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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. What is the Best Incentive? By Bill Ritchie Incentive schemes have been much criticised in recent years, and it is quite true that some schemes have been singularly unsuccessful. Their failure, however, has often been the result of inadequate planning, rushed introduction, or not thinking through such a scheme properly. These points should not be used to generally condemn other more successful applications.Whether any particular incentive scheme achieves long term success depends initially on the thoroughness with which the current work… 2. How Managers Can Turn Failures Into Successes By David Krueger MD Although there are real, external reasons for managerial difficulty – including massive reorganization after takeovers and the realities of discrimination due to age, sex, and race – managers fail most often for reasons they themselves create.These reasons include ignoring the application of emotional intelligence, failure to recognize individual motivation to be effective, and a failure to adapt to change and rebound from setbacks. With only slight modifications, the context of the following… 3. Stop Your Employee From Becoming Your Competitor You know the routine. You've hired an eager individual willing to come onboard and learn the business. You've taught them, trained them, worked hand in hand and side by side for 2 solid years. Then all of a sudden your employee quits for no apparent reason. To your disbelief and utter amazement, you realize that you have just wasted the last 2 years of your life. A week or so goes by and you learn that your former employee has started a similar business and there's nothing you can do to stop the… 4. Building a Practice On Purpose Series Part #2 - When Life Purpose is About More than What You Do By Brad Swift In our last installment of this series, I wrote:"If you think your life purpose is "being a veterinarian (or any other job, career, profession or primary role in life)" I invite you to think again, because as we'll explore further in this series, a life purpose is something that encompasses ALL of your life, not just a part of it, no matter how important that part is. And your life purpose isn't what you DO. It's more about who you are, what you value most in life, and what you see possible fo… |
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