The largest collection of matter on leadership. leadership is a word we come across quite regularly on radios, television and newspaper. We have now also made it accessible in article markets. If you are planning to build a wonderful career, maybe you should first go through some preliminary training. Nowadays, there are very successful leadership programs being developed. Leadership programs will help you to acquire some very necessary skills. Leadership programs will give you the needed power to achieve the best both in your career as well as in your personal life. Leadership programs will be the management-training program you are looking for. As well as good professional training, they will help you gain self-confidence and self-respect, things that are very helpful in your private life. These programs are undoubtedly a very effective way to gain the assurances that you will need to be ready for a prosperous career and life. Writing an article on leadership was our foremost priority while thinking of a topic to write on. This is because leadership are interesting parts of our lives, and are needed by us. We have included some fresh and interesting information on leadership. In this way, you are updated on the developments of leadership. I know from experience that a leadership program can easily improve and perfect a person because I have been teaching leadership courses for years. If you go to a leadership program with the right attitude, confident that you desire success, you will become a perfectly changed person. Naturally, there are people who challenge the necessity of the leadership programs. The success of the leadership programs depends usually on the way they are taught. As people who teach leadership programs are different, as different are the profits you can take from leadership programs. From young people to older, all of them make the best use of any type of leadership programs. You can choose between practically different leadership programs, although almost all of them have some fundamental elements in common. As the information we produce in our writing on leadership may be utilized by the reader for informative purposes, it is very important that the information we provide be true. We have indeed maintained this. One of the key components of all leadership programs is that they are aiming to build up abilities to work in a team. Some leadership programs even acquire this building of team-working abilities as the center of the whole leadership program. As an example, I will tell you that I have heard about leadership programs which center on the fulfilling of physical tasks as lifting every member of the group over a wall. Of course, the point of this is not to gain muscle mass but to learn how to work as a team. This part of the leadership programs will teach you how to seek each member’s strengths and weaknesses. Leadership programs will teach you how to leave behind the egotism you have and to put all your strengths into the group work. This is probably the most important lesson that the future leader will learn from the leadership program. We do not mean to show some implication that leadership have to rule the world or something like that. We only mean to let you know the actual meaning of leadership! The second fundamental component of leadership programs is that leadership programs usually tend to emphasize on self-confidence and self-esteem. A leader should be first of all self-confident. A leadership program has to teach you how to be convinced that everything you say is important. The leaders have not become leaders because they are more capable, or more intelligent than other people are. Surprisingly, it may turn out exactly the opposite thing. The leaders have become leaders because they more confidence than the other people to contend that what they say is important. We hope that with this article, we have covered more than just a fragment of the available information of leadership. The world of leadership is too vast to be covered in a single article.
“At senior levels of an organization, the ability to adapt, to make decisions quickly in situations of high uncertainty, and to steer through wrenching change is critical. But at a time when the need for superior talent is increasing, big U. Spanies are finding it difficult to attract and retain good people. Executives and experts point to a severe and worsening shortage of the people needed to run divisions and manage critical functions, let alone lead companies. Everyone knows organizations where key jobs go begging, business objectives languish, and compensation packages skyrocket.” Elizabeth Chambers etal, McKinsey & Company, The War for Talent In a recent interview, Dr. Jay Conger states, “Business organizations are not designed to be great training grounds for leadership development. They are great training grounds for execution of an existing business model and, if [the business model is] right, all you need are managers. The problem is that every few years that business model comes under attack and, when it does, you need leaders. Now the problem is that you haven’t been developing them, so you get blown out of the water.” (“Why Chief Executives Fail,” May 2003, Management Today) As faithful readers know, I’ve had the pleasure and honor to meet some of the world’s greatest leaders and leadership gurus from Sir Richard Branson, General Tommy Franks, and Captain Mike Abrashoff to Dr. Warren Bennis, Dr. Henry Mintzberg, Tom Peters, and most recently Dr. Jay Conger. Through our work with Linkage Inc., we help support broadcasts of these famous people by designing and developing participant and facilitator guides that many clients use to turn a 90-minute presentation into a true learning and growth opportunity. I recently had the opportunity to meet with Dr. Jay Conger to discuss the topic of leadership development and succession planning. Dr. Conger has found that companies who are successful at identifying and developing leadership talent address each of the following key components: • Sponsorship – personal, active, and regular involvement at the highest levels. • Selection – matching capabilities with organizational needs; avoiding complex competency models; acknowledging and addressing things that will derail a potential leader. • Assessors – objectively and subjectively measuring performance and results. • Participants – engaged and personally committed potential leaders, resulting in greater self-direction and organizational loyalty. • Development linkages – using stretch goals and a myriad of assignments, participants are being developed – not merely identified – for succession in a purposeful and planned manner. • Tracking – measuring the effectiveness of the leader – and the leadership selection and development process – to ensure continual improvement in developing the leadership bench. In his book, Growing Your Company’s Leaders: How Great Organizations Use Succession Management to Sustain Competitive Advantage, Dr. Conger outlines the characteristics of companies who are winning the war for talent through their leadership development systems. These characteristics include: First, the most effective systems are simple and easy to use. All participants – not just those running the systems but candidates as well – have easy access to them. Data is secure but open to those who need it. The winning systems are nonbureaucratic, uncomplicated processes. As an element of that simplicity, there is a unified approach to succession management to ensure consistency and to maintain objectivity of succession management between different business units, organizational levels, and geographic areas. Second, the best systems are developmentally oriented rather than simply focused or replacement oriented. System processes are clearly more concerned with the continuing growth and development of the employee than with an ultimate job title. They introduce a discipline into the organization that continually reminds everyone that leadership development and talent retention are critical priorities and every manager’s responsibility. The system becomes a proactive vehicle for managers and executives to reflect on the progress of their talent and the opportunities they require for genuine development. Third, highly effective systems always actively involve the very top players of the organization. The CEO and the executive team are committed sponsors and champions-proactively participating in determinations of talent and in “next steps” to ensure the maximum development of their talented employees. Effective succession management is seen as a critical strategic tool by senior executives for attracting and retaining their most talented leaders. Fourth, best practice succession systems are effective at spotting gaps in talent and at identifying important “linchpin” positions. They highlight existing or emerging needs where there are potential shortages of talent within the firm. They focus intensively on linchpin positions-a select set of jobs that are critical to the overall success of the organization. These positions and the individuals who fill them merit and receive regular and intensive attention. The better systems also identify the best jobs for development and whether there are a sufficient number of these or shortages. Fifth, succession planning still does the job of monitoring the succession process, enabling the company to make certain that the right people are moving into the right jobs at the right time and that gaps are being spotted early. The best systems incorporate frequent checkpoints throughout the year. These checkpoints monitor who is where and where the person should be going next. A checkpoint function is built into the system to spot a problem before it becomes a problem! Succession management is so important that the best practitioners don’t ignore this function for even a quarter. Finally, the most successful systems are built around continual reinvention. One of the clearest insights from our research is that effective succession management is a journey, not a destination. Best practice companies did not succeed in their first efforts at succession management. Similarly, none have rested on their laurels since having their process up and running. They continually refine and adjust their systems as they receive feedback from line executives and participants, monitor developments in technology, and learn from other leading organizations. To avoid the ever-present danger of becoming bureaucratized and mechanical, best practice systems therefore actively incorporate dialogues and debates about talent and about the succession process. There are continuous “conversations” about what is needed for the future of each candidate, about who should be where, and when. There are continuous conversations on the part of the guardians and designers about the planning process and how its utilization can be improved. (Growing Your Company’s Leaders, pp 12-15) Leadership Development/Succession Planning Capability Scorecard Entelechy has created a Leadership Development/Succession Planning Scorecard based on Dr. Jay Conger’s research to help you determine the strength of your company’s (or department’s) succession planning/leadership development process. If you would like to receive a complementary copy of Entelechy’s Leadership Development/Succession Planning Capability Scorecard, click on the link below: unlockit/docs/Leadership Development Scorecard. pdf (Note: you must have Acrobat® Reader® installed to view the attachment.) Terence R. Traut is the president of Entelechy, Inc., a company that helps organizations unlock the potential of their people through customized training programs in the areas of sales, management, customer service, and training. Terence can be reached at 603-424-1237 or ttraut@unlockit. Check out Entelechy's website at unlockit.
People respond to good leadership! Period! It is in all aspects of our lives, not just business. A mother is a leader in her home; a son may be leader of a team sport or a daughter the leader of the debate team. A group relies on the person in charge to actually lead them to success. A true leader is highly ethical, honest and respected. In our society we have leaders and followers. Are we born to one or the other? No! Can you hone your leadership skills? Absolutely! The leaders that I admire seem to have all of these in place: a) They think BIG! They don’t put a ceiling in place. Instead, no limit is set as to how big or how much better something can be. b) The goals are firmly set in place and the eye does not come off of it. c) They make known to all involved the final product that they are all going for, example, if you sell widgets, it takes x number of widgets to be affluent, or you want to win that football game and ultimately the title. Know what you’re going for. d) They can get compliance to orders. e) When goals are met they set new goals or raise the bar. People will follow your lead willingly if you are honest, ethical, if you are consistent and treat them with respect. Rewarding someone when a job is well done is always appreciated. A good leader will also off load someone who consistently hinders the group who is just not a team player. You can improve your own self - respect and become an inspiration to others. How great is that!
Leadership is all about being yourself and demonstrating personal authenticity rather than learning some formula from a text book. Aspiring leaders therefore need to be true to themselves; not slavishly following other’s ideas. Role models can be powerful and it doesn't hurt to model excellence when found; executive coaching is based on this premise. Real leaders are prepared to reveal their weakness, because they know they are not super-human. Obviously this doesn’t mean technical weaknesses or functional failings; this would fatally flaw their performance. Instead, what is meant is that leaders should reveal their personality quirks – maybe they are bad tempered in the morning, are somewhat shy with new people or a little disorganized. Such admissions show they are human and this resonates with others confirming that the leader is a person – not merely a role-holder. Revealing their true selves, leaders can allow others to know and help them and this makes for better teamwork; followers can also feel better if they’ve got something to complain about. Thus by sharing at least some of their weaknesses, leaders can prevent others from inventing damaging problems. True leadership is therefore much more than a demonstration of strengths. Real leaders acknowledge their shortcomings and may even make them work for them. Good leaders always rely on their ability to read situations. They develop a ‘feel’ for an environment, and interpret soft data without having to be told. They know when team morale is patchy or when complacency needs shaking up. There are three levels of situational sensitivity, each of which has its own specific skills. Effective leaders are continually learning about the motives, attributes and skills of their important subordinates. They get to know their people through formal and, often better, informal contact such as when travelling together. Effective leaders read their teams. They analyze the compound balance between team members, the tension between the tasks and processes, and how the team builds its competencies. Finally, they are concerned with defining the cultural characteristics of their organizations and keep their finger on the pulse of the organisation’s climate. It sounds tongue-in-cheek to say that leaders care for their people. Ever noticed the cynicism in the workforce upon seeing a manager return from a people-skills training course with new concern for others. Effective leaders don’t need a training programme to convince their employees that they really care. They clearly empathize with their people and care intensely about their work. Genuine concern is difficult because it always involves some personal risk – showing some part of yourself and your most strongly held values can seem quite scary. It may also take some detachment – the ability to stand back, see the whole picture and sometimes take tough decisions. Leadership never was a popularity contest. Effective leaders use their differences and move on to distinguish themselves through personal qualities such as sincerity, loyalty, creativity, or sheer expertise. Using these differences is a critical leadership skill. But, as always, there is a danger - too much distance makes it impossible to sense situations properly or to communicate effectively.
A report from the Said Business School at Oxford University in the UK found that British businesses and public sector organizations are wasting almost $140 million on executive education programs that are poorly conceived and delivered. The study went on to say that 35 per cent of HR directors and 21 per cent of other executives believed that their current training and development programs were meeting corporate strategic objectives. The bulk of the money was being spent on individually developed courses for senior executives. If those businesses want to quit wasting all that money on bad management training, I know where they can get their moneys worth. And it doesn't have anything to do with having more academics design special courses, events, and outings for senior staff. Here's a novel idea folks. Why not spend your money on leadership training and development down in the trenches, where it will really do some good? Most companies don't do nearly enough of that. In 2003, just 7 percent of training budgets in the US were spent on first line leaders and most of that was for learning administrivia and for prophylactic HR. The fact is that front line leaders don't get much training at all and precious little of it is actually about leadership skills. Maybe that's because companies think they're saving money by not investing in front line leader training. True, there's no budget line item absorbing funds that might be spent on the executive dining room, or art for the CEO's office. But there are what economists call "opportunity costs," the costs of not training front line leaders. There's the opportunity cost of lost productivity. Good frontline leadership builds both morale and profitability. There's the opportunity cost of lost leadership. Great companies develop most of their own leaders. If you have to go outside for leadership you incur recruitment costs and transition costs. Finally, there's the cost of lawsuits. Good frontline leadership creates organizations where lawsuits are less likely. And, ff the company is sued over a supervision issue, defense will be easier if the leaders have been doing their jobs. How about your company? Do you develop your own leaders? Do you help them develop the skills they need to improve morale and productivity and avoid lawsuits? Think about that the next time you consider the training budget.
"Heroes are rebels with a cause. Rebels because they challenge the traditional ways of thinking and refuse to follow the herd. They have a cause, a vision, that's larger than life." - Sharif Khan, author of Psychology of the Hero Soul From a small-town Polish boy born to a retired army officer to become Pope; from a hard life in Nazi occupied Poland, his mother dead of kidney and heart failure, an older brother dead from scarlet fever, to become quite possibly “man of the century.” How did such an unlikely candidate for the head of the Roman Catholic Church rise so quickly to such prominence? What leadership lessons can we learn from this global spiritual leader who so moved the world? Here is a brief timeline snap-shot of Karol Josef Wojtyla’s exemplary leadership: Knowledge 1958: Pope Pius XII names Wojtyla auxiliary bishop of Krakow. By this time, Wojtyla was a professor of ethics and had two doctorate degrees; he had studied theology in clandestine during the oppressive Nazi occupation of Poland. Leadership lesson: leaders are readers. Specialized knowledge is key to leadership along with general studies. While Wojtyla had two doctorates in his field, he also studied philosophy and literature and was also a playwright and a poet. If you were to take an hour-a-day reading up in your field and applying the knowledge, within a period of five years you would become an ‘expert’ within your field. People are hungering and thirsting for a leader with knowledge and experience. In Wojtyla’s case, he took the time to gain knowledge of the world, himself, and beyond. As a chaplain for university students in Krakow, he used to go on frequent camping and kayaking trips and offered counseling and mentorship to the students. On these excursions, he would usually take an hour or more to be alone by himself to reflect, read, and pray. These moments of solitude gave him a strong internal compass and knowledge of self required of all great leaders. Humility 1978: Elected Pope John Paul II becoming the 264th pope and first non-Italian pope in 456 years; refuses formal papal coronation in favor of a simple inauguration ceremony and chooses not to use the royal plural “We” referring to himself plainly as “I”. Wojtyla was not impressed by the trappings of power and its symbols and made that clear from the day he was elected Pope. He had a very simple, plain, and honest way of communicating that endeared people to him. He exemplified the servant-leader role by embodying one of the titles of the Pope: Servus Servorum Dei (Servant of the Servants of God). Leadership lesson: leaders are humble. We can learn from Wojtyla’s example by not isolating ourselves in the corner office or ivory tower with each successive promotion, hiding behind closed doors and a sea of fancy titles, diplomas, awards, certificates, and press-clippings. Like Wojtyla, we can make ourselves available to our people with open doors, seeking to understand and encouraging dialogue. Leadership by walking around and talking to people and listening to their needs earns respect and trust. Heart 1979: Visits his homeland, Poland, for the first time as Pope and speaks to his people, inspiring Solidarity, the first independent labor movement in the Soviet bloc. Risking his life against the totalitarian Communist Regime in Poland, Wojtyla returned to his homeland and did not speak in the typical, official ‘visiting dignitary’ tone. He spoke from his heart, from the gut, soul-to-soul – in their language. The people of Poland saw themselves reflected in him; he encouraged them to not crawl like animals but walk tall and ‘be not afraid.’ The crowd went wild and a flame of rebellion and counter-revolution was lit in the collective consciousness of the Polish people, sparking the Solidarity movement for independence and freedom that eventually toppled the Communist Regime. Leadership lesson: leaders have heart. Intellect is not enough; both head and heart have to be married. If you want to win over people, risk letting down your guard and speak from the heart. The leader that speaks from the heart almost always wins over reason alone. Forgiveness 1983: Meets with assassin Ali Agca in prison. Just two years after the assassination attempt on his life by gunman, Mehmet Ali Agca, and several months of painful recovery, the Pope visited Agca in prison and offered forgiveness. (Much later, in 2000, the Italian government granted clemency to Agca, on the Pope’s request). Leadership lesson: leaders are willing to forgive. We are all fallible human beings that make mistakes. The mark of a true leader is his or her willingness to forgive. It’s also a smart leadership strategy in the long-term. While there’s no excuse to keep someone who consistently fails to learn from their mistakes, the boss that fires an employee for making a big mistake is often mistaken for doing so. After all, there’s always the risk that the next person hired could potentially make the same disastrous mistake. But by offering forgiveness to the person that errs, that person is unlikely to repeat that same mistake, and will most likely remain fiercely loyal to you. Responsibility 2000: Offers a day of apology for sins committed by members of the Catholic Church over the centuries; visits Israel and pays homage to the victims of the Holocaust. Wojtyla was the first pope to visit the Auschwitz concentration camp in Poland in 1979, and later in 2000, he visited Jerusalem’s Yad Vashem in remembrance of the six million Jews who died in the Holocaust, praying for reconciliation between Christians and Jews and apologizing for the sin of anti-Semitism by Christians. The day that former U. S. President, John F. Kennedy, took full responsibility for the Bay of Pigs fiasco, was the day he became a leader. The day that Wojtyla apologized and took responsibility for the sins of anti-Semitism committed by Christians, was the day he became a truly respected global leader. Leadership lesson: leaders take full responsibility for their organization. Blaming and complaining is the mark of a loser. We can make excuses or we can make progress – but we certainly can’t do both. To be a leader, you must take full responsibility for your actions, your team, and ultimately the whole organization or cause you lead. Uncommon Leadership 1982 – 2003: Receives PLO leader Arafat; Meets Gorbachev as first pope to meet with a Kremlin Chief; visits Cuba and meets with Castro; becomes first pope in history to enter a mosque. Despite criticism from many corners on the controversial issues he supported, Wojtyla was not one to ever back down. He stood for what he believed in and had the courage of convictions. As a leader, he was tough but flexible. His flexibility allowed him to meet famous, and infamous, world leaders and address difficult issues that made him unpopular in certain circles. But he also had the inner toughness and steely resolve to break down walls and foster reconciliation. As Pope and head of the Roman Catholic Church he knew his role was to unify the Church while serving as an apostle of justice and peace. He stood his ground and never wavered, even if it meant alienation. Leadership lesson: leaders stand for what they believe in. Leadership is not about winning a popularity contest. Stand up for what you believe in. Be strong and be firm. A divided mind is weak; a united mind, clear and singular in purpose, is powerful beyond measure. Legacy: Rebel with a Cause 1920 – 2005: A legacy of leadership. Pope John Paul II was a rebel with a cause. A champion of human worth and dignity, a freedom fighter, a torch bearer for social justice, he left a lasting legacy of leadership and moral example that the world can follow. Asked once, if he feared retaliation from government officials, he replied (according to biographer George Weigel), “I’m not afraid of them. They are afraid of me.” Indeed, he relayed a message to the world that will echo through eternity: “Be not afraid!”
29) This article on leadership aims at providing you with all the necessary matter you will need to understand more about #KEYWORDS#. So read it well. Information is the main thing that has to be incorporated in an article on leadership. Read through this article to prove me wrong! Many times the words of others actually have far more impact and insightfulness than when those words are read within the pages of a dictionary. Quotations are rooted in actual performance, of leaders who have been there done that. They can be easily incorporate into everyday speeches or part of a training session. Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell! Dwelving into the interiors of leadership has led us to all this information here on leadership. leadership do indeed have a lot to tell! It is with much interest that we got about to write on leadership. So we do hope that you too read this article with the same, if not more interest! These quotations help to define or explain leadership: Leaders are people who do the right thing; managers are people who do things right. Warren G. Bennis Leadership appears to be the art of getting others to want to do something you are convinced should be done. Vance Packard Leadership is all about getting results. Peter Drucker Leadership is getting someone to do what they don't want to do, to achieve what they want to achieve. Tom Landry Leadership is the capacity to translate vision into reality. Warren G. Bennis Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership. Colin Powell Consensus is the absence of leadership. Margaret Thatcher If you are seeking the purpose of leadership, you may feel comfortable using these quotations: The very essence of leadership is that you have to have vision. You can't blow an uncertain trumpet. Theodore Hesburgh The key to successful leadership today is influence, not authority. Ken Blanchard The growth and development of people is the highest calling of leadership. Harvey S. Firestone Leadership is unlocking people's potential to become better. Bill Bradley We know that leadership is very much related to change. As the pace of change accelerates, there is naturally a greater need for effective leadership. John Kotter Leadership demands that we make tough choices. Alan Autry A sense of humor is part of the art of leadership, of getting along with people, of getting things done. Dwight David Eisenhower We hope you develop a better understanding of leadership on completion of this article on leadership. Only if the article is understood is it’s benefit reached. Or possibly you are trying to explain how to develop leaders within your business, organization or community? These quotations may help you achieve that goal: The only real training for leadership is leadership. Anthony Jay Leadership is the ability to do, not the ability to state. Paul Von Ringelheim The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army or in an office. Dwight David Eisenhower Leadership cannot really be taught. It can only be learned. Harold S. Geneen Leadership is diving for a loose ball, getting the crowd involved, getting other players involved. It's being able to take it as well as dish it out. That's the only way you're going to get respect from the players. Larry Bird The task of leadership is not to put greatness into humanity, but to elicit it, for the greatness is already there. John Buchan The art of leadership is saying no, not yes. It is very easy to say yes. Tony Blair Variety is the spice of life. So we have added as much variety as possible to this matter on leadership to make it’s reading relevant, and interesting! You can take these leadership quotations and transfer them to 3x5 index cards. Read them 3 to 5 times each day and within a month you will remember them. Then you can infuse them into your conversations with friends to business associates and show everybody just how smart you really are. Keeping in mind the important points about leadership, we hope this article on leadership proves to be very informative to you. Use these points well.
Support Strategic Objectives, by: identifying roles and responsibilities necessary to support strategic objectives; defining roles, responsibilities, and degrees of authority, needed by individuals and teams; designing policies and procedures for the management of delegated activities. The purpose of this is to review the distribution of roles and responsibilities at the senior level. The aim of the review is to ensure that the distribution is balanced and appropriate. This is also an opportunity to make certain that the senior, executive level management structure is appropriate for the strategic direction being taken. If mismatches are discovered at this point, then the leader(s) have an opportunity to adjust the organisational structure, at this level, to better match the demands of the strategies. Make Decisions On Activity To Delegate, by: deciding which areas of work, routine activity, stand alone projects, absence cover, key operational decisions, emergency or business disaster events, and strategic level decisions, should have responsibility or authority delegated to specific managers. This is an essential stage, but a difficult one. It involves forecasting and scenario planning, in order to determine which activities, and in which circumstances, should responsibility and authority be given. It requires the delegating leader(s) to analyse thoroughly the planned activity and potential events, in order to identify where delegation should take place, and to whom it should be given to. Selecting Managers And Specialists To Delegate To, by: identifying the current roles, responsibilities and authority of those individuals and teams; evaluating the skills, abilities, and development potential, of existing (senior management) individuals and teams; assessing the degree of responsibility and authority that can be given to individuals and teams; identifying coaching and-or training needs to prepare individuals and teams for delegation. Carefully profiling the existing senior management individuals is critical, because delegation will not be effective if it is given to an individual who is not capable of using the delegated powers effectively. Where gaps in capability are identified, training or coaching should be provided to fill that gap. If the corrective action needs to be long term, then the delegation should be delayed until that process is complete. Agree Responsibilities, Levels Of Authority, And Objectives, by: identifying delegated responsibilities and levels of authority for each individual manager, specialist, and team; discussing these with the individual managers and specialists; agreeing the degree of delegation; agreeing the objectives delegated to the individual. One of the most critical stages, this is where the details of the delegated responsibility and authority are explained, discussed and agreed. It is at this point that the leader(s) should aim to gain commitment to the delegated responsibilities and authority, to targets and deadlines, both qualitative and quantitative. Clarifying The Boundaries, by: defining the limits, the boundaries, of the delegated powers; discussing and agreeing these boundaries; agreeing action that should be taken when the boundaries are reached. This must be treated as a separate stage in the process, and applies to both the leader and the manager being given delegated powers. The leader must understand and accept that delegation does not mean abandoning responsibility. The ultimate responsibility lies with the leader, the one delegating to others. Delegated powers must be managed and supported by the leader. The individual being given delegated powers must be clear about the limits of those powers, and understand that when that boundary, that limit, is reached, they should refer back to the one who delegated to them. Remove Or Reduce Barriers To Effective Delegation, by: identifying organisational policies, procedures, structures, practices, or cultural aspects, which work against effective delegation; discuss ways in which barriers could be weakened or removed; implement changes or adjustments to reduce or eliminate identified barriers. Most organisations have visible and hidden barriers that inhibit and hinder effective management. The role of the leader(s) is to introduce direction, strategies, structures, policies, procedures, and influences, into the organisation, so that managers and specialists can operate in a culture which encourages creativity, innovation, high quality performance, and success. In parallel with this, the leader(s) must also encourage managers and specialists to take local responsibility for activities and decision making. To do this, barriers and constraints must be reduced to a minimum, leaving an appropriate level of controls in place. Provide Support For Delegated Activity, by: discussing and agreeing the level and nature of support needed; adopting a leadership style that provides appropriate availability, support and guidance to those with delegated responsibilities, but also allowing them the freedom to carry out the delegated powers without unnecessary interference; reviewing levels of personal support and adjusting that support appropriately; consistently behaving in a manner that inspires and motivates those who have been delegated to. There are two most common reasons for delegation to fail. One is that the analytical and decision making process was not thorough enough, leading to the degree of delegation being inappropriate. However, the other most common reason for failure is that the leader delegates and then does not provide appropriate support to the manager being delegated to. Once the leader has delegated, they must then provide an appropriate level of personal support, encouragement, and resources, to the individual. This support should include: publicising the delegated powers to relevant individuals and teams internally; informing other stakeholders such as suppliers, customers, clients, of the delegated powers; coaching, mentoring, providing training, as appropriate. Reward Performance, by: openly praising consistently high quality operational performance and exceptional event performance; building performance on delegated powers into the organisation’s performance appraisal system. An important part of the process because delegated powers are, by default, in the highest group of demands made on the individual, and when performed well, are deserving of recognition and praise. Rewards do not have to be substantial, nor monetary in nature. Recognition and praise will be appreciated by the receiving individual and by their teams and other observers. The leader who delegated the powers must ensure that, when appropriate, high levels of performance in delegated areas, are achieved. Monitor, Review, And Adjust, by: implementing regular reviews of the delegation process and of individual instances; reviewing the appropriateness of current and planned delegation, against the most current strategic objectives; taking corrective action where necessary. The leader(s) delegating powers to others should implement a monitoring and review process that requires them to review the whole process, and individual performance. Individual performance should be monitored continuously, with formal review points at least quarterly. The overall process should be reviewed at least every six months, at which point the success of the process should be evaluated against the original objectives and then adjusted to take into account changes in operational activity and in strategic direction. In Summary: Leaders must delegate, but must delegate effectively. The most successful leaders treat delegation as an essential strand of their leadership approach. Senior management structures, processes, and objectives are reviewed to ensure suitability for delegation to take place. Areas of work, activities, routine and event-specific decisions, are analysed, evaluated, and where appropriate the decision is made to delegate responsibility and authority. Delegated powers are explained, discussed, and agreed, and measurable objectives set. The leader then builds on this by adopting a consultative, supporting, coaching, role, as appropriate for each of the individuals delegated to. Individual performance on applying delegated powers is monitored and adjusted as necessary. Finally, the performance of the delegation process itself is monitored and reviewed by the leader(s) and the senior management team, to ensure that it remains compatible with the strategic direction being taken by the organisation.
Maintaining High Standards Of Personal Behaviour, by: maintaining high standards of personal beliefs; behaving with integrity and fairness; behaving ethically; showing respect and sensitivity for the views of others; ensuring that all relevant people are kept informed of plans, decisions, and progress; pro-actively seeking positive relationships; accepting criticism and feedback positively. The rationale is that the leader must aspire to be a role model for high standards of personal behaviour, be ethical, be honest, be genuine, so that they are ultimately trusted by colleagues and stakeholders. Even if the leader is required to carry out actions that have an unpalatable impact, such as when redundancies are necessary, the aim is to carry out such actions in as honest, open, and sympathetic manner as possible, so that observers, even those most negatively affected, will not be able to accuse the leader of unacceptable personal behaviour. Establishing Supportive Communication Systems, by: establishing training programmes that develop individual and team communication skills; establishing systems that support collaboration and cooperation between internal and external individuals and groups; implementing information management systems that ensure key information reaches appropriate people in a timely manner; encouraging consultative and participative decision making at all levels. Systems and approaches described here are essential foundation blocks on which positive relationships can be built and developed. Without this underlying framework in place, information will be dissipated and misinterpreted, decisions will be based on inadequate information, and relationships will deteriorate. Promoting Values and Standards, by: consulting with specialists, individuals, teams, and legislative bodies, to identify and establish appropriate values and standards for the organisation; providing guidance on values and standards that is understood at all levels; ensuring that all external partners are made aware of the organisation’s values and standards; implementing policies and procedures that manage, monitor, and improve the quality of values and standards, at all levels; taking prompt and visible action when established values and standards have not been maintained. The objective here is to ensure that all working relationships are built and developed against a background of known values and standards, and that all parties are made aware that the quality of internal and external relationships is an important aspect of the organisation’s approach to these. Gaining The Trust of Colleagues, by: consulting with colleagues in an open and honest manner; keeping colleagues appropriately informed about decisions, plans, actions, and progress; providing colleagues with sufficient personal support; honouring commitments made to colleagues; treating colleagues with respect and with appropriate confidentiality. Leaders should work with colleagues in a way which demonstrates the leader’s commitment to the values and standards of the organisation, and in a manner which demonstrates to colleagues that they have the respect and support of their leader. This is vital in enabling the leader to draw the best performance from colleagues, and for those colleagues to achieve their personal performance targets. Gaining The Trust Of External Stakeholders, by: striving to understand the viewpoint and the objectives of the stakeholder; consulting with stakeholders in an open and honest manner; keeping stakeholders appropriately informed about the organisation’s decisions, plans, actions, and progress; demonstrating personal commitment to agreements and arrangements; honouring commitments made to stakeholders; treating stakeholders with respect and with appropriate confidentiality. The aim here is to behave with stakeholder in an honest, open, and positive manner. For the relationship between the organisation and the stakeholder to be successful, there must be mutual understanding, mutual respect, and a desire to develop a relationship that is beneficial to both parties. This is essential in all external relationships, and particularly critical when the relationship is intended to be long term. Evaluate Relationship Performance, by: laying down clear quality criteria for the assessment of the condition of relationships; establishing monitoring procedures which include scheduled evaluation review points; insisting that evaluation reviews are carried out even though the relationship appears to be healthy; taking appropriate corrective action to address problems; adopting a continuous improvement approach to all internal and external relationships; ensuring that the quality of relationships is high on the quality assurance agenda of the organisation. Regular and thorough assessments of the condition of relationships is vital. Without these evaluations, and appropriate corrective action, many relationships will deteriorate. Some will linger in a poor condition, causing a constant flow of minor difficulties, some will implode and cause major problems. These problems can be avoided by a regular health-check on each set of relationships followed by appropriate action. In Summary: just as the organisation’s leaders must maintain, develop, and continuously improve the quality of its physical resources, its marketing performance, its financial health, and so on, the leaders must also take the same approach to working relationships between themselves and others, and between all other internal and external partners in the organisation. For the organisation to achieve its operational targets and strategic objectives, it is essential that all working relationships are healthy and productive and continuously improving. The leaders of the organisation must ensure that this is the case.
Analyse Strategic Level Meetings Needs, by: considering the strategic direction and objectives, and senior level operational objectives; identifying an appropriate structure of meetings to satisfy the communication and decision making needs in these areas. Evaluate The Current Meetings Structure, by: analysing the current structure and format of senior level meetings: identifying and evaluating the frequency, format, attendance, and outcomes of current meetings; comparing these findings with the needs identified in the previous stage. These two stages are critical. In all areas, and at all levels, leaders of organisations must not allow the status quo to remain in place without regular and rigorous evaluation against current and forecast objectives. The same is true of senior level meetings. The attendance, format, frequency, and outcomes must be regularly evaluated to ensure that they meet the needs of the current strategic direction and objectives. Establish Agreed Meetings Structure, by: informing and discussing proposed changes with all senior level stakeholders; agreeing and implementing the revised or new structure; providing training for new roles and approaches, where necessary. Changing the existing framework and format of senior level meetings will inevitably cause some disruption and possibly some conflict. However, it is essential that the organisation has structures and processes in place, at all levels, and in all areas of activity, that support and contribute to the strategic direction taken by the organisation. Meetings are a key part of the communication, information management, and decision making processes, and must therefore be shaped and managed to meet the needs of these functions. Any difficulties that change in this area brings, must be dealt with and overcome. Planning for meetings for the leader, by: discussing and agreeing with colleagues, when appropriate, the purpose of the meeting; deciding on the purpose of the meeting; setting clear and precise objectives, as outcomes of the meeting; deciding on who should attend, though this might be a by-default list it is still necessary to review this regularly; set an appropriate date, time, and place for the meeting, again a default may apply, but should be reviewed regularly; issue an agenda to all participants and to all other stakeholders; issue supporting information in time for participants to become familiar with it; arrange pre-meeting discussions where necessary; ensure that necessary administrative arrangements will be made; complete personal participation preparation. Planning for meetings for the participants, by: ensuring that all participants are made aware of their obligations to prepare professionally for the meeting; ensuring that participants are provided with all necessary information to enable them to contribute to the meeting effectively; arranging for pre-meeting discussions with participants with particular concerns or needs regarding the meeting; adjusting the agenda to take into account legitimate specific needs of individual participants. In ensuring that each individual meeting is effective, planning is the most important stage. As with all key activities, appropriate preparation is the key to success. Even regularly scheduled meetings should be prepared for in the manner described above. The most common reason for regular meetings losing their credibility and influence is that each meeting is not given sufficient individual attention. The purpose, the desired outcomes, attendees, format, frequency, timing, location, should all be reviewed regularly. The leader must ensure that each meeting is managed professionally and that its purpose is not diluted by lack of preparation, not on the part of the leader, or chairperson, nor on the part of any of the attendees. Chairing Meetings Effectively, by: being fully prepared, as described above; arriving in advance to oversee final preparations; welcoming participants as they arrive; starting the meeting at the agreed time; introducing new participants; summarising the format of the meeting; reiterating the purpose of the meeting; reiterating the agenda; shaping and controlling the nature and direction of discussion on each agenda item; ensuring that each participant is encouraged to contribute appropriately; remaining as objective as possible; summarising progress and decisions, at appropriate intervals; managing the time spent on each agenda item and overall; reviewing key discussion points and decisions made; confirming individual and collective follow-up actions; thanking participants for their contributions; reminding participants of the next scheduled meeting; formally close the meeting. When taking the role of Chair, the leader is highly visible, and the way in which they manage the meeting will be judged by the participants and add to or detract from their opinion of the leader’s capabilities. For this reason, the leader must ensure that when they personally chair meetings, they do this in a professional, firm but fair manner. Although some would argue that the Chair of a meeting should remain unbiased and act purely as a facilitator, this is not possible when the Chair is also the leader, or one of the leaders, of the organisation. Nevertheless, when acting as Chair, the leader should make every effort to facilitate effectively, whilst also presenting their own views when appropriate. A difficult role, but one that must be carried out well. Follow Up Effectively, by: ensuring that all key discussion points, issues raised, decisions made, actions agreed, are recorded accurately; distributing the minutes of the meetings to participants; requesting action plans from participants who have agreed to take follow up actions; monitoring the progress on follow up actions; obtaining feedback from participants on their view of the effectiveness of the meeting; adjusting the approach to future meetings as necessary. In Summary: although managing meetings at a senior level can appear to be technically straightforward, these meetings play a critical role in the strategic level communication process, and if ineffective will seriously damage the quality of this activity. In addition, poorly managed meetings can damage relationships between the leader(s) and the team and between team members. The objective of senior management meetings are to inform, discuss, make and confirm support for decisions, and agree continuing support for, or changes to, the strategic direction of the organisation. The role of the leader is to ensure that these meetings are planned and managed effectively, are productive in terms of outcomes, and contribute to maintaining the quality of communications at the senior level.
The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full? The demand for leadership talent greatly exceeds supply. If economic growth continues at a modest 2 percent for the next 15 years, there would be a need for one-third more senior leaders than there are today. Baby boomers have already started to retire. Most large companies will have to scramble to meet gaps in senior leadership talent. Who will replace your retiring executives, and how will you keep your company's leadership pipeline full? To make matters worse, the global and more dynamic economy of the 21st century requires executive talent with a more complex skill set: * Greater technological literacy * A sophisticated understanding of global marketplaces * Multicultural fluency * Relationship savvy, with extensive networks of alliances and stakeholders * Leadership skills over a delayered, disaggregated and virtual organization Succession Planning in the 21st Century In response to these challenges, organizations have a renewed interest in succession planning systems. While these systems functioned merely as replacement charts in the past, and were HR executives' function, there are two critical differences today, emphasizing: 1. Leadership development at all levels (not just senior executives) 2. Responsibility and involvement for leadership development within the work group, with the person's manager and team members (and no longer an HR function) Distinct Leadership Levels Most development models fail to consider leadership requirements at all levels. As a person is promoted from line manager to business manager to functional manager, skills and requirements change. Companies mistakenly focus on leadership traits, styles and technical competence. They commit a major error when promoting successful individuals without acknowledging required skill set differences at different levels of leadership responsibilities. The Leadership Pipeline Hiring gifted people makes sense as a tactic, but not a strategypanies need to build leaders, not buy them. Research and experience demonstrate that potential is not fixed. The more people achieve, the more they learn. Their willingness to tackle new challenges increases. To capitalize on potential, companies must define the true work requirements at each key leadership level. Succession planning systems must spell out what's needed to make a successful transition from one layer of leadership responsibility to the next. Succession Planning to Fill the Pipeline The following five-step plan will facilitate succession planning: 1. Tailor a leadership pipeline model to fit your organization's succession needs. 2. Clarify standards for performance and potential, in your own language. 3. Document and communicate these standards throughout the organization. 4. Evaluate succession candidates through a combined potential-performance matrix. 5. Review plans and progress of the entire pipeline frequently and seriously.
Leadership training is of paramount importance to those who aspire to be good leaders and stand tall among others. Leadership training improves communication skills and other qualities that are key to becoming a successful and confident leader. Effective leadership training also entails helping individuals form an enterprising and immensely focused group. The leadership qualities assist an individual in making sure that members of the group function jointly in an efficient and constructive manner. Leadership training helps a leader to imbibe a sense of optimism in the group to which he belongs. The group’s members are guided by the leadership virtues of the key man. The introduction of a successful leader into a management team is a good investment for any organization. Leaders visualize plans, inspire subordinates and plan the required course. Leadership skills comprise of various qualities such as optimism, commitment and the ability to use power effectively. Leadership training is significant, not only in the world of business, but even in the worlds of sports and medicine. Leadership training is essential for the social and economical set-up of any business. Leadership skills in managers are important ingredients in company's expansion. These skills are best acquired with the help leadership training. Democratic, autocratic and laissez-faire are the different approaches to leadership training. Each of these is unique and inculcates leadership skills based upon distinct operational patterns A majority of times it has been observed that, despite possessing leadership skills, a person cannot flourish. This inability to come out in flying colors stems from the fact that the person is not conversant with the subtle techniques that help bring out the leader in him. Individuals aspiring to be successful leaders may at times find that their efforts are undermined despite their best efforts. This is due to the fact that the individual lacks the motivation to overcome his obstacles. A proper and suitable training in leadership skills often helps one to overcome these barriers. Training programs are tools that help in the application of leadership skills at work. These skills could have been acquired at leadership skills classes, seminars or read. Individuals as well as organizations specialize in offering leadership training in various fields. There are many organizations that offer online leadership training also. Some of these organizations are even willing to reimburse the money paid for a leadership seminar, if the result is not satisfactory. Leadership training programs are expected to use core and widely agreed upon features of leadership, to bring out the best in people. Leadership involves vision and the ability to influence people and motivate them to work towards it. Leadership training can be profitable to businesses in a number of ways. It helps to educate the employees, improves their performances and reduces staff attrition. This is beneficial to organizations, as it reduces the cost involved in constantly hiring new employees. It also helps in developing high performance teams. The participants gain a sense of power, which is, the power to guide others and the organization in the right direction, successfully.
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 Physicists theorize that the universe is composed of only 20 percent visible matter and 80 percent dark matter. Dark matter refers to hypothetical matter particles, of unknown composition, that do not emit or reflect enough electromagnetic radiation to be detected directly, but whose presence can be inferred from gravitational effects on visible matter such as stars and galaxies. When I read about dark matter, I thought about the organizations I've encountered in my last 21 years of bringing my leadership methodologies to thousands of leaders worldwide. I've found that most leaders focus on 20 percent surface issues, such as sales and marketing undertakings, logistical dynamics, organizational strategy and tactics, financial activities, human resource efforts, and the like. The leaders neglect the deepest and most important realm of all, the realm which determines to a large extent the success or failure of the organization. That's the 80 percent representing human relationships. After all, organizations don't succeed or fail but the people of those organizations, people's whose activities are a manifestation of their relationships with one another. And because of the neglect, organizations don't achieve the results they are capable of. Mind you, they don't ignore the 80 percent completely. They give a kind of passing recognition to it. For instance, they often bring in motivational speakers to pump up employees. But that misses the point. The point is that to truly come to grips with the motivational dimensions of the 80 percent, organizations need to focus on implementing motivation comprehensively and systematically. Which goes beyond simply getting people motivated. After all, people who are just motivated are useless to an organization. The useful people are those who are motivated to take right action for right results. This means driving motivational imperatives into the very DNA of the organization's culture. That activity has challenged leaders from time in memorial. Libraries of books have been written on the subject, and I won't rehash what's already out there. Let me cut through it all with this simple imperative: cultivate an organization in which people are defined not by what they have to do but what they get to do. That is all you really know about great relationships and all you need to know. This shift from relating to people so they have to do things to relating to people so they get to do them can be one of the most profound shifts any organization undergoes. Yet few leaders are aware of the shift or how to go about making it happen -- especially in a comprehensive, systematic way. The analogy with the universe stops here. We don't know what dark matter and dark energy is. However, everyone knows this 80 percent because everyone lives this 80 percent every day. What people don't know is how to harness it to get results. There's only one way to make it happen consistently. Have the people in the organization give Leadership Talks -- lots of them. In many books and hundreds of articles, I have described the Leadership Talk. It's been working for many hundreds of leaders in top companies worldwide for the past 21 years. Essentially the Leadership Talk is all about not simply communicating information, the way speeches and presentations do, but establishing deep, human, emotional connections with the people – then translating those connections into have the people take action that gets great results. Only Leadership Talks can move your relationship with them from ordering them to do a job to having them want to do the job. That "want to" -- that getting to do things rather than having to do things -- is the crux of delving into the 80 percent realm, which is the very heart of your job and ultimately career success.
Just this morning, my wife Holly caught me “red-handed” straightening up my 12 year-old’s room. This, not 2 hours after we both communicated to our precious Katie in no uncertain terms that she would go no where, see no one, do no thing until she removed the Ѕ eaten sandwich, empty sprite cans, soiled laundry . . . and only the Creator knows what else... to reveal what once was, and could be again – a nicely appointed pre-teen bedroom. As Holly observed (and shared in a manner unfit to print here)... I was truly serving no purpose and no one by doing Katie’s job for her. Not me, not the family, and certainly not Katie. Sponsors, Change Leaders, Consultants – Are you “Picking Up Someone Else’s Room”? Trying to get someone else to pick up yours? If your organization is engaged in change -- and it is -- there are literally & figuratively places you can not go, people you can not see, and things you can not do until your room is picked up . . . and Only You can do it. Attention Change Sponsors: 1) YOU CAN NOT DELEGATE SPONSORSHIP. - YOU must clearly communicate where you’re going & why - YOU must consistently “live” your message -- with visible actions that overtly model and support the shifts you’re asking of the organization - YOU must allocate the necessary resources (technical, human, financial) to get the real work of change done. Your sharper, more seasoned Change Team members won’t let you try to peddle these responsibilities off on them anyway – but then again, Change Leadership Mastery isn’t exactly the norm in most organizations. So save yourself some heartache, and your organization some money . . . Pick Up Your Own Room. ** Yes, those with the “juice” to do so throughout the orgnization must do all of this as well. The gurus call it “Cascading Sponsorship.” But if the “video” from the top of the organization doesn’t match the “audio” from the middle . . . this change (and the next, and the next) will fail, period. 2) Now – Get Out Of The Way -- and Let Your Change Team Do Their Jobs. Sponsoring Change while simultaneously running the business is a full time gig. This is where your head and heart belong -- being a good SPONSOR, period. Driving change at the tactical level -- even if you were good at it (and you’re not) -- is a terribly irresponsible way to invest your time, energy, talents, and political capital. Attention Change Execution Team (Change Leaders, Consultants, etc.): 1) You can’t run (only) the second Ѕ of the play. Not in this game – the price & risk of failure is just too high. You need to be there WHEN THE PLAYS ARE FIRST CALLED – at the very onset -- to guide your execs in crafting the strategy. (And don’t whine about not being invited to the locker room until halftime. If that’s the case, find another team – this one’s going to lose anyway.) 2) Beware the Lazy Sponsor. Well, lazy is less accurate in most cases than simply uneducated -- uneducated about what it really takes to properly sponsor (effectively express, model, and reinforce) change. In any case . . . Don’t Pick Up Their Room (try to do their job for them). Yeah, I know – sounds ridiculous, but the allure can be incredibly strong. It’s the “fool’s gold” of our arena. I get calls everyday from OD / HR folks and internal consultants trying to take on major change efforts without any real sponsorship in place. Bright, credentialed professionals who have been lulled into the idea that they can actually be surrogate sponsors -- because they’ve been given some training budget and project management headcount for their change projects. Afterall, they’re the resident change experts anyway . . . and "Joe Bob" Sponsor is just too busy finalizing the latest merger. The next time your Execs try to throw money (in lieu of genuine sponsorship) behind a major change initiative, invest it in “T” Bills or double-up on the shrimp trays at the next retreat . . . Either will produce a much healthier ROI than even the most educated and skilled workforce engaged in ill-sponsored change. Gotta Go . . . Katie left a flip-flop downstairs, and the dog thinks it’s a ribeye. - Stone
: According to the latest studies, the average employee is delivering only 50% of what they are capable of offering to your organization. As a leader, you’re frustrated by this lack of performance. You’d like to clone your high performers so you can become more results oriented like the entrepreneurial companies you see in the marketplace. To capture the talents and potential of today’s knowledge workers, you must recognize the dramatic rise in numbers of these employees. Knowledge workers are the individuals who use their ‘brains’ instead of their ‘brawn’ to get work done. These are the information specialists, researchers, marketing and sales experts whose talents drive the success of your business. To ensure high performance — you must manage these talented individuals differently than employees of the past. Their talents can help you take your business to the top. But like a spirited racehorse, they must be handled with care. Avoid these five deadly sins and you’ll capture knowledge workers’ discretionary energy and build enthusiasm:#1. Focus only on what’s wrong. The “no news is good news” approach to leading knowledge workers is a receipt for disaster. You might think that if employees aren’t screwing up, they don’t need to hear from you. But knowledge workers want to be recognized. They need your attention. Recognize progress and give recognition to foster their talents and help them move in the right direction and fuels their enthusiasm. Avoid focusing only on what’s wrong and acknowledge what’s going right. #2. Ignore poor performers. High-performing knowledge workers want you to deal with poor performers — otherwise the problem lands in their lap. You must address performance challenges by coaching the employee, reassigning the individual to an area where their talents are best suited—or remove them altogether. In either case, pay attention to problems and take corrective action. Don’t let laggards linger, derail your progress and de-motivation other employees. #3. Overlook boredom and talent misfit. Job uncertainty and fear may prevent employees from speaking up about a change that’s needed. It’s your job to notice when individuals lost interest, struggle in their current position, or slack off for some unknown reason. Address these issues head on instead of allowing them to continue. There’s no joy in just getting by. You don’t help employees by allowing a bad fit to continue. Tough love with self and others is part of moving into the new economy. #4. Let them say ‘YES’ to everything. Help knowledge workers curb their appetite to work on interesting projects that are unrelated to business priorities. No matter how exciting a project is, you must help employees discern: “Is this project contributing to the goals of the business? Can I justify the time and energy I’m spending on it? Will this initiative help us achieve the outcomes we want?” Many times, knowledge workers bite off more than they can chew. A wise leader helps employees set limits and say ‘no’—for their own sake as well as for the business. #5. Fail to give feedback. In corporate life, no one wants to hear: “This isn’t working.” But individuals need to know when their attitudes and behaviors are causing others a problem. No matter how exceptional the person is, he or she can make a mistake — sometimes without knowing it. A wise leader helps individuals recognize problems and learn from problems. Don’t wait until there is a crisis to raise a touchy subject and give feedback. Regular feedback helps employees grow. Your primary role as a leader is to help knowledge workers contribute their talents. Involve them in key decisions and welcome their input. Encourage collaboration with others who will stretch their minds and capabilities. Make sure employee talents are visible, seen and appreciated by others in the organization. Remember, knowledge workers want to use their talents to help your business grow. Put these ideas into action and watch teamwork and performance skyrocket!