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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 Every Manager Should Know About How to Conduct Successful Meetings By Etienne Gibbs Do you announce a meeting and find either no one shows up on time, they come with their own agenda, or the meeting goes on and on? If this is true in your case, then worry no more.Here are six steps to help you develop successful meetings:1. Establish a realistic and specific objective. Ask yourself, "What do I want to accomplish?" or "Why am I calling people together at this time?"Do I want:* to solve problem(s). * to inform. * to orient. * to gain feedback. * to give feedback. * t… 2. How to Make the Best of it - Take Your 'Weather with You' By Martin Haworth I once worked in a place where there were three lines of words, placed just before employees went from backshop to front of shop. These said:-Smile!Remember - you represent your CompanyDelight your customers. I realised I had choices right here.I could play a great part and have fun - make a customer's day (checkout this article here).I could show my feelings on the day and behave accordingly or...I could be charge neutral - a robot, doing my stuff - passing the time.Which one of those would b… 3. Performance Appraisal Scenarios: Improve Your Communication By Andrew E. Schwartz IMPROVING COMMUNICATION DURING THE PERFORMANCE APPRAISAL: If the employee has trouble getting started on the self-appraisal you might say: “Why don’t you start by talking about the XYZ project?” (Pick a topic that the employee will feel comfortable with, a success rather than a failure.) “It seems to me that the PDQ project was harder than we expected. What’s your perspective on that?” “I know this sort of thing is hard to do. Start wherever you like. I’m eager to hear what these past six mon… 4. Making Your Workers Your Partners By Sam Vaknin, Ph.D. There is an inherent conflict between owners and managers of companies. The former want, for instance, to minimize costs - the latter to draw huge salaries as long as they are in power (who knows what will transpire tomorrow). For companies traded in the stock exchanges, the former wish to maximize the value of the stocks (short term), the latter might have a longer term view of things. In the USA, shareholders place emphasis on the appreciation of the stocks (the result of quarterly and annua… |
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