results.  Numbering items in a list creates a logical way for the brain to process information. I really wanted people to remember the steps so they can practice them.

3. Is there such a thing as a “best” leader? Or is successful leadership subjective?

I believe the leaders I have seen that are well respected and considered “the best” are individuals that are super energized and passionate. They can articulate their vision, purpose and values very simply so that people get it and can easily see it and support it. They become very engaged in the success.

Great leaders really have a contagious force that attracts people to them and their organization.

4. Your second step says leaders should identify their leader type. What resources can they use to discover this information?

There are various assessment tools that people can use. Meyers-Briggs is a very popular one, DISC is another, and I particularly like the I Speak because it helps people understand their behaviors under both favorable and stressful conditions, and it is amazingly accurate.

5.  How have your 10 steps come into play with your role at Loyalty Factor? Do you struggle with any of the steps?

I practice all the steps in managing my Loyalty Factor business. The one step that can be a challenge is improving the most important things first. Sometimes I can get caught up in minor issues and forget the super important items. Keeping my future vision front and center and visualizing it helps me to keep on track.

6. Final thoughts?

I really feel I need to speak a little about trust. Trust is a foundation of great leadership; no one will follow someone if they do not trust him or her.  And, in today’s world where leaders have to make continual changes, they need people that trust they are doing the best for the organization and their people. This comes with trust.

In order to build trust, leaders need to be consistent and straightforward in their conversations and behaviors and, most importantly and often forgotten, admit when they are wrong or have made a mistake. People really appreciate this and it makes the leader more human and more trustworthy.



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