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"If you want to build a ship, don't drum up the men to go to the forest to gather wood, saw it, and nail the planks together. Instead, teach them the desire for the sea." - Antoine de Saint-Exupery
A Leadership Mystery?
In both corporations and other types of organizations, particularly those in the sports world, there is a clear phenomenon that can help us understand leadership. A person (CEO, manager, coach) can be tremendously successful in one organization or team, but move to another and fail miserably. This is quite common. What does it mean? There really is no mystery here. It has to do with what determines leadership success. It's obvious that the ability to succeed as a leader has to do with the personal skills and abilities (and beliefs, values) of the leader. That's the usual way we think about leadership success. What gets lost, despite strong evidence, is that success in leadership has to do with the fit between what a particular leader brings, and the situation or context, and the characteristics of the followers. Some situations require firmer leadership approach, some a more gentle approach. Some require a degree of charisma while in other situations, that's not important. When a leader moves from one situation or organization to another, and is not able to adapt (i.e. continues to use what worked but what may not work in the new situation), the result can be failure. Both companies and sports teams sometimes recognize this in their hiring, but leaders sometimes get stuck in doing what worked in the past, in a different situation, rather than adapting to the new situation. Moreover if in his previous organization if his st yle was Team Player, but new one doesnt need that style, it needs more focus on Motivation that is is charismatic, sociable etc. Power style if he was autocratic, where he tells his employees what he wants to be done, and will get not any advices from his followers etc as this style should be used rarely, but if it suits him in the particular organization, it should be implemented. And if current organization does not acquire Autocratic style, simply one should analyze the best way of Power style that is participative or Free-rein as per figure shows
The iti l eff t i that aki a team i modern leadershi & management, in a team one should delegate, Staff satisfaction & disci line, acilitation or ena bling fun is the most riorit etc.
Why L
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There are many reasons hy leaders fail, many of hich are out of the leaders control. ther reasons they fail have to do ith the leader h imself. These are the "sincere failures," those ho, despite their best, somehow, in the end, still didnt get it right. The reason for sincere failure differs at each stage of a career. hen starting out, the principle reason for the sincere failure is that of not creating followers. They have heard about the difference between managing and leading, for instance, but they dont really get it. They never reali e that their vaunting expertise isnt what people are looking for their people, after all, have expertise of their own, thank you! hat their people really want from their leader is attention: They want their work to accomplish something and they want to be recogni ed for accomplishing it. Theyll stay and grow and contribute to an organi ation when they are valued, and the leader is the prime giver of that value. The next level of sincere failure we call the "charismatic" leader, the one who makes everyone feel like they matter BUT only if they matter to him. This is the leader with a vision who is out to accomplish something big but its only about her! A leaders vision can have many sources, but to lead to lasting success, a vision has to come from the leaders values, the utterly implacable devotion of a leader to have something in the world been better for others. A sincere failure at this level is one that mistakes ego for values. hen a leader is making her values come to fruition, she will share it with everyone, and anyone to make it happen, and is not concerned about taking credit, or getting rich. In fact, the leader working out of a set of values would do the work for free and many do, if they can afford to. The leader, who is in it for ego, wants it his way or no way, wants something out of it, and always sees the process as a ero sum game: If I dont get it, someone else will, so I am going to get it. inally, the few leaders who have left an imprint of themselves and their values on companies and on their slices of the world can experience the sincere failure of debilitating doubt. These seasoned, experienced leaders cannot see their own value, nor what they as individuals bring into the world. Instead they too closely attribute their success to their managerial talent, their deft leaders touch, or to good luck or to some other external factor. They become debilitated because what is being asked of them is to give more of themselves to larger and even more significant issues, but they dont feel ualified, able or as though they hav e the energy. Its the golf course for these folks. Sincere failures are the result of not taking on the task of personally growing into larger worlds and larger challenges. hile they are deeply personal, we all suffer especially the last two. eading is a special privilege and responsibility offered to just a few. Those who step into this role also need to step out of their small lives into
larger worlds of values and vision. They need to give to others from the vast well of their lives. They need to dare to lead greatly. In the recent past, we've witnessed the public downfall of leaders from almost every area of endeavour business, politics, religion, and sports. ne day they're on top of the heap, the next, and the heaps on top of them. f course, we think that such catastrophic failure could never happen to us. e've and we won't worked hard to achieve our well deserved positions of leadership give them up for anything! The bad news is: the distance between beloved leader and despised failure is shorter than we think.
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This shift can occur in several ways. ften, leaders simply lose sight of what's important. The laser-like focus that catapulted them to the top disappears, and they become distracted by the trappings of leadership, such as wealth and notoriety. eaders are usually distinguished by their ability to "think big." But when their focus shifts, they suddenly start thinking small. They micro manage, they get caught up in details better left to others, and they become consumed with the trivial and unimportant. And to make matters worse, this tendency can be exacerbated by an inclination toward perfectionism. A more subtle leadership derailed is an obsession with "doing" rather than "becoming." The good work of leadership is usually a result of who the leader is. hat the leader does then flows naturally from inner vision and character. It is possible for a leader to become too action oriented and, in the process, lose touch with the more important development of self. hat is your primary focus right now? If you can't write it on the back of your business card, then it's a sure bet that your leadership is suffering from a lack of clarity. Take the time necessary to get your focus back on what's important. urther, would you describe your thinking as expansive or contractive? f course, you always should be willing to do whatever it takes to get the job done, but try never to take on what others can do as well as you. In short, make sure that your focus is on leading rather than doing.
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A lack of focus and its resulting disorientation typically lead to poor communication. ollowers can't possibly understand a leader's intent when the leader him - or she isn't sure what it is! And when leaders are unclear about their own purpose, they often hide their confusion and uncertainty in ambiguous communication. Sometimes, leaders fall into the clairvoyance trap. In other words, they begin to believe that truly committed followers auto matically sense their goals and know what they want without being told. isunderstanding is seen by such managers as a lack of effort or commitment on the listener's part, rather than their own communication negligence.
"Say what you mean, and mean what you say" is timeless advice, but it must be preceded by knowing what you mean! An underlying clarity of purpose is the starting point for all effective communication. It's only when you're absolutely clear about what you want to convey that the hard work o f communicating pays dividends.
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Tragically, if a leader doesn't take care of him - or herself, no one else will. Unless a leader is blessed to be surrounded by more -sensitive-than-normal followers, nobody will pick up on the signs of fatigue and stress. eaders are often perceived to be superhuman, running on unlimited energy. hile leadership is invigorating, it is also tiring. eaders who fail to take care of their physical, psychological, emotional, and sp iritual needs are headed for disaster. Think of having a gauge for each of these four areas of your life -- and check them often!
When a gauge reaches the "empty" point, make time for refreshment and replenishment. lear your schedule and take care of your self -- it's absolutely vital to your leadership that you continue to grow and develop a task that can be accomplished only when your tanks are full.
Noti e the Si ns
The warning signs in life -- from stop lights to prescription labels -- are there for our good. They protect us from disaster, and we would be foolish to ignore them. As you consider the six warning signs of leadership failure, don't be afraid to take an honest look at yourself. If any of the warnings ring true, take action today! The good news is: by paying attention to these signs and heedi ng their warnings, you can avoid disaster and sustain the kind of leadership that is healthy and fulfilling both for yourself and your followers.
1. Youre oblivious to
Youre a leader who naturally commands respect. If your direct reports have a problem with you, youd know it, right? r would you? ost leaders assume that their team will let them know; this is a perfectly normal assumption to have. After all, if you had an issue with your boss, youd let them know exactly what was on your mind, right? Even if you have the guts to provide that level of feedback, you cant assume that your team is sharing with you all your quirks and mishaps. What steps can you take to ensure you are not oblivious to your impact on others? ake a list of people you trust who will be brutally honest with you. Ideally this list would include direct reports, peers, and superiors, but if youre nervous, start with trusted colleagues. Some people may be sceptical about your sincerity or be afraid to speak frankly, so reassure them that you are doing this to get both positive and
critical feedback. et them know you are open to change, that you value their opinion, and that you wont hold anything they say against them. This also begs the question: when you do get the feedback, can you actually hear what they are telling you? An emotionally intelligent leader is one who will stop to truly understand how he/she is impacting others around them. When you ask for feedback, keep you from interrupting or defending yourself; simply sit back, listen, and take notes. et the feedback sink in. What is one thing you can do differently, knowing what you now know? nce you start making visible effort to change a few things that have bugged the people around you, their respect of you will grow.
To determine your own big plan, first figure out where you wan t to be at the end. Start with the longest possible view: what is the legacy you want to leave behind when you eventually leave this role? Ask yourself what kind of a leader you want to be remembered for, and build those traits into everything You do. Then take a hard look at your companys mission statement and what your team can do to further it. If youre not sure what role your team is to play, define one. Put a stake in the ground; mark Where you are and determine where you want to be in six months. Then articulate that vision to your Team, not just once at the beginning but again and again. nce your team is movingin any directionit will be much easier to adjust their course as the answers become clearer from upstairs.
how your company is affected byand affectsglobalization, climate change, politics, policy, and culture? The more aware you are of whats going on in the world, the more you will be able to contribute to your companys long-term vision, and your teams role within it. But theres more to being a globalist than just staying abreast of current events. ore likely than not, at some point you will need to be part of or even manage a virtual team. To do this, you will need to understand the different cultures that embody your team. Take the time to do research and get trained to learn about the cultures in which you and your team do business. This will require you to step out of your own frame of reference and into anothers.
EXAMPLE:
Simply a person changed his employer, in his previous organization which was construction nature as Assistant HR Supervisor where his role model was to assist in all matters on daily routine basis. As he joined his new organization as Administrative Support In charge, he feels, change in environment where he has to report directly to his anager, all tasks & responsibilities have been done by him. Necessary decisions will be made by him. rom above, this means change in nature of work not vary but change in managerial or reporting makes a bit change, hence chances of failure with old techniques counted if implemented.
CONCLUSION
This is a great opportunity to take the time to step back, reflect on what you are doing, and take action to change how you handle yourself as a leader. The more you stop, reflect, and course correct, the more likely you are to avoid the Top ive Reasons Why eaders ail. Dont leave your leadership success to chance. Increase your leadership excellence by taking control of what you can change today to impact tomorrow. There should be self created assessment which helps to know about leadership assessment etc.