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Lessons from the Great American Leaders & How They Apply Now

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Do Institutionalized Management Practices Create Formidable Obstacles to Change?

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fearfulman

Every organization must adapt to change whether they like it or not. Customers, competition and technology compel organizations to adjust. The success and speed of change is dependent upon several key factors that are closely associated with leadership.

However, institutionalized management practices and structures can create formidable obstacles to internal change and can prevent organizations from taking advantage of short windows of opportunity. These obstacles present a challenge to all managers.

In most organizations individuals are taught to manage not by leading but by controlling and directing. Within these organizational cultures, this style of management is often equated with leadership. This key fallacy often prevents organizations from effecting change and taking advantage of afforded opportunities.

Management is a precise set of processes that keeps a complicated system of people, resources and technology running smoothly and, hopefully, without problems. These processes include functions such as planning, budgeting, organizing and controlling. Yet management as leadership goes well beyond these activities to include the set of processes that initially creates an organization and allows it to adapt to a variety of changing circumstances.

It is important for managers to understand the difference between the two processes. Leadership is what defines the future for the organization, aligns people with a vision and motivates them to carry on despite the obstacles. Transforming an organization in the face of change requires a majority of leadership skills and a minority of controlling and directing skills. While management in the traditional sense was required to build and staff the large corporate organizations of the past, leadership is what is required to transform them in the face of change for the future.

The key factors of change within any organization are all leadership-based. In the past, management was essential to internally build and maintain large organizations and bureaucracies. While such management is still important, organizations faced with rapidly changing technologies, markets and competition must focus their efforts externally to effectively handle change and take advantage of the subsequent opportunities. This external focus is part of leadership.

The reasons behind this strategy are self-evident. Internally-focused managers and employees tend to be myopic in their thinking, which makes it difficult for them to identify the external forces presenting both threats and opportunities to the organization. Insular thinking is designed to protect internal bureaucracies and political power bases; thus, it denies the existence of the forces of change that are buffeting the organization.

Since they disregard the forces of change, these managers are highly resistant to alterations and build walls within the organization. These barriers are difficult for managers as leaders to overcome. Before they can emerge to challenge these internal barriers, they must understand how the key factors of leadership compare with the traditional management structure, and how the two vary in style and approach to change. While controlling and directing management can support leadership in the accomplishment of goals and objectives, most organizational cultures have traditional managers dictating what managers as leaders should and can do; this is the opposite of what should be happening. The following comparisons are where many of the directing/leading conflicts occur with traditional management imposing its principles and constraints upon leadership.

Planning and Budgeting vs. Establishing Direction

The role of management in the traditional sense is to establish detailed steps and schedules that direct the organization toward the accomplishment of its goals and objectives. Individuals and organizational resources are allotted according to need and assigned to specific tasks.

The role of management as leadership is to develop and define an organizational vision for the future. Managers initiate strategies to produce the necessary changes required to achieve their vision.

The conflict in traditional manager-run organizations is that they wish to have managers who lead work within the constraints of the established plans and budgets, which limits their ability to act and effect overall change. Rather, planning and budgeting should be used to support the manager’s goals and vision to implement necessary organizational change. This presents a challenge for managers as leaders: they must effect internal change before they can achieve external change.

Organizing and Staffing vs. Aligning People

The conflict between organizing and staffing on the one hand, and aligning people on the other, is an argument of form over function. Many entrenched managers have institutionalized a number of management functions, which creates highly structured programs that help the organization to achieve its institutionalized goals and objectives. Employees and resources of the organization are controlled and directed through these goals related to policies, procedures, methods and systems.

While managers as leaders understand the validity of a management structure and a need for it to support a leader’s vision, goals and objectives, they are primarily guided by the principles of aligning people to their vision. Managers who lead accomplish their goals by communicating direction, via words and deeds, to everyone whose cooperation is needed for the creation of teams and coalitions that understand the vision and accept its validity.

Once teams and coalitions are internally established, managers understand the need for the functions of organizing and staffing that support these efforts, but are not constrained by them.

Controlling and Problem Solving vs. Motivating and Inspiring

The use of control methods and techniques is management’s way to monitor results and identify deviations from the plan. Problem solving techniques are instituted to use the organizational resources that resolve the problem.

The manager who leads will use these methods and techniques only after motivating and inspiring people to overcome the major internal and external barriers to change. A key difference is that controllers and directors use methods to implement solutions while leaders motivate people to change.

Predictability and Order vs. Change and Opportunity

The fundamental difference between controlling and leading management is in the final results.

Controlling management focuses on the short-term results that are expected by various stakeholders in the organization, such as meeting budgets and quotas and producing an adequate return on investment. Their focus is on predictability and order, which inhibits organizational adaptation and transformation to meet the forces of change.

Management as leadership aims to drive the organization through change vis-à-vis their vision. While this focus may alter the organization’s short-term goals, it has the potential to produce extremely useful change by taking advantage of emerging opportunities and transforming the organization in a positive manner. The results of this endeavor can produce new products, services, approaches and methods that positively impact the organization in the long-term.

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

Related:

How Well Do You Set the Tone?

What Does Luck Have to Do With It?

Anticipating and Handling Employee Fears of Change

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

Well-Run Meetings Deliver Tangible Benefits

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Most employees consider meetings boring, demoralizing and pointless; research has demonstrated that they are often in fact correct in this assessment. However, this perception is a reflection of the time and effort managers choose to invest in getting the most out of their meetings. Interesting, exciting and motivational meetings need not be costly, but do require devoted time and effort.

Managers often plan and prepare poorly for many meetings, and to predictable effect. They can fall short because they either don’t know how or don’t have the time to prepare an effective, well-run meeting. Some managers may further hold too many meetings. In many cases, managers are aware that quality meetings are expected by the company, but don’t understand the purpose and objectives.

A well-run meeting takes planning and forethought as to what should be accomplished in terms of specific desired results and outcomes. With companies continuing to slash or freeze budgets, managers must ensure that they are able to reach specific goals and objectives to maximize the return on their meeting investment.

A well-run meeting should provide a team and its individual members with tangible benefits not easily derived from other venues. These benefits include:

Focus

A well-run business meeting should be built around a theme that not only sets expectations for the discussion, but also indicates the tone and goals of the team for the entire year. The focus should be on something concrete that employees should think, feel and believe. As a gimmicky, entertaining theme will create little if any progress toward real objectives, the meeting should be a clear call to employees to pursue a specific goal through concerted and ongoing action.

Excitement and Motivation

In order to produce excitement in the team, well-run meetings should provide sufficient information regarding the company’s initiatives and programs for an upcoming period. The unveiling and demonstrating of new products and/or directions for the company can also be highly motivating. In any regard, employees should be excited about the possibilities presented to them. This excitement, together with public and peer recognition for accomplishments, will better motivate the team to get back into their jobs.

Insight

Well-run meetings should provide employees with additional perspective into the philosophy of the company, along with new directions, concepts and ideas that they can apply directly to their jobs.

The assembly and interaction of employees allows each to gain new ideas and insights into what is working in other departments, divisions and/or regions.

Knowledge and Expertise

Employees should leave meetings with further knowledge and expertise. This should include new company, customer, product and/or competitive knowledge. The purpose should be to impart this knowledge and information to the team and to provide opportunities for developing expertise within the confines of the meeting. These actions can also be taken in training sessions, group settings and workshops.

Enhanced Relationships

Meetings should provide employees and managers with the opportunity to build and enhance relationships with one another during substantive presentations. Many meetings include the presence of key support personnel, with employees given the opportunity to meet and interact with these individuals. During future contacts with these support people, relationships are strengthened to the point that employees can be more effective in dealing with one another and delivering service to customers.

Enhanced Communication

Effective and well-run meetings enhance communication on all levels. Subject matter is presented, and the presenter is available to answer questions and discuss issues with participants. Additionally, employees and managers have the ability to interact with each other in a more relaxed environment. Employees can communicate more openly and candidly than might be possible in other work settings.

Increased Results

The bottom line for any meeting is to enhance the employee’s knowledge and productivity. An increase in individual performance should be seen once employees return to their jobs. Managers will need to continually reinforce and coach individuals to ensure such increases are sustained and continue to grow over time.

Related:

Do These Four Common Pitfalls Undermine Your Meeting’s Effectiveness?

16 Ways to Motivate Employees and to Celebrate Their Successes

Focusing Your Employees on Future Performance

Building Employee Support Requires Interactive Leadership

Excerpt: Effective Meetings: 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 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.

February 7, 2013 at 11:06 am

Do Institutionalized Management Practices Create Formidable Obstacles to Change?

with 3 comments

Every organization must adapt to change whether they like it or not. Customers, competition and technology compel organizations to adjust. The success and speed of change is dependent upon several key factors that are closely associated with leadership.

However, institutionalized management practices and structures can create formidable obstacles to internal change and can prevent organizations from taking advantage of short windows of opportunity. These obstacles present a challenge to all managers.

In most organizations individuals are taught to manage not by leading but by controlling and directing. Within these organizational cultures, this style of management is often equated with leadership. This key fallacy often prevents organizations from effecting change and taking advantage of afforded opportunities.

Management is a precise set of processes that keeps a complicated system of people, resources and technology running smoothly and, hopefully, without problems. These processes include functions such as planning, budgeting, organizing and controlling. Yet management as leadership goes well beyond these activities to include the set of processes that initially creates an organization and allows it to adapt to a variety of changing circumstances.

It is important for managers to understand the difference between the two processes. Leadership is what defines the future for the organization, aligns people with a vision and motivates them to carry on despite the obstacles. Transforming an organization in the face of change requires a majority of leadership skills and a minority of controlling and directing skills. While management in the traditional sense was required to build and staff the large corporate organizations of the past, leadership is what is required to transform them in the face of change for the future.

The key factors of change within any organization are all leadership-based. In the past, management was essential to internally build and maintain large organizations and bureaucracies. While such management is still important, organizations faced with rapidly changing technologies, markets and competition must focus their efforts externally to effectively handle change and take advantage of the subsequent opportunities. This external focus is part of leadership.

The reasons behind this strategy are self-evident. Internally-focused managers and employees tend to be myopic in their thinking, which makes it difficult for them to identify the external forces presenting both threats and opportunities to the organization. Insular thinking is designed to protect internal bureaucracies and political power bases; thus, it denies the existence of the forces of change that are buffeting the organization.

Since they disregard the forces of change, these managers are highly resistant to alterations and build walls within the organization. These barriers are difficult for managers as leaders to overcome. Before they can emerge to challenge these internal barriers, they must understand how the key factors of leadership compare with the traditional management structure, and how the two vary in style and approach to change. While controlling and directing management can support leadership in the accomplishment of goals and objectives, most organizational cultures have traditional managers dictating what managers as leaders should and can do; this is the opposite of what should be happening. The following comparisons are where many of the directing/leading conflicts occur with traditional management imposing its principles and constraints upon leadership.

Related: How Well Do You Set the Tone?

Planning and Budgeting vs. Establishing Direction

The role of management in the traditional sense is to establish detailed steps and schedules that direct the organization toward the accomplishment of its goals and objectives. Individuals and organizational resources are allotted according to need and assigned to specific tasks.

The role of management as leadership is to develop and define an organizational vision for the future. Managers initiate strategies to produce the necessary changes required to achieve their vision.

The conflict in traditional manager-run organizations is that they wish to have managers who lead work within the constraints of the established plans and budgets, which limits their ability to act and effect overall change. Rather, planning and budgeting should be used to support the manager’s goals and vision to implement necessary organizational change. This presents a challenge for managers as leaders: they must effect internal change before they can achieve external change.

Organizing and Staffing vs. Aligning People

The conflict between organizing and staffing on the one hand, and aligning people on the other, is an argument of form over function. Many entrenched managers have institutionalized a number of management functions, which creates highly structured programs that help the organization to achieve its institutionalized goals and objectives. Employees and resources of the organization are controlled and directed through these goals related to policies, procedures, methods and systems.

While managers as leaders understand the validity of a management structure and a need for it to support a leader’s vision, goals and objectives, they are primarily guided by the principles of aligning people to their vision. Managers who lead accomplish their goals by communicating direction, via words and deeds, to everyone whose cooperation is needed for the creation of teams and coalitions that understand the vision and accept its validity.

Once teams and coalitions are internally established, managers understand the need for the functions of organizing and staffing that support these efforts, but are not constrained by them.

Related: Anticipating and Handling Employee Fears of Change

Controlling and Problem Solving vs. Motivating and Inspiring

The use of control methods and techniques is management’s way to monitor results and identify deviations from the plan. Problem solving techniques are instituted to use the organizational resources that resolve the problem.

The manager who leads will use these methods and techniques only after motivating and inspiring people to overcome the major internal and external barriers to change. A key difference is that controllers and directors use methods to implement solutions while leaders motivate people to change.

Related: What Does Luck Have to Do With It?

Predictability and Order vs. Change and Opportunity

The fundamental difference between controlling and leading management is in the final results.

Controlling management focuses on the short-term results that are expected by various stakeholders in the organization, such as meeting budgets and quotas and producing an adequate return on investment. Their focus is on predictability and order, which inhibits organizational adaptation and transformation to meet the forces of change.

Management as leadership aims to drive the organization through change vis-à-vis their vision. While this focus may alter the organization’s short-term goals, it has the potential to produce extremely useful change by taking advantage of emerging opportunities and transforming the organization in a positive manner. The results of this endeavor can produce new products, services, approaches and methods that positively impact the organization in the long-term.

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

If you are seeking proven expertise and best practices on facilitating change within the workplaceto train or educate your employees to solve problems and improve their performance in this area, refer to Improving Facilitating Change: Pinpoint Leadership 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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