Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘leadership styles

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

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

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