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A Leader’s Four Key Responsibilities

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

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

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.

Supporting

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.

Delegating

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

Execution: Six Action Steps

Performance Plans Create Results and Maximizes Performance

Objectives Allow Managers to Focus on Obtaining Results

For Additional Information the Author Recommends the Following Books:

Performance Management: The Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

Maximizing Financial Performance: Pinpoint Leadership Skill Development Training Series

Improving Workplace Interaction: Pinpoint Leadership Skill Development Training Series

Written by Timothy F. Bednarz, Ph.D.

November 15, 2013 at 1:09 pm

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.

Written by Timothy F. Bednarz, Ph.D.

September 6, 2013 at 10:24 am

Self-Belief Fuels a Strong Sense of Optimism

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Theodore Newton Vail –  AT&T – A Telecom Giant (1845-1921)

Do you believe in yourself, your abilities and possess the confidence to succeed in life? It is impossible to develop a high degree of confidence without first having a strong sense of self-belief. This implies knowing without a doubt that you can do it, no matter what you realistically set your mind to do. “Henry Ford had tremendous self-belief and he constantly preached on it. He would hire workers [who] didn’t know [the] understand the meaning of impossible and would keep pushing the limits of their imagination.” [1]

Without a strong sense of self-belief, Estée Lauder (Estée Lauder) would never have even taken her first steps forward. “A tireless believer in herself, in her wares, and in hard work, Lauder haunted a purchasing agent at Saks Fifth Avenue, New York’s classy department store, until she landed a small order. From there, she staked out her ever larger, ever more laden counters in the nation’s leading emporiums.” [2]

Self-belief fuels a strong sense of optimism. Jeff Bezos (Amazon) observed: “Optimism is essential when trying to do anything difficult because difficult things often take a long time. That optimism can carry you through the various stages as the long term unfolds. And it’s the long term that matters.” [3]

Self-belief and optimism provide effective leaders the means to overcome adversity and failure, as was exhibited by John Chambers (Cisco) when he saw his revenues collapse. “Cisco executives say Chambers always believed that Cisco would come out of the bust stronger. ‘We’re extremely optimistic that John Chambers will see to the success of all of us,’ says Mona Hudak, a Cisco manager. ‘We really are trying to build a great company that’s built to last,’ Chambers says.” [4]

Theodore Vail (AT&T) originally left AT&T after the initial investors did not concur with his vision of the company. After J.P. Morgan (J.P. Morgan Bank) acquired AT&T, Vail was brought back to implement his vision. “Vail’s determination and his confidence in the telephone company’s future were unshaken by the fact that the money market was dangerously sagging and recession loomed ahead.

“’When Mr. Vail came back to the telephone company as president,’ an executive at the Chicago associated company later recalled, ‘telephone men and the public generally recognized that somebody was there who not only knew the telephone business, but the world’s business, and it restored confidence.’ Vail was more than just a ‘telephone man;’ he was a knowledgeable entrepreneur, in his 20-year absence from the company, his successful business ventures had made him a millionaire several times over.” [5]

Henry Ford – Leadership Case Study (http://www.leadership-with-you.com)
Guzzardi Jr. Walter, The U.S. Business Hall of Fame (Fortune Magazine, March 14, 1988)
Walker, Rob, Jeff Bezos Amazon.com – America’s 25 Most Fascinating Entrepreneurs (Inc. Magazine, April 1, 2004)
Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)
Fry Annette R., Man of Decision (Bell Telephone Magazine, March-April 1975)

Excerpt: Great! What Makes Leaders Great, What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, Stevens Point, WI, 2011) Read a FREE Chapter.

The Sheer Power of a Leader’s Personal Determination

Your Commitment to Others Defines You as a Leader

Your Personal Vision Anchors You to Weather Your Storms

Written by Timothy F. Bednarz, Ph.D.

March 25, 2013 at 10:29 am

Posted in Beliefs, Leadership, Optimism

Tagged with Amazon, AT&T, Cisco, company, confidence, Estée Lauder, J.P. Morgan, Jeff Bezos, John Chambers, optimism, self-belief, sense of self belief, strong sense of self belief, Theodore Vail, vision

Managers as Facilitators of Change

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When faced with the prospect of change, the biggest fear employees will have is that of the unknown, especially if the change is perceived to threaten their jobs and personal economic security. This insecurity is often fed by rumors, as well as the impact that change has had on other companies, industries, and the economy. Fears are heightened with the widespread dissemination of information through television, newspapers, the Internet and other media outlets.

The role of the manager is to lead by being an agent and facilitator of change. This is underscored by their personal vision of the future. As agents and facilitators of change, managers must understand that they will need to handle their employees’ fears and apprehensions regarding future changes potentially affecting their jobs and personal security.

Individuals create their own “comfort zones,” or established patterns and habits they are comfortable with. Change threatens these comfort zones and immediately places individuals in defensive modes as they attempt to defend their own personal “turfs.”

It is important for managers who lead to recognize employees’ responses to change and show them that circumstances outside of their control make change inevitable. They must share and communicate information that employees can understand and react to in a way that gets them actively participating in the organizational transformation brought about by the forces of change. This means managers must demonstrate to their employees that it is in their best interest to adapt if the organization is going to survive and prosper in the face of change.

There are a number of steps managers can take to lessen their employee’s fear of change and facilitate smoother transitions.

Information

Managers as leaders understand the need for open dialogue and discussion with their employees, and that this must be predicated on a complete sharing of available facts and figures with them so they can see for themselves what the organization is facing.

Employees’ apprehensions can be greatly reduced by sharing available information in order for them to understand the reasons for change, the factors that make it inevitable and the options available. This openness enables employees to see the challenges facing the organization and gives them opportunities to provide input as to possible alternatives and solutions.

When information is withheld, employees are suspicious of leadership’s intentions and motivation. This surely undermines trusts and confidence, heightens fears and resistance.

Assurance

The idea of change and the transformation of an organization during times of change are stressful on all parties involved. Employees want their leaders’ assurance that they will be treated fairly, that their ideas, feedback and input will be considered, and that they will be kept informed on the progress of changes and their potential impact.

If there have been circumstances in the past where the organization has not treated their employees with consideration, sentiments of mistrust will be present that leaders must deal with. Building adequate levels of trust is a challenge for managers, but enables them to lead their employees through periods of transformation.

As managers move their employees through an organizational transformation, they must make sure that they have built sufficient trust with them. Trust enables employees to have confidence in their leader’s direction. This is also true for the upper levels of the organization. Employees must have confidence in all decisions being made during times of change.

Without adequate confidence in their leadership, employees may trust the manager who is leading them at their specific level, but mistrust those higher up in the organization. This places the immediate manager in the precarious position of having to build employees’ trust and confidence in senior leadership. Prior experiences with these senior leaders may foster more mistrust than trust. In these cases, managers on all levels must cooperate to instill trust and confidence in all employees.

Involvement

Managers who respect their employees’ intelligence and abilities lay the facts on the table and solicit their ideas, perspectives and input. Employee involvement in addressing issues such as change bonds all together in the conquering of a common challenge. As the organization goes through a transformation, this cohesiveness is essential to ensure a smooth transition.

Involvement means gaining employee support and getting them actively working toward the development of a solution to everyone’s benefit. When wise enough to ask, many managers are astonished by the ideas and insight they receive from their employees. When the facts are placed before them and the choices spelled out, most employees will work together to achieve common goals and objectives. Most are actively involved because their future is at stake. There will be a certain percentage of employees who do not participate out of fear that their contribution will be used against them. In these instances, managers must inspire the rest of the group, hoping that positive peer pressure might influence more reluctant members to get involved.

Participation

The role of the manager is to lead employees through transformational change; the employee’s is to direct the change at their individual level. This means that in addition to their ideas, insights and feedback, employees must actively participate in implementing them on an individual level. When this active involvement is cultivated, employees are informed and actively part of the development of the solutions, resistance and fear of change can be minimized. This is because managers have empowered their employees both through ownership of ideas and the responsibility for seeing them successfully implemented. It is only when orders and directives are handed down without reason and rationale that employee resistance and fears increase.

Feedback

Managers know how to close the loop by providing employees with active feedback regarding the results of their efforts to transform the organization. This continual feedback provides a supply of accurate information enabling employees to make informed decisions on how to successfully adapt their ideas to new variables and conditions.

Excerpt: The Impact of Change on Individuals: Pinpoint Leadership Skill Development Training Series by Timothy Bednarz (Majorium Business Press, Stevens Point, WI 2011).

Written by Timothy F. Bednarz, Ph.D.

October 16, 2012 at 11:34 am

Posted in Change, Employees, Management Challenges

Tagged with assurance, Change, confidence, employee involvement, employee participation, employee resistance, employees, fear of change, feedback, information

A Leader’s Four Key Responsibilities

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Effective leadership is not happenstance; it follows specific rules revolving around these four basic areas of responsibility.

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

Explain things completely and include the ‘why’s.’

Remain visible.

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

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.

Supporting

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.

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

Delegating

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.

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: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

If you would like to learn more about specific leader roles and responsibilities, refer to Leadership Roles & Responsibilities: Pinpoint Leadership Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. 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
Linkedin | Facebook | Twitter | Web | Blog | Catalog | 800.654.4935 | 715.342.1018

Written by Timothy F. Bednarz, Ph.D.

December 13, 2011 at 11:19 am

Posted in Leadership, Roles and Responsibilities, Trust

Tagged with acknowledgement, coaching, confidence, critical thinking, delegation, direction, honesty, leadership responsibilities, listening, loyalty, monitoring, motivation, open-mindedness, problem solving, questioning, support, trust, visibility

Do You Believe in Yourself?

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Estée Lauder (left)

Theodore Vail (AT&T) originally left AT&T after the initial investors did not concur with his vision of the company. After J.P. Morgan (J.P. Morgan Bank) acquired AT&T, Vail was brought back to implement his vision. “Vail’s determination and his confidence in the telephone company’s future were unshaken by the fact that the money market was dangerously sagging and recession loomed ahead.

[1] Henry Ford – Leadership Case Study (http://www.leadership-with-you.com)

[2] Guzzardi Jr. Walter, The U.S. Business Hall of Fame (Fortune Magazine, March 14, 1988)

[3] Walker, Rob, Jeff Bezos Amazon.com – America’s 25 Most Fascinating Entrepreneurs (Inc. Magazine, April 1, 2004)

[4] Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)

[5] Fry Annette R., Man of Decision (Bell Telephone Magazine, March-April 1975)

Excerpt: Great! What Makes Leaders Great, What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, 2011)

If you would like to learn more about the self-belief and confidence of the great American leaders through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.

Written by Timothy F. Bednarz, Ph.D.

July 26, 2011 at 10:14 am

Posted in Performance, Response to Adversity, Self-Reliance

Tagged with confidence, Leaders, Leadership, motivation, optimism, persistence, resilience, self-belief

Can You Be Trusted? The Answer May Surprise You

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There is a need to restore sound and ethical leadership. The mantle of leadership must be reestablished. Customers, boards, stakeholders and employees must clamber for it and demand full accountability. This is accomplished one individual at a time, by electing or appointing the ones who possess the vision, integrity, courage, empathy, humility, commitment and confidence needed to transform their organizations. This starts with trust and ethical behavior, and there is a serious problem in both of these areas.

“According to the Deloitte LLP 2010 Ethics & Workplace Survey, the recession has diminished two important forms of business currency—trust and ethics. Nearly half (48%) of employed Americans who plan to look for a new job when the economy is more stable cite a loss of trust in their employer as a result of how business and operational decisions were handled over the last two years as a reason for leaving; 46% of them say a lack of transparent leadership communication will drive them to seek new employment opportunities. Executives also believe that trust (65%) and transparency (48%) will be leading factors in voluntary turnover in the coming months.

Interestingly, the survey shows a disconnect between executives and employers around the issues of trust and ethics in the workplace. Executives claim to be considering the impact of their business decisions on the ethical behavior of the workforce during the economic downturn, however 31% of employees say that their colleagues are more likely to behave unethically at work in this environment.”[1]

Jon Huntsman, CEO of Huntsman Chemical states: “As captains of our own character, it is essential we understand the great legacy of trust and integrity. We will be remembered for truthful disclosures and promises kept.”[2]

Trust has a synergetic relationship with credibility. If either one is missing or diminished, so is the other. Some of the elements that build trust with key constituencies include competence, reliability, courage, conviction, empathy and respect. These elements result in trust in the leader as a person, his or her abilities, and belief in whether whatever he or she does or says is something that can be relied upon. Within the range of these relationships, key constituencies may trust the leader, but not his or her abilities to complete a task or assignment. In other instances, since the leader has no credibility, there is no faith or confidence in anything that he or she does.

[1] The Deloitte LLP 2010 Ethics & Workplace Survey (Deloitte LLP) August, 2010
[2] Jon M. Huntsman, Winners Never Cheat Even in Difficult Times (Wharton School Publishing, 2009) p 93

Excerpt: Great! What Makes Leaders Great: What They Did, What They Did and How They Did It (Majorium Business Press, 2011)

If you would like to learn more about the ethical leadership of the great American leaders through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.

Written by Timothy F. Bednarz, Ph.D.

June 28, 2011 at 11:44 am

Posted in Ethical Leadership, Leadership, Legitimacy, Trust

Tagged with character, confidence, credibility, ethical behavior, integrity, key constituencies, Leaders, Leadership, trust

Where Did Our Values Originate From?

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Many of the values that define a leader originate from military codes of honor. These were rooted in medieval codes of chivalry. However. The one individual who had the most influence in the creation of values that define American leaders is Benjamin Franklin.

According to Wikipedia: “Franklin is credited as being foundational to the roots of American values and character, a marriage of the practical and democratic Puritan values of thrift, hard work, education, community spirit, self-governing institutions, and opposition to authoritarianism both political and religious, with the scientific and tolerant values of the Enlightenment. In the words of Henry Steele Commager, “In Franklin could be merged the virtues of Puritanism without its defects, the illumination of the Enlightenment without its heat.” To Walter Isaacson, this makes Franklin, “the most accomplished American of his age and the most influential in inventing the type of society America would become.”

These values are still evident within our society and are reflected in the values that leaders are expected to espouse. However there is a noticeable deterioration of these values over time and these could be responsible for many of the leadership problems observed today, either by imbalance or by corruption of this value system.

If you would like to learn more about the great American leader’s beliefs and values, through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.

Written by Timothy F. Bednarz, Ph.D.

December 23, 2009 at 1:00 am

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.”

Written by Timothy F. Bednarz, Ph.D.

December 18, 2009 at 6:00 am

What is Leadership?

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From my position as I’ve begun to examine the failure of current leadership theory and practices as they apply to organizations, the terms leaders and leadership are often over used and misapplied labels. Individuals labeled as leaders are often not leaders, but people with personal agendas who pursue them over the goals of the organization or constituency they serve. Many of them bailed out last year, when their organizations crashed down around them, looking out for themselves and their personal welfare, while leaving their employees and company left to fend for themselves.

Secondly, leadership as it is taught and practiced is a mishmash of concepts, theories, and characteristics. Often what is management theory is presented as leadership theory. Many of the leadership books I’ve reviewed are a rehash of the same old thinking. Many are masked as “secrets of leadership.” This is pure nonsense as there are no secrets.

As I examine the leadership characteristics of successful individuals who have been considered leaders, this web can be untangled and understood. From viewed from the practical application, it becomes clear what comprises leadership at various levels. This includes intuitive characteristics, management and leadership skills and successful practices.

Additionally, leadership can be broken into both strategic and tactical leadership. No all leaders are destined to be Generals, CEO’s or the President of the United States. There are many effective leaders, who are sergeants directing their soldiers in combat, managers successfully directing a department or division or individuals serving on the local school board. They are effective at the level they are at.

The strategic leader may be someone like Jack Walsh at GE, Colin Powell or Richard Branson, who are responsible for the direction and management of a large organization. They’ve learned to develop the tactical leaders under their direction to achieve their organizational goals. They demand excellence, responsibility and accountability. They also focus on execution and the successful implementation of their plans. They build trust, develop confidence and inspire others through personal example.

As I continue my research my definition of what leadership is and the elements that constitute it is a moving target. What I am sure of is that what is currently defined as leadership today is flawed and doesn’t fit the bill.

If you would like to learn more about the leadership of the great American leaders, through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.