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