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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. Budgets that Damage - The Downsides of Making the Numbers By Martin Haworth In my organisational career, I had budgets from the age of 22 to 47. I lived and breathed them and many times, budgets, the gospel that they were, caused havoc, albeit within the corporate retailer framework that I worked.Here are two examples of the damage caused.Example OneTypically budgets were initially discussed in January, just after the Christmas rush. They were always dependent on year-on-year sales growth and at the time in question, individual businesses were not expected to delive… 2. Inspirational Power ( Part 1 ) By Henrique Plöger-Abreu The Fundamentals of Strategic Marketing, Some Key Traits for Greater EffectivenessProbably, the greatest challenge to marketing management in the next five Years will be to change quick and fast enough, in order to keep pace with new technologies, new markets and new corporate values According to the definition of the AMA, “Marketing is an organizational function and a set of processes for creating, communicating and delivering value to customers and for managing customer relationships in wa… 3. Collective of Concepts to Better Understand Your Project Management By S. Maurer Project management knowledge and practices are best described in terms of their component processes. These processes can be placed into five process groups (initiating, planning, executing, controlling and closing) and nine knowledge areas (project integration management, project scope management, project time management, project cost management, project quality management, project human resource management, project communications management, project risk management and project procurement man… 4. Einstein - Definition of Insanity By Danny Tangredi Insanity in the Sign & Graphics IndustryEinstein’s DefinitionAlbert Einstein once said “The definition of insanity is doing the same thing over and over again and expecting different results”. Think about this quote for a second and ask yourself, does this quote apply to the way you run your company?Have you been doing the same thing over and over again expecting different results? If so, then you might want to keep on reading. In a world where technology is becoming a key productivity tool… |
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