Written by Irvin L. Rozier


I've tried my hand at many a thing I've even wrote a song that I did sing But one dayrepparttar Lord called me aside He said work for me, I'll be your guide

Men ask me what kind of work do you do What is your profession, your boss is who I've been a soldier, a farmer, and a teacher Also an author, a carpenter, and a preacher

I've waited onrepparttar 138250 Lord to do his bidding My work for him to others has been hidden Working for Jesus,repparttar 138251 King of all kings Is an honor and a privilege and great joy brings

The Accidental Leader

Written by Steve Wright

It was never planned, it just happened. After years of enjoying what you do, and consequently doing quite well, your efforts and results have been recognised by management. They asked you to lead a small group and coach up a few other staff to work with you and ‘learn fromrepparttar master’.

While work was still quite enjoyable and some people blossomed under you, others didn’t. You were also unaware that your personal output was starting to suffer.

More time passed and continued good performance, along with adequate to good results from your team, as well as possibly length of service, put you in line for more responsibility and a larger team.

Now with five or more people reporting to you, you are having trouble getting torepparttar 138139 work you were so good at years ago, let alone excelling at it. A greater proportion of your team are not performing as well as you felt you did. Management seem a little disinterested in your specific work and are talking more about your teams output being not quite what they expected from such a high performer as yourself.

You have become an Accidental Leader. Your excellence in your field has resulted in you moving into people leadership, about which you have little if any training, without you even realising it.

This is an all too common scenario. The Peter Principle is about being promoted one step beyond your abilities due to your adequate performance atrepparttar 138140 previous level. This issue is more about being given a job in another profession. Medium size business is faltering atrepparttar 138141 middle management levels where great “doers” are being forced to try and reproduce their output in others, without any ofrepparttar 138142 basic skills needed to do that.

There is no logical reason why someone who is a great developer, graphic designer, fireman or mechanic would haverepparttar 138143 skills required to replicaterepparttar 138144 same results from a team of people. Maybe they might be great technical coaches, passing onrepparttar 138145 experience ofrepparttar 138146 work to a number of other like skilled people, but leading a team is a very different challenge.

Atrepparttar 138147 most basic level, unless every team member is a “mini me” ofrepparttar 138148 leader, what drove them torepparttar 138149 success of their job, is not going to work for most ofrepparttar 138150 team.

This is where I have found myself.

How many of you out there feelrepparttar 138151 same?

The first step for us is to realise we are not inadequate and doomed for failure, and that there are many, many of us. Leading a team to produce what we so enjoyed doing personally, can be infinitely more rewarding if we appreciate that we are still producingrepparttar 138152 same output, but more of it and better crafted because we have a wider range of skills doing it. Think of it as a different way of creatingrepparttar 138153 same result, but better. We simply have to learn how.

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