Leadership and management of people is complex.
It is not a question of being a good leader or an effective manager.
In most organisations it is appropriate for all persons in a position of responsibility to exercise good
leadership and to be an effective Manager.
Modern organisations often issue guidance on leadership to employees in a 'Leadership Charter';
such a 'charter' is often the bi-product of an 'excellence' review via the Business Excellence Model (BEM) or EFQM
- the European Foundation for Quality Management framework, or some equivalent methodology.
A well led organisation is characterised by:
- a strong sense of direction and purpose, shared by all staff;
- well understood values and beliefs, explicitly or implicitly stated, that form the basis for management behaviour;
- a focus on customers, processes and improvement techniques, so that people can concentrate on adding
value and pleasing customers;
- pro-activity, learning, problem solving and innovation at all levels;
- a high degree of trust in each other, in management, and in other functions and departments;
- people who are highly motivated, and who possess a great sense of self-worth and achievement;
- managers who listen, encourage, develop and help their people.
The difference between delight and disappointment can be very fine.
A woman rang a department store to ask the weight of a parcel requiring collection, because she was pregnant.
The person dealing with the enquiry immediately offered to have the parcel delivered ...................
resulting in a delighted customer.
Clearly evidence of an empowered employee, demonstrating good leadership of the employee.
The significance of organisation culture in leadership:
- coach their people to develop their capability;
- practice good communication, both downwards, upwards and across the organisation structure,
and listen to the concerns and aspirations of the staff;
- are conscious of their own behaviour and the need for consistency of words and actions;
- practice the principles of continuous improvement, coaching and encouraging their staff to do likewise;
- actively seek improvements to efficiency and effectiveness and respond positively and quickly to
proposals from their staff;
- break down barriers that obstruct people's commitment, involvement and pride in their work;
- bring the organisations' vision to life by relating it directly to people's activities;
- provide feedback, encouragement and recognition.
Leadership - Key responsibilities:
Leading by example of behaviour, commitment, direction setting and inspiring people to believe they can make a difference.
How will you know if you are succeeding in your efforts to lead? People will follow by volition not by order.
Leadership - being a Leader:
- Behave as you want your people to behave;
- Be decisive, objective and consistent;
- Confront and deal with difficult situations and behaviour;
- Demonstrate responsibility and integrity;
- Work continuously to promote excellence;
- Be self-confident and self-aware and build the confidence of team members;
- Demonstrate a grasp of the broad technical issues for which the team is responsible;
- Carry people with you - communicate face to face, honestly, persuasively and confidently;
- Exercise informed professional judgements, get people behind them and be prepared to back them;
- Ensure that the managers you manage also adhere to these standards.
Leadership - Leading your Team - create an environment in which:
- You are visible, approachable, supportive, open and honest with people in your team;
- You treat people with respect and earn the trust and respect of others;
- Learning and the sharing of knowledge is promoted;
- You reach out through intermediate managers to all your people;
- You understand what makes them tick - their views, needs and aspirations;
- Innovation (finding better ways of doing things) is encouraged and acknowledged;
- Good ideas are valued;
- The need for and the benefits of change are understood and accepted.
Here are some indicators of failure:
You have failed if:
- There is a perception of working harder/longer hours, or no evidence that anything has improved;
- Changes are perceived as cost cutting;
- Apparently directionless change or change lacking in cohesion - a series of programmes;
- Insecurity/uncertainty - people distancing themselves;
- No reduction in internal rivalry, turf wars, or parochialism;
- Changes being imposed top-down.
You need to give it because your people need it