Leadership - It's Everyones' Game
Create leaders
When you think about leadership, a CEO, a manager or a military general may come to mind. Many people view leaders as people who are inspirational and guide other people with definite ideas and strategies. While this view is true, it is short-sighted. Many people fail to see that the qualities that "traditional" leaders have are also present in "everyday" people.
Just look at a flock of geese flying in a "V" formation. Although the bird who's positioned where the two lines converge is the designated leader, he shares his responsibilities with the other birds. When he is tired, he falls to the back of the line. While he is re-energizing himself, another bird takes his place and continues to direct the flight. Although this bird is a "replacement," he clearly must have the same leadership behaviors that the first bird had - charting the route, setting the pace, providing the wind drafts that support the flight of the other birds and so forth.
Leadership has no boundaries.
Some studies have indicated that formal leaders of an organization contribute no more than 20 percent to the success of the organization. Any employee can inspire coworkers through their actions and the example they set. According to James MacGregor Burns, coauthor of the book, Leadership, "The role of the leader is all the more legitimate and powerful if top leaders help make their followers into leaders."
The following patterns of behaviors or actions characterize leaders in general and can be adopted by all employees:
Take initiative. Leaders are self-motivated, self-disciplined, accountable and results-driven in order to support the organization's vision and goals.
Live and work by your values and those of the organization. Leaders are trusted and respected by others.
Champion change and improve processes. Leaders don't resist change and take well-thought out risks.
Think intuitively, analytically and creatively. Leaders use multiple ways to solve problems.
Influence others and inspire them to do their best work.
Leaders are quick to complement coworkers on a job well done. Be an effective communicator. Leaders know how to listen and can express themselves clearly and honestly.
Continue to learn, develop and grow. Leaders constantly seek ways to improve themselves and the organization as a whole.
Take care of yourself and manage your emotions. Leaders work hard, but take time to relax and have fun.
Take action
Want all employees to be leaders at your organization? Ask them to evaluate these questions and take action:
What can I do to make a difference in my organization?
How can I motivate myself to stay focused at work in order to get important business results?
What are the overarching values of my organization, and how do I live those values on the job?
What initiatives and changes would benefit the way I do my job and how my team works?
What strategies will help me overcome resisting change?
What can I do to anticipate or meet customer (external or internal) needs?
What are our competitors doing that we aren't?
What are some assumptions that I can challenge and explore?
What can I do differently to improve the communication in my department?
What do I need to learn this year and next to be prepared for challenges down the road?
What am I doing to keep myself strong for "the long haul"?
As Rudi Giuliani, former mayor of New York City and coauthor of the book Leadership, says, "Nothing builds confidence [from others] in a leader more than a willingness to take responsibility for what happens during his watch." Every employee's "watch" is his or her everyday work and the results that he or she needs to achieve.
When you think about leadership, a CEO, a manager or a military general may come to mind. Many people view leaders as people who are inspirational and guide other people with definite ideas and strategies. While this view is true, it is short-sighted. Many people fail to see that the qualities that "traditional" leaders have are also present in "everyday" people.
Just look at a flock of geese flying in a "V" formation. Although the bird who's positioned where the two lines converge is the designated leader, he shares his responsibilities with the other birds. When he is tired, he falls to the back of the line. While he is re-energizing himself, another bird takes his place and continues to direct the flight. Although this bird is a "replacement," he clearly must have the same leadership behaviors that the first bird had - charting the route, setting the pace, providing the wind drafts that support the flight of the other birds and so forth.
Leadership has no boundaries.
Some studies have indicated that formal leaders of an organization contribute no more than 20 percent to the success of the organization. Any employee can inspire coworkers through their actions and the example they set. According to James MacGregor Burns, coauthor of the book, Leadership, "The role of the leader is all the more legitimate and powerful if top leaders help make their followers into leaders."
The following patterns of behaviors or actions characterize leaders in general and can be adopted by all employees:
Take initiative. Leaders are self-motivated, self-disciplined, accountable and results-driven in order to support the organization's vision and goals.
Live and work by your values and those of the organization. Leaders are trusted and respected by others.
Champion change and improve processes. Leaders don't resist change and take well-thought out risks.
Think intuitively, analytically and creatively. Leaders use multiple ways to solve problems.
Influence others and inspire them to do their best work.
Leaders are quick to complement coworkers on a job well done. Be an effective communicator. Leaders know how to listen and can express themselves clearly and honestly.
Continue to learn, develop and grow. Leaders constantly seek ways to improve themselves and the organization as a whole.
Take care of yourself and manage your emotions. Leaders work hard, but take time to relax and have fun.
Take action
Want all employees to be leaders at your organization? Ask them to evaluate these questions and take action:
What can I do to make a difference in my organization?
How can I motivate myself to stay focused at work in order to get important business results?
What are the overarching values of my organization, and how do I live those values on the job?
What initiatives and changes would benefit the way I do my job and how my team works?
What strategies will help me overcome resisting change?
What can I do to anticipate or meet customer (external or internal) needs?
What are our competitors doing that we aren't?
What are some assumptions that I can challenge and explore?
What can I do differently to improve the communication in my department?
What do I need to learn this year and next to be prepared for challenges down the road?
What am I doing to keep myself strong for "the long haul"?
As Rudi Giuliani, former mayor of New York City and coauthor of the book Leadership, says, "Nothing builds confidence [from others] in a leader more than a willingness to take responsibility for what happens during his watch." Every employee's "watch" is his or her everyday work and the results that he or she needs to achieve.
posted by Pete at 1:10 AM
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