People Skills Drive Leadership Success

Written by Michael Beck


Most people aspire to be effective in their work efforts. They get a good education, learn important technical skills, and stay up onrepparttar latest industry trends. These are all important steps to a person’s success in business and yet,…

As a person advances in responsibility within an organization a shift takes place. It is a shift from performingrepparttar 137142 technical work one’s self to gettingrepparttar 137143 technical work done through others. At first, it seems like simply getting good at managing. But if you’ve been at this even a short time, you soon realize that it’s not always as easy as it looks. The truth is that what you are really managing isrepparttar 137144 process, notrepparttar 137145 people. Things get managed. People get led.

Managing is about things. It’s about process and task. You can manage time, products, inventory, and budgets. People, onrepparttar 137146 other hand, must be led. What happens when someone attempts to manage people? We’ve all seenrepparttar 137147 results. People resent being treated as “things”. What happens when we’re treated like “things”? We become alienated, resentful, resistant, complacent, and unenthused. Someone who treats people as things is often insensitive, unsympathetic, and focused on self rather than others. People, teams, and organizations must be led.

What does “leading” mean, as opposed to “managing”? Leading people comes down to Relationship Management. Effectively leading people, teams, or anyone else for that matter, relies on several competencies. These competencies are: •Developing Others - Building others' abilities •Inspirational Leadership - Having a compelling vision to lead with •Change Catalyst - The ability to initiate, manage, and lead in a new direction •Influence - The ability to utilize persuasion •Conflict Management - The ability to resolve disagreements •Teamwork and Collaboration - The ability to build and guide teams These ideas aren’t just my best guess. They’re supported by a good deal of research as well. These people skills are well defined and discussed withinrepparttar 137148 concepts set forth inrepparttar 137149 groundbreaking work done by Daniel Goleman on Emotional Intelligence. Studies have demonstrated that leaders who consistently outperform their peers not only haverepparttar 137150 technical skills required, but more importantly, have mastered most ofrepparttar 137151 aspects of Emotional Intelligence. The four main areas of Emotional Intelligence are: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. You can read more about these and other leadership concepts on our website: www.XLeaders.com

Improving one’s Emotional Intelligence starts with some Self-Awareness competencies and ultimately leads to effective Relationship Management. Many ofrepparttar 137152 EI competencies are tightly related to one another, and improving competency in one area will often positively affect competency in other areas. Competence in each of these areas will help anyone become better at working with people. Proficiency in certain sets of these competencies will propel a leader and an organization towards greater productivity, greater satisfaction, and increased profitability. Leaders who build their Relationship Management skills find they haverepparttar 137153 ability to improve profitability, growth, satisfaction, teamwork, and vision.

How does someone improve their Relationship Management skills? It’s actually not as easy as it may appear at first glance to be. Althoughrepparttar 137154 goal is excellent Relationship Management, it starts with attaining and honingrepparttar 137155 ability to be aware of one’s self and ofrepparttar 137156 “emotional currents” of others. In addition, it requires one to effectively manage one’s emotional triggers – especiallyrepparttar 137157 destructive ones. I’ll get torepparttar 137158 “How” of development in a minute, but first we need to mention two more things which are required for leadership success – and are related to everything we’ve discussed so far. These two important things are Effective Communication Skills and High Personal Integrity.

EZ MRP Leasing Option Appeals to Small Manufacturers

Written by Rocky Smolin


E-Z-MRP,repparttar leading manufacturing software system for small manufacturers, announced a new pricing and product structure. According to Rocky Smolin, founder of Beach Access Software, makers of E-Z-MRP, “We see a distinction between those small manufacturers with less than five hundred parts in material resource planning, and those with a need for virtually unlimited part numbers.”

Companies like Hi-Rel Corporation have utilized this delineation recently by leasingrepparttar 137110 E-Z MRP system for manufacturers with more than 500 parts. According to Jerry Stouffer, “It made sense given our cash flow and I would recommend E-Z-MRP to other small manufacturers becauserepparttar 137111 support is excellent andrepparttar 137112 product is easy to work with.”

Stouffer did suggest that manufacturers looking for a customer relations management module should look at something else. However he was impressed with, “…How fast it (E-Z-MRP) calculates our requirements. I have 800 items inrepparttar 137113 database and it only takes 20 seconds.”

Small manufacturers with more than about a hundred parts can no longer managerepparttar 137114 manufacturing process manually or on an Excel spreadsheet. Since more than 84% of all manufacturers have less than fifty employees, there is a remarkable opportunity for cost-effective manufacturing systems like E-Z-MRP. Despiterepparttar 137115 extensive media coverage regarding ERP (Enterprise Resource Planning), in most cases these small manufacturers do not require allrepparttar 137116 functionality offered, nor can many affordrepparttar 137117 price point.

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