Leadership exists on a continuum from managing self to managing others to managing the organization. Natural leadership does not mean that you either have it or you don't. It does mean that you are willing to assess your style and behavior, and that you are willing to learn and grow.
1. The only person you can change is yourself.Self-management comes before managing others or managing an organization. Understanding the impact of your behavior is crucial to leadership.
2. You must feel comfortable being in a leadership role.Leadership calls for authenticity. If you are not comfortable with the role, others will sense it and withhold the full measure of whatever it is they have to contribute.
3. Being a natural leader involves being able to adjust your style to the skill level and commitment of others in any given situation.Reading the people/task mix requires skill, flexibility and intuition.
4. Natural leaders develop other leadersLeaders of today must share skills, insight and power to bring along others who have the potential to lead. This includes giving others the opportunity to lead. Someone once said that leadership is like manure. Left in a pile it starts to smell really bad and does no good. Spread around evenly it promotes growth and doesn't smell bad at all.
5. As a leader, you must make sure information flows freely in all directions. The culture must be such that withholding information to strengthen one's own power or for any reason is absolutely not tolerated.
6. Leaders have to be accessible.You have to create a culture in which people feel they can tell you the bad news as well as the good news. You cannot isolate yourself or let others isolate you.
7. Leadership in modern organizations means sometimes fading into the background . . . when it is natural to do so.You do not have to plan every tactic or lead every charge. Hire good people who can articulate your vision as well as you can (maybe even better) and then let them do it.
8. Leaders need to provide support.Become a sponsor for someone else's idea or project. Make sure you provide the resources and structure others need to succeed.
9. Leaders must create a culture that encourages risk and tolerates mistakes.In these times, playing it safe in business is the riskiest strategy.
10. Leadership skills can be developed.Natural does not mean born with. Leadership skills can be learned and this learning circles back to self-management.
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Eight Leadership Myths
It is unfortunate that many managers today fail to understand the role that leadership plays in the execution of their roles and responsibilities. There are hundreds of books available on leadership and numerous seminars are held each year professing to teach people how to lead. And yet, many managers fail to grasp the importance of this critical attitude. (Better to call leadership an attitude rather than a skill.)
Let’s talk about what leadership isn't or what I call the eight biggest leadership myths. If you are operating with any of these as your philosophy or fundamental approach to leadership you might want to take another look at how you are leading or think you are leading. If you are cont guilty of embracing any of the eight, congratulations, you are obviously well ahead of your management peers. Here are the eight.
1. Position or title does not equate to leadership. Just because you may be the CEO, President or a department head does not mean you have leadership attitudes or ability. There are a lot of people running organizations today whom I would not classify as good or even acceptable leaders.
2. Tenure or longevity does not equate to effective leadership capabilities. Just because you may have been with your organization for over thirty years does not mean you are an effective leader. Any success you might have had could have been timing, luck, pure effort, will or any combination of these.
3. You have to be willing to do any task that any of your employees are asked to do. Sure if the floor is dirty and the Janitor is sick and not at work someone needs to sweep the floor, but is that really your responsibility - to show your employees that you are not above this task. Your employees want a leader they can respect and trust not a back-up for the janitorial staff.
4. Leadership is an endowment or an education process. Leadership trust, respect and confidence are earned and not a set of mastered skill sets.
5. You can study your way to effective leadership. You can read all of the books on leadership and unless you are willing to let go of some of your beliefs, attitudes, prejudices, opinions or paradigms you can have all of the leadership knowledge in the world and still fail as a leader. Just look around you! This doesn't mean that you shouldn't study leadership but it does mean that study is not enough, it takes wisdom, understanding and execution.
6. You have to be a senior citizen with gray hair to be an effective leader. I know many executives who are still in their twenties and are model leaders.
7. That to be a leader you have to be in charge of something or someone. Leadership is not position. You can be the receptionist and have a leadership attitude about your roles and responsibilities. You can be in sales and have a leadership mindset about your tasks.
8. To lead you have to have followers. Leadership does not imply that you have to be in front of a group. If you are the only person working in a department you can still demonstrate leadership attitudes.
By : Tim Connor
Let’s talk about what leadership isn't or what I call the eight biggest leadership myths. If you are operating with any of these as your philosophy or fundamental approach to leadership you might want to take another look at how you are leading or think you are leading. If you are cont guilty of embracing any of the eight, congratulations, you are obviously well ahead of your management peers. Here are the eight.
1. Position or title does not equate to leadership. Just because you may be the CEO, President or a department head does not mean you have leadership attitudes or ability. There are a lot of people running organizations today whom I would not classify as good or even acceptable leaders.
2. Tenure or longevity does not equate to effective leadership capabilities. Just because you may have been with your organization for over thirty years does not mean you are an effective leader. Any success you might have had could have been timing, luck, pure effort, will or any combination of these.
3. You have to be willing to do any task that any of your employees are asked to do. Sure if the floor is dirty and the Janitor is sick and not at work someone needs to sweep the floor, but is that really your responsibility - to show your employees that you are not above this task. Your employees want a leader they can respect and trust not a back-up for the janitorial staff.
4. Leadership is an endowment or an education process. Leadership trust, respect and confidence are earned and not a set of mastered skill sets.
5. You can study your way to effective leadership. You can read all of the books on leadership and unless you are willing to let go of some of your beliefs, attitudes, prejudices, opinions or paradigms you can have all of the leadership knowledge in the world and still fail as a leader. Just look around you! This doesn't mean that you shouldn't study leadership but it does mean that study is not enough, it takes wisdom, understanding and execution.
6. You have to be a senior citizen with gray hair to be an effective leader. I know many executives who are still in their twenties and are model leaders.
7. That to be a leader you have to be in charge of something or someone. Leadership is not position. You can be the receptionist and have a leadership attitude about your roles and responsibilities. You can be in sales and have a leadership mindset about your tasks.
8. To lead you have to have followers. Leadership does not imply that you have to be in front of a group. If you are the only person working in a department you can still demonstrate leadership attitudes.
By : Tim Connor
THE 7 LEVELS OF CHANGE
A STRATEGY FOR CREATIVITY, INNOVATION AND CONTINUOUS IMPROVEMENT
“Small changes can produce big results --but the areas of highest leverage are often the least obvious”- Prof. Peter Senge
To get different results -- change -- we must do things differently.
The framework of this model is divided into seven distinct levels -- from easy to impossible - across a spectrum of continual change (continuous innovation) over increasing levels of difficulty.
LEVEL 1: Effectiveness --> DOING the right things
LEVEL 2: Efficiency --> DOING things right
LEVEL 3: Improving --> DOING things better
LEVEL 4: Cutting --> Stopping DOING things
LEVEL 5: Copying --> DOING things other people are doing
LEVEL 6: Different --> DOING things no one else is doing
LEVEL 7: Impossible --> DOING things that can't be done
Each level is progressively more complex, more difficult to undertake that the preceding level.
LEVEL 1: EFFECTIVENESS - DOING THE RIGHT THINGS.
The easiest change to make is to learn the basics - what are the right things to do and how to immediately change enough to become effective in a new job.
LEVEL 2: EFFICIENCY - DOING THINGS RIGHT.
Level 2 changes requires a thorough understanding of all the aspects of the new job or business activity in order to identify and then focus on doing very well those things which have the most important impact and make the largest contribution.
LEVEL 3: IMPROVING - DOING THINGS BETTER.
Change at this level involves thinking about ways to improve or fine-tune -- ways to speed things up, shorten delivery time, increase functionality, reduce downtime.
LEVEL 4: CUTTING - DOING AWAY WITH THINGS.
This level of change involves analysis of core functions and applies the Pareto Principle to focus on stopping doing things - cutting out the 80% of things that only yield 20% of the value.
LEVEL 5: COPYING - DOING THINGS OTHER PEOPLE ARE DOING.
evel 5 marks the transition from incremental to fundamental change. Copying, learning from, and "reverse engineering" can dramatically boost innovation at significantly lower costs than starting from scratch.
LEVEL 6: DIFFERENT - DOING THINGS NO ONE ELSE IS DOING.
Change at Level 6 is about either doing something very different or doing something very differently - and transitions into degrees of novelty which not only move an organization "out-of-the- box", they move the organization into areas where nobody else is doing it.
LEVEL 7: IMPOSSIBLE - DOING THINGS THAT CAN'T BE DONE.
"What is today impossible, but if it were possible it would fundamentally change the way you do business?" Joel Barker's famous question reframes thinking extremely well for Level 7.
Any change requires time, resources and personal energy. The higher the level of change, the more time, resources and personal energy the change will require in implementation.
Source: www.thinking- expedition. com
“Small changes can produce big results --but the areas of highest leverage are often the least obvious”- Prof. Peter Senge
To get different results -- change -- we must do things differently.
The framework of this model is divided into seven distinct levels -- from easy to impossible - across a spectrum of continual change (continuous innovation) over increasing levels of difficulty.
LEVEL 1: Effectiveness --> DOING the right things
LEVEL 2: Efficiency --> DOING things right
LEVEL 3: Improving --> DOING things better
LEVEL 4: Cutting --> Stopping DOING things
LEVEL 5: Copying --> DOING things other people are doing
LEVEL 6: Different --> DOING things no one else is doing
LEVEL 7: Impossible --> DOING things that can't be done
Each level is progressively more complex, more difficult to undertake that the preceding level.
LEVEL 1: EFFECTIVENESS - DOING THE RIGHT THINGS.
The easiest change to make is to learn the basics - what are the right things to do and how to immediately change enough to become effective in a new job.
LEVEL 2: EFFICIENCY - DOING THINGS RIGHT.
Level 2 changes requires a thorough understanding of all the aspects of the new job or business activity in order to identify and then focus on doing very well those things which have the most important impact and make the largest contribution.
LEVEL 3: IMPROVING - DOING THINGS BETTER.
Change at this level involves thinking about ways to improve or fine-tune -- ways to speed things up, shorten delivery time, increase functionality, reduce downtime.
LEVEL 4: CUTTING - DOING AWAY WITH THINGS.
This level of change involves analysis of core functions and applies the Pareto Principle to focus on stopping doing things - cutting out the 80% of things that only yield 20% of the value.
LEVEL 5: COPYING - DOING THINGS OTHER PEOPLE ARE DOING.
evel 5 marks the transition from incremental to fundamental change. Copying, learning from, and "reverse engineering" can dramatically boost innovation at significantly lower costs than starting from scratch.
LEVEL 6: DIFFERENT - DOING THINGS NO ONE ELSE IS DOING.
Change at Level 6 is about either doing something very different or doing something very differently - and transitions into degrees of novelty which not only move an organization "out-of-the- box", they move the organization into areas where nobody else is doing it.
LEVEL 7: IMPOSSIBLE - DOING THINGS THAT CAN'T BE DONE.
"What is today impossible, but if it were possible it would fundamentally change the way you do business?" Joel Barker's famous question reframes thinking extremely well for Level 7.
Any change requires time, resources and personal energy. The higher the level of change, the more time, resources and personal energy the change will require in implementation.
Source: www.thinking- expedition. com
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