| Leadership, like class, is hard to define, | | | | Leadership begins when people disagree. |
| but easy to spot. | | | | |
| | | | - Leaders recognize that performance and |
| Someone once defined management as "the | | | | progress are forged on the anvil of |
| effective coordination of the efforts of the | | | | constructive conflict. |
| individuals in a group to accomplish that | | | | |
| stated objectives of the organization." | | | | - Leaders are willing to be unloved! In the |
| Managers get results by establishing goals | | | | words of Admiral John S. McCain (the late |
| and working with and through people to | | | | father of the Senator): "People may not love |
| achieve those goals. | | | | you for being strong when you have to be, but |
| | | | they will respect you for it and learn to |
| As a manager, your success depends on your | | | | behave themselves when you do." Try it; it |
| ability to: | | | | works! |
| | | | |
| - Find and attract career-oriented men and | | | | Qualities of an Effective Leader |
| women who have the knowledge, skills and | | | | |
| attitudes to do the job, who are motivated to | | | | - Leaders are purposeful; they have a clear |
| work, and who will cooperate with you and | | | | view of their objectives and avoid |
| each other, and; | | | | digressions into irrelevancy. |
| | | | |
| - Develop and manage these people to meet | | | | - Leaders know their stuff; they have a |
| specific performance standards. | | | | thorough grasp of their subjects, when |
| | | | possible, backed up with hands-on experience. |
| Management is a process because it involves a | | | | |
| series of skills. But management is as much | | | | - Leaders are prepared. No matter how well |
| attitude as it is skills. Managers should be | | | | you know what you're talking about, choose |
| helpful supporters, working to build trust | | | | appropriate ways of getting your message |
| and confidence, and seeking to improve | | | | across. Avoid shortcuts. |
| performance by recognizing that individuals | | | | |
| have different needs, motivations and | | | | - Leaders are enthusiastic, but season their |
| aspirations. | | | | enthusiasm with intelligence and appropriate |
| | | | humor. |
| That means, the more of a leader you are, the | | | | |
| better manager you will be. | | | | - Leaders understand the use of drama. Dull |
| | | | is boring, so cultivate a sense of staging, |
| Happily, most leaders are made, not born. | | | | especially when addressing a group. |
| They are cultivated, shaped and strengthened | | | | |
| by education, training and real-world | | | | - Leaders are confident and easy-going. |
| experience. Understanding leadership AND | | | | Regardless of their management style, they |
| management is a good way of becoming more | | | | speak clearly, projecting their voices and |
| proficient at both. | | | | looking people in the eye. Distinct speech is |
| | | | a sign of distinct ideas; self-assurance |
| What is leadership? What does it take to be a | | | | catches on. |
| leader? Here's a short course: | | | | |
| | | | - Leaders maintain a positive attitude. They |
| - Leadership means having a mission and | | | | never speak ill of their organizations or of |
| inspiring others to be committed to it. The | | | | individuals under their management. The glass |
| mission is everything; leaders approach it | | | | is always half full, never half empty. |
| with enthusiasm. | | | | |
| | | | - Leaders demonstrate the contagion of |
| - Leaders are agents of change; they make | | | | example. It's not enough to talk the talk; |
| decisions based on a vision of the future, | | | | leaders must walk the walk. |
| not just on established directions. | | | | |
| | | | - Leaders support their subordinates, giving |
| - Leaders take risks to make things happen | | | | them the widest possible authority and |
| that would not otherwise happen. | | | | discretion, while keeping responsibility |
| | | | centralized with themselves. |
| - Leaders need a combination of competence, | | | | |
| integrity, credibility and authority. They're | | | | - Leaders live the U.S. Army's motto: Adapt, |
| seen as being involved in a lot of things and | | | | Improvise and Overcome. |
| able to answer a lot of questions. | | | | |
| | | | Leadership Makes Businesses Work |
| Leadership is a collaborative, not | | | | |
| individual, process. It's the ability to get | | | | If management ability keeps systems operating |
| people to do what you want them to because | | | | efficiently, leadership identifies management |
| they want to do it! | | | | needs and seeks systems to address them. If |
| | | | management skills are required to administer |
| - Leaders help people do their best. | | | | existing programs and systems, it takes |
| | | | leadership to create a vision of success, and |
| - Leaders depend on themselves and act on | | | | get people excited about attaining it. |
| their own authority, but they recognize the | | | | |
| importance of others. | | | | In short, leadership-provided by agency |
| | | | heads, sales managers and other members of |
| - Leaders ask questions and know how to | | | | the management team-makes businesses work. It |
| listen. | | | | enables them develop to the limits of their |
| | | | potential, then helps them break those |
| - Leaders let others talk; they don't talk | | | | limits. |
| about themselves. | | | | |
| | | | Want More? Send comments and questions to w. |