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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. Never Wrestle with a PIG By Mike McDaniel The business books at the library and book stores fill many shelves. Some authors tend to run a little long at the keyboard. There is one voice that stands out from the crowd, Mark McCormack.Mark McCormack is the founder of the International Management Group (IMG) and was the guy who became Arnold Palmer’s agent in 1959. At the time, although enormously successful and popular, Palmer had only one endorsement deal - with Heinz for $500 a year (and as much ketchup as he wanted).Mark and Arnie’s … 2. Communication, Feedback, and Participation: Three Easy Tidbits For Smarter Business By Andrew E. Schwartz On communication: One of the biggest strains on the communication process occurs when the sender or receiver is experiencing stress, anger, or frustration either at work or at home. When a situation is emotionally charged, it is difficult to express yourself clearly and maintain a positive communication relationship. How we communicate can be as important as what we say. Using “I” statements is the most effective technique to counterbalancing an emotional dialogue. “I” statements, help the rec… 3. Strategic Organizational Learning By Michael Beitler The cost of training in North American companies exceeds $60 billion per year. Try to visualize that. Picture a stack of 1,000,000 $1 bills. Now try to picture 60,000 of those stacks. Amazed? Then consider this fact: estimates of training costs worldwide approach a quarter of a trillion dollars ($250,000,000,000) when indirect costs and opportunity costs are included. Do you find those numbers as difficult to comprehend as I do?Understandably, senior executives are concerned about the ROI (ret… 4. Systems Thinking and Open Systems in Organizations By Michael Beitler Systems thinking is important for Organizational Change (OC) practitioners (and managers) because rarely is there an "evil" person in the organization bent on bringing pain and destruction. Bad behavior, or ineffective behavior, is often unwittingly rewarded by management. Protecting turf, not communicating with peers, not contributing to the team, high absenteeism, and resisting change happen for a reason.In many organizations (especially in American organizations), the management team goes… |
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