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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. 4 Simple Steps to Successful Delegation By Inez Ng Last month, my featured article was about creating a “Stop Doing” list. Hopefully, if you followed my suggestion, you now have a list of tasks that you are looking to delegate away. It seems a natural progression that I now disclose a few simple steps that will ensure your foray into delegation is a success.1. Choose the right “delegatee”Review the task and determine what skills are required. Delegation goes much more smoothly if you match the person with the appropriate skill set to the t… 2. Management Development - Micromanagement Works! Ever been told not to micromanage your people? Because it irritates them and is a waste of your time, their time and leads to bad habits? Well it's all true. If you micromanage your people in all that they do, it will drive you and them nuts. But there is a way that micromanaging brings huge benefits to your management performance.Getting into the detail of everything each of your people does, will really damage your relationships with them. Sure, there are times where their hand needs to be he… 3. The Professor Makes A Minus Power Move By Barry Oshry If you think the power move has costs, consider the alternative. We are talking -- four friends -- bringing one another up to date on our personal and professional lives.David is department chair at the university; he is depressed. “Bummed out,” he says. “I find myself withdrawing, caring less and less about the department, the school.”We are stunned; just a month ago David was so enthusiastic about the possibilities he saw for creating a dynamic department. This is a man who deeply cares abou… 4. Beyond Management Coaching: When Things Are Getting Out of Control Leaders and Managers often ask us, ‘What do you do when you have tried to coach and counsel an employee about a performance concern, and the employee has not responded? Unfortunately, we see far too many cases where the leader hasn’t, in good faith, tried to coach the employee or to put the leader’s concerns into words. Often, leaders look for a quick fix alternative to what is perceived as a difficult and painful confrontation. We have also learned from first-hand experience that management coa… |
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