The Ten Pillars of Leadership and Business Development

Written by Bea Fields

Continued from page 1

(7) Leaders must be willing to show their employees that they love and care for them.

There is one truth in life that I firmly believe: Withrepparttar showing of love and concern, people begin to feel wonderful and more worthy, and their productivity will triple in an environment that is loving. The book “Love isrepparttar 119430 Killer App” by Tim Sanders focuses on what it takes to create a true “Love Biz” byrepparttar 119431 giving and showing of compassion, resources, and knowledge withoutrepparttar 119432 expectation of anything in return. People will do business with people they like, and this “Love Cat” way of doing business often strikes an uncomfortable chord with leaders who are insecure about their own abilities or who view a show of love, empathy, and compassion as a sign of weakness. People have to know on a very deep level that their leaders care about them, their future, and their growth. With this loving approach to leading,repparttar 119433 talent in organizations will grow, and a sense of self confidence and commitment will inspire individuals at every level ofrepparttar 119434 company.

(8) Leaders must be willing to listen torepparttar 119435 grapevine and then build a sense of community based on what he/she hears inrepparttar 119436 grapevine.

One of my favorite leaders in my local community is Dan Landis,repparttar 119437 Director of Sales and Marketing for St. Joseph ofrepparttar 119438 Pines, a life care community in North Carolina. He is one leader who I see as truly being bold…he actively places himself every day inrepparttar 119439 middle ofrepparttar 119440 firing line. He spends much of his day talking to residents, sitting down and eating lunch with them, and stopping them inrepparttar 119441 hall to simply ask “How are you…What can I do for you today? What arerepparttar 119442 problems you are having? How can I help? ” He does not stop withrepparttar 119443 residents. He goes on to exercise this same approach with employees of St. Joseph ofrepparttar 119444 Pines. Dan is a leader who is developing a very deep understanding ofrepparttar 119445 collective issues and desires ofrepparttar 119446 customers of St. Joseph ofrepparttar 119447 Pines…bothrepparttar 119448 employees andrepparttar 119449 residents. He is building a sense of community based on shared values, and he is taking people to places they have never been before. Not only does he listen…he acts, bringing quick solutions torepparttar 119450 problems he hears andrepparttar 119451 desires he knows are inrepparttar 119452 hearts ofrepparttar 119453 people he leads.

Every company has a grapevine, and it is not uncommon for companies to have a grapevine that spreads negative messages, complaints, and rumors. These messages and rumors can seriously underminerepparttar 119454 morale of any company. Leaders must be willing to do as Dan Landis does…listen torepparttar 119455 grapevine, and use it as a feedback mechanism to highlight key issues that customers and employees consider relevant enough to whisper about atrepparttar 119456 water fountain and inrepparttar 119457 community. Leaders can also userepparttar 119458 grapevine to monitor which employees and customers are more likely to pass information along, so thatrepparttar 119459 impact ofrepparttar 119460 grapevine can be reduced.

(9) Leaders must be devoted to continuous improvement.

Leadership development is mandatory for CEOs and Executive Team, but it is also a necessary part of training for every person inrepparttar 119461 organization. So many business leaders of today see leadership development as "fluff" and “soft” butrepparttar 119462 truth ofrepparttar 119463 matter is that leadership development can improve bottom line profits and productivity. By listening to an employee who is onrepparttar 119464 front line, and acknowledging her value, a leader can create loyal internal customers and can bring innovative ideas torepparttar 119465 table which can grow a company by leaps and bounds. By strengthening team communication, a leader can create a sense of purpose, loyalty, and long-term commitment torepparttar 119466 organization. One thing to know about leadership development is this: Leaders must not ask her followers to do what she is not willing to do. . Many leaders will hire training for their company and will then refuse to attendrepparttar 119467 training because they “don’t need it or think they are beyond it.” This is, in my opinion, completely out of integrity. The leader must first be a model of what is expected inrepparttar 119468 area of training, development, and improvement, and must be willing to fully participate in a training thatrepparttar 119469 front line is asked to attend. The leader must develop a culture that sendsrepparttar 119470 message that leadership development is not another undesirable task but a new and fresh way to go about work.

(10) Leaders must have a plan.

The late Christopher Reeve once said “If you don’t have a vision, nothing happens.” Strategic planning is aboutrepparttar 119471 future impact of decisions made today, and leaders must have a plan that examinesrepparttar 119472 necessities of today and tomorrow in light ofrepparttar 119473 organization’s vision, mission, values and goals. It is not uncommon to find organizations that either don’t have a strong strategic plan, or they have a plan that is sitting on a shelf collecting dust. This makes absolutely no sense to me. Leaders must realize that to fully implement change, to satisfy customers, and to promote teamwork fromrepparttar 119474 top torepparttar 119475 bottom ofrepparttar 119476 organization, strategic changes must be made that are driven by a clearly articulated vision, mission, and purpose. Oncerepparttar 119477 strategic plan is written, leaders can then takerepparttar 119478 steps necessary to insure that all stakeholders are in alignment withrepparttar 119479 strategic plan and that they are moving cohesively inrepparttar 119480 direction of fulfillingrepparttar 119481 vision and mission ofrepparttar 119482 company. Many organizations will buy a “canned strategic plan” written by an expensive consulting company, and they will try to fit their round peg inrepparttar 119483 square hole ofrepparttar 119484 canned plan. This is a BIG MISTAKE! Leaders need to understand thatrepparttar 119485 strategic plan is a collaborative process implemented by key stakeholders inrepparttar 119486 company, andrepparttar 119487 CEO or Business Owner must be involved in this process. With a strong commitment and an experienced strategic planning coach or facilitator, a company can create a solid plan which meetsrepparttar 119488 needs and demands of all stakeholders.

Bea Fields is a Leadership Coach and Trainer and the President of Five Star Leader Coaching and Training. She is the Visionary Leader for the Personal Environments Community for

Projects and Operations: An Amicable Separation

Written by Stephen Hay

Continued from page 1

Projects * Unique * Finite * Deals withrepparttar Future * Revolutionary change * Disequilibrium * Initiate change * Objective to be defined * Transient resources * Flexibility * Effectiveness * Goals * Risk and Uncertainty

Fromrepparttar 119429 lists above, if a project is not actively seeking to initiate change in operations, then it is, in effect, a set of operational activities; improvingrepparttar 119430 situation incrementally.

Operational activities do not, in general, cause disequilibrium. It isrepparttar 119431 operational activities that are destabilised. Byrepparttar 119432 project. Notrepparttar 119433 other way round. Though there are plenty of examples of operations destabilising projects... But this is a resistance to change rather thanrepparttar 119434 initiation of change.

There is, however, a link betweenrepparttar 119435 two. And successful projects need to have this made explicit. To takerepparttar 119436 example of change. Projects are change efforts. But managing change is part of an operational manager's responsibility. Projects identifyrepparttar 119437 change required to move operations intorepparttar 119438 future. Operational managers then managerepparttar 119439 introduction of those changes into their domains so thatrepparttar 119440 new operational practices are different from those beforerepparttar 119441 project.


Problems with mixing Projects and Operations: If a project begins to have characteristics that resemble those of operations, it is probably a good idea to bring it to an end. And ensurerepparttar 119442 handover in a timely and professional manner.

Equally, if a project has within its plan elements that involve operations, it is probably better to take them out. Otherwise there is a risk that operational management falls torepparttar 119443 project manager.

So we need to be wary of "projects" that are: * Uniquely repetitive, * Continuously finite, * Projectingrepparttar 119444 present intorepparttar 119445 future, * Evolutionary rather than revolutionary, * Are stable, efficient and role based, and * Secure.

None of these bearrepparttar 119446 characteristics of a project. Rather they are a mixture of both. They become "projerations", and are generally unsatisfying for everyone working on them.

Overcomingrepparttar 119447 Mixing: One way to overcomerepparttar 119448 mixing of projects and operations is to ensure that operational activities are properly resourced. The absence of correct operational resourcing often leads to projects being "loaded-up" with operational tasks such as report generation, cube building, process mapping, etc.

The people working onrepparttar 119449 projects know this and react, causing tension with their operational activities.

The solution? Ensure that operational activities are correctly resourced. And don't, as far as possible, move unresourced operational activities into projects.

Stephen Hay is the principal of People and Process, , providing process mapping and enterprise architecture services to small and medium sized businesses and not-for-profit organizations.

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