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Four Primary Leadership Roles and Responsibilities

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A leader’s specific roles are determined through the four basic leadership responsibilities of directing, coaching, supporting and delegating. Specific responsibilities will fall into one of these four categories. In leadership practice, one must master skills in all areas in order to effectively lead others under their direction.

Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas of responsibility. Leadership skills can be learned and developed, even if an individual does not have a natural tendency toward leadership. More importantly, once learned and applied, these rules make a leader more effective and productive as he or she learns to work, direct and guide others toward the mutual accomplishment of goals and objectives.

Developing strengths in each of the four leadership roles allows a leader to read specific situations accurately and know what communication style is best applied.


Directing refers to how to keep work tasks and activities on the right track. A leader’s direction is what makes or breaks problem solving as well as determines the effectiveness of an approach to an assignment or task, the maintaining of momentum until its completion, and whether it is done by deadline. There are several ways to generate good direction techniques. These include:

Explain things completely and include the ‘why’s’

Leaders learn early on that the best way to gain support and trust from their employees is to explain all things in their entirety. Once people understand why something is important or necessary, they generally rally to the call of that which needs to be done or addressed.

Remain visible

Leaders understand the power of their presence at all times. Nothing deflates the workforce’s motivation and desire to achieve more than to be left on their own with no visible means of support or direction.

Objectively consider opposing points of view

Leaders consider situations, problems and solutions from various viewpoints, as the input from as many individuals as possible expands their capabilities to effectively frame their direction.


Coaching refers to when a leader knows where he or she wants to go and remains in control of the task but needs to lead others in developing a mutual support network. Coaching instills the desire to achieve and builds a dialogue bridge between the leader and those under his or her charge. This motivates employees and positively changes attitudes toward the work assignment. To do this effectively a leader must make an effort to:

Incorporate the word ‘we’ into all conversations

Effective leaders eliminate the word “I” because it denotes a singular rather than cooperative effort. The very meaning of the term “coaching” implies a team effort.

Listen for objections and areas of misunderstanding

Effective leaders who coach well develop the skill of eliminating objections by developing an effective dialogue and creating clear and concise responses.

Offer explanations addressing the ‘why’s, what’s and how’s’ of the problem or task at hand

Good coaching depends upon complete understanding. Motivation and confidence comes from understanding the expectations a leader has of those involved in a given task, assignment or problem solving situation.


Managers cannot be effective leaders unless they actively hone their supporting skills. People look warmly on leaders who actively work to support them emotionally as well as physically. When leaders actively work to support the people under their charge they:

Acknowledge individual efforts with comments of praise and positive support

Leaders are not afraid to say “thank you,” or “you’re doing a great job,” or whatever it takes to instill confidence in an individual.

Disclose their own feelings openly and honestly

Leaders are not afraid to reveal their “inner self.” Trust and loyalty are built on disclosing inward feelings, concerns and desires. Readily and honestly opening up builds encouragement and perseverance on both sides.

Never hesitate to ask, ‘What’s wrong?’

Leaders allow themselves to get into the thick of a situation or task, and are quick to share the decision making responsibility, but know when to relinquish control in order to gain extra participation and involvement.


Leaders know and understand their people. They know their strengths and weaknesses as well as what motivates and frustrates them. Effective delegating relies on the ability to select the proper person for the specific task or role. Leaders develop good delegation skills by:

Briefing the delegate

Leaders leave nothing to chance when they delegate. When delegating, it is vital to explain exactly what expectations the leader has of the delegated individual.

Having confidence in the person they select

Leaders do not select individuals for an assignment according to their job descriptions or the salaries they command, they look for people with the skills, abilities, perseverance and motivation to get the job done and done well.

Not abdicating responsibility, but allowing individuals to decide a best course of action for themselves

Leaders monitor and weigh these individual decisions, but never advance their own leadership position for a particular course of action unless they assess it to be the best one.

Excerpt: Leadership Roles & Responsibilities: Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011)


You Are Judged by the Actions You Take

Emotional Bonds are a Reflection of a Leader’s Effectiveness

Six Ways to Enhance Your Personal Credibility

 Can You Be Trusted? The Answer May Surprise You

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2014 Timothy F. Bednarz, All Rights Reserved

The ABCs of Leadership

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There is a critical and substantial difference between managing to lead and managing to supervise. Managers who lead show others the way, while managers who supervise tend to direct and control. Leaders are individuals who motivate and inspire the individuals around them, whether they are coworkers or employees.

People often believe that “leaders are born not made,” but this is far from the truth. Most people who have the desire and internal motivation can learn to incorporate effective leadership skills into their style of management. Doing this often includes making changes and alterations in mindsets and attitudes, without which many managers will never become the type of leaders others want to follow.

Individuals who fall into the category of traditional supervising managers find themselves generally directing and controlling the people under them. They tend to be rigid in their thinking, ineffective and unproductive when compared to managers who are also leaders.

Managers as leaders are excellent motivators. They are more productive because they are able to tap into individuals as key organizational resources and rely on their cooperative efforts and results to get things accomplished effectively and efficiently. They ultimately assume cheerleader roles to inspire employees to greater heights of achievement. Most managers are surprised by how much more their departments and units are able to accomplish when they are effectively led.

If managers wish to achieve higher levels of results, they must learn to delegate various responsibilities to their employees and motivate them, rather than simply use control management methods. Due to higher expectation levels, results then tend to increase.

Managers as leaders make certain that employees become empowered to accomplish more through greater levels of autonomy and responsibility. Most importantly, this change allows managers more time to concentrate on the important strategic issues affecting their entire department rather than focusing on daily tactical issues that can just as easily be delegated to individual employees.

Managers who lead are motivated by their own personal vision of what is possible to achieve. They are always focused on the accomplishment of major long-term goals. These goals provide them with deeply held convictions of what they desire to attain and how to go about achieving it.

Their personal determination and perseverance are what attracts others to their vision and motivates them to not only believe in them, but also to embrace their attainment. Traditional managers, on the other hand, do not generally have these convictions or a vision for the future due to their having chosen to operate in a more reactive rather than proactive manner.

Managers as leaders inspire the active participation of individual employees by communicating their vision in a clear and convincing manner. Everything they say and do effuses passion and enthusiasm, which become contagious. Managers who lead are able to easily articulate their message and frequently “talk up” their personal vision. They work to create mental images of their vision that employees can conceptually see and feel.

Managers as leaders tend to have positive self-images. This affirmative sense of self translates into confidence and a keen awareness of their personal capabilities. These managers tend to build and develop similar characteristics in their employees by delegating and effectively sharing their power and professional knowledge. This is in direct contrast to more traditional managers who generally tend to hoard power and information, feeling that any form of delegation undermines their power base and authority.

Many managers are results-oriented with a zero-tolerance for mistakes and failure. This results in employees hiding their failures for fear of possibly severe repercussions. They tend to cover errors and misjudgments by altering information or misleading managers regarding certain results or oversights. This is one of the leading causes of managers being blindsided by unforeseen events and circumstances.

Leading managers, on the other hand, view mistakes and failures as learning experiences. They understand that they and their employees cannot grow and stretch their abilities without making mistakes and failing. They consistently encourage employees to implement new ideas, concepts and approaches and stretch their individual capabilities in order to learn from mistakes.

This often produces more results-driven atmospheres than those seen through strictly supervisory management styles and practices. It enables leaders and their departments or units to react faster to evolving conditions and even anticipate certain changes before they produce negative impacts.

Managers who lead their people build trust and rapport through various mutual learning experiences, which are generally accompanied by trial-and-error approaches and outcomes. They are quick to listen and observe throughout the process, with one of their most positive attributes being their ability to offer appropriate feedback in non-threatening ways.

Excerpt: Leadership: Pinpoint Management Skill Development Training Series by Timothy Bednarz (Majorium Business Press, Stevens Point, WI 2011)

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

November 9, 2012 at 10:04 am

Taking an Inventory of Your Leadership Skills

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Sound leadership includes continually and objectively taking inventory of oneself. This is not as easy as it appears, because leaders inherently have high levels of self-confidence and often believe they are strong in most areas relating to their leadership role. Even though this quality is important for leaders to fulfill their role effectively, it often obscures specific areas needing improvement.

When leaders honestly assess their performance, they will set goals for improvement. By responding to precise questions in six specific categories it becomes easier to determine areas for improvement that might otherwise be overlooked. These areas and questions need to be addressed carefully in order to improve one’s performance in their leadership role.

Related: Four Primary Leadership Roles and Responsibilities

It is important for leaders to honestly evaluate themselves in the areas of:

  • Establishing a core belief system
  • Prioritizing tasks
  • Developing methods for monitoring workplace progress
  • Giving clear and detailed instructions
  • Promoting responsibility
  • Improving the overall workplace environment

In order to pinpoint specific areas of strengths and weaknesses, print out the following evaluation areas and questions and write “yes” or “no” before each number.

Establishing a core belief system

  1. Do you continually prepare your employees for impending changes by effectively discussing and defending why they are necessary?
  2. Do you review procedures and results with your employees on a regular basis?
  3. Do your employees know where your direction is taking them?
  4. Do your employees understand why it is important to achieve set goals?
  5. Do your employees understand and accept established standards for performance and are they complying with workplace rules?

Prioritizing tasks

  1. Are your priorities flexible?
  2. Do you model the importance of organizational skills to your employees?
  3. Do you set daily priorities?
  4. Are your employees a daily top priority in terms of their needs and concerns?
  5. Do you take an active role in helping employees prioritize their tasks and assignments?

Monitoring workplace progress

  1. Do you keep daily records and check off items that move workplace progress forward?
  2. Do you have at least one weekly meeting to discuss performance progress and/or timeline implications?
  3. Do you consult with individuals that need to increase overall performance on a regular basis?
  4. Are you able to determine reasons behind a lack of performance in most of your employees who aren’t meeting expectations?
  5. Do you motivate using various leadership styles that meet specific individual needs?

Giving detailed instructions clearly

  1. Are you allowing adequate time for discussions, asking questions and addressing particular concerns and specific issues that arise?
  2. Do you address all the “why’s, how’s and when’s” of assignments and tasks?
  3. Do all employees understand why particular procedures are necessary?
  4. When plans, goals and objectives are detailed, are they completely understood by all involved?
  5. Do you listen to employees carefully and anticipate potential problems or complications in assignments or tasks and take appropriate action before they actually arise?

Promoting responsibility

  1. Do you give adequate feedback to employees to build development of responsibility?
  2. Do you use motivational techniques to help build the desire to accept responsibility in your employees?
  3. Do you assign tasks and responsibilities equally among all employees?
  4. Do you encourage your employees to take risks without fear of negative consequences?
  5. Do you delegate responsibilities whenever possible to the most qualified individual?

Improving the overall workplace environment

  1. Do you celebrate individual successes, great and small?
  2. Do you put forth daily efforts to make assignments and tasks more enjoyable for everyone involved?
  3. Do you encourage cooperative efforts and input in planning the goals for the direction you wish to take?
  4. Do you work to stimulate creativity and “out of the box” thinking?
  5. Do you make sure to give each employee one-on-one time throughout each week?

Related: Four Concepts Define Key Leadership Responsibilities

Excerpt: Leadership Roles & Responsibilities: Pinpoint Leadership Skill Development Training Series by Timothy Bednarz (Majorium Business Press, Stevens Point, WI 2011)

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Six Critical Skills You Need to Be Really Comfortable With

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The complexion of business and the workplace are continually changing. The skills required of leaders in the past have become outdated and outmoded by the volatile business environment. Today’s leaders are required to change and adapt or lose their professional edge. There are a number of critical skills that need to be mastered in order for leaders to remain a relevant and viable resource for their company.

Most leaders would like to maintain the status quo. It is easy to be resistant to change. In fact, many are doing just that, hoping that conditions will revert to the way they were in the past. Unfortunately, this wishful and myopic thinking produces numerous adverse consequences.

The dynamic impact of change is a reality that each leader must fully comprehend and come to terms with. This demands that thinking and attitudes continually evolve with increasing ongoing transformations in the global marketplace. New skills are required for leaders to integrate these changes into their business environment and adapt to new ones not far behind.

A number of skills must be developed in order to enhance personal and professional development. None of these skills are independent of a leader’s job performance, but are in fact strongly linked to it. These include the ability to:

Related: Mistakes as a Source of Innovation

Think ‘Outside the Box’

Most leaders’ personal thinking is shaped by the events and circumstances they have previously experienced. Over time, thinking patterns tend to become solely focused on the activities of the company and upon issues and situations related to the effectiveness of their employees. Because of this, reasoning and perceptions often become clouded and stagnant. Many times they include a bias and perspective that does not reflect reality.

Change and its forces really do demand that leaders get outside of their normal way of viewing things to develop a fresh perspective of both their company and the reality of the existing business environment. This often results in a thinking paradigm shift that positively impacts future business practices and methods. It compels leaders to recognize the changing reality of their own business climate, its needs and concerns, and how emerging forces are producing a positive or negative impact on how the business functions. It also works to develop a fresh focus on what is needed to compete effectively, grow and gain market share.

Related: Formulating Questions as a Source of Continuous Improvement

Change the Culture

Linked with this thinking paradigm shift is a need for effecting a change in the corporate culture. This is necessitated by the various factors brought about by a continuously evolving marketplace. Leaders often have difficulty dealing with the concept of changing the culture around them. This stems mostly from fear of the personal consequences that accompanies corporate transformation and because most of the changes tend to challenge conventional wisdom.

Most leaders don’t understand exactly what is required to evolve as truly effective leaders or how to go about it. New methods and ideas conflict with their current managerial roles. They feel at risk because their comfort zones are threatened and new skills in leadership are often lacking. Many worry they will not be able to fill their newer role adequately enough to produce the results the culture change demands.

Related: Success Is the Sum of Details

Monitoring the Pulse of the Business

A leader’s professional development demands that they delegate more daily activities and responsibilities to selected employees. While this pushes decision making down to the front lines—where it has the most impact—it does not mean that leaders should not be continually aware of what is happening in regard to each delegated employee. Rather, they should use some form of metrics system to keep a daily pulse on what is occurring in the workplace. Though they need to delegate their micromanagement activities, there still is the essential need to maintain an active and open presence with their employees or work teams. This allows them to individually and proactively interact whenever required.

Related: Do You Have a Zeal to Execute?

Act Quickly

As leaders formulate their particular leadership style, they must incorporate the ability to act quickly and decisively. In a business environment of rapid change, hesitancy is a liability, especially in the current workplace environment where failure to act can easily create an opportunity for the competition to gain a foothold.

Keep it Simple

While many leaders are prone to the misconception that the more sophisticated and complicated the plan, the better it is, a good leader understands the need to keep things simple and to stress execution.

Though outwardly impressive, complicated plans and solutions demand complex and costly systems to support them, are prone to human error, and increase the risk of failure. Straightforward and simple plans and goals are less expensive, less subject to human error and far easier to execute.

Related: Do You Believe in Yourself?

Develop Self-Confidence

Leaders who desire to develop their professional skills must cultivate an innate sense of confidence in their decisions. Many stumble into the pitfall of always second-guessing themselves. This results in hesitancy and a loss of self-confidence in their professional abilities. It is a far more desirable leadership trait to act quickly and decisively, then modify the decision as additional data and results become available, than it is to wait until extenuating circumstances develop due to indecision. Inaction only gives rise to additional problems that will also need to be addressed and surmounted.

Excerpt: Becoming a Leader of Your Own Making: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Eight Leadership Principles You Can’t Ignore

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Effective leadership is the result of acting according to reliable practices as well as intuition. Managers as leaders use sound management and leadership principles to guide and direct their actions and activities. They know where they want to go and what specifically needs to be done in order to get there, and that each particular step needs to be carefully considered as to the consequences associated with specific actions and decisions.

There is a difference between managers who lead and those who supervise. Leaders use sound management and leadership principles as tools to help them achieve their goals and objectives. More traditional managers often attempt to use their authority to protect their “turfs” with little or no regard for the people they are responsible for.

Managers as leaders are driven by a vision of what they want to accomplish. They always have their “eye on the prize” and know just where they want to go and why. They work through their employees using their own passion as a strong motivational tool, demonstrating the possibilities of what all can achieve together.

Managers as successful leaders must be enthusiastic and positive in all of their actions and interactions. This is demonstrated by the use of the following key leadership principles:

Related: Plans Must Be Rooted in Past Performance


Planning has suffered with the inception of many 90s management fads. Many in the now defunct dot-com companies proclaimed that planning was an obsolete management function. The accepted view was that circumstances change too quickly to be effectively planned for. They fully believed that it was better to be reactive rather than proactive. The failure of this theory was evident in the bursting of the dot-com bubble.

Good leaders know their success is founded on solid management principles—including planning. They also understand that things are always in flux and changing, and they plan accordingly to anticipate what must be done to accommodate particular changes. They take the necessary time to frequently modify their plans to bring them into line with actual conditions.


Managers as leaders must understand how to apply and use organizational matrixes to gauge and measure their personal time, efforts and resources as well as those of their employees. Matrixes allow for simultaneous monitoring of various organizational activities across multiple levels.

Effective organizational management provides leaders strategic control over their areas of workplace responsibility. One of their major roles is to manage employees and make certain they are producing ongoing results. Managers are also responsible for the various behaviors and outcomes of the people they manage. This can only be accomplished through effective organizational practices and methods.

Related: Linking Structure to Action


Managers who lead must be exceptional motivators. They must learn how to effectively use their passions and visions to attract and motivate others. But as motivation is not enough, they must also use ideas, conceptions and actions to stimulate their employees’ thinking and stretch their capabilities. They must make it a point to understand the individuality of everyone they manage and apply different techniques to stimulate and motivate each in the most effective manner.

Related: Ten Steps You Need to Take to Effectively Sell Your Ideas


Leaders are always mindful of the power that information has on their personal ability to perform effectively. Today, too many managers are awash in information, while starving for expertise.

Leaders must be able to distill the vast flow of information into usable metrics and data, which makes it easier to understand what is happening within their organizations. Detailed informational input should actively support all key management metrics and help keep ongoing tabs on every aspect of employees’ important activities. Accessing particular information only when it is required without excessive daily review allows them the freedom to manage effectively without being bogged down by information overload.

Leaders must also understand the need for the free-flow of information between superiors, associates and employees. This allows for effective management and communication on all levels.

Time Management

Time is a limited resource, and managers must be able to use it wisely. They need to employ time-saving techniques such as delegation and empowerment to free themselves from tasks and assignments others can just as easily see to. They should look at every activity to determine whether or not it moves them closer to their goals and vision. Activities that do not fit this criterion should either be delegated or dispensed with.

Related: You Keep Innovating if You Want to Keep Leading

Idea Development

To be competitive and gain an organizational advantage, managers as leaders must create and develop new ideas and concepts. They should always be looking for new and better approaches and for ways to accomplish more with less. A good way to identify and implement ideas, methods or concepts is to brainstorm with associates or employees to determine ways to gain even the smallest marketplace advantage.


Managers as leaders must understand that maintaining and nurturing customer relationships has considerable organizational value. As nothing can be taken for granted, repeatedly meeting and exceeding customers’ expectations becomes a top priority. When customer satisfaction is achieved, value is delivered. Managers must incorporate the fact that there will be no compromise on value into their vision statement. Satisfied customers make their professional existence possible.

Related: Do You Have the Talent to Execute Get Things Done?


Effective managers know it takes little extra time and effort to do things right the first time, while carelessness wastes a great deal of time and valuable resources. All organizations have limited resources and managers must work hard to maximize return on investments with those assigned to them. They must make it a point to always look for ways to increase their organizational efficiency, productivity and profitability.

Excerpt: Leadership: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD


Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

The Art of Becoming a Leader

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Managers who lead seek out opportunities, evaluate their potential and take decisive action to either pursue them or not. In order to involve employees in the process and instill a sense of unified, collective effort, managers depend upon their personally consistent, determined and trustworthy leadership styles.

Leadership styles should not be confused with attitudes. Some managers adhere to restrictive and bureaucratic styles to compel employees to produce results. They are unable to tolerate failure and mistakes. The resulting attitudes they display suggest that they believe no one else in the work environment is as important, indispensable and powerful as they are.

Managers as leaders work with and through their employees. They use their leadership skills to identify opportunities and motivate their department or unit members to achieve increased results through appropriate and decisive action.

Related: Four Primary Leadership Roles and Responsibilities

All leaders tend to develop their own individual, comfortable ways of getting things done. Some managers believe their styles reflect how they personally act and respond, when in fact they are simply based on how they prefer to function within roles, assignments and responsibilities. Though leadership styles vary, all have specific elements that ultimately define success or the lack thereof.

This is important for managers desiring to become effective leaders. Successful leaders employ a results-oriented style that both motivates individual employees to stretch their abilities and communicates a passion for the accomplishment of their vision. More importantly, effective styles incorporate specific elements to ensure leadership success.

Managers who desire to become effective organizational leaders need to develop comfortable individualized styles for achieving results and actualizing their visions. This includes:

Related: The Person in Charge Must Be Concerned About the Details

Being Continually Prepared

Most organizations are experiencing rapid changes due to the thrust of technology and volatile market conditions. Traditional supervising managers often tend to wait for events to occur and conditions to change before taking action. Consequently they are always a step or two removed from being on top of things and taking control of situations. This results in an ongoing series of reactionary moves and positioning strategies.

Leaders, on the other hand, make it a point to anticipate trends and economic conditions and are always prepared to make a move once they sense the timing is right. They are prepared to take the necessary steps to address challenges head on, and have defined specific ways to meet them. They don’t wait for conditions to improve or opportunities to open up before they begin to pursue their course.

Related: Formulating Questions as a Source of Continuous Improvement

Continually Acquiring Knowledge

Managers who lead understand the need for continuous learning and the ongoing search for professional knowledge. They know that knowledge combined with expertise turns risks into acceptable opportunities.

While many people tend to judge managers’ actions as peril-ridden and hazardous, in reality most are averse to risk taking. They take great care to explore all opportunities and carefully analyze and calculate all involved risk factors. Leaders only move when they know the risks involved are minimized, and that the odds of obtaining positive outcomes are in their favor. What appears to be venturesome behavior is actually decisive action, as they only act on their evaluations and analysis after they have reviewed all the facts.

Related: Use These Seven Strategies to Respond to Change

Seeking Out All Available Opportunities

Opportunities can take different forms, not all of which are obvious or readily observable. Careful tracking of industry and economic trends produces indicators of future behavior that may present lucrative openings. Always on the alert for subtle opportunities, they make it a point to anticipate, prepare for, and take advantage of each one when the time is right.

Using Appropriate Timing Factors

Managers are decisive in their actions—not rash. Before specific actions are taken, great care is taken to observe trends and opportunities and weigh them to determine appropriate and effective timing factors. If mistakes are made in timing, judgments are generally not far off. This is an important element in market-sensitive, volatile times.

Making Hard Choices

Managers understand that opportunity is often accompanied by difficult choices. Rapid changes in market or customer conditions may require them to make choices that directly shift focus and resources to more profitable departmental pursuits and away from certain activities or existing methods that produce languishing or diminishing results or profitability.

Related: The Sheer Power of a Leader’s Personal Determination

Developing Persuasive Ambition

Managers who lead have an inexhaustible drive that allows them to take control of situations and events in order to make things happen. Their ambition is limited only by their vision of the things that can be accomplished and how they can go about achieving them. Their foresight is not viewed from a personal standpoint, but is based upon overall cooperative employee effort. Managers are always looking for ways to motivate and make things happen through persuasive, determined and passionate leadership.

Sharpening Intuition

Leaders develop a heightened sense of intuition that assists them in identifying trends and opportunities. Their intuition is fine-tuned through personal experiences and by learning from the successes and failures of others.

Related: “Leaders Should Set a Clear and Decisive Tone at the Top”

Being Decisive

Action-oriented by nature, managers who lead are proactive rather than reactive. Neither rash nor indiscriminate, they use objective facts, input, and evaluative processes as well as their intuition to spot trends and possible opportunities. Once they determine that the odds of obtaining positive results from specific opportunities are in their favor, they take immediate action to pursue them.

Excerpt: Leadership: Pinpoint Management Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 16.95 USD

If you are seeking proven expertise and best practices effective leadership practices to train or educate your employees to solve problems and improve their performance in this area, refer to Leadership: Pinpoint Management Skill Development Training Series.Click here to learn more.

Timothy F. Bednarz, Ph.D. | Author | Publisher | Majorium Business Press
Author of Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Finalist – 2011 Foreward Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web | Blog | Catalog | 800.654.4935 | 715.342.1018

Copyright © 2012 Timothy F. Bednarz, All Rights Reserved

Great! is a Timely Reminder of the Boldness of Exceptional American Leadership, at a Time When America is Crying Out for Leadership

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At a time when America is crying out for leadership, Great! What Makes Leaders Great: What They Did, How They Did It, and What You Can Learn From It (Majorium Business Press, 2011)  is a timely reminder of the boldness of exceptional American leadership. Within its pages, it brings to life the names, stories, legacies and achievements of a number of truly remarkable individuals, some long forgotten by modern history.

Walter P. Chrysler, founder of Chrysler Motors, now the Chrysler Corporation stated, “An institution is the reflection of the people who guide it.” The dominant theme in Great! echoes Chrysler’s sentiments. Effective leadership does matter. Great leaders have a strong enduring influence and impact upon the performance of their companies. Great leaders build great companies.

The book is based upon the groundbreaking research of 160 influential American leaders, spanning over 235 years, from George Washington to Bill Gates. It places leadership into a historical context, illustrating how their concepts, principles and methods were developed, forged and evolved into contemporary leadership’s best practices.

Weaving together their words and stories into a rich fabric, Great! leads readers through the paths these individuals forged, the barriers, adversities and failures they weathered and the battles they fought for their personal beliefs and values. It details the bold and decisive actions they took in the face of economic downturns, depressions and financial panics, far worse than what the country is currently experiencing. Readers will be absorbed into the characteristics of the resolve, determination, persistence, perseverance and refusal to quit that differentiated them from their competitors.

Great! clarifies the numerous ways the great leaders took advantage of emerging opportunities, often creating demand for their products where none existed. Readers will discover just what made them grand architects, who were able to forge building blocks of growth while possessing a zeal for executing their plans and strategies.

The book spotlights how the dimensions of humanity, humility, empathy and compassion were woven into their characters, which are emphasized through factual accounts and stories. Great! reveals their perceptions of wealth creation and profitability, as well as organizational sustainability. It compares and contrasts them with many contemporary attitudes and practices.

Great! is intended to inspire readers to reclaim America’s greatness, one individual at a time. Step-by-step, the book illustrates the paths, values, beliefs and examples that the great leaders left for us to follow. It is a call to action for all who wish to become more effective, if not a great leader.

Additional information about Great! What Makes Leaders Great: What They Did, How They Did It, and What You Can Learn From It, including the executive summary and a sample chapter can be viewed at http://www.whatmakesleadersgreat.com

Purchase Your Copy of Great!

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

The Bonding Power of Shared Sacrifice

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There is a strong bond created between leaders and employees, shareholders and constituencies who share sacrifices for the good of the organization.

To make my point, I need to set the stage.  I would like to quote from an article by George L. Marshall, Jr., The Rise and Fall
of the Newburgh Conspiracy: How General Washington and his Spectacles Saved the Republic

“By early 1783, active hostilities of the American Revolutionary War had been over for nearly two years and commissioners Franklin, Jay, and Adams were still negotiating in Paris to establish a final treaty with Great Britain. With a formal peace almost secured and with no fighting to do, the Continental army had grown bored and restless, but Congress had decided to retain it as long as the British remained in New York to ensure that the gains of seven years of fighting would not be lost.

Disillusionment and doubt had been building among many officers of the army, then headquartered at Newburgh, New York. Born out of this growing loss of morale and confidence was a conspiracy to undertake a coup d’etat and establish a military dictatorship for the young United States, a plot to be styled later as the Newburgh Conspiracy. At the last minute, General George Washington, commander in chief of the army, and his reading spectacles intervened and prevented this drastic step from occurring…

By late morning of March 15, a rectangular building 40 feet wide by 70 feet long with a small dais at one end, known as the Public Building or New Building , was jammed with officers. Gen. Gates, acting as chairman in Washington’s absence, opened the meeting. Suddenly, a small door off the stage swung open and in strode Gen. Washington. He asked to speak to the assembled officers, and the stunned Gates had no recourse but to comply with the request. As Washington surveyed the sea of faces before him, he no longer saw respect or deference as in times past, but suspicion, irritation, and even unconcealed anger. To such a hostile crowd, Washington was about to present the most crucial speech of his career.

Following his address Washington studied the faces of his audience. He could see that they were still confused, uncertain, not quite appreciating or comprehending what he had tried to impart in his speech. With a sigh, he removed from his pocket a letter and announced it was from a member of Congress, and that he now wished to read it to them. He produced the letter, gazed upon it, manipulated it without speaking. What was wrong, some of the men wondered. Why did he delay? Washington now reached into a pocket and brought out a pair of new reading glasses. Only those nearest to him knew he lately required them, and he had never worn them in public. Then he spoke: “Gentlemen, you will permit me to put on my spectacles, for I have not only grown gray but almost blind in the service of my country.” This simple act and statement by their venerated commander, coupled with remembrances of battles and privations shared together with him, and their sense of shame at their present approach to the threshold of treason, was more effective than the most eloquent oratory. As he read the letter to their unlistening ears, many were in tears from the recollections and emotions which flooded their memories. As Maj. Samuel Shaw, who was present, put it in his journal, ” There was something so natural, so unaffected in this appeal as rendered it superior to the most studied oratory. It forced its way to the heart, and you might see sensibility moisten every eye.”

Finishing, Washington carefully and deliberately folded the letter, took off his glasses, and exited briskly from the hall. Immediately, Knox and others faithful to Washington offered resolutions affirming their appreciation for their commander in chief, and pledging their patriotism and loyalty to the Congress, deploring and regretting those threats and actions which had been uttered and suggested. What support Gates and his group may have enjoyed at the outset of the meeting now completely disintegrated, and the Newburgh conspiracy collapsed.”

George Washington is the premier role model in the history of American leadership for many reasons. There are many legend and myths associated with him. The example of his leadership during the Newbury Conspiracy demonstrates how the bond of shared sacrifice and personal humility literally changed the course of American History. It’s unclear whether Washington intentionally tapped into this power or whether it was unintentional. Regardless he was able to tap into a strong emotional bond forged through sacred sacrifice and adversity.

One might say that was then and this is now. How does Washington apply to me? Leadership goes beyond the bottom line. Leaders recognize the value of the people, especially the right people that they are tasked to lead. Whether fighting a war, building a business or overcoming economic adversity, emotional bonds are formed. Leaders are tested and often experience one or more defining moments. Emerging on the other side of adversity, leaders and their organizations are stronger for it. When future obstacles occur, both are better prepared to handle them. This was one of Washington’s defining moment and his officers were prepared to follow him.

Copyright © 2009 Timothy F. Bednarz All Rights Reserved

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