Successful
leaders understand the difference between things and people in an organization.
They know that it’s important to manage things, but that it’s even more
important to lead people. Leaders don’t just mouth empty phrases like “people
are our greatest resource;” they demonstrate by their actions that people – not
strategy, products, plans, processes, or systems – are the most critical factor
in an organization’s performance. That’s why leaders invest heavily in growing
and developing people, while managers see people as objects to be commanded and
controlled.
Developing
people means challenging people. But just issuing challenges isn’t enough. It
would be disrespectful to not also teach a systematic, common means of developing
solutions and meeting those challenges. Leaders facilitate the solution of
problems by pinpointing responsibility and developing employees. Leaders do not
solve other people’s problems.
The best way to
develop employees is not to manage them. You need to coach them to success.
This is a process of developing their skills and providing them specific
feedback to meet high standards. Employees want to be on the same team with
their bosses.
To get people
across an organization to systematically work on improvement every day requires
teaching the skills behind the solution. And for that to happen, their leaders
and mangers also need to practice and learn those skills. Be their coach and
lead the team to success!
In order to
fully realize potential, you’ll have to add knowledge, skills, and experience.
Don’t expect your people to do their best if you don’t equip them with the
training they need to perform. And don’t expect your potential to spring forth
in a final draft; it takes time to hone your skills and build your confidence.
This could come from formal schooling, from the school of hard knocks, or from
both. Either way, your education is the house your realized potential will live
in.
Your role as a
leader is to develop talent to the highest levels of independent and autonomous
thinking and execution. Great leaders don’t subscribe to a “Do-It-For-You”
methodology of talent management, rather they lead, mentor, coach and develop
team members by getting them to buy-into a “Do-It-Yourself” work ethic. Great
leaders view each interaction, question or even conflict as a coaching
opportunity. Don’t answer questions or solve problems just because you can,
rather teach your employees how to do it for themselves. If you make it a habit
of solving problems for people, you simply teach them to come to you for
solutions at the first sign of a challenge.
Good leadership
is not reflected in the leader’s actions, it is reflected in the impact and
effect of those actions on the team. A leader should adapt to the environment
and what the team needs today without losing sight of what will be needed
tomorrow and always preparing for that moment when he or she will no longer be
there. Guaranteeing the growth and sustainability of the team and the
individuals that comprise it beyond the leader’s time is the ultimate trait of
a great leader. In fact, the true success of a leader can not be measured
without considering the results of the succession plan.
“A
true Master is not the one with the most students, but one who creates the most
Masters. A true leader is not the one with the most followers, but one who
creates the most leaders.” — Neale Donald Walsch
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