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‘real leaders are ordinary people with extraordinary determination’ I used this quote to end last weeks bulletin. It made me think about the qualities of leadership and how we know leaders from managers. Key leadership attributes are considered to be integrity, trust, respect for others, curiosity, passion, business acumen, initiative, drive and vision. We could debate any of these but in my view they form a pretty good basis and people who have most of these characteristics are likely to be good leaders, but only if they actively work to the characteristics. To differentiate leaders from managers is to be able to think in such terms as; Do the right thing, not do things right - effectiveness not efficiency. Have a long term approach - eyes on the horizon, not on the here and now. Rely on trust rather than control – personal relationships rather than hierarchical relationships. Innovation rather than maintenance – dissatisfaction with the status quo. If these pointers give you some indication of the differentiation you will grasp some essentials of leadership. To me the great differentiator is the leader who has the confidence to stand alone focussed on the horizon while making happen those things that need to happen to realise the vision. Leadership training usually involves identifying and imitating the behaviour of great leaders. But how can this be effective? Great leaders are usually at their best when they stand alone doing their own thing rather than copying what someone else has done. Which in turn can mean that leaders are at their best when facing some form of crisis which makes them draw on the originality of their own fundamental values. When you think about it working in a business with others is little different from a sole trader trying to achieve objectives. In a business the leader will be thinking strategically while encouraging and guiding others to meet corporate objectives. The sole trader will be split, working on the immediate needs of the business with an eye on the horizon. Whatever our particular situation corporate or individual our success will be based on our ability to always be aware of strategic goals and making sure we get there in the end – no matter what it takes. So who do we most rely on? Answer that question and you will know whether you are a leader or a manager. If you are a leader you will thrive in the entrepreneurial world. If you are manager you are probably best suited to some form of employment. Only by knowing for yourself honestly will you get the right fit. Tow Obstacles are the things a person sees when he takes his eye off the goal. ********************************************************************* Resource Box: Article by Michael Harrison, Author, Publisher and Business Consultant. Learn from an expert: Go to: http://www.be-your-own-business-expert.com/ ********************************************************************* **Attn: Ezine Editors / Site Owners / Webmasters / everyone** Feel free to reprint this article in its entirety in your ezine or on your site as long as you leave all links in place, do not modify the content and include our resource box as listed above. You can use other articles similarly from http://www.be-your-own-business-expert.com/Articles.html
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More Articles:1. How to Approach Group Decision Making By Andrew E. Schwartz GROUP DECISION MAKING -- IDENTIFY THE PROBLEM: Tell specifically what the problem is and how you experience it. Cite specific examples. --“Own” the problem as yours and solicit the help of others in solving it rather than implying that it’s someone else’s problem that they ought to solve. Keep in mind that if it were someone else’s problem, they would be bringing it up for discussion. --In the identification phase of problem-solving, avoid references to solutions. This can trigger disagreement… 2. The Leadership Imperative: Making Your Leadership Your Life PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.comWord count: 468Summary: The author describes a vision of leadership that you can use throughout your career. It's a vision that will also help enrich your life. The Leadership Impe… 3. The Seven C's: Partnership Danger Signs - The 5th C: Control Issues By Dorene Lehavi A series of articles exploring the seven critical areas that can indicate a partnership is in trouble.The 5th C: Control IssuesWhen control is in the picture it is a lose/lose proposition.First, it is an illusion that anyone can control a person or a situation. The need to control is born of fear, lack of trust and insecurity. A person who feels it is necessary to control is robbed of a sense of well being. In business, control or the attempt to control can occur in many venues.The attempt to … 4. 9 Strategies for Writing Accounts Payable Procedures By Chris Anderson The Cash to Cash Cycle Part Four of SeriesNext: Complete Cash to Cash CycleThe white flag is just a nose away…toward the Million dollar prize in cash savings for your business…So far, in Inventory and Accounts Receivable, we've found $250,000 each in cash savings. Then we found another 250K in Sales and Marketing. And so, now, Accounts Payable is the final process within the Cash to cash Cycle - and also the final $250,000.The cash cycle is undoubtedly the single most important process to op… |
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