Sound Leadership Principles
2008 is going to be a year in which many professional leaders at all levels of organizations separate themselves from their peers by way of producing excellent results within industries that are cyclical in nature. It is increasingly important that those in leadership positions have made a concerted efforts to plan their strategies for the year well in advance of whatever current market conditions might be, while remaining sensitive to the fact that (since we live in a business climate that changes faster than the leader of the current presidential primary elections) their plans will need to be constantly reviewed and updated throughout the year.
Below is a list of ten sound leadership principals we can all follow as leaders (at all levels) that become increasingly important when faced with challenges.
- Stay positive - Make sure that those that you lead understand your plans and initiatives to navigate the tough times, while simultaneously keeping the focus of the organization on proper execution of basic fundamentals and celebrating successes.
- Identify solutions, not just problems - When you find something that is not working or is need of repair, be prepared to offer suggested solutions to the problem in lieu of just being someone who comes across as always pointing out the negative.
- Catch your folks doing something right - You will be encouraging the type of behavior or accomplishments that you want among your teams.
- Listen - I mean really listen. Give those that you lead your full attention when you are engaged in conversation. Not only will this give you a better sense of the pulse of your organization, it will send the message that you care.
- Have high expectations - You have to keep yourself and those within your organization focused on performing at higher levels of success. This means you, too. Make sure the people that you lead see that you are willing to go the extra mile. If you expect more from your people, it will increase their willingness to roll up their sleeves while putting on their company hats if they know that you are also going to be in the trenches.
- Quickly identify and lose any and all dead weight - Constant poor performers, under-achievers, bad attitudes, constant complainers and negativity can quickly be a big drain on those in your organization that are getting it done. Identify it and remove it quickly. Not only will overall attitudes improve quickly, but you might be able to afford to pay your top performers better if they can absorb the workload that was being put forth by those who did not possess the will do or can do or simply did not fit in with the team or organizational culture.
- Put the right people in the right jobs - People are happier when they are doing what they enjoy. Have you ever promoted a top performer into a new capacity just to watch as they struggled in their new role? You will also need to take the time to hire the right people the first time.
- Invest resources in what works and quickly - If your organization is not focused on the ongoing research and development of your next big initiative, your company is at risk. It might take trying twenty different products, strategies, and initiatives in order to find the next $10 million dollar business. Keep developing product, and get it to market fast.
- Get your organization lean - Healthy organizations do not waste resources. Find where and on what you might be spending money that you can live without and get rid of the waste.
- Reduce your stress - Be sure to make time to recharge your batteries. Don't forget to make time for yourself and your family. Exercise, eat healthier, go for a run, read a good book, go for a family walk around the neighborhood, etc. A healthy mind and body will afford you the ability to make better decisions and will provide you with increased energy.
What other sound principals that you utilize would add to the above list?
"The task of the leader is to get his people from where they are to where they have not been." - Henry Kissinger
1 comment:
I have been taught throughout my career that "the speed of the leader is the speed of the gang". I find that to be true if I'm teaching a dance class or if I'm training new consultants. I've also recently realized that some of the ladies I think would be GREAT doing this business, are just simply unwilling. As a leader in my business, it truly doesn't matter what I believe to be true of someone. I've decided that although I may want to work with the "capable" I can only suceed with those who are "willing" to do the work.
Post a Comment