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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. Managing: New Managers are Usually Too Hard on Themselves By Helen Wilkie Moving from staff into management for the first time is exciting—but it can also be scary.There’s so much you don’t know. Somehow managing looked so easy from the outside, but now that you actually have to do it, you realize it’s more complicated than you thought. Before, you had certain tasks to accomplish and you knew you had the skills to do them. You still have responsibility for those tasks, but now you have to see that the work is done effectively by other people. That’s a whole new … 2. Make Them GLAD You're Their Boss By Linda Henman Criticism has the power to do good when there is something that must be destroyed, dissolved or reduced, but it is capable only of harm when there is something to be built. --Carl JungPeople won’t leave if they’re glad you’re their boss. They will want to stay with a boss that does what it takes to create a culture that capitalizes on each individual’s strength. However, bosses often don’t know what they should do to contribute to organizational culture, or even to their small part of the c… 3. Top-Ten Reasons Why People Quit Their Jobs By Gregory Smith There are many reasons why good employees quit, most are preventable. From my years of experience as a consultant, I’ve identified a “Top Ten” list of reasons why people leave jobs:1. Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.2. Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.3. Management puts a freeze on raises and p… 4. Regaining Control - Nine Steps for New Managers By Martin Haworth My client had faced the same challenge, which was frustrating as well as intimidating for him as well - yet he was determined to break the mould.With my background in a similar business, I have faced this several times.In fact there was almost always an underlying individual who seemed to 'run the place', in spite of there being a manager before me! The challenge was to wrest control back and manage myself. And deliver the results which had been missing on every occasion.Over time, I found a d… |
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