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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. Money, Motivation, Success and Who? By Barry Maher It was 7:30 on a Saturday morning, and I was setting up to do the opening keynote for the conference. For some reason--I have no idea why--the sound man thought his ten year old daughter would enjoy my presentation. He'd brought her with him to work.Watching her father wiring this and plugging in that, the girl was soon as bored as only a ten year old can be. Eventually, she sauntered over to me."So who are you?" she demanded."I’m Barry Maher."Overwhelmingly unimpressed, she asked, "And w… 2. Do You Inspire or Incinerate? Throughout my career, I have asked managers what they look for in hiring new employees. The single most sought after characteristic is a positive attitude. Knowledge can be learned but a positive attitude cannot be taught and is recognized as being critical for success. Yet, if attitude is so important, why do we do so much to destroy it? (I use we, because as a manager, I was guilty of having done some of the very things I have outlined below.) The following are some things I have learned that … 3. Innovation, Idea Selection, Valuation By Kal Bishop There is no sure fire route to commercial success, but one can maximize the chances of selecting those ideas that are most likely to succeed. Organizations short of R & D resources must implement such processes. The Economist (2003) states that 3000 bright ideas result in 100 worthwhile projects, which are winnowed down to four development programmes. And four such development programmes are required to stand any chance of getting one winner.So how do we value ideas? There are quite a few cate… 4. Four Employee Behaviors That Can Kill Your Business By Jan B. King I found it important to clarify for employees what “deal-breaker” behavior was at my company. These are the things I insisted would not be tolerated and would lead to immediate or ultimate termination, depending on the nature of the infraction of these hard and fast rules. Here are the behaviors I would not tolerate:1. Gossip. Rumors can be incredibly disruptive to a company. A lack of information can get rumors started, and frank explanations can usually stop them. However, some employees thr… |
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