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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. Reprimanding Marginal Employees By Andrew E. Schwartz THE MARGINAL PERFORMER: Every manager must, from time to time, deal with a marginal performer — an employee whose work, for the most part, is satisfactory, but who regularly fails in some specific area or areas to maintain a satisfactory level of performance. The work of the marginal performer can be classified as substandard in some cases but not so poor as to warrant immediate termination.FIVE DEADLY SINS FOUND IN REPRIMANDING EMPLOYEES: 1. Lacking a complete understanding of the rules and/o… 2. Motor Vehicle Policy and Your Employee Risks By Philip Lye It is becoming more common for employers to require employees to use their personnel motor vehicles for business use. Reimbursement for business use is commonly by way of a kilometre/mileage allowance or a general motor vehicle allowance for the year.Did you know that you can be found vicariously liable for the acts and omissions of your employees driving while driving a motor vehicle for work related business?Even an innocuous journey to pick up the daily mail can be fraught with risk!I this … 3. How's Your HUB? By Mike Shannon Marketing gurus are always coming up with new lingo but oftentimes they are restating the old tried and true concepts in new terms. Marketing students from the 70's and 80's will be familiar with the acronym USP. USP stands for your "Unique Selling Position" and it should be the cornerstone of your marketing.Today they use a different acronym and talk about your HUB. HUB is a good one because just like the hub of a wheel, the image is that your HUB is at the center of your all of your marke… 4. Don't Get Side-Tracked By The "Nay-Sayers" By Don Monteith You, the Entrepreneur, are 'normally' a type-A individual. One who has little patience with the establishment ~ he or she likes to do it 'his/her way' and that's OK if you know the system and have a plan to achieve your goals.MENTORING TEAM NEEDED --IF ONLY! Wow! Someone had told me about the pitfalls.... the valleys.... the challenges. All of us have often said the same during the course of building our business…. especially about the PERSONNEL issues.Anyone can be successful. YOU, too! There… |
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