Are You Managing to Lead?

Written by Monty J. Sharp

Continued from page 1

While using “tried and true” methods isn’t always a bad thing, someone else’s methods may not be exactly right for every organization. Leaders aren’t afraid to try new, and even unorthodox, methods to achieve optimum results.

6. Managers focus on product. Leaders focus on process.

While still holding torepparttar principles of quality, productivity and efficiency,repparttar 119528 leader is able to recognizerepparttar 119529 effort as well asrepparttar 119530 “end-product”.

7. Managers need lots of positive feedback. Leaders have an innate sense of their own self-worth.

Everyone likes a “pat onrepparttar 119531 back” for a job well done. However, managers rely heavily on things like “performance reviews”, “appraisals” and “kudos” from their supervisors and their subordinates to demonstrate a job well done. They also tend to rely heavily on those tools as motivators for their subordinates.

8. Managers need subordinates. Leaders strive to develop other leaders.

Leaders are always inrepparttar 119532 process of developing other leaders. Managers tend to feel very threatened when they perceive someone may be “passing them up”.

9. Managers tell “what”. Leaders share “why”.

The manager is primarily concerned with simply givingrepparttar 119533 steps to achieverepparttar 119534 desired result. The leader also takesrepparttar 119535 time to explain why those steps are crucial torepparttar 119536 desired result. In doing so,repparttar 119537 leader is also imparting his “vision” to those that help make that vision a reality.

10. Managers are more concerned with doing things right. Leaders are more concerned with doingrepparttar 119538 right thing.

Managers tend to be very “order” and “structure” oriented. Leaders have a keen sense ofrepparttar 119539 “spirit ofrepparttar 119540 law” and aren’t afraid to “bend”repparttar 119541 rules if it will achieve a greater good for everyone.

Copyright © 2002, Monty J. Sharp

********** Vision to Venture, LLC is an executive coaching company dedicated to providing an interpersonal approach to high performance Executives, managers and work teams. Our highly effective and balanced approach to leadership development, teambuilding and action learning get both business related as well as human results. Visit us at

Certified Comprehensive Coach, Monty J. Sharp is a team development expert who coaches his clients through change management, business development, visioning and leadership, sales and productivity. His clients include Fortune 500 companies, regional and local companies, executives and managers, professionals, and small business owners.

How To Take The Pain Out Of Performance Reviews

Written by Lora J Adrianse

Continued from page 1

Establish Shared Understandings Establishing shared understandings and agreements takesrepparttar guesswork and assumptions out ofrepparttar 119527 performance review process. Work with your team to create a list of performance management criteria that needs to be understood by all. Some examples: >Definitions of each performance competency >Definitions of rating scales or systems >Performance standards >Success indicators >What will be measured >How it will be tracked

Create Support Processes Creating support processes will become nucleus ofrepparttar 119528 partnership approach. In other words,repparttar 119529 support processes you create with your team become their critical opportunities to contribute torepparttar 119530 process. Again, work with your team to createrepparttar 119531 processes that will support your performance review process. Some examples: >Weekly or bi-weekly meetings to discuss progress, roadblocks, etc. >Monthly, quarterly or semi-annual reports to track accomplishments, progress, etc. >A proactive ongoing feedback process - both employees and managers actively seek feedback regularly (what's going well, what can go better, what needs to change) >A year-end process for compilingrepparttar 119532 information and planning forrepparttar 119533 annual strategy/review discussion >A self-review process for employees - managers can request that self-reviews are submitted beforerepparttar 119534 manager writesrepparttar 119535 review.

Integrate The System Now, put your process in action. Think of your "shared understandings" as your guide to performance standards and measurements. Your support processes arerepparttar 119536 tools you use to gather and compile performance data. Now, all you need to do is to integraterepparttar 119537 information into your performance management system and schedulerepparttar 119538 actual review meeting.

Reflect And Improve Atrepparttar 119539 end of each performance review cycle take time to get feedback from your team. It's as simple as scheduling a meeting or sending an email. It's a great time to review your shared understandings and support processes. Here are some questions to ask aboutrepparttar 119540 process: >What went well? >What could have gone better? >What needs to change?

In Summary When it's time forrepparttar 119541 annual performance review process both employees and managers have plenty of factual information, will already know how they're doing, and best of all, will have established relationships and rapport. The annual strategy/review discussion becomes a time forrepparttar 119542 manager and employee to come together to reflect onrepparttar 119543 past year, formally acknowledge accomplishments, strategize development opportunities and plan forrepparttar 119544 upcoming year. And best of all,repparttar 119545 painful surprises have been eliminated.

Lora J Adrianse is the owner of Essential Connections. She is a Coach, Consultant and Facilitator who specializes in the development managers and business owners. She recently left a long-term corporate career to focus on her passion for helping others bring out the best in themselves through the use of Emotional Intelligence. She can be reached through her website

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