Sunday, August 31, 2008
Friday, August 29, 2008
Leadership
What It Means to Be a Leader
Leadership Skills for Managers, Fourth Edition
by Charles M. Cadwell
FIVE LEADERSHIP SKILL SETS TO ENSURE PERFORMANCE
Leadership Skills for Managers, Fourth Edition
by Charles M. Cadwell
FIVE LEADERSHIP SKILL SETS TO ENSURE PERFORMANCE
1) Providing Direction
Providing direction is centered on the visioning process. The best leaders work with their teams to define the organization’s values, guiding principles, mission, and vision. Throughout the process these leaders are also concerned about creating alignment between the vision and the organization’s strategic plan. Within that organization framework, individual goals are established that are also aligned with the vision.
Once the foundation is laid, leaders focus on making the vision a reality. This process includes developing various methods of communicating the vision and ensuring a mutual understanding among team members of what the vision means. Next, their function is to help build a bridge from the current reality that allows the organization (or division or team) to cross over to the other side to reach the vision. The ultimate objective is to institutionalize the vision throughout the organization so that all team members understand what it means and can see how their jobs contribute to accomplishing the vision.
Providing direction is centered on the visioning process. The best leaders work with their teams to define the organization’s values, guiding principles, mission, and vision. Throughout the process these leaders are also concerned about creating alignment between the vision and the organization’s strategic plan. Within that organization framework, individual goals are established that are also aligned with the vision.
Once the foundation is laid, leaders focus on making the vision a reality. This process includes developing various methods of communicating the vision and ensuring a mutual understanding among team members of what the vision means. Next, their function is to help build a bridge from the current reality that allows the organization (or division or team) to cross over to the other side to reach the vision. The ultimate objective is to institutionalize the vision throughout the organization so that all team members understand what it means and can see how their jobs contribute to accomplishing the vision.
2) Leading by Example
People look to their leaders for clues as to how they should act. The best leaders willingly assume responsibility for being a role model. They make a conscious effort to lead by example and to lead with passion. They know that their attitude and approach to the job is what inspires others to act—so they focus on being positive and combating the negative. At the same time, they understand the facts of the situation and do not try to present the situation through rose-colored glasses.
Effective leaders recognize that while they have position power by virtue of their place in the organization hierarchy, they must always act in a manner that continually earns the respect of the people within the organization. These leaders are intent on using their position power in a positive manner and on sharing resources with those who need them. They also recognize the importance of continually developing their own business knowledge and skills to increase their leadership competence and set an example for others.
Aspiring leaders who lack formal position power can take steps to develop their position power, increase their visibility, and show their leadership skills. For example, they can ask for increased responsibility or a bigger workload and then demonstrate their ability to get more done. They can take on new tasks that have not been done previously and demonstrate their ability to organize the tasks and to get the job done. Those who want to be seen as leaders can also make themselves more visible by making oral presentations that put them in front of more senior executives.
People look to their leaders for clues as to how they should act. The best leaders willingly assume responsibility for being a role model. They make a conscious effort to lead by example and to lead with passion. They know that their attitude and approach to the job is what inspires others to act—so they focus on being positive and combating the negative. At the same time, they understand the facts of the situation and do not try to present the situation through rose-colored glasses.
Effective leaders recognize that while they have position power by virtue of their place in the organization hierarchy, they must always act in a manner that continually earns the respect of the people within the organization. These leaders are intent on using their position power in a positive manner and on sharing resources with those who need them. They also recognize the importance of continually developing their own business knowledge and skills to increase their leadership competence and set an example for others.
Aspiring leaders who lack formal position power can take steps to develop their position power, increase their visibility, and show their leadership skills. For example, they can ask for increased responsibility or a bigger workload and then demonstrate their ability to get more done. They can take on new tasks that have not been done previously and demonstrate their ability to organize the tasks and to get the job done. Those who want to be seen as leaders can also make themselves more visible by making oral presentations that put them in front of more senior executives.
3)Enabling Others
The best leaders realize that they can’t do everything themselves. They understand that to even attempt such a strategy is a recipe for almost sure failure. One of their strategies is to grow new leaders who have the capability and capacity to help the organization succeed. They realize that if the organization is to grow, it must continually be developing more leaders.
Effective leaders also focus on stretching their existing team leaders so that they can assume even more responsibilities. They personally act as coaches and mentors or, at the very least, ensure that systems are in place that ensure other leaders within the organization are involved in developing more leaders. The best leaders also take time to provide their team members with a realistic assessment of their performance. They aren’t afraid to face the challenge of discussing performance shortfalls. They know that a realistic assessment of performance is critical if people are to perform to their level of capability. Leaders who are successful know that assessment is a two-way street and are also open to having their own performance assessed by those with whom they work.
The best leaders realize that they can’t do everything themselves. They understand that to even attempt such a strategy is a recipe for almost sure failure. One of their strategies is to grow new leaders who have the capability and capacity to help the organization succeed. They realize that if the organization is to grow, it must continually be developing more leaders.
Effective leaders also focus on stretching their existing team leaders so that they can assume even more responsibilities. They personally act as coaches and mentors or, at the very least, ensure that systems are in place that ensure other leaders within the organization are involved in developing more leaders. The best leaders also take time to provide their team members with a realistic assessment of their performance. They aren’t afraid to face the challenge of discussing performance shortfalls. They know that a realistic assessment of performance is critical if people are to perform to their level of capability. Leaders who are successful know that assessment is a two-way street and are also open to having their own performance assessed by those with whom they work.
4)Sharing Power
Without followers there is no need for leaders. Thus, obtaining and developing followers is by definition a requirement for leadership success. Effective leaders know what qualities to look for in followers and how to best use and develop those qualities to help the organization be successful. They also empower their people by giving them more autonomy, authority, and control over critical parts of their work. Part of sharing power involves building teams within the organization that are committed to making the vision a reality. Effective leaders are able to get people to work together for the common good rather than to wage turf battles that keep the organization from achieving its goals and objectives.
Once teamwork is established, the best leaders also foster a collaborative atmosphere where people’s ideas and opinions are valued. They work hard to build trust, both among their people and between themselves and their people. They make the best possible use of the complementary strengths and abilities of their people to move the organization forward. They also are believers in providing recognition and reward when people help the organization achieve its goals. They realize that even the smallest rewards, when applied properly, can have a significant impact on performance.
Without followers there is no need for leaders. Thus, obtaining and developing followers is by definition a requirement for leadership success. Effective leaders know what qualities to look for in followers and how to best use and develop those qualities to help the organization be successful. They also empower their people by giving them more autonomy, authority, and control over critical parts of their work. Part of sharing power involves building teams within the organization that are committed to making the vision a reality. Effective leaders are able to get people to work together for the common good rather than to wage turf battles that keep the organization from achieving its goals and objectives.
Once teamwork is established, the best leaders also foster a collaborative atmosphere where people’s ideas and opinions are valued. They work hard to build trust, both among their people and between themselves and their people. They make the best possible use of the complementary strengths and abilities of their people to move the organization forward. They also are believers in providing recognition and reward when people help the organization achieve its goals. They realize that even the smallest rewards, when applied properly, can have a significant impact on performance.
5) Seeking a Better Way
Effective leaders are always seeking a better way to do things. They are not satisfied with the way things are, but instead focus on the way things could be. They see problems as opportunities and are always on the lookout for solutions. Effective leaders reward people who are willing to challenge the daily routine and who are willing to take calculated risks to move the organization forward. They fully embrace the idea that “without risk there is no reward.”
Seeking a better way also means focusing on continuous improvement. Effective leaders understand that staying the course can be fraught with pitfalls. They continually benchmark themselves to their competition to determine whether they are moving ahead or falling behind—because they know there is no standing still. As they seek better ways, they remain alert for opportunities, they make timely (but not hasty) decisions, and they demonstrate tenacity. Above all, effective leaders work hard to maintain an entrepreneurial spirit within the organization. A spirit, that when fed, can lead the organization to new heights.
Effective leaders are always seeking a better way to do things. They are not satisfied with the way things are, but instead focus on the way things could be. They see problems as opportunities and are always on the lookout for solutions. Effective leaders reward people who are willing to challenge the daily routine and who are willing to take calculated risks to move the organization forward. They fully embrace the idea that “without risk there is no reward.”
Seeking a better way also means focusing on continuous improvement. Effective leaders understand that staying the course can be fraught with pitfalls. They continually benchmark themselves to their competition to determine whether they are moving ahead or falling behind—because they know there is no standing still. As they seek better ways, they remain alert for opportunities, they make timely (but not hasty) decisions, and they demonstrate tenacity. Above all, effective leaders work hard to maintain an entrepreneurial spirit within the organization. A spirit, that when fed, can lead the organization to new heights.
How to Manage Difficult people
10 Management Tips for Managing Difficult People
http://www.amazines.com/Motivation/article_detail.cfm/488735?articleid=488735
http://www.amazines.com/Motivation/article_detail.cfm/488735?articleid=488735
Wednesday, August 27, 2008
Tips for Project Sucess
http://www.ittoolkit.com/top_ten_project.htm
Project Management – Top Ten Tips for Success
Want to perfect your project management skills? Here are ten tips* for success.
1. Be clear about the business result that your project has been
commissioned to produce.
2. Plan the work the best way to get it done, then crash and fast track to get
to the requested date.
3. As you complete an iteration of planning be sure to desk test this iteration
against the previous iteration to verify you are still in scope.
4. Build completion criteria for each task. Completion criteria will keep both
the project manager and the person working the task clear about what
done looks like.
5. Team norms will help your team work together effectively.
6. The effect of taking on a change request is not always equal to the
number of days provided in the estimate. Be aware of the incremental
effect.
7. Build cost estimates for every task regardless of whether you are held
accountable for a budget or not. You need the practice and later you can
use these figures for Earned Value Management.
8. Calculate the cost of quality at the end of the planning phase and several
times during the execution of the project. Doing this will help hone your
skills to deliver a better quality project.
9. Build an effective plan to work with your executives the same way you
work with your team.
10. Have an attitude of success. It’s contagious.
Project Management – Top Ten Tips for Success
Want to perfect your project management skills? Here are ten tips* for success.
1. Be clear about the business result that your project has been
commissioned to produce.
2. Plan the work the best way to get it done, then crash and fast track to get
to the requested date.
3. As you complete an iteration of planning be sure to desk test this iteration
against the previous iteration to verify you are still in scope.
4. Build completion criteria for each task. Completion criteria will keep both
the project manager and the person working the task clear about what
done looks like.
5. Team norms will help your team work together effectively.
6. The effect of taking on a change request is not always equal to the
number of days provided in the estimate. Be aware of the incremental
effect.
7. Build cost estimates for every task regardless of whether you are held
accountable for a budget or not. You need the practice and later you can
use these figures for Earned Value Management.
8. Calculate the cost of quality at the end of the planning phase and several
times during the execution of the project. Doing this will help hone your
skills to deliver a better quality project.
9. Build an effective plan to work with your executives the same way you
work with your team.
10. Have an attitude of success. It’s contagious.
Tuesday, August 26, 2008
Managers Vs Leaders
http://www.super-solutions.com/ManagersVsLeaders.asp
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
http://www.allbusiness.com/government/3598485-1.html
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=177023t.aspx?&kw=Managers+vs+leaders&docid=177023
Leaders Vs Managers: Adaptive Leaders Pursue Change; Old Style Managers Cling To The Past
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=379445
What Is The Difference Between Leaders And Managers! I
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=61942
What It Means to Be a Leader
Leadership Skills for Managers, Fourth Edition
by Charles M. Cadwell
DIFFERENCES BETWEEN MANAGING AND LEADING
Leadership and management are not the same thing, but neither are they mutually exclusive. Being a successful manager does not mean one will be a successful leader. Management skills and abilities, however, don’t go away when one becomes a leader. Strong management skills provide the foundation on which effective leaders develop new skills that complement those that made them successful as managers. The differences are largely matters of focus and movement from the smaller details to the bigger picture. Ultimately, the key to success is the ability to integrate new leadership skills with current management skills. Some ways to distinguish the differences between leaders and managers are summarized in below
Leaders Innovate; Managers Administer
Managers usually focus on the daily, weekly, and monthly tasks that need to be done to keep the organization running smoothly. They emphasize meeting short-term deadlines and goals while dealing with the problems that are occurring at the moment.
Management skills provide a foundation for developing leadership skills. Effective leaders have the ability to apply the appropriate skill at the appropriate time and in the appropriate place.
Leaders, on the other hand, often focus on upsetting the daily routine. They are willing to take risks and try new ideas. They don’t let the crisis of the day slow them down. Instead, they look for new and better ways of doing things.
1) Leaders Seek Challenges; Managers Seek to Maintain the Status Quo
Frequently, managers tend to accept the status quo and strive to keep things they way they are. They don’t like to rock the boat; in fact, some would rather not get in the boat at all. They want to keep their feet on dry ground. As such, many managers are inclined to resist new ideas and untried ways of doing things. Managers often have too much to do today to worry about tomorrow. They are not concerned about new ways of doing things as long as what they are doing is working. The manager’s motto is, “If it’s not broken, don’t fix it.”
In contrast, effective leaders challenge themselves and their people. The best leaders are constantly seeking challenges. They are looking for new worlds to conquer—something different from the norm. They quickly become bored with doing the same tasks over and over. They thrive on doing something they haven’t done before and doing it until they succeed. Effective leaders consider improvement a way of life. They tend to ask questions such as: “How can we make this better? What if we did it this way?” Leaders don’t pretend to have all the answers, but they do have a lot of questions.
2) Leaders Think Long Term; Managers Think Short to Mid Term
Leaders have goals that excite and inspire people. Leaders have a vision of what they want the organization and its people to become—a vision that has been shaped with input from the people in the organization. Leaders make it a priority to communicate that vision so everyone in the organization has a clear sense of the direction. Effective leaders use their vision to motivate their staff to achieve their full potential.
At the same time, effective leaders don’t lose sight of their short-term responsibilities. That’s where being a good manager remains an essential part of the equation. Those who are successful can focus on both short-term and long-term responsibilities.
3)Leaders Motivate and Inspire; Managers Control
Successful leaders have the ability to inspire and motivate the people who work for them. Managers, on the other hand, sometimes are more interested in controlling their people. For example, a manager tends to rely on policies and procedures when making decisions about how to interact with employees. A leader, on the other hand, is dedicated and committed to doing what’s right regardless of what the policy says.
This dedication and commitment shows in the enthusiasm leaders have for getting the job done. Their enthusiasm rubs off on their people and gets them excited too. The best leaders understand that their people are always watching for clues as to how they should act.
Leaders are truly concerned about satisfying the basic human needs for achievement and recognition. Leaders know that their people want to make a contribution and to have control over what they do. Leaders work with their people to set goals, rather than dictating the goals. Leaders support the efforts of their employees to achieve their goals by providing regular, consistent feedback and recognition when they succeed. Successful managers do many of the same things, which helps them make the transition to leadership positions.
4) Leaders Worry About Doing the Right Things; Managers Worry About Doing Things Right
Managers are concerned about being efficient, while leaders are concerned about being effective. Managers want to get things done as quickly and efficiently as possible. They want to tie up all the loose ends and make sure all the t’s are crossed and i’s are dotted. Getting the critical details right takes priority.
Effective leaders focus on results to be sure that the organization is effective. They aren’t afraid to be wrong once in a while, as long as they are trying to be effective. Leaders ask themselves, “Why am I here?” They are constantly challenging themselves to look down the road and to determine how they can be most effective.
5)Leaders Have a Wide Circle of Influence; Managers Have Limited Influence
Effective leaders not only impact the organization they are part of, but they also influence people outside the organization. They are recognized for the leadership they provide beyond the boundaries of the organization. For example, leaders such as Jefferson, Ghandi, and Churchill are recognized for the contributions they made beyond their own leadership province. Successful leaders of individual companies are, in turn, recognized as leaders within their industries. Bill Gates is a recognized leader of the technology community in addition to leading his own dominant company.
Many managers, on the other hand, tend to have very little impact outside their own sphere of influence. You can probably think of managers who dominate their own departments, but have little influence with the organization as a whole. Those who make the transition to leadership are people whose opinions and ideas are sought out by others. When they speak, they are the ones to whom upper-echelon leadership listens. They are recognized as the up and coming leaders in their organizations
http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
http://www.allbusiness.com/government/3598485-1.html
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=177023t.aspx?&kw=Managers+vs+leaders&docid=177023
Leaders Vs Managers: Adaptive Leaders Pursue Change; Old Style Managers Cling To The Past
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=379445
What Is The Difference Between Leaders And Managers! I
http://jobfunctions.bnet.com/abstract.aspx?&kw=Managers+vs+leaders&docid=61942
What It Means to Be a Leader
Leadership Skills for Managers, Fourth Edition
by Charles M. Cadwell
DIFFERENCES BETWEEN MANAGING AND LEADING
Leadership and management are not the same thing, but neither are they mutually exclusive. Being a successful manager does not mean one will be a successful leader. Management skills and abilities, however, don’t go away when one becomes a leader. Strong management skills provide the foundation on which effective leaders develop new skills that complement those that made them successful as managers. The differences are largely matters of focus and movement from the smaller details to the bigger picture. Ultimately, the key to success is the ability to integrate new leadership skills with current management skills. Some ways to distinguish the differences between leaders and managers are summarized in below
Leaders Innovate; Managers Administer
Managers usually focus on the daily, weekly, and monthly tasks that need to be done to keep the organization running smoothly. They emphasize meeting short-term deadlines and goals while dealing with the problems that are occurring at the moment.
Management skills provide a foundation for developing leadership skills. Effective leaders have the ability to apply the appropriate skill at the appropriate time and in the appropriate place.
Leaders, on the other hand, often focus on upsetting the daily routine. They are willing to take risks and try new ideas. They don’t let the crisis of the day slow them down. Instead, they look for new and better ways of doing things.
1) Leaders Seek Challenges; Managers Seek to Maintain the Status Quo
Frequently, managers tend to accept the status quo and strive to keep things they way they are. They don’t like to rock the boat; in fact, some would rather not get in the boat at all. They want to keep their feet on dry ground. As such, many managers are inclined to resist new ideas and untried ways of doing things. Managers often have too much to do today to worry about tomorrow. They are not concerned about new ways of doing things as long as what they are doing is working. The manager’s motto is, “If it’s not broken, don’t fix it.”
In contrast, effective leaders challenge themselves and their people. The best leaders are constantly seeking challenges. They are looking for new worlds to conquer—something different from the norm. They quickly become bored with doing the same tasks over and over. They thrive on doing something they haven’t done before and doing it until they succeed. Effective leaders consider improvement a way of life. They tend to ask questions such as: “How can we make this better? What if we did it this way?” Leaders don’t pretend to have all the answers, but they do have a lot of questions.
2) Leaders Think Long Term; Managers Think Short to Mid Term
Leaders have goals that excite and inspire people. Leaders have a vision of what they want the organization and its people to become—a vision that has been shaped with input from the people in the organization. Leaders make it a priority to communicate that vision so everyone in the organization has a clear sense of the direction. Effective leaders use their vision to motivate their staff to achieve their full potential.
At the same time, effective leaders don’t lose sight of their short-term responsibilities. That’s where being a good manager remains an essential part of the equation. Those who are successful can focus on both short-term and long-term responsibilities.
3)Leaders Motivate and Inspire; Managers Control
Successful leaders have the ability to inspire and motivate the people who work for them. Managers, on the other hand, sometimes are more interested in controlling their people. For example, a manager tends to rely on policies and procedures when making decisions about how to interact with employees. A leader, on the other hand, is dedicated and committed to doing what’s right regardless of what the policy says.
This dedication and commitment shows in the enthusiasm leaders have for getting the job done. Their enthusiasm rubs off on their people and gets them excited too. The best leaders understand that their people are always watching for clues as to how they should act.
Leaders are truly concerned about satisfying the basic human needs for achievement and recognition. Leaders know that their people want to make a contribution and to have control over what they do. Leaders work with their people to set goals, rather than dictating the goals. Leaders support the efforts of their employees to achieve their goals by providing regular, consistent feedback and recognition when they succeed. Successful managers do many of the same things, which helps them make the transition to leadership positions.
4) Leaders Worry About Doing the Right Things; Managers Worry About Doing Things Right
Managers are concerned about being efficient, while leaders are concerned about being effective. Managers want to get things done as quickly and efficiently as possible. They want to tie up all the loose ends and make sure all the t’s are crossed and i’s are dotted. Getting the critical details right takes priority.
Effective leaders focus on results to be sure that the organization is effective. They aren’t afraid to be wrong once in a while, as long as they are trying to be effective. Leaders ask themselves, “Why am I here?” They are constantly challenging themselves to look down the road and to determine how they can be most effective.
5)Leaders Have a Wide Circle of Influence; Managers Have Limited Influence
Effective leaders not only impact the organization they are part of, but they also influence people outside the organization. They are recognized for the leadership they provide beyond the boundaries of the organization. For example, leaders such as Jefferson, Ghandi, and Churchill are recognized for the contributions they made beyond their own leadership province. Successful leaders of individual companies are, in turn, recognized as leaders within their industries. Bill Gates is a recognized leader of the technology community in addition to leading his own dominant company.
Many managers, on the other hand, tend to have very little impact outside their own sphere of influence. You can probably think of managers who dominate their own departments, but have little influence with the organization as a whole. Those who make the transition to leadership are people whose opinions and ideas are sought out by others. When they speak, they are the ones to whom upper-echelon leadership listens. They are recognized as the up and coming leaders in their organizations
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