I've always been fascinated with leadership. In my corporate career I was fortunate to work under and alongside a number of great leaders. These leaders inspired me to help create what was their vision, through working toward achieving my own. Can you think of the most influential boss you've worked for? Can you recall the impact they had on your development and what it was you strived to achieve while working for them? What was it that made them great?

If you're like me you've also experienced what it is like to work in an organisation experiencing a 'leadership deficit'. All too often, businesses struggle to develop the right depth of leadership talent in the business. There is nothing less stimulating than working for someone you don't respect and are not inspired by, so getting this right should be a core focus of any business!

One of my favourite brave programs focuses on developing magnetic leaders in the workplace. But one thing that always surfaces is how relevant leadership is to all areas of our life. We are all leaders. Whether you lead a team or a project at work, are a leader in your family or the head of a sporting or recreational team, this e-zine has been written for you!

Want to know how you can be a great leader? This month I share 10 secrets that all great leaders know. Should you choose to accept these, you will be well on the path to performing like the best!

In achieving your goals for 2007, an important step is 'getting real' on where you are at. It's only when you know where your starting point is that you can draw the best road map to get you where you want to be. Seeking feedback is a vital part of this process. In a recent study by Kingston Business School, 30% of employees revealed that they rarely or never received feedback on their performance at work. Read Kusum Shrikant's article on seeking feedback and make a commitment to learn something new about yourself!

Want to make 2007 the year to make your financial dreams come true? Narelle Kristiansen's article reveals 4 proven steps to financial success.

Best of life,

P.S If you're interested in increasing leadership capability, e-mail me at: Belinda@bravecoaching.com

P.P.S. Come and visit Belinda's blog

1. There is no magic formula

   A brief look into leadership today and one thing becomes clear - there is no magic formula. Consider leaders like Oprah Winfrey, Richard Branson, Jack Welch, Gandhi. Consider leaders you have worked for in the past. What leadership strategies or principles do you have most affinity with? Pick and choose the best from the best and adopt only those ingredients that feel right for YOU.

2. Communicate within your team's model of the world.

   The ability to articulate your vision in the language of your team is key. Be crystal clear on the future you want to build and always paint a compelling picture of how this will allow your team to get exactly what it is that they want.

3. Be passionate or nothing at all.

   If you're not passionate about what you are trying to achieve then how do you expect your team to be? Positive emotional states are infectious and an ability to evoke these is a trait of a magnetic leader.

4. Take responsibility for delegation.

   Take responsibility for the end result by communicating clearly what your expectations are when you delegate. Give your team the choice to complete the job in their own way, but ensure they know what you expect and check in that they have all the resources they need to succeed.

5. Coaching drives results.

   Coaching differs to teaching and training in that it leads the team member to their own insights and learning's and empowers them to make decisions. Not all situations call for a coaching approach, but if developing an outstanding team to deliver your vision or objectives is your goal, leading like a coach is the quickest way to get there.

6. Never think you know it all.

   A leader who develops arrogance or the sense that they have it all figured out is one destined to fall. Always keep an open mind. Seek countless opportunities for feedback and don't be scared to hear negative feedback! Negative feedback instantly alerts you to an area that may need attention and energy.

7. Optimise your strengths and weaknesses.

   No leader is perfect. The best leaders use their strengths well and employ a team around them who possess the skills they know they need. Work relentlessly to improve yourself. Don't pretend to be perfect. Choose your greatest weakness and polish it up until it becomes your greatest strength.

8. Actions speak louder than words .

   Great leaders play by the same rules they expect their team to play by. Don't be afraid to make the tough decisions when required but be prepared to take responsibility for them.

9. Assume positive intent.

   A great leader always assumes that their team are doing the best they can with the resources they have available to them.

10. Let others shine.

    A great leader knows they don't always have to be front and centre. A truly great leader comes up with the vision and has the charisma and energy to compel their team to build it. A great leader actively seeks opportunities to let their team shine.

“The world has the habit of making room for the man (or woman!) whose words and actions show that they know where they are going.”
- Napoleon Hill

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by Narelle Kristiansen

Along with the lovely memories and gifts (oh, and extra kilos) that the festive season has left with us, Christmas time can also often leave us a little strapped for cash. Here are some budgeting tips that can be used all year round, and should take the edge off that twitch you may be experiencing at the sight of those plastic cards in your wallet!

Budgeting - Semantics
Budgeting is a term that most of us are familiar with. Budgets in their various forms, are an invaluable tool for many of our business clients, however the term 'budgeting' is somewhat broad and is probably best left in the boardroom; on a personal and household level I like to call this process 'planning for financial goals', this is much more exciting and tangible.

What are financial goals?
Financial goals can be anything from saving for a deposit on a house, a bond for a lease, a holiday, children's schooling, etc. Setting these goals is the first step, however planning ahead to achieve our goals is what makes these large financial outlays much less daunting.

What are the benefits of planning?
Often when we find ourselves faced with a financial challenge or goal, we go about frantically trying to 'save'. This can lead to frustration when after a few weeks of feeling as though we have been going without and have been really 'good' with our spending habits, we look at our bank balance and find ourselves still asking the question "Where did the money go?". Preparing a plan sheds light on just where the money is going, what to expect from your finances and when to expect it.

Here is a 4 step plan to get back on track and stay there:

1. Set financial goals

   Write down a description of your financial goal and give it a dollar value. Try to be specific! E.g.: I have saved $10 000 by August '07 for my wedding in November '07

2. Review past spending patterns

   First you need to identify, as accurately as possible, what your spending patterns are. Pull out your bank statements from the last 2 months, including credit card statements. Grab a calendar and on your statement, draw a line above each Monday and below each Sunday. Put an asterisk next to any expenses that are paid monthly or annually and don't include them in this calculation (these will be covered at step 3). On a separate piece of paper or in a spreadsheet, record all of the income that you received each week, using one column per week across the page. If you are not paid weekly divide your average annual NET salary by 52 and record this amount. Total your income items up for the week, putting a line under the total.

   Now, underneath these amounts record what you are spending your money on weekly; break these down in to categories i.e. mortgage / rent payments, petrol, groceries, child care etc; excluding those amounts marked with an asterisk. Do not total your expenses until after step 3

3. Record monthly and annual payments

   On a fresh page write the headings 'Monthly expenses' and 'Annual expenses'. Under these headings list the appropriate expenses. i.e. under monthly you will have things like rent or mortgage repayments, and under annual you will have things like vehicle registration and insurances. Now total these up.

   Convert all of these expenses to weekly amounts. Use the following calculations to convert them:

   • Monthly totals: Multiply this figure by 12, then divide by 52
   • Annual totals: Divide this figure by 52

   Add these new weekly totals to your expenses at step 2. Now total all of the weekly expenses on the sheet. Subtract your total weekly expenses from your weekly income, this will tell you the difference between your expenses and what you earned for the week.

4. Complete your financial planner

   Review your sheet and decide where the cut backs could be. Can you remove/reduce any of the expenses? Take the revised figures to create your financial planner, following a similar layout as in step 2; listing income and expense items down the left column and one week per column across the top.

Enjoy counting down the weeks until you reach your financial goal!

Some more tips:

• Budgets often fail because people don't plan for irregular expenses. Plan for unexpected costs such as medical and dental, car and home repairs.
• Remember to compare your financial goal planner to your bank statements on a monthly basis as in step 2 to ensure that you are sticking to your plan.
• If you're finding it hard to stick to your budget, it may be too tight, so make some changes, don't be too inflexible with your plan.

Narelle Kristiansen is the Managing Director of Account4all Pty Ltd. Account4all was established in 2003 and has offices in Sydney and Newcastle. Account4all provides the highest quality in Bookkeeping and Accounting Systems Analysis. To find out more, Contact Narelle

By Kusumanjali Shrikant

"Oh, that's wonderful, I always knew you would write a book", Maxie boomed as I looked on stunned. I was meeting Maxie after 4 years. Maxie had been a wonderful friend and confidante during university; we had shared wardrobes, pathetic grades, cheap wines and laughs. But when she asked me what I was up to during my sabbatical, I mumbled rather sheepishly that I was writing a book. You see, I had never thought I was the 'book writing type'. True, it had been a dream a long time back, but a hazy dream! "And why do you think that?" I asked Maxie softly. "Because you were so creative, and you write well and you have original ideas!" she ventured confidently. Smiling broadly with shiny new confidence, I returned home. I only wished of course that I had shared my idea with her earlier, while I wasted time, fighting off all kinds of panic before setting fingers to keyboard.

While the above example is more an instance of sharing ideas, and the power of reassurance and positive feedback, this principle can be equally applicable in soliciting developmental feedback. For most of us, taking feedback literally yanks alarm bells in our heads that go "I am asking for TROUBLE". Yet, most corporate gurus agree that a fair balance between functioning independently and soliciting feedback at work can yield extremely positive results. This is why most organisations today have some sort of performance appraisal system in place that incorporates feedback sessions.

However all too often, they become perfunctory, open-shut exercises. What you can do though, is to initiate cup-of-coffee type sessions with your managers or clients to find out how you are getting on, what you are doing right and what you could improve. Often, you will discover strengths and values about yourself that you did not know existed or considered important! You could also get excellent ideas and solutions to problems you have been grappling with.

It's not always easy, I know. A good friend Carla has a team of 7 employees and one of her team members is very good at catching up with Carla at least once a month. Sure there are times Carla winces at bad timing and postpones the session, but she is openly delighted that her employee values her input, and is interested enough in his job to solicit feedback.

Sharing your thoughts and taking feedback can be effective outside the workplace as well. Next time you check with your partner, he might tell you that yellow actually looks wonderful on you, and you don't need to lose that weight! Or an idea that you share with your neighbours at the next general body meeting in your apartments could get an enthusiastic response, and result in a great community initiative.

Asking for feedback is not about losing individuality. It's most definitely not about stirring trouble for yourself. It's about seeking a different viewpoint, a 'significant other' perspective and fundamentally it's about getting the easiest form of help, as most people are happy to contribute ideas and share advice.

Some important tips:

• Ask for feedback from relevant people. No point in asking your partner how to manage your time (unless they are an expert), it's better to ask your boss or mentor. And no point in asking your boss if you need to lose 10lbs, unless he is also your partner of course!
• Ask well-meaning sources. If you know someone has a lot to gain by thwarting your plans, or is simply a very negative influence, don't even dream of asking. Maxie was encouraging because she both knew me, and wished me well.
• Don't expect only good news. Remember that by asking, you have already initiated a positive process, so there will definitely be some good news. It's almost like sweetening the traditional feedback process where it's always someone else who is responsible for giving you feedback.
• Pick the right time and place. Friday evening when your boss has tickets for the opera or on a long distance call from your friend are not the best of situations. Ensure that it's a mutually convenient time, and place. Moods matter too!
• Be open, practice a listening ear. There is no point in asking for feedback and rebutting at every point. If you disagree with some inputs, agree to reflect on them and then revert. If you think it's appropriate to voice your disconnects immediately, then share them in a pleasant yet firm way, always maintaining that you do appreciate the effort and time that has been invested by the other person in giving feedback.

Kusumanjali Shrikant worked with the General Electric Corporation as a Human Resources specialist before taking a brave plunge - a career break to do all the things she only dreamt of before. These include spending more time with family, writing a novel, charity fund raising, traveling, interim HR assignments and compulsive scrabble.

Create the career you have always dreamed of, become a magnetic and successful leader, achieve life balance and happiness, improve the performance of your team beyond what you even believe is possible. Working with a great coach makes it easier than you think. Our clients are achieving these goals and even more, everyday.

Brave Coaching and Consulting have a number of leading edge coaching and training programs and offer a no-obligation, free consultation. Find out how we can help you and your team to operate at the peak of your performance curve.

Simply e-mail us at: admin@bravecoaching.com and we will contact you to arrange a convenient time to meet.