Leadership Articles
How To Identify Future Leaders
(category: Leadership, Word count: 472)
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Every meeting provides an opportunity to learn important things about the people who attend. Here's what to watch for:
> Is it planned?
Effective leaders always begin with clearly defined goals and then prepare plans for achieving them. They have the courage to set a direction and then make changes as new information becomes available. They communicate with candor knowing that people perform at their best when they know what is expected. Thus, did the person who called this meeting prepare an agenda? Was the agenda distributed before the meeting? Did the agenda tell you everything that you needed to know to work effectively in the meeting? If so, this serves as a positive indication of effective leadership planning.
> Is it efficient?
A meeting is the culminating step in a larger process. It begins by setting goals and preparing an agenda. Then the chairperson should have contacted key participants to inform them of their roles in the meeting, told everyone how to prepare for the meeting, and alerted people who may be asked to accept responsibility for action items. All of this work before the meeting assures that the meeting will progress smoothly, efficiently, and effectively. So, how is the meeting going? Is there evidence of this attention to detail?
> Is it logical?
Pay attention to what people say during a meeting. Do their ideas contribute toward achieving the goals? if so, this shows that they're working as part of a team to help find solutions. Do their ideas build upon what others just said? If so, this shows that they're paying attention to the dialogue. Do their ideas demonstrate originality, creativity, and knowledge? If so, this shows they're working hard to add value. Effective leaders possess strong analytical thinking skills.
> Is it helpful?
Evaluate the comments and behavior during a meeting. Are the participants working to support each other? Are people contributing to the safe environment that is essential for open creative thinking? Are people adding high-value contributions (instead of stories or jokes that distract everyone)? Note that chronic unproductive behavior betrays either fear, a lack of effective work skills, or misunderstood expectations. People who perform poorly in meetings may need constructive coaching.
> Is it controlled?
Leadership involves more than watching people talk. Thus, observe the dynamics of the meeting process. Is the chairperson leading everybody through methodical steps that take them to a result? Is the meeting being conducted in such a way that the participants feel that it is a fair process? Is the chairperson helping others perform at their best so that the group can produce an outstanding result?
Someone who excels in the above areas should be considered for leadership positions. This explains why most executives consider a person's ability to lead meetings when selecting future leaders.
Leadership Is Action Not Position
(category: Leadership, Word count: 287)
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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!
A Good Leader Knows The Team S Colours
(category: Leadership, Word count: 641)
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Leadership can be a very challenging task. As leaders we don't always get to choose who is on our team. In fact very often a leader inherits a team, of which most of the members have been there far longer than the leader, and may even know more about the work than the leader. Whatever the situation, one of the responsibilities of a leader is to motivate the team to all work together towards the common goal. This can be a daunting challenge. So often the team is comprised of very diverse members, each with their own strengths, weaknesses, and work styles. The team dynamics are also often complicated by internal disagreements and personal conflicts. The leader, not only has work with this group of people, but also needs to achieve the results expected by their superiors.
Leaders can greatly benefit by being able to identify the types of personality characteristics of team members. By understanding the basic personality types, the leader can use individual strengths of members for the good of the team, as well as assign tasks that individual team member's naturally excel in. A leader can also learn to communicate in a way that is motivating, by taking into account the needs, values and working preferences of different team members.
A good leader will see the greatest results by working and utilizing the strengths and working style characteristics of the personalities on the team. By correctly positioning the individual member strengths and compensating for weaknesses, the leader can bring the team into a productive balance and harmony.
A brief overview of the different values and working styles of the four main personality types demonstrates the importance of this knowledge being part of the successful leadership toolbox. The four types of personality will be described using the colours Gold, Blue, Green and Orange.
The strong Gold employee takes work and responsibility very seriously. Gold personalities want to contribute, be part of the team, and to be successful and productive. They respond well to recognition, rewards and incentives. However Gold team members need well defined responsibilities and structure, firm expectations and timelines as well as being reassured from authority that they are on the right track.
The strong Blue personality needs an open, social atmosphere to be able work well. Relationships are very important for them, and they need the freedom to be able to nurture relationships with coworkers, customers and employers.. Conflict and intense competition are painful for a strong Blue, but they will thrive in a positive, creative, service orientated atmosphere.
A strong Green personality is more noted for expertise rather than people skills. They are excellent working with facts, data, research and analytical projects. Greens shine in their ability for designing, understanding complex systems and strategy. Facts are of utmost importance for the Green, but they have a weakness for routine follow through and are somewhat insensitive in social interactions.
Orange team members are noticeable by their energy, skill and creativity. A key factor for an Orange is the freedom to be able to use their skills and abilities. If there is too much structure, or their boss is very authoritarian, the orange personality feels blocked and does not function well. Orange personalities like people and work well in a spirit of teamwork, competition and camaraderie. They are action orientated, though and become impatient with prolonged talking and detailed administrative tasks.
A leader, by knowing the colours of his team, can use this knowledge to blend the team members into a unified, well coordinated picture poised for success. By facilitating each team member to function in their areas of natural strength and motivating them by communicating in a way that inspires harmony and team work, the leader is well on the way to achieving extraordinary results.
Relax Your Way To Public Speaking
(category: Leadership, Word count: 444)
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Believe it or not, fear of death is actually second to the one greatest fear that the majority of humanity seems tensely afraid of: fear of speaking in public.
If fear is all that you are thinking, then forget about that presentation that could earn your company and you the necessary sales. Presentation and public speaking is one of the most efficient as well as effective manner in making your products and services known. Why deny your product or service the chance to be heard? If you are still afraid, try your very best to focus on the various positive after effects of making that presentation. Create in your mind the numerous clients, customers and contact persons you might not get to see or be involved with if you let that unnecessary and irrelevant anxiety take hold of you. Your presentation may only take thirty minutes but the long term effects of your pitch or presentation might go a long way.
If the fear is still gripping you, try to do the following exercises to help your body relax and warm up to whatever it is you plan to do in your presentation. Turn that negative energy into a positive one and see who benefits best from it.
Warm up your body
Are you wearing high heeled shoes now? If you are, please take them off now. Then go and stand up. Try to stand on only one leg. Then shake the leg that is off the floor. Switch legs and do the same thing again. What you are doing is taking the negative energy of anxiety towards the floor and out of your body. Though this may appear and sound so out of this world, it actually works. For your information, actors use this as a warm-up exercise prior to attacking any scene.
Hold out your hands, shake them, fast. Put your hands over your head and bring them to your sides. Repeat the same process. Doing this continually will take the tension off your hands and arms so any movements you make with them during your presentation gets to appear natural.
Ease the tension present in the muscles of your face. In order to do this what you could do is chew in a manner that is exaggerated.
These exercises are done for the purpose of warming any part of your body that is edgy, uptight or taut from being too nervous thinking about how you will do in your presentation. Do not think too much though as it only adds unnecessary stress. Relax and your audience will relax along with you.
Handouts As Public Speaking Tools
(category: Leadership, Word count: 464)
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Handouts are important tools for effective public speaking. They serve as guides for your audience. Handouts will allow the listeners to follow what you are discussing. Handouts are important and should be well prepared.
When giving out the handouts to your listeners, remember to choose the right time. It is not recommended to give them out right away at the beginning of your speech. This will only make the listeners tend to lose focus. It is important in public speaking to catch the attention of your audience at the start of the speech.
Also inform them that you will be giving out handouts so that the listeners will need not to take down notes while you are talking. Making handouts available will make your audience focus and absorb everything that you say. That is because writing while listening to your speech will only divide their attention.
You may want to use colorful papers if your audience is also kids. Adding drawings can also make it interesting but do not use too much or else they will only concentrate on the drawings that they see.
On the handouts, you can include the objectives of your speech and the things that you expect from your listeners. Do not put the entire speech on the handout. If you put everything that you have to say on the handouts, the listeners will no longer listen to you.
You may also place in it the outline of your speech, a brief introduction and the things that you will discuss. You may also want to include the start time and the end time of your speech and allocate the time when they would like to ask questions. This will allow you to follow your outline and they may reserve their questions for the time you listed on the handouts.
You can also incorporate some activities at the end of the handout. Put a space where they can write and jot down the answers on the activity that you will put at the end of the handout. Adding a space where they can write is also effective so that they may be able to jot down some important points that you have mentioned and are not listed on the handouts.
At the end of the handout, you may also include some information about yourself. You may put your name, nickname or even hobbies to add some spice. This is one way that your listeners will be able remember you by.
Handouts are very beneficial to making you an effective public speaker. Make them ready all the time and make sure that they will last. Handouts are ways that your listeners can remember you; that is why it is important that you make them unique and valuable.
Leadership Skills Delegating Responsibility
(category: Leadership, Word count: 1247)
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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.
Keeping Conflict In Perspective
(category: Leadership, Word count: 386)
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A friend told me about a conflict she was having with her next door neighbor.
Due to a misunderstanding the neighbor was pretty upset, so much so that when they passed on the street and my friend said hello and reached out to shake his hand, he withdrew it, avoided eye contact, muttered a monotone "hi" and quickly walked past her.
She felt like she'd been punched in the stomach. Stunned, she walked back to her house wondering what had just happened. It was even more upsetting because she'd communicated with this man about the confusion that had initially caused the conflict, and she thought that he'd understood her point of view. She wanted to find out what went wrong, but he clearly didn't want to discuss it.
We talked about the incident for a while, brainstorming strategies that would help her deal with this unexpected blow, but eventually I left her to think it over on her own.
A surprise attack is one of the hardest conflicts to handle. It's a shock to the system. Often the first reaction (after your heartbeat returns to normal) is to blame the other person or to blame yourself and to get caught in endless internal dialogue about who's at fault and what to do next.
Regardless of the cause, a troubling conflict may take time to untangle and can disrupt our lives while it's going on. We lose our balance and often operate on half-power, the other half working non-stop to figure out where to assign blame and (as much as possible) to justify our own actions. If it's disturbing enough we lose focus at work and at home, have difficulty making even routine decisions, and spend wakeful nights deliberating over the best way to handle it. It's hard to do anything wholeheartedly until it's resolved.
I felt a lot of empathy for my friend. I've been there and it's no fun. One of the ways I tried to help was to listen when she needed to talk, and I suggested she take care of herself during the process of unraveling the situation. Conflict is hard on the body, on the mind and on the spirit, and there are strategies that can help us keep perspective and move the conflict toward a positive resolution.
Strategic Leadership How Leadership Can Grow Your Business
(category: Leadership, Word count: 699)
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We hope you find all that you wanted to know about leadership in the following page. Take all your time to utilize our resources to it's best.
We hope to provide all the necessary information on leadership for you through this article. Use it wisely in all your projects.
Succession planning is very important to the long-term success of any company. Leadership transitions in business affect the entire organization's continuity, employee retention, client retention and returns on investment. It is essential to create and implement a process that creates visibility, accountability and greater integration of all facets of the business.
We have written a humorous anecdote on leadership to make it's reading more enjoyable and interesting to you. This way you learn there is a funny side to leadership too!
leadership came into being some time back. However, would you believe that there are some people who still don't know what a leadership is?
The rapidly changing demographics in the workplace, especially the aging baby boomer segment, there is a real challenge to find talent for leadership roles. Companies that are able to respond pro actively with strategically developed and implemented effective leadership succession plans are in a superior position in the marketplace and global economies.
Your strategic thinking business coach offers the following list of recommended strategic actions to structure a leadership succession planning process.
Strategic Action #1: Begin the succession planning process early. A period of one to three years prior to the expected departure is optimal dependent upon the leadership position. The most strategic approach is to start the planning process as soon as the new leader takes charge.
Strategic Action #2: Clearly determine and communicate the purpose, goals, and extent of the leadership succession plan or program.
It is rather inviting to go on writing on leadership. however as there is a limitation to the number of words to be written, we have confined ourselves to this. However, do enjoy yourself reading it.
Strategic Action #3: Clearly define the desired and required qualities of the new leader. The qualities should be driven by the company's strategic plan and its requirements.
Strategic Action #4: Develop a clearly focused leadership development strategy. This will enable potential candidates to acquire training for additional responsibility within the company.
Strategic Action #5: Develop a talent management process that will incorporate strategic thinking for specific development opportunities for future leaders. This may include mentoring and some form of coaching.
Strategic Action #6: Identify future leadership candidates by developing a system for assessing current and future leadership needs.
Get more familiar with leadership once you finish reading this article. Only then will you realize the importance of leadership in your day to day life.
?Strategic Action #7: Identify a system for communicating information to ensure that the leadership succession and/or development programs are in line with strategic business needs.
Your strategic thinking business coach encourages you to use strategic thinking in the development of leadership succession plans. If you would like to learn more about how to develop a strategic succession plan and how a strategic thinking business coach can facilitate and guide you in that endeavor, please contact Glenn Ebersole through his website at www.businesscoach4u.com or by email at jgecoach@aol.com
Glenn Ebersole, Jr. is a multi-faceted professional, who is recognized as a visionary, guide and facilitator in the fields of business coaching, marketing, public relations, management, strategic planning and engineering. Glenn is the Founder and Chief Executive of two Lancaster, PA based consulting practices: The Renaissance Group, a creative marketing, public relations, strategic planning and business development consulting firm and J. G. Ebersole Associates, an independent professional engineering, marketing, and management consulting firm. He is a Certified Facilitator and serves as a business coach and a strategic planning facilitator and consultant to a diverse list of clients. Glenn is also the author of a monthly newsletter, "Glenn's Guiding Lines - Thoughts From Your Strategic Thinking Business Coach" and has published more than 250 articles on business.
In conclusion, I feel this article on leadership will get its worth once people like you feel that you have benefited from reading this. Best of luck!
Grassroots Leadership Principles A Review Of It S Your Ship
(category: Leadership, Word count: 437)
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At the age of 36, Michael Abrashoff was selected to become Commander of the USS Benfold - at the time, the most junior commanding officer in the Pacific Fleet. The immediate challenges that faced him were staggering: Exceptionally low morale with unacceptably high turnover. Few thought that this ship could improve. In many ways, the Benfold was actually an extreme example of the same problems facing many organizations today.
As the new head of his own command Michael only became more resolved. "In my induction ceremony, my predecessor left to cheers. The crew was actually clapping as he and his family departed. I knew then that command and control leadership was dead."
"A lot of people do whatever it takes to secure the next promotion. All I ever wanted to do in the navy was to command a ship. I did not care if I ever got promoted again. And that attitude enabled me to do the right things for my people instead of doing the right things for my career. Along the way, it was my people that created the results that ensured my next promotion."
The solution was to establish a system of beliefs that Michael calls GrassRoots Leadership - a process of replacing command and control with commitment and cohesion by engaging the hearts, minds, and loyalties of workers.
In his book, It's Your Ship: Management Techniques from The Best Damn Ship in the Navy, Michael states that, "The most important thing that a captain can do is to see the ship through the eyes of the crew."
To Michael, this meant interviewing every single person on his ship, from the most senior officer to the newest recruit - an experience that began to generate the most invaluable ideas, often from the most unexpected sources. For example, through one of these meetings Michael was able to address one of the most demoralizing roles of the crew: relentless chipping and painting had always been a standard task for a ship's youngest sailors, the individuals that Michael most wanted to connect with. One of these sailors simply suggested replacing the rusting hardware with stainless-steel nuts and bolts.
"I took our credit card and bought the stainless steel hardware that day," Michael commented. "Those guys didn't pick up a paintbrush the rest of the time I was on board." Today, the entire navy uses that process - a solution that began from GrassRoots efforts.
GrassRoots Leadership is a philosophy that empowers every individual to share the responsibility of achieving excellence. GrassRoots Leadership has as its core tenets:
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