Leadership Success and Its Greatest Barrier: the Law of Administrivia

Written by Gerald Czarnecki

Continued from page 1

Of course, not all administrative work is meaningless or trivial. Indeed, much ofrepparttar success in an organization rests on process and process controls. The science of modern management demands that we have process wrapped aroundrepparttar 136788 technical work. From Frederick Taylor and his scientific management to Peter Drucker and his focus on management as a profession, we have been told that all that Planning, Organizing, Controlling stuff is essential to success.

The hierarchy of every company needs to know what is happening and howrepparttar 136789 business is running, so even inrepparttar 136790 smallest of companies there will be a seemingly endless string of reports. These reports range from volume counts, to process controls, torepparttar 136791 financial plans, budgets and actual performance measurements. In any given day, it often seems that we could literally spend most ofrepparttar 136792 day completing reports.

If reports and other administrivia activities are all that a work leader has time for, then they will ultimately hamperrepparttar 136793 leader’s effectiveness. Every one of us who are responsible for “getting work accomplished” must spend time being a leader ofrepparttar 136794 staff. This means spending “face time” with our associates, helping them understand what is expected of them and making certain that they are competent to achieve results. This is hard work and can be very time consuming, but it is essential work.

Bosses often forget how much time and energy real leadership really takes. Leaders who use planning, organization and control as effective tools to handlerepparttar 136795 work flow will have more time available for leader work. Those who allowrepparttar 136796 administrivia to consume their time and energy will have nothing left for leadership. Ifrepparttar 136797 administrative work is effective, then you will be free to lead. If it is not, then you will be a less effective leader.

Parts ofrepparttar 136798 Law of Administrivia have been recognized for some time. Saul Gellerman wrote in 1968, “The simple fact is that most managerial jobs are already more than full-time jobs. The typical manager has more than enough to worry about. His typical solution is to arrange his problems in order of priority, deal withrepparttar 136799 ones he has time for, and just ignorerepparttar 136800 rest. In other words, that which is urgent gets done and that which is merely important frequently doesn’t.” What we are adding is that frequentlyrepparttar 136801 urgent is not essential torepparttar 136802 mission but rather just easier to ask for or to accomplish.

Look atrepparttar 136803 activities you engage in and determine if they are critical to your efforts to succeed. If you are spending time doing tasks other than leadership actions, then you are wasting time. If your efforts to lead are frustrated because you are preoccupied with administrative tasks, then you need to find a way to break loose fromrepparttar 136804 constraints of those activities. You will find leader actions need not be so time-consuming that you have no time for anything else. In fact, if you dorepparttar 136805 leader work well, you will have plenty of time for administrative tasks. The only way you are going to break loose is when you realize that leader work isrepparttar 136806 only way to achieve your goals and objectives. It isrepparttar 136807 “good work.” You must fightrepparttar 136808 natural and destructive tendency to be ruled by “The Law of Administrivia.” For more go to www.deltennium.com/articles.php

Mr. Czarnecki helps organizations achieve peak performance through effective leadership, focused strategy, effective organization and sound financial management. He also speaks and conducts seminars on corporate governance and his book, You’re In Charge…What Now? provides work leaders with seven principles for peak performance, all of which tie to the simple to remember mnemonic “L.E.A.D.E.R.S.” http://www.deltennium.com

Lead to Succeed: The Seven Essential Steps

Written by Gerald Czarnecki

Continued from page 1

Onrepparttar other hand, I have worked for leaders who were great administrators but poor leaders, and they were ultimately failures. Simply put: administration may be a necessary condition, but it is not a sufficient condition, for success; whereas, leadership may be a necessary and sufficient condition for success.

My core premise is that if you are to be a successful work leader, your success will be determined not by how great an administrator you are, but how great a leader you are day-in-and-day-out. Whenrepparttar 136757 staff you are “in charge of” believes that you are a great leader, and when you are doingrepparttar 136758 seven essential steps, you will be a peak-performance leader who tastesrepparttar 136759 joy of success.

The seven essential steps to work leader success are easy to remember throughrepparttar 136760 mnemonic L.E.A.D.E.R.S.… Each letter representsrepparttar 136761 essence of a key principle for Peak Performance. L: Love – Friends Like but Leaders Love E: Expectations – Settingrepparttar 136762 Bar Setsrepparttar 136763 Tone A: Assignment – Square Pegs in Round Holes Never Fit! D: Development – The Good Get Better,repparttar 136764 Best Excel E: Evaluation – Leaders Success by Making Judgments R: Rewards – An Organization Elicitsrepparttar 136765 Behavior It Rewards S: Self – Work Leaders Must Lead Themselves For more information: www.deltennium.com/articles.php

Gerald Czarnecki, Chairman & CEO of the Deltennium Group, is a consultant, author and public speaker. His popular "work leader" books and seminars are designed for managers and supervisors to gain leadership training which is critical for success in any "management" position. Visit http://www.deltennium.com for more information.

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