Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘ideas and concepts

The Only Certainty for Leaders is That Change Will Occur

leave a comment »

stressedwoman

It is difficult to predict leaders’ responses to change, as they must continually be on guard for unpredictable occurrences and forces, and in some cases immediately respond to a series of unknown and unanticipated events and circumstances. The only certainty is that change will occur, and leaders must be at the forefront of the process regardless of circumstances and apprehensions.

Change undoubtedly poses a challenge to every leader. This is because it can be anticipated only to the degree that it is predictable. Long-term changes and trends can be generally anticipated, but these changes are often complicated by numerous factors and elements continually altering and transforming themselves at varying rates of speed.

The concept of change also demands that leaders embrace stability and instability within the organization as it transforms itself. Several strategies that leaders need to employ during periods of change include:

Being Visible

The very nature of leadership demands that leaders be actively involved in their organizational unit. Leadership does not emanate from behind a desk or within an office. Leaders must be active and visible in the front lines of their business. Only when leaders are out and about among their employees can they see and feel the pace of progress, and witness firsthand the problems their employees are encountering.
Testing

Paces of change and organizational transformations demand that countless ideas be constantly generated and experimented with at all levels. Undoubtedly, some ideas will fail and some will succeed. The only way leaders can sort out the winners from the losers is by constantly applying new ideas and concepts on the line to test for feasibility and adaptability to their organization.

Listening

As leaders become increasingly visible, it is important that they simultaneously begin to develop listening forums where everyone within their organizational unit is sharing new ideas, celebrating minor successes and learning from small failures. This increases the synergy between employees, builds and solidifies team bonds, and enhances overall organizational cohesiveness.

Appreciating Failure

As aforementioned, an organization’s response to change as it transforms itself implies countless new ideas and concepts are being experimented with on a regular basis. Leaders know that constant experimentation means that they must test concepts, ideas and strategies rapidly—fail or succeed fast—and adjust quickly.

Active leaders must immediately discard bad ideas and learn from their failures. However, no idea can be deemed good or bad unless it has been adequately tested. The key is to learn from the failures and quickly move on to the next idea, building knowledge and expertise from a continual string of ineffective results, failures and shortcomings.

Taking Action

Leaders in the fast pace of change must be proactive rather than reactive. They cannot let the organizational bureaucracy interfere with the progress of their organizational unit. At times they must actively work against this bureaucracy when it regulates or inhibits the testing and experimentation of new ideas and concepts.

Effective leaders do not only involve their frontline employees in concept, idea and method experimentation, they encourage the participation of multi-functional teams as well, and work to get them fully involved in the process.

Learning from Customers

Leaders have learned that the external influence of the customer is a stabilizing factor in the midst of change. Successful leaders interact with their customers, and encourage employees at all levels to do the same. This can be accomplished through scheduled customer visits to the organization for discussions, observations and feedback, and by sending representatives out to the customer’s business. Once there, their job is to objectively observe exactly how specific products and services are being used and applied. They also interpret what problems occur and why, as well as each one’s impact on various time factors.

This allows leaders to cross-pollinate ideas and concepts throughout the organization so that all involved have mutual goals and objectives, increasing the overall quality of the product and its value to the customer.

Additionally, employee exposure to their customers makes daily tasks and assignments more tangible. Employees are able to see how the product they produce is used. This increases empowerment and overall responsibility toward the customer.

Making It Fun

The concept of change and accompanying process of organizational transformation are stressful. Most leaders have learned that they can ease stress by making certain elements of the process “fun.” This is not to say that leaders create a jovial and joking atmosphere, but that there is pleasure and enjoyment in accomplishing something together as a team and sharing interesting failures and mistakes in a non-critical atmosphere. It means keeping things light, celebrating the little successes, and using them to build on others to the accomplishment of mutual goals and objectives.

Change will throw many curves at an organization. It takes large doses of flexibility and participation to adapt to these trials. It also helps if leaders and employees lighten up at times where stress is at its highest, which helps to reduce the urge to take things far too seriously.

Related:

Managing Change: The Transition From Chaos to Order

Barriers to Integrating Change

Anticipating and Handling Employee Fears of Change

Managers as Facilitators of Change

Excerpt: Facilitating Change – Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 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 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

 

 

//

The Proper Use of Feedback Builds Consensus

leave a comment »

feedback

Productivity is enhanced and empowerment achieved when leaders solicit, then act upon employee feedback, ideas and concepts. Soliciting and acting upon feedback is the essence of leadership. The proper use of feedback allows leaders to build consensus among their employees and give them ownership of the ideas and concepts to be implemented within the organization.

There are critical differences between managers and leaders. Managers tend to direct and control without soliciting feedback and building employee consensus.

Leaders, on the other hand, build their strength from group consensus, acting as facilitator rather than controller. They understand the power and synergy of combining ideas and working together to achieve mutual goals.

The more involvement leaders seek from their employees, the easier it will be to implement new ideas, resolve nagging problems, minimize conflict and move the organization forward.

Leaders will find the more proficient they are in working with their employees and soliciting their input, the smoother things will run as many problems and headaches experienced in the past are eliminated.

The ideas and concepts created by employees during the feedback process can be easily implemented using the following techniques either in a group setting or individually.

Initiate Dialogue

The feedback process begins with the initiation of a dialogue between the leader and employee(s). This should include a clear and concise presentation of the problem or circumstance being addressed.

Whenever possible, a presentation of background material, including any and all supporting facts, should be included in order to afford employees a complete overview of the situation.

Research has shown that by providing employees with the complete information concerning a specific problem, they are more responsive, feel more involved and in the decision making process, and are more productive when the ideas are implemented.

Solicit Feedback

Once the dialogue has been initiated and the facts presented to the employees, the leader should solicit feedback from them and open the floor to discussion.

Respectfully Accept All Feedback

All ideas and feedback should be respectfully accepted and considered. One individual should be assigned to write the ideas down on a whiteboard or large sheet of paper for the group to see.

The leader should make sure no derogatory remarks are made as an individual presents an idea or gives their feedback. A failure to do so will further limit contributions from more reluctant members of the group. Leaders should solicit feedback from each individual in their group, even if they have to ask for it.

Group Similar Ideas & Concepts

Together with the members of the group, the leader should brainstorm to combine ideas and concepts. Often individuals communicate the same idea or concept, but in different ways.

The leader should facilitate the discussion and direct the grouping and combination of related ideas and concepts. They should make sure that the entire group agrees and is in consensus when performing these tasks.

Build on Ideas and Concepts

Once ideas and concepts have been combined, the leader should facilitate additional feedback and brainstorm ways to build and expand upon them. Leaders should make sure that all members of the group are involved and that their additional feedback is solicited. As new points are added and expanded upon, the group should always reach consensus before moving forward.

Prioritize

After adequate discussion has been concluded and the group has run out of new ideas, a consensus should be reached regarding prioritization of the refined ideas/concepts.

The basis for prioritizing each of the ideas should be that which best meets the criteria for resolving the problem or situation presented at the beginning of the discussion.

Assess Feasibility

Every organization has a limited amount of human, financial and physical resources. Leaders will find that the group will typically develop a number of ideas; however, available resources make it impossible to implement each of them. Therefore the group must determine which ideas are feasible under current organizational constraints. Remaining ideas can be tabled for further discussion when additional resources become available or after the initial ideas have been implemented.

Formulate a Plan

Once the final ideas have been selected, then under the leader’s direction the group should formulate a plan to implement them. A specific goal, timeline as well as individual responsibilities are assigned for every aspect of the plan. Additionally, a reporting and measurement mechanism should be included for overall accountability for the plan’s implementation.

Related:

Building Employee Support Requires Interactive Leadership

7 Ways to Use Change to Increase Performance

Encourage Questions to Improve Open Communication

Focusing Your Employees on Future Performance

Excerpt: Improving Communication in the Workplace: Pinpoint Leadership 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 Foreword Reviews‘ Book of the Year)
Linkedin | Facebook | Twitter | Web| Blog | Catalog |800.654.4935 | 715.342.1018

Copyright © 2013 Timothy F. Bednarz, All Rights Reserved

Written by Timothy F. Bednarz, Ph.D.

January 29, 2013 at 1:20 pm

The Only Certainty for Leaders is That Change Will Occur

with one comment

menonlaptop

It is difficult to predict leaders’ responses to change, as they must continually be on guard for unpredictable occurrences and forces, and in some cases immediately respond to a series of unknown and unanticipated events and circumstances. The only certainty is that change will occur, and leaders must be at the forefront of the process regardless of circumstances and apprehensions.

Change undoubtedly poses a challenge to every leader. This is because it can be anticipated only to the degree that it is predictable. Long-term changes and trends can be generally anticipated, but these changes are often complicated by numerous factors and elements continually altering and transforming themselves at varying rates of speed.

The concept of change also demands that leaders embrace stability and instability within the organization as it transforms itself. Several strategies that leaders need to employ during periods of change include:

Being Visible

The very nature of leadership demands that leaders be actively involved in their organizational unit. Leadership does not emanate from behind a desk or within an office. Leaders must be active and visible in the front lines of their business. Only when leaders are out and about among their employees can they see and feel the pace of progress, and witness firsthand the problems their employees are encountering.

Testing

Paces of change and organizational transformations demand that countless ideas be constantly generated and experimented with at all levels. Undoubtedly, some ideas will fail and some will succeed. The only way leaders can sort out the winners from the losers is by constantly applying new ideas and concepts on the line to test for feasibility and adaptability to their organization.

Listening

As leaders become increasingly visible, it is important that they simultaneously begin to develop listening forums where everyone within their organizational unit is sharing new ideas, celebrating minor successes and learning from small failures. This increases the synergy between employees, builds and solidifies team bonds, and enhances overall organizational cohesiveness.

Appreciating Failure

As aforementioned, an organization’s response to change as it transforms itself implies countless new ideas and concepts are being experimented with on a regular basis. Leaders know that constant experimentation means that they must test concepts, ideas and strategies rapidly—fail or succeed fast—and adjust quickly.

Active leaders must immediately discard bad ideas and learn from their failures. However, no idea can be deemed good or bad unless it has been adequately tested. The key is to learn from the failures and quickly move on to the next idea, building knowledge and expertise from a continual string of ineffective results, failures and shortcomings.

Taking Action

Leaders in the fast pace of change must be proactive rather than reactive. They cannot let the organizational bureaucracy interfere with the progress of their organizational unit. At times they must actively work against this bureaucracy when it regulates or inhibits the testing and experimentation of new ideas and concepts.

Effective leaders do not only involve their frontline employees in concept, idea and method experimentation, they encourage the participation of multi-functional teams as well, and work to get them fully involved in the process.

Learning from Customers

Leaders have learned that the external influence of the customer is a stabilizing factor in the midst of change. Successful leaders interact with their customers, and encourage employees at all levels to do the same. This can be accomplished through scheduled customer visits to the organization for discussions, observations and feedback, and by sending representatives out to the customer’s business. Once there, their job is to objectively observe exactly how specific products and services are being used and applied. They also interpret what problems occur and why, as well as each one’s impact on various time factors.

This allows leaders to cross-pollinate ideas and concepts throughout the organization so that all involved have mutual goals and objectives, increasing the overall quality of the product and its value to the customer.

Additionally, employee exposure to their customers makes daily tasks and assignments more tangible. Employees are able to see how the product they produce is used. This increases empowerment and overall responsibility toward the customer.

Making It Fun

The concept of change and accompanying process of organizational transformation are stressful. Most leaders have learned that they can ease stress by making certain elements of the process “fun.” This is not to say that leaders create a jovial and joking atmosphere, but that there is pleasure and enjoyment in accomplishing something together as a team and sharing interesting failures and mistakes in a non-critical atmosphere. It means keeping things light, celebrating the little successes, and using them to build on others to the accomplishment of mutual goals and objectives.

Change will throw many curves at an organization. It takes large doses of flexibility and participation to adapt to these trials. It also helps if leaders and employees lighten up at times where stress is at its highest, which helps to reduce the urge to take things far too seriously.

Related:

Managing Change: The Transition From Chaos to Order

Barriers to Integrating Change

Anticipating and Handling Employee Fears of Change

Managers as Facilitators of Change

Excerpt: Facilitating Change – Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 17.95 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 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

%d bloggers like this: