Sep 26, 2013
Dale Carnegie Training Japan: http://japan.dalecarnegie.com/
Leadership is about creating environments that influence others
to achieve group goals. This works because people support a world
they help create.
There are five success areas for leaders to focus on that make all
the difference. Rate your performance by giving yourself a mark on
a scale of 1 (low) to 10 (high) for each area.
Self-direction
This is a must for leaders. If you can’t organise yourself, your
ability to have others follow you is doubtful.
Effective self-directed leaders have a personal vision which they
review each day to remind themselves that the compass is more
critical than the clock. They write down this vision and they write
down their goals. They do this because they know there is magic in
committing generalities to specifics in written form.
They have a broad range of goals around their main roles in life,
so that the balance between business and non-business is never
compromised.
They have clearly defined values that guide their behaviour. This
makes them predictable, congruent, consistent and reliable for
those dealing with them.
They understand the importance of self-direction and they are
evangelistic about converting those they are responsible for into
similar individuals.
People skills
Mainly because they lack self-awareness, are under-informed or
uneducated, many people find these skills one of the most difficult
areas to master.
Leaders know that failure to form effective teams and partnerships
at all levels, inside and outside the organisation, will have a
critical negative impact on their personal influence capacity.
Organisations that wish to prosper need their people to grow, and
that requires a safe, open environment that encourages individual
development.
Effective leaders understand what turns people off and stop doing
these things. In the same way, they study what works best and
strive to interact with others accordingly.
Many successful leaders have read Dale Carnegie’s classic text on
developing an aptitude for human relations, and make it their bible
for people skills. The primary reason leaders should develop people
skills is to ensure they can build trust and respect between
themselves and their subordinates.
Process skills
Such skills challenge a leader to ensure the system is not
subjecting great people to poor systems and processes, ensuring
that they will fail.
We cannot see a process, but we can observe people using that
process. It is, therefore, easier to blame the poor performer than
the process, and leaders must be attuned to the difference.
Leaders demonstrate the ability to plan, innovate, define clear
performance objectives, delegate, utilise time effectively, analyse
problems and make good decisions.
As noted above, leaders know that people support a world they help
create, so they enlist their people for reviewing and improving
processes. Effective people skills ensure processes work optimally
through users.
Communication
skills
These make or break leaders. By demonstrating effective questioning
and listening skills, leaders learn the most.
They understand that, even during their first day on the job,
associates can offer valuable insights and ideas for innovations.
This is counterintuitive because leaders often fall into the habit
of telling everyone what they need to do and how they need to do
it.
Leaders are usually the most experienced, smart, capable
individuals in a group, and are willing to share their knowledge
and insights.
Learning how to ask questions instead of giving orders is an
essential discipline for leaders. They also investigate the
communication systems in the organisation to ensure they are right,
and examine their processes to verify communication flows
effectively throughout the organisation.
Checking for understanding and being clear, transparent and concise
are great strategies for leadership.
Mass motivational speeches have been replaced in business by
quality one-on-one questioning. Such questioning sessions spur the
self-discovery process, and provide the best coaching
opportunities.
Accountability
This success area is disseminated throughout the organisation by
leaders who hold themselves and their team accountable. Leaders
quickly and emphatically admit their own mistakes and lead by
example.
Following Mr. or Ms. Perfect is difficult. Leaders have the
self-confidence to show their humanity, including their weaknesses,
and have the communication skills to enlist their teams’
support.
Leaders coach, guide, support, and train others to achieve mutually
agreed goals and objectives, as well as provide direction and
manage change.
Leaders also create and monitor systems and processes of control
and accountability within their organisation, so that people have
the freedom to achieve results.
And your mark is . . .?
What mark did you give yourself out of 50?
We all know we can do better on the basics. Take a moment out from
your busy leadership role to gauge your performance in these five
areas, then redirect yourself and move forward. Watch the clock but
seize the compass!
Related article by Dr. Greg Story, President of Dale Carnegie Training Japan:"The self-disciplined leader"
Related video
by Dr. Greg Story, President of Dale Carnegie Training Japan:
THE
Leadership Japan Series #9 - The Self-Disciplined
Leader