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The responsibility of being an effective work leader is much more important than being an effective “manager”. Every effective manager leads first, and manages second. In my lexicon, there are two things the “person in charge of an organizational unit” does: the first is to lead the people; the second is to administer the processes that make up the work. I call this administrative activity the mechanics of managing…these are the activities of planning, organizing, controlling, report writing, etc., and of course the implementation of the technical work of the unit. These are critical activities and can never be ignored, but in my experience those managers who focus the preponderance of their time on the mechanics, ultimately do not succeed. They may achieve short term results, but they usually fail over time. That which is done “to and for” the people makes a work leader a long-term success, not what he or she does to administer the mechanics. Indeed, a manager with great leadership skills can sometimes be successful without being an effective administrator. I have worked for leaders like that, and they were great achievers. On the other hand, I have worked for leaders who were great administrators but poor leaders, and they were ultimately failures. Simply put: administration may be a necessary condition, but it is not a sufficient condition, for success; whereas, leadership may be a necessary and sufficient condition for success. My core premise is that if you are to be a successful work leader, your success will be determined not by how great an administrator you are, but how great a leader you are day-in-and-day-out. When the staff you are “in charge of” believes that you are a great leader, and when you are doing the seven essential steps, you will be a peak-performance leader who tastes the joy of success. The seven essential steps to work leader success are easy to remember through the mnemonic L.E.A.D.E.R.S.… Each letter represents the essence of a key principle for Peak Performance. L: Love – Friends Like but Leaders Love E: Expectations – Setting the Bar Sets the Tone A: Assignment – Square Pegs in Round Holes Never Fit! D: Development – The Good Get Better, the Best Excel E: Evaluation – Leaders Success by Making Judgments R: Rewards – An Organization Elicits the Behavior It Rewards S: Self – Work Leaders Must Lead Themselves For more information: www.deltennium.com/articles.php
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More Articles:1. The Top Six Reasons to Buy Rather Than Build an Inventory Management Solution By Ken Town Is building your own inventory management solution really your best bet?The issues that companies face when they decide to build a solution in house are numerous: Scarce development resources, project cost overruns, delivery delays, unexpected technical issues, long-term maintenance issues.For these reasons, you should consider purchasing hosted, flexible, "out-of-the-box" vendor managed inventory (VMI) and web-based inventory solutions that can be running in a matter of days -- rather than mo… 2. Non-competitive team building One of the problems with the traditional team building event format is that it is essentially divisive. A selection of activities is laid on and the group is divided into teams to have a go at each activity. An example might be a team of 20 divided into four teams of five to try archery, laser clay shooting, quad bikes and dune buggies. Not only does this isolate people into teams which may be separated over the course of the event but often teams are encouraged to compete against each other so … 3. Gift Giving for Business a Major Headache By Meredith Gossland Corporate gifting is a big headache for most business owners; how much to spend, who to spend the money on, where to get the gifts, what to get and how to gauge the effect of that giving in terms of benefits for the company are all important questions. When a company decides to give gifts it needs to be planned out as part of doing business, not just a last minute impulse. The cost of gifting should be built in to the cost of your product and used when evaluating your break even point.With a p… 4. The Cost of Stress - the Need to Monitor and Manage the Risks! How much attention is paid to one of the biggest underlying risk factors within an organisation – the effects of stress? Not only are there a lot of potential risks arising from the spread of stress within an organisation, it costs them a great deal of money!!Let us start with looking at some hard-nosed numbers (based on the UK.). The CBI estimate that there is a cost of £4bn per annum to industry as a direct result of stress related absence.This figure can rise to over £7bn when you consider th… |
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