Who is a Leader?

This question on the surface appears to be an easy question, however the reality is complex.

People in certain roles are leaders, whether they’ve studied for the role, like a doctor, lawyer, teacher or minister… were elected to the role, such as an MP, mayor, Senator or Prime Minister... or worked up the through the organisation such as a supervisor, General Manager, Vice President or CEO.

You can ask most anyone the question “Who is a leader?” and those are the kinds of answers they will give you.
They are right, of course.  But they are only partially right.
Leaders aren’t leaders because of a job title. 
Leaders are leaders because they lead.
Which takes me back to my previous question – “Are people born leaders?” Yes they are. But it isn’t just a few that have been hand picked by our Creator or random genetics.
We have all been picked – genetics has selected us all.
We were all born to lead, in our own way.

We may not be the Chairman of the Board.  We may not be the person on the stage. 
We may not lead with oratory or flair.
We may lead by compassion. 
We may lead by example.
We all can lead.

We all have the ability to be remarkable leaders. 
Leadership isn’t about position.
Leadership isn’t about power.
Leadership is about potential – your potential.

You are a leader.  Claim and believe this to be true, for it is.  Stake your claim and make a difference in the world around you.  Your opportunities for leadership are endless.  The rewards are boundless.

Where will you lead?

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Copyright Leadership and Management Solutions Pty Ltd 2013

Why leaders need to know their team

Leadership can be a very challenging task. As leaders we don’t always get to choose who is on our team. Quite 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. Irrespective of 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 and at times frustrating challenge. Quite 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 members 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.    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.

If you would like to achieve extraordinary results for your team, please contact us.

http://www.leadershipmanagementsolutions.com.au

Copyright Leadership and Management Solutions Pty Ltd 2013

Empowered Leadership

 

It seems that every decade or so there is some new fad the runs through the business world in terms of supervision and in the world of diversity management, downsizing, outsourcing, generational work conflicts and the information age, things are even more complicated than ever before.

No longer does a one size fits all leadership model really work. We can’t treat everyone the same and expect that everything will just “work out” somehow. Managers and leaders must have a framework with which to manage their workers in an inclusive way that acknowledges everyone’s unique and specific position on the job.

Empowered leadership is the way to do just that. Empowered leadership shares the power between management and the workers, thus empowering both groups. Conventional wisdom tells us that when those in power relinquish some of that power by sharing it or giving it to their employees, then they would lose something when in actually, they gain.

Think about it. When people rule with an iron hand, they generally instill fear in those who work for them. Do you do your best work when you are afraid?  The absolute best a manager can hope for with coercion is compliance. If compliance is enough, then coercion might work in the short term, however it is more than likely to backfire and develop an us versus them mentality.

When leaders and managers seek to empower their workers, they will gain their loyalty. Workers want to give their supervisor their best when they are listened to and respected. Without fear, their minds can be creative and innovative. Giving away power only increases a manager’s power.  As a manager, you have a two-fold job—you are to represent your employees’ desires, opinions and suggestions to management while at the same time communicating management’s issues, concerns and expectations to your employees. This is not an easy line to walk.

You will never get the best from your employees if they don’t respect you. You cannot be a doormat for your employees to walk over. If they believe you have no bottom line or non-negotiables, then they will never be satisfied and always asking for more.

Set the bar high. Expect great things from each and every one of your workers. If you only expect mediocrity, mediocrity is exactly what you will get. Set the standards and lead by example. If your workers see you giving it your all, it will be difficult for them to perform below standard. Always enlist the help of your employees to set the goals, with the underlying premise being continual improvement.

As a manager, you have the responsibility to create a need satisfying workplace for yourself and your workers. You cannot emphasize one to the exclusion of the other without there being undesirable consequences.

When you focus on production only and forget the human capital, you will end up with resentful, resistant, angry workers. On the other hand, when you only focus on the people end and allow production goals to be compromised; you will have workers who do everything they can to take advantage and to get out of doing the work. After all, if you the manager don’t value production, why should they?

Somewhere in the middle, when you are walking that very fine line between relationships and production goals, you are practicing empowered leadership and that’s where you will get the most from your employees.

Visit our website:

http://www.leadershipmanagementsolutions.com.au

Copyright Leadership and Management Solutions Pty Ltd 2013

Developing Leadership Skills

What skills and attributes does a successful leader need?

Ethical behaviour: learning about the ethical issues and concerns that impact on your business sector; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the organisation or its partners to achieve objectives by unethical means.

Strategic Thinking: learning and understanding how the different functions, physical divisions, and layers, of the organisation should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the organisation can best respond the these; understanding the strengths and weaknesses of the organisation, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the organisation; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organisation; being aware of and responding to the behaviour of current and potential competitors.

Support for Corporate Goals : helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the organisation.

Effective Communication: being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the organisation, and amongst suppliers, customers and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences.

Gathering Information : establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered.
Making Decisions, by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation.

Developing Effective Teams, by: appreciating the contribution of others, at all levels in the organisation; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.

Assertive Behaviour: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times.

Results focussed: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events.

Self management: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs.

Presenting a Positive Image: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times.

These essential attributes are many, and difficult to maintain consistently, but they are the attributes needed by, and expected of, our business leaders. The size of the organisation, the business sector, whether public or private, is of no consequence. The leaders of all organisations should be role models for others, be visible champions of high standards of professional and ethical behaviour, be leaders who others in their organisations can be proud of, and be leaders that competitors are envious of. Not many of these characteristics are imbued in our leaders by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behaviour and actions, business leaders will be more effective and more successful.

Like to know more?  We can customise a business solution for you or your staff. Visit our website.

http://www.leadershipmanagementsolutions.com.au

Copyright Leadership and Management Solutions Pty Ltd 2013

Becoming a Leader who inspires

No one succeeds in life by following others.

An important part of success in life is the ability to lead. It is important that we not only be able to lead others but be willing to lead ourselves. No one succeeds in life by simply following others. Sometimes we simply must strike a bold new path for ourselves.
Being a good leader is more than simply being at the forefront of the crowd. A leader must act. Too often in Australia, we simply accept that someone looks or sounds like a leader and too rarely do we actually look at the actions that leader performs -- and that is the true test of leadership.  However, in order to become good leaders ourselves, we need to concentrate on actions rather than simple appearances.

First, be alert to new potential. "Reality" is not absolute but rather subject to constant change. Think about inventors, explorers, and agents of social change who have achieved greatness. Some might simply say that certain people are successful because they are lucky to be in the right place at the right time. Maybe so, but if they hadn't had their eyes open for the opportunity, then it wouldn't have mattered if they were in the right place.

Second, accept inspiration from wherever it comes; even your opponents. The wisest leaders constantly study their competition.  Too many times though a certain study, many concentrate on finding a weakness to exploit. If you want to a be a leader of positive change don't fall victim to this trend. Instead, if you find a weakness, make sure to avoid that pitfall yourself. If you find the strength then find a way to strengthen your own qualities to match.

Third, learn something new and promote in new ways every day. This means you must continually seek to expand your horizons, internally and externally. Feed your mind with new lessons and knowledge, but constantly expand your social horizons as well. Seek out and meet new people and immerse yourself in new social situations. You never know when these new experiences will help you in your leadership role.

Fourth, search for and find answers in subtle clues. Look beneath the surface and constantly question. This is an extension of the third step in that you are seeking new knowledge. But this also means that you will need to step off the traditional paths of knowledge. Don't simply read books in the literary canon or the bestsellers list. Take seminars rather than classes as there is more room for questioning and debate. Seek out the unconventional thinkers, teachers, and writers.

Fifth, improvise if no existing solutions are available. No excuses. Necessity is the mother of invention. How do you know it won't work if you've never tried it before? Remember, not all approaches need to come from the front. Look at your problem from all sides and systematically attempt different solutions in various combinations.

Do you want to further develop your leadership potential?  

Contact us:

http://www.leadershipmanagementsolutions.com.au

Copyright Leadership and Management Solutions Pty Ltd 2013

How Executive Coaching can work for you

Does your company need re-energising? Is revenue low, morale declining, and your leadership tactics no longer making an impact?  If so,this may be the perfect time to look into leadership coaching.

A good executive coaching program should do more than just set you up with a speaker reading over a PowerPoint presentation. Team up your senior leaders with a good corporate coaching program, and you could be discussing fostering relationships, building strategy, and improving revenue and communications. It’s easy to connect in an environment where you can be creative and think laterally.

A good leadership system can make all the difference in your organisation. It effects communication, human performance, accountability, delivery and measurement. A one-on-one approach, and a program that is tailored to suit your organization’s specific needs, is your best choice in executive coaching.

To find out how an executive coaching program can work for you, please visit:

http://www.leadershipmanagementsolutions.com.au

Alternatively, you can email:

http://leadershipmanagementsolutions.com.au/Contact-Us.php

Copyright Leadership and Management Solutions Pty Ltd 2013