Forcing obedience is never right — it destroys an
Online Public Relations individual's initiative.
By G.A. 'Andy" Marken
Improving Your Leadership Skills
It you want to build loyalty to you and your org-
afiizatioii, your products ami your goals, you have
to constantly refine your leadership talents.
Whether you're operating at the corporate or
agency, public or private sector levol, the develop-
ment of a successful team means you must bring
forth that extra effort and support to survive in a
tough, aggressive market. This analysis discusses
effective leadership so that you can examine and
improve your skills.
After three months of developing and discussing
a special group of target publications and editors in
your besf market area, tbey still liaven't been con-
tacted — even though everyone agrees that the
goal for the quarter Is to expand visibility in this
market.
What do you do?
More likely than not. you're going to lay down
the law... tell the individual fhat by fbe end of tbe
week you want all of fbose editors contacted, and a
report on your desk.
On Friday afternoon, be or sbe turns in bis or ber
report and bas opened fbree new editorial oppor-
tunities. The job was done, and it was done on
time. But was it good leadership?
Some of you will say yes because often, fbe end
justifies the means. But many would contend tbat
it w^a.sn't good leadership because results were
achieved in an undesirable manner. Successful
leadersbip would bave resulted in tbo individual
wanting to do the job at hand rather tban being
forced to do fbe job.
Buf Is there a"rigbf" kind of leadersbip?
If's not "right" fo take over responsibility that
sbould properly be assumed by another member of
your organizafion. When you do that, you lower
bi.s or ber self-esfeem.
It's not "right" to issue edicts. Tbe total scope of
the program sbould be discussed witb tbe individ-
ual involved.
40
But, as our earlier e.xample illustrated, tbere is no
"besf way" to bandie leadersbip. There is no simple
list of dos and don'fs fo follow. ['A-ery individual and
circumsfance calls for a different ty[K' of leadersbip.
lorins ot Leadership
According to most e.xperts, tbere are tbree major
metbods of handling people;
Autocratic — With fbis type of leadersiiip
1 • you, as fbe manager, assume full responsibil-
ity for all actions — individual and group. You're
seeking obedience to specific orders. Ytni determine
policy and consider decision-nutkiiig as your
prerogative.
Let us say youVe decided fluit you want to test-
market a product or service to see if tbere is a need,
if a market exists, bow It sbotild be priced and wbat
tbe competitive situation is.
You would prepare all of tbe necessary instruc-
tions and announce fhe project to your staff. It s
nof a matter tbat is open for discussion.
.4s can be e.xpected, tbere are members of tbe
organization wbo will predicf fbe failure of tbe pro-
ject. If is tben your task to talk to tbem individu-
ally, taking full responsibility for tbe outcome, and
outline the benefits you expecf to be derived trom
tbe efforf. You divert arguments <iiul contentnite
on bow your staff can belp get tbe inforinafion
needed. If all else fails, you will bave ft) demand
tbat eacb individual concentrates on getting tbe
task accomplisbed.
Democratic —- Witb tbis style, you will seek
2 • ideas and suggestions fbrougb discussions
and conclusions.
'I'bis mefbod is often u,sed vvben you are working
wifb your staff to establisb goals.
But let's go back to our fesf-tnarkefing e,\ample
and assume tbat fbe product t)r service was needetl
by tbe company to capture an even greater portion
of tbe fotal market. In tbe meeting, you allow eacb
individual to contribute bis or ber ideas. F!ie result
sbould be a very producfive meeting and an exam-
ple of productive leadersbip.
Wbenever possible, good leaders will treat indi-
vidual problems and situations on a democratic
basis.
For example, you are witb a manufacturing lirtn
tbat markets to bofb consumer and conunercial
organizations. One of your people appears lo bave
more talent in business sifuatiotis tban witb indi-
vidual consumer promotion. Your job is to belp tbe
individual convince bim- or berself tbaf be or sbe
Pubiic Relations Quarterly
would be more successful bandling business pro-
motioti.
Once tbe irulividual realizes tbe benefits, ifs oriK
a matter of discussing bow to manage tbe strategic
and tactical eftort.
3 1-ree-Rc'in -— Witb tbis type of leadersbip yott
• exercise comparatively little direct control,
but are tbe prime source of information, sugges-
tions and authority.
Tbis style t>t managemenf is besf if you feel tbat
yoiu- staff is well-trained, very responsible and jiro-
fesslonal. Fbis type of leadersbip is recjuired In
many organizations where people bave to make
immediate decisions or If your staff are in remote
areas and bave little direct supervision.
I'ree-rein leadersltip is used by most global orga-
nizations. Wit bin cerfain limits, individuals are
allowed to set tbeir own goals. Most of tbe time,
this results in outstanding performance.
(Jiooso Your Method of Leadership
As stated at tbe outset, tbere is nof a best mefbod
of leadersbip.., only tbe most appropriate for a par-
ticular occurrence. Tbis means fbat you bave to
plan \'our actions tor a given situation.
You can't cboose befween autocratic and democ-
ntlic leadersbip. •Ibaf's like making a golfer cboose
eifber woods or irons. F)uring any golf game,
tbey're all usett.
Decide oti tbe type ol" leadersbip fbat is needed
basetl on:
1 Individual Personality — Some people only
• perform (and tben excellently) wben a cer-
taifi type of leadersbip is used.
For example, an aggressive, bosfile type ot" indi-
vidual does better if you are understanding but
aufocratic. You recognize tbeir bosfiiity, but con-
trol !t.
An indi\-idual tbat is aggressive and cooperati\-e
will perform better if your leadersbip is democratic
or free-reining. Since tbey are offen perfectionisls
and enjoy .iccompllsbment for its own sake,
tbese individuals' sell-assertiveness may be very
constructive.
Individualists are most productive wben fbey
can oi)erate in a free-reining fype of enviroEunent.
'Ibis is assiuniiig tbat fbey know tbeir job. If not,
tbey need a firm but friendly band.
If you're baving some leadersbip probletns, per-
baps y(H! sbould take sotne time and review tbe
personalit\' cbaracteristics of eacb of your people,
By working witb eacb individual, you may deter-
mine tbat you bave t(» modify tbe tyjie of leader-
sliip you are using witb eacb person.
Spring 1999
Hut don't tbink one review alone will solve yt)tu-
problems, ("onstantly evaluate your people and
your programs,
2 Situation — Changes in tbe marketplace,
• customer crises, new pr()ducts,/services and
polic\' cbanges often make new demands on tbe
tyjK' of leadersbip you use.
If quick decisions and fast action are necessary,
yoti're going fo bave to be aufocratic in your lead-
ersbip. If you lack information, or at times ques-
tion your intuition, tben use tbe more democratic
ajjproacli. .After all, tbe people wbo are on tbe front
line working vvitb com])any/client members ,i\\d
tbe media can be belpful sources of input to belp
you make tbe besf possible decision.
3 Organizational Flavor— I be total make-up
• of \()ur organization reflects tbe type of lead-
ersiiij) tbat sbould be used. Sometimes group needs
and individual needs are quite diflerent.
If your organizafion bas a large rumtber <>} expe-
rienced, cooperative people, tben democratic iead-
ersbl[) will work.
It \'(iu b;n"e a dispersed organization tbat seldom
meets and is made up of strong ItKlivldualists, a
mixture of tbe leadersbip metbods — de[)endit]g
upon eacb situation — may be best.
if your staff is largely unfraiiied atid undisci-
plined, tben autocratic leadersbip is a nuist. You
bave to be tbe firm and decisive force tbat qtiickly
makes tbe organization productive.
If you bave a blgbiy trained and professional
staff tben free-reining ieadersbip will win out.
'1 bese individuals are generally quite creative and
will solve tbe problems fbat tbey encounter, ,so
fbey require mucb less guidance.
How About You?
Fbe success of your ieadersbip will depend on
wbetber or nof you're flexible enougb to recognize
tbe need for tbe different types t)f leadersbip... and
are willitig to cbange gears wben necessary. You
will bave to determine wbaf is best for eacb indi-
vidual attd eacb situation. And, just as you period-
ically evaluate eacb person wbo works for/witb
you, evaluate your operating style as well. PRQ
G.A. "Andy" Marken is president of tvtarken Communica-
tions Inc.. Santa Clara. Calif His more than 25 years in
advertising and public relations include comprehensive sup-
port of firms involved in Pharmaceuticals, building products,
instrumentation, and personal and business computer
systems.
3375 Scott Blvd.. 4108, Santa Clara, CA 95054. 408-986-
0100, fax 408-986-0162. marken@cerfnet,com.
41