Having FUN In Leadership

Written by Richard Gorham


Continued from page 1

Let's be frank,repparttar days whererepparttar 119476 leader is a strong authoritative director and where all employees simply wait to see whatrepparttar 119477 manager tells everyone to do does NOT producerepparttar 119478 results that are recognized by a fully engaged team. The leader may be having fun, but his/her subordinates certainly are not.

Managers who want to micro-manage allrepparttar 119479 details are finding that it is virtually impossible to do. The marketplace simply demands too much for one person to micro-manage their team.

We all have incredible people working for us, and if we are effective leaders we need to create an environment where every employee feels like they are empowered, and understand they are expected to proactively contribute. Okay, let's get to our definition of Leadership Fun inrepparttar 119480 Workplace.

To those of us here at Leadership-Tools.com, FUN is NOT always laughing, being light-hearted, having low stress, and being comfortable.

Quiterepparttar 119481 contrary FUN is:

Working in an environment where people are challenged, they learn new skills, they grow, they seek opportunity and advancement, they take risks, they ask forgiveness - not always permission. People with these traits make an organization grow - these people succeed more often than fail - and ultimately reaprepparttar 119482 rewards and recognition of one who consistently achieves results. They stay motivated withrepparttar 119483 knowledge that they arerepparttar 119484 exception torepparttar 119485 common rule of human behavior. All told, they are having FUN because they make a difference and a contribution - they simply do not allow themselves to settle forrepparttar 119486 status quo. They would rather experience "engagement" - because being engaged - is FUN! Good luck, and have fun.

Richard Gorham is the founder and President of Leadership-Tools, Inc. His web site, http://www.leadership-tools.com is dedicated to providing free tools and resources for today's aspiring leaders. Offering high-quality tools in the areas of Business Planning, Leadership Development, Customer Service, Sales Management and Team Building.


Ringing Doorbells Without Howitzers

Written by Brent Filson


Continued from page 1

Action: Institute comprehensive strategies, processes, and measurements that focus on having employees be ardently committed to getting continuous cost reductions, and those reductions will far outpacerepparttar ones achieved through re-engineering. Productivity: Clearly, productivity isn't about doing things simply faster but also better. To speed up and be more productive, employees must slow down, reconsider their situation, reevaluate their education and training, then take new action. Only employees who have a strong emotional commitment to their jobs do well in that sequence of actions.

Lesson: Fifteen minutes before shift change, a machine starts to break down. The motivated operator will stay with that machine until its fixed or he will at least get a repair process under way. Onrepparttar 119475 other hand,repparttar 119476 less-than-motivated operator will punch out and letrepparttar 119477 next shift operator take care ofrepparttar 119478 problem. Incidents like these are common and cost countless billions of dollars in lost productivity.

Action: Develop operational systems that are woven intorepparttar 119479 very driving force of productivity:repparttar 119480 heartfelt convictions ofrepparttar 119481 rank-and-file.

Efficiency: Businesses cannot compete well simply by selling what they make. Instead, they have to make what they sell. Which means that operations must be closely connected torepparttar 119482 sell,repparttar 119483 customer. And because customer needs change rapidly, operations must change with them or risk making inefficiency an institution.

Lesson: Efficiency begins in one place: with small-unit leadership,repparttar 119484 leadership ofrepparttar 119485 supervisors and front-line managers. In trying to realize operating efficiencies, top leaders often get jammed up in small-unit leader meat-grinders. Top leaders can usually persuade their direct reports to participate inrepparttar 119486 changes needed to make efficiencies happen.

However,repparttar 119487 far more important task is to persuaderepparttar 119488 small-unit leaders to champion those changes. Small-unit leaders, who don't buy-in, can and will make mincemeat of any operational program.

Action: Get small-unit leaders to champion your changes atrepparttar 119489 beginning ofrepparttar 119490 change process to insure that those changes take root.

In summary: When driving cost-reductions, productivity and efficiency, avoidrepparttar 119491 re-engineering reflex of ringing doorbells by rolling up cannons. Instead, roll out simple, precise strategies tied torepparttar 119492 heartfelt needs of skilled employees then let them getrepparttar 119493 big results.

============================= 2005 The Filson Leadership Group, Inc. All rights reserved. =============================

The author of 23 books, Brent Filson's recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership e-zine and get a free guide, "49 Ways To Turn Action Into Results," at www.actionleadership.com


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