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What Exactly Is 21st. Century Leadership? Have You Got What It Takes?

February 5th, 2009

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Everywhere you look there is another book on leadership. Typically they showcase individuals with skills and abilities we mere mortals could never hope to have.

The secret of leadership is often discussed by entrepreneurs who want to sell us their special formula for achieving leadership success. Many of these gurus, through their very profitable books and seminars - ones that association heads and meeting planners, along with corporate people and self-actualization junkies are so crazy about - should really be called motivation instead of leadership related.

Then there are the Mega leaders of vast enterprises - people whose names we all know who have lead their organizations to greatness - and even to great failures they will now gladly tell everyone how to avoid. Often when you sift through the rhetoric you see elements of their leadership equation that you can not possibly duplicate.

The enterprises they ran have virtually unlimited resources - if you throw enough money at an idea it just may work, especially if its cost is hidden in vast budgets and it wasn’t your money anyway.

These Mega leaders have access to other people at their level, they are on each other’s speed dials, people with whom to do the deals that made them famous - if not rich to boot. They know these well placed people on a first name basis that the rest of us could spend a lifetime and still not get past the receptionist. They are part of the club.

Why are these leaders, popular fiction for regular folks like us, so incredibly popular? These leaders are charismatic, they are well spoken, and they ARE in fact celebrities. And we all love our celebrities! Even though their ideas are not actionable for us and only a tiny percentage of what they offer is transferable to us does not matter. We feel good hearing their story.

For most of us leadership is defined by our experiences. We are emotionally charged by our individual perceptions when we are asked to define leadership; let’s face it, leaders are always looked upon with glamour and awe. Those of us who aspire to be leaders often just copy the actions and behavior of business leaders we respect without ever knowing what it really means to be a good leader.

A great leader listens to the insights of their employees before responding. Your employees want to give you their ideas, share their concerns about the business, and pass along information and general day to day chit chat. Please avoid distractions and interrupting - even when you already know the answer. Always let your employee have their say, especially when you are already prepared to disagree with them - you might learn something that changes your mind.

And be sure to let your employee finish their communication - you must show respect for their ideas if you expect to receive their respect for yours. We all have a natural desire to be heard and allowing employees to finish their thoughts - often something they have put a great deal of effort into, goes a long way in building the respect you need in order to lead.

So what makes a great leader you ask? Are there any proven leadership development formulas that can be duplicated? Apparently there aren’t or we would have read the book by now and becoming a leader would be simple, if not downright easy. Let’s face it, if being a leader was easy - everybody would already be one and we would not be so consumed with learning the secret - the key, the shortcut to leadership.

The fact is of course that there is no single formula for leadership success. Needless to say when we add the human factor into any formula we have added unique variables into every possible equation. People are unique, situations are unique, and the circumstances of every business are unique. There seem to be as many leadership development formulas for business leadership success as there are successful leaders.

So, what are the characteristics of an every day leader? If you ask anyone about leadership, what it is, how do you get it, and how do you recognize it, you will undoubtedly get so many answers, most of which are probably be right - that you would be no better off than you were before you posed the question.

Many people naturally believe that leadership is a talent one is born with, some think it is a skill that can be acquired. Either way, leadership, particularly business leadership has a single straightforward and simple meaning.

In a nutshell, business leadership is the ability, however acquired, to consistently influence others - especially those who look to us for guidance. In other words, it is the ability to attract followers and influence their actions and attitudes at work.

Important Note!
Realize Your Personal, Professional, and Business Potential
With A Little Help From Your Friends.

Posted in Leadership Strategies | 1 Comment »


Why Managers and Supervisors ARE NOT the Best Communicators During Times of Change

June 16th, 2009

Everywhere you look these days the focus in Human Resources and Employee Communication is managing change within organizations.  But most of these programs fail to achieve their objectives.  During bad economic times the focus is usually on providing coaching on understanding the emotions people go through during change, helping employees deal with the complex emotions of watching colleagues leave, communication strategies that utilise management hierarchies to communicate face to face with their teams on what is happening next in organizational restructures and so on.
 
The reason why this approach does not work is because the focus is on managing fear, not change.  And this is why managers don’t follow through with the key messages and face to face discussions with their teams that you have so cleverly crafted.  I realise that some “studies” show that employees trust their immediate manager or supervisor more than anyone in the organization.  Therefore it must follow that if you are designing a communication and change strategy focused on organizational restructures and downsizing the smart thing to do would be to utilize them as a key part of your face to face strategy.
 
Actually this is not the case and there are many reasons why this is not the way to approach change during these times. Think about it.  Here you have an entire organization paralysed with fear.  Budget cuts all around, negative media speculation, no one is secure.  And the only person who really knows what is being planned is the CEO.  Is it any wonder, when you give a script for managers and supervisors to communicate to staff, their teams ask what’s going to happen with our jobs, and the manager or supervisor in the spirit of trust and honesty says, “I don’t know, I don’t even know what is going happen to me.”  So this is why you need to take a different approach to face to face communication during these times.
 
So here is an example of  how you can still give accountability for specific messages to managers and supervisors and at the same time utilize your CEO as a key communicator during times of change . 
 
During another “bad” economic time, during which the organization had 9 new competitors during one year I implemented the following strategy. 
 
1. Firstly I had arranged for the CEO to meet with each of the state managers of the business divisions in each state individually. The win for the CEO was to hear first hand how business was in each business division in each state and to meet with key clients at the same time.

2. He explained honestly to each State Manager the reality of the situation with the business and why he had to rely on them. 
 
3. He gave them specific actions of what he wanted from them and they in return delivered and stepped up and managed in some instances the total closure of state offices in true leadership style. 
 
4. We then held “Business Reality” workshops for one day in each state which all managers and supervisors attended.  The CEO was present at each and shared with them real business data and the issues facing the organization and asked for their input in coming up with options and innovative ideas to grow the business.
 
5. These ideas were then considered by the Executive team and the best were implemented in each business division and state.
 
6. The supervisors and managers now had something to share with their teams – specific action plans for their division.  And more importantly the key issues that the CEO had asked them to focus on.
 
The outcome was that despite going through extensive downsizing, restructures and everyone having to reapply for new roles, we grew the business by 25% in that year.  Obviously the strategy was much more detailed than outlined above, but the purpose of this article is share why I think managers and supervisors are not the best face to face communicators during times of change.
 
Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world.  For access to case studies and more information on the types of strategies you can implement to engage employees visit http://www.changemanagementtips.com for a wealth of free informative articles and resources.

Important Note!
Realize Your Personal, Professional, and Business Potential
With A Little Help From Your Friends.

Posted in Uncategorized, Business | No Comments »


How To Cascade Messages via Managers To Employees

June 16th, 2009

One of the common mistakes people make when designing a change program is assuming that if a person is a team leader, supervisor or senior manager they should naturally know how to communicate face to face with their teams.  However communication skills are rarely one of the key competencies that is taught or measured by organizations.  There is however a very easy way to ensure that there is structure and content that make it very easy for managers at all levels to follow.
 
What is needed is structure and process and team briefing which is a formal communication cascading process via management is a tool that perfectly fits the bill. It has three levels of cascading messages:
 
1. The first is the CEO who at his executive team briefings decides which topics for that week he wants communicated to employees.
2. This is then circulated out to his direct reports who then have to communicate those issues and decide the top 5 issues for their respective divisions and then finally the top 5 issues for their teams.
3. So the only aspect of a team brief that changes is the last section which is how what is happening in the company and our division relates to the work we are doing in our team. This is the section that always changes depending on your team in the division.
 
The reason this works is simple.  The only aspect a manager has to think about is what is happening in the organization that will effect his team that week or month depending on the frequency of the team briefing process.  The rest of the information is already determined by the divisional head and the CEO.  The team brief should only take around 15 minutes so it can be incorporated into a regular team meeting.  And most importantly it is constant as the CEO has his Executive team meeting dates set for the entire year and this ensures that everyone from the Executive team to the frontline know what is happening in the organization.
 
The key factor to the success of team briefings is that they are driven by the CEO.  Whenever your CEO talks with managers and employees he should ask whether they had in fact attended a team briefing and how regularly they occured.This way if they are not he can say to his direct reports, “I am conducting my team brief with you now so there is no excuse for you not to do the same with your team members”.
 
So these are the keys to making Team Briefings work.
 
1. Make sure that you put in place a simple process
2. Make sure that the CEO drives it and that his direct reports understand the importance to the CEO - not you. Afterall you are not their boss, he is.
3. Ensure that the topics are the type of content that management are comfortable and knowledgeable about
4. Provide a feedback loop, again this is part of the process, if there is a question that management do not know the answer to, there must be a formal easy process for them to follow to quickly obtain the answer and respond to the employee.
5. Team briefings should only take 15 minutes, they can also be incorporated into regular weekly meetings.
 
When it comes to cascading information in a face to face format via management remember that as with anything, there will be some topics that employees want to hear directly from the CEO and other topics they are happy to hear from their manager. Generally when it comes to significant issues such as retrenchments, closure of offices and mergers or acquisitions employees generally want to hear this from the person at the top. Day to day, week by week and month by month operational issues they are comfortable in hearing from their manager who manages their daily work.
 
Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world.  For access to case studies and more information on the types of strategies you can implement to engage employees visit http://www.changemanagementtips.com for a wealth of free informative articles and resources.

Important Note!
Realize Your Personal, Professional, and Business Potential
With A Little Help From Your Friends.

Posted in Uncategorized, Management | No Comments »


How To Cascade Messages via Managers To Employees

June 16th, 2009

One of the common mistakes people make when designing a change program is assuming that if a person is a team leader, supervisor or senior manager they should naturally know how to communicate face to face with their teams.  However communication skills are rarely one of the key competencies that is taught or measured by organizations.  There is however a very easy way to ensure that there is structure and content that make it very easy for managers at all levels to follow.
 
What is needed is structure and process and team briefing which is a formal communication cascading process via management is a tool that perfectly fits the bill. It has three levels of cascading messages:
 
1. The first is the CEO who at his executive team briefings decides which topics for that week he wants communicated to employees.
2. This is then circulated out to his direct reports who then have to communicate those issues and decide the top 5 issues for their respective divisions and then finally the top 5 issues for their teams.
3. So the only aspect of a team brief that changes is the last section which is how what is happening in the company and our division relates to the work we are doing in our team. This is the section that always changes depending on your team in the division.
 
The reason this works is simple.  The only aspect a manager has to think about is what is happening in the organization that will effect his team that week or month depending on the frequency of the team briefing process.  The rest of the information is already determined by the divisional head and the CEO.  The team brief should only take around 15 minutes so it can be incorporated into a regular team meeting.  And most importantly it is constant as the CEO has his Executive team meeting dates set for the entire year and this ensures that everyone from the Executive team to the frontline know what is happening in the organization.
 
The key factor to the success of team briefings is that they are driven by the CEO.  Whenever your CEO talks with managers and employees he should ask whether they had in fact attended a team briefing and how regularly they occured.This way if they are not he can say to his direct reports, “I am conducting my team brief with you now so there is no excuse for you not to do the same with your team members”.
 
So these are the keys to making Team Briefings work.
 
1. Make sure that you put in place a simple process
2. Make sure that the CEO drives it and that his direct reports understand the importance to the CEO - not you. Afterall you are not their boss, he is.
3. Ensure that the topics are the type of content that management are comfortable and knowledgeable about
4. Provide a feedback loop, again this is part of the process, if there is a question that management do not know the answer to, there must be a formal easy process for them to follow to quickly obtain the answer and respond to the employee.
5. Team briefings should only take 15 minutes, they can also be incorporated into regular weekly meetings.
 
When it comes to cascading information in a face to face format via management remember that as with anything, there will be some topics that employees want to hear directly from the CEO and other topics they are happy to hear from their manager. Generally when it comes to significant issues such as retrenchments, closure of offices and mergers or acquisitions employees generally want to hear this from the person at the top. Day to day, week by week and month by month operational issues they are comfortable in hearing from their manager who manages their daily work.
 
Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world.  For access to case studies and more information on the types of strategies you can implement to engage employees visit http://www.changemanagementtips.com for a wealth of free informative articles and resources.

Important Note!
Realize Your Personal, Professional, and Business Potential
With A Little Help From Your Friends.

Posted in Uncategorized, Management | No Comments »


How To Cascade Messages via Managers To Employees

June 16th, 2009

One of the common mistakes people make when designing a change program is assuming that if a person is a team leader, supervisor or senior manager they should naturally know how to communicate face to face with their teams.  However communication skills are rarely one of the key competencies that is taught or measured by organizations.  There is however a very easy way to ensure that there is structure and content that make it very easy for managers at all levels to follow.
 
What is needed is structure and process and team briefing which is a formal communication cascading process via management is a tool that perfectly fits the bill. It has three levels of cascading messages:
 
1. The first is the CEO who at his executive team briefings decides which topics for that week he wants communicated to employees.
2. This is then circulated out to his direct reports who then have to communicate those issues and decide the top 5 issues for their respective divisions and then finally the top 5 issues for their teams.
3. So the only aspect of a team brief that changes is the last section which is how what is happening in the company and our division relates to the work we are doing in our team. This is the section that always changes depending on your team in the division.
 
The reason this works is simple.  The only aspect a manager has to think about is what is happening in the organization that will effect his team that week or month depending on the frequency of the team briefing process.  The rest of the information is already determined by the divisional head and the CEO.  The team brief should only take around 15 minutes so it can be incorporated into a regular team meeting.  And most importantly it is constant as the CEO has his Executive team meeting dates set for the entire year and this ensures that everyone from the Executive team to the frontline know what is happening in the organization.
 
The key factor to the success of team briefings is that they are driven by the CEO.  Whenever your CEO talks with managers and employees he should ask whether they had in fact attended a team briefing and how regularly they occured.This way if they are not he can say to his direct reports, “I am conducting my team brief with you now so there is no excuse for you not to do the same with your team members”.
 
So these are the keys to making Team Briefings work.
 
1. Make sure that you put in place a simple process
2. Make sure that the CEO drives it and that his direct reports understand the importance to the CEO - not you. Afterall you are not their boss, he is.
3. Ensure that the topics are the type of content that management are comfortable and knowledgeable about
4. Provide a feedback loop, again this is part of the process, if there is a question that management do not know the answer to, there must be a formal easy process for them to follow to quickly obtain the answer and respond to the employee.
5. Team briefings should only take 15 minutes, they can also be incorporated into regular weekly meetings.
 
When it comes to cascading information in a face to face format via management remember that as with anything, there will be some topics that employees want to hear directly from the CEO and other topics they are happy to hear from their manager. Generally when it comes to significant issues such as retrenchments, closure of offices and mergers or acquisitions employees generally want to hear this from the person at the top. Day to day, week by week and month by month operational issues they are comfortable in hearing from their manager who manages their daily work.
 
Marcia Xenitelis is a recognized authority on the subject on change management and has spoken at conferences around the world.  For access to case studies and more information on the types of strategies you can implement to engage employees visit http://www.changemanagementtips.com for a wealth of free informative articles and resources.

Important Note!
Realize Your Personal, Professional, and Business Potential
With A Little Help From Your Friends.

Posted in Uncategorized, Management | No Comments »