Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘Mutual Goals

The Only Certainty for Leaders is That Change Will Occur

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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

 

 

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Evaluations Have to Be Consistent with Leadership’s Overall Direction

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As organizations shift and adapt to forces of change, leaders must also evolve their personal methods—including how they evaluate their employees’ performance. Evaluations have to be consistent with leadership’s overall direction as well as the motivational methods employed by other individual leaders. They should enhance, not undermine, the progress of the organization.

There is a sizeable gulf between leaders who build empowered organizations and those who employ more traditional and antiquated evaluative methods. This has resulted in a source of conflict causing internal dissention and personal rifts that run counter to the goals of the leader and the organization.

As organizations evolve, new methods of performance evaluation must be designed and incorporated so that employees feel they “are” the organization. When this is achieved, employees will both better understand what it will take to accomplish goals and be more inspired to work toward them.

Thus performance evaluation methods need to adapt with the organization to involve rather than alienate the individual employee. Rather than focus on past mistakes and failures, the evaluation moves the organization forward through the development and increased competence of its individual members. In this manner growth is enhanced and ongoing.

Traditional performance evaluation methods typically measure individual employees’ performance based on a rigid set of standards and parameters. These are used to evaluate their work against a job description rather than gauging the employee’s involvement, contribution and personal growth as factors in the larger picture of achieving the organization’s goals and objectives. With this in mind, leaders must look at the method by which they evaluate employee performance, and ensure it is designed to:

Bridge Performance

In an empowered organization, employees cannot be simply evaluated upon whether or not they are working within the parameters of a specific job description. As the organization becomes increasingly empowered and evolves in the use of workgroups and teams, job descriptions become increasingly irrelevant evaluative tools. Performance increasingly shifts away from the individual and to the group or team as employees work toward mutual goals as defined by the shared vision.

In this light, leaders must evaluate the performance of the organization he or she directs and determine how well the individual employee fits into the overall picture. All performance is interconnected; an individual is either a strong or weak link in the entire process. They are evaluated according to how well they work within this environment. Leaders must use the evaluative process to make the individual employee’s work more meaningful by expanding their understanding of how they fit into the organization and how their job can lead to personal self-improvement.

Evaluate Employee Contributions

Rather than evaluate individual employee’s performance against a specific job assignment, leaders must view it in the context of their contribution to the entire organization. In this regard, leaders demonstrate to employees in a very real way that their ideas, insights and personal contributions are both valued and needed if the organization is to succeed.

As empowerment deepens in the organizational environment, a synergy develops within each unit that leads to organizational cohesiveness. Once developed, leaders can easily evaluate how well the individual works and operates within this environment and whether they adapt to or fight the transition.

Provide Guidance for Growth

Rather than focus on past performance, leaders should use the counseling process to give their employees guidance in developing their individual capabilities. This is designed to provide individuals with a road toward increased competence, personal growth and satisfaction. The focus should be on future development and direction that contributes to increased overall levels of productivity required by the organization. In this context, employees understand what is expected of them as they contribute to the future success of the organization.

Increase Personal Involvement

In empowered organizations, the performance evaluation is not an “us against them” proposition, but a process where employees are involved in the improvement of their own performance. The ratings and conflict associated with traditional performance evaluations should be reduced if not eliminated as employees feel an increase in freedom and self-determination through meaningful involvement in their evaluation.

When the focus of the evaluation shifts to the performance of the organization and the employee’s contribution toward the accomplishment of mutual goals and objectives, it becomes clear to most what is needed to improve. This is different than focusing on the faults and problems associated with individual performance.

Individuals want to be part of something bigger, and will work harder toward the attainment of a mutual goal. This is clearly demonstrated when sports teams comprised of average players are able to win championships over more talented teams. The mutual goal of the organization brings out the best in each individual when he or she works with the team. Strong synergy and cohesiveness spurring individual performance on to greater heights is not just a sports phenomenon: it can take effect in any organization.

Related:

When Evaluating Performance Consider the Intangibles

Focusing Your Employees on Future Performance

Should Accountability Be a Primary Priority?

Excerpt: Strengthening Leadership Performance: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 18.95 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 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

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