Leaders to Leader

Lessons from the Great American Leaders & How They Apply Now

Posts Tagged ‘premises

Seven Components of Critical Thinking

with 2 comments

leaderinchair

Critical thinking is a powerful process if understood and applied effectively. When developing critical thinking skills, it is important to understand more about the activity and process that comprises it. Once understood, fears about actively applying critical thinking skills will likely dissipate. Critical thinking is able to translate the thinking process into clear, persuasive, truthful language, which is carefully and logically crafted. At the same time it is able to convert perceptions and reactions into concepts, ideas, assumptions, suppositions, inferences, hypotheses, questions, beliefs, premises and logical arguments.

There are many misconceptions about critical thinking that tend to hinder individuals from continually working to develop it. Unfortunately many assume the process is too difficult and remain unenlightened as to how the process can help them not only in their work environments, but in their own personal lives as well.

Four roadblocks often create negative feelings about getting more involved in the critical thinking process:

  • It is more of a negative process, since it tends to tear down ideas and inserts nothing in their place. In actuality, it is a positive process that is able to put things in a more realistic perspective.
  • It will lead to the inability to make commitments to people or ideas. In actuality, commitments become informed ones.
  • It seems to involve traumatic change since one is expected to continually abandon old assumptions. In actuality, some beliefs stay the same individuals simply become more informed.
  • It is detached, unemotional and cold. In actuality, it is highly poignant and liberating, since individuals tend to be free of their past assumptions and the anxiety of self-scrutiny.

Critical Thinking Encompasses Specific Elements

Every process or method is made of essential components, and critical thinking is no different. These components provide a structure to the process, which if incorporated, makes persuasive, truthful and supportive verbal communication possible to highly influence others’ points of view and message acceptance. The major components in critical thinking include: perception, assumptions, emotion, language, argument, fallacy, logic, and problem solving.

Perception

Perception is considered to be the manner in which individuals receive, interpret and translate experiences. How individuals perceive things works to define how they think. Perception tends to provide individuals a significant filtering system.

Assumptions

Assumptions are central to critical thinking. They tend to be implied, where individuals are not always conscious of them. Assumptions are not always bad and often rest on the notion that some ideas are obvious. They tend to make individuals comfortable with their present beliefs, shutting out any alternatives.

Emotion

Trying to leave emotion out of almost anything is impossible as it is part of everything people do and think. Emotions are the number one cause of creating and putting into place thinking and operating barriers, which are continually used as a defense mechanism. Critical thinkers do not ignore or deny emotions but learn to accept and manage them.

Language

Thinking can’t be separated from language since both tend to have three primary purposes: to inform, persuade and explain. Language denotes (designates meanings) and connotes (implies or suggests something), and relies heavily on the use of metaphors. Metaphors are powerful language tools, which are able to influence how individuals think and problem solve. These figures of speech give great color and depth to one’s language. Metaphors can be short phrases, stories, or even poetic renditions and is a verbal message that listeners can easily interpret and visualize.

Argument

An argument is a claim, which is used to persuade that something is (or is not) true, or should (or should not) be done. An argument contains three basic elements: an issue, one or more reasons or premises, and one or more conclusions. An argument can be either valid or invalid based on its structure and only premises & conclusions are reached, which are either true or false.

The goal of critical thinking is to implement a sound argument, which has both a valid or proper structure and contains true premises. This is where using logic makes all the difference.

Fallacy

Reasoning that doesn’t meet the criteria for being a sound argument is considered erroneous, or fallacious. A fallacy comes from incorrect patterns of reasoning. However, it does not always mean that the conclusion is false, but it does underscore the fact that the reasoning used to support it is not: valid, based on true premises, or complete and does not include all necessary relevant information.

Logic

Logic incorporates two methods or types of reasoning: deductive and inductive. Deductive reasoning relies on facts, certainty, syllogisms, validity, truth of premises sound arguments and supported conclusions. Inductive reasoning relies on diverse facts, probability, generalizations, hypotheses, analogies and inductive strength.

Problem Solving Through Logic

A logic problem is like any problem. It requires:

  • Understanding the problem. In other words, listen, read & take heed.
  • Identifying all of the “unknowns” as well as the “knowns.”
  • Interpreting relationships between them (visual aids can help).
  • Generating a strategy from steps two and three.
  • Applying the strategy and solving the problem.
  • Repeating the process if it is necessary.

Excerpt: Developing Critical Thinking Skills: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, Stevens Point, WI 2011) $ 19.95 USD

Related:

The Six Phases of Critical Thinking

Decision-Making Begins When an Action Needs to Be Taken

Correctly Framing Problems Pinpoints the Right Solution

Leaders Need to Focus on Questions Rather Than Offering Answers

Six Critical Issues To Consider When Solving Problems

For Additional Information the Author Recommends the Following Books:

Conflict Resolution: Pinpoint Management Skill Development Series

Intelligent Decision Making: Pinpoint Management Skill Development Training Series

Planning to Maximize Performance: Pinpoint Leadership Skill Development Training Series

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

When the Process of Change Spins Out of Control

with 4 comments

headinhands

The process of organizational change is complex. A number of associated factors have the ability to impact the organization’s overall ability to successfully evolve. Improper development, management and monitoring can result in the change process spinning out of control and creating chaos. In the center of this storm, it is the leader who must then wrestle control of events and restore order.

As individuals are making the shift from a management to leadership style, the entire workplace is being buffeted by change. The leader is no longer controlling the employee’s actions, but guiding and directing them through involvement and empowerment. Properly executed, this should be a smooth transition. However, ill-conceived plans implemented by poorly prepared leaders and employees can turn the entire process into chaos.

Most organizational changes do not transpire quickly. Typically, organizations and leaders both evolve together as they transition from one style of management to the other. Leaders grow through the persistent application of leadership ideas and concepts and development of their skills. The process is without an ending point, and continually moves forward over time.

Leaders who find themselves in the midst of a process that has swirled out of control must not be swept away by the tide of events and circumstances. If they are, they will give up the ability to remain detached and view what is happening objectively. This can be challenging because they must regain control while dealing with the daily demands and pressures of the job. Because of this they must understand that they are staring down a complex and often daunting task. For the leader in these circumstances, the first step is to retain or regain emotional control and then proceed dispassionately.

Identify Causes

It is simplistic to think a single cause of a complex problem can be identified. Most problems are caused by ever-widening and overlapping circles of circumstances and events. What appears to be an obvious and clear-cut cause is often only symptomatic of a much deeper problem. When events appear chaotic, the problem can lie in more than one area and each has to be addressed in turn.

Leader’s Role

While real introspection is often painful, a leader has to identify any possible personal contributions to the problem. Chaotic events often occur for reasons directly stemming from the leader. In certain instances the leadership role was thrust upon an individual lacking the aptitude and confidence to fulfill it. Once in the position, they fail to lead and are unable to manage due to the organizational change, and consequently leave a vacuum that is filled by disorder.

In other instances, the leader may be new and inexperienced and is attempting to accomplish overly ambitious goals and objectives. Rather than evolve, they are pushing change too fast or expecting too much of their employees.

Employee’s Role

When the process seems to be collapsing, the employee’s role must also be examined. In certain instances employees did not receive adequate training to fulfill the roles expected of them. In other cases too much is expected of employees too quickly. They are immediately overwhelmed and unable to deal with the circumstances.

A lack of employee involvement and empowerment in the process can cause major setbacks. Their lack of input and feedback did not foster the ownership of ideas and participation. Consequently, they perceived too high a personal risk, which created resistance. Since their involvement is essential, this created a void that was quickly filled with chaos.

The Plan’s Role

Consideration must be given to whether the plan underlying the process itself may be flawed. This can happen for a variety of reasons brought about by both the leader and employee’s participation (or lack thereof) in its development. Motivation, beliefs, resistance and lack of skills and/or experience can give rise to a poorly conceived plan. Typically, such problems associated with either leadership’s or employees’ role in the process will impact the overall plan.

Timing and Timetable

Ill-conceived timing and timetables can wreak havoc. Inexperienced leaders might not be aware of the impact of certain change implementation dates on the organization. Additionally, attempts to accomplish too much too fast can overwhelm the entire organization.

The Organization’s Role

In certain instances, management can undermine their own efforts by micromanaging the process and issuing counterproductive dictates and mandates. In other circumstances, employees might not trust the motives of the company due to past experiences and existing policies.

Lack of management and financial support of the process undermines employees’ ability to accomplish their goals and objectives. Without proper support, leaders’ efforts will be severely hampered.

Question the Premises

Leaders must question the rationale and premise for the process of change. Based on their current experience, they must revisit the assumptions, facts, data and other key factors identified at the beginning of the process. They must determine if the logic and thinking behind the process is still valid in light of their experiences.

Determine Solution

Once the causes have been isolated, leaders are often forced to begin the entire change process again. However, now they have identified the sources of the problem and have learned from the experiences of past failures. With this base of knowledge and expertise, they should be able to streamline the process and eliminate many of the bottlenecks. However, if they have not addressed the causes honestly and objectively, many of the same problems will recur.

Implement Plan

Once control has been regained, implementation of the process should proceed more cautiously, assuring that a solid foundation for change is established and that each step is successfully and competently achieved before moving ahead with the next.

Astute leaders should enlist the assistance of key influencers within their employee pool. These are the natural leaders who have the ability to persuade others and enlist their support. If these individuals are sold on the idea of change and understand that the benefits more than offset the risks associated with change, they will be able to convince others within their ranks of the same—and make the leader’s job much easier.

The leader should also ensure his or her employees have been properly trained in the necessary skills to do the job. Once they have achieved this level, they should be involved and empowered to participate and control the process from within their organizational unit.

Excerpt: Dealing with the Challenges of Leadership: The Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

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

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

Managing Change: The Transition From Chaos to Order

with 6 comments

manwithproblememployee

The process of organizational change is complex. A number of associated factors have the ability to impact the organization’s overall ability to successfully evolve. Improper development, management and monitoring can result in the change process spinning out of control and creating chaos. In the center of this storm, it is the leader who must then wrestle control of events and restore order.

As individuals are making the shift from a management to leadership style, the entire workplace is being buffeted by change. The leader is no longer controlling the employee’s actions, but guiding and directing them through involvement and empowerment. Properly executed, this should be a smooth transition. However, ill-conceived plans implemented by poorly prepared leaders and employees can turn the entire process into chaos.

Most organizational changes do not transpire quickly. Typically, organizations and leaders both evolve together as they transition from one style of management to the other. Leaders grow through the persistent application of leadership ideas and concepts and development of their skills. The process is without an ending point, and continually moves forward over time.

Leaders who find themselves in the midst of a process that has swirled out of control must not be swept away by the tide of events and circumstances. If they are, they will give up the ability to remain detached and view what is happening objectively.

This can be challenging because they must regain control while dealing with the daily demands and pressures of the job. Because of this they must understand that they are staring down a complex and often daunting task. For the leader in these circumstances, the first step is to retain or regain emotional control and then proceed dispassionately.

Identify Causes

It is simplistic to think a single cause of a complex problem can be identified. Most problems are caused by ever-widening and overlapping circles of circumstances and events. What appears to be an obvious and clear-cut cause is often only symptomatic of a much deeper problem. When events appear chaotic, the problem can lie in more than one area and each has to be addressed in turn.

Leader’s Role

While real introspection is often painful, a leader has to identify any possible personal contributions to the problem. Chaotic events often occur for reasons directly stemming from the leader.

In certain instances the leadership role was thrust upon an individual lacking the aptitude and confidence to fulfill it. Once in the position, they fail to lead and are unable to manage due to the organizational change, and consequently leave a vacuum that is filled by disorder.

In other instances, the leader may be new and inexperienced and is attempting to accomplish overly ambitious goals and objectives. Rather than evolve, they are pushing change too fast or expecting too much of their employees.

Employee’s Role

When the process seems to be collapsing, the employee’s role must also be examined. In certain instances employees did not receive adequate training to fulfill the roles expected of them. In other cases too much is expected of employees too quickly. They are immediately overwhelmed and unable to deal with the circumstances.

A lack of employee involvement and empowerment in the process can cause major setbacks. Their lack of input and feedback did not foster the ownership of ideas and participation. Consequently, they perceived too high a personal risk, which created resistance. Since their involvement is essential, this created a void that was quickly filled with chaos.

The Plan’s Role

Consideration must be given to whether the plan underlying the process itself may be flawed. This can happen for a variety of reasons brought about by both the leader and employee’s participation (or lack thereof) in its development.

Motivation, beliefs, resistance and lack of skills and/or experience can give rise to a poorly conceived plan. Typically, such problems associated with either leadership’s or employees’ role in the process will impact the overall plan.

Timing and Timetable

Ill-conceived timing and timetables can wreak havoc. Inexperienced leaders might not be aware of the impact of certain change implementation dates on the organization. Additionally, attempts to accomplish too much too fast can overwhelm the entire organization.

The Organization’s Role

In certain instances, management can undermine their own efforts by micromanaging the process and issuing counterproductive dictates and mandates. In other circumstances, employees might not trust the motives of the company due to past experiences and existing policies.

Lack of management and financial support of the process undermines employees’ ability to accomplish their goals and objectives. Without proper support, leaders’ efforts will be severely hampered.

Question the Premises

Leaders must question the rationale and premise for the process of change. Based on their current experience, they must revisit the assumptions, facts, data and other key factors identified at the beginning of the process. They must determine if the logic and thinking behind the process is still valid in light of their experiences.

Determine Solution

Once the causes have been isolated, leaders are often forced to begin the entire change process again. However, now they have identified the sources of the problem and have learned from the experiences of past failures.

With this base of knowledge and expertise, they should be able to streamline the process and eliminate many of the bottlenecks. However, if they have not addressed the causes honestly and objectively, many of the same problems will recur.

Implement Plan

Once control has been regained, implementation of the process should proceed more cautiously, assuring that a solid foundation for change is established and that each step is successfully and competently achieved before moving ahead with the next.

Astute leaders should enlist the assistance of key influencers within their employee pool. These are the natural leaders who have the ability to persuade others and enlist their support. If these individuals are sold on the idea of change and understand that the benefits more than offset the risks associated with change, they will be able to convince others within their ranks of the same—and make the leader’s job much easier.

The leader should also ensure his or her employees have been properly trained in the necessary skills to do the job. Once they have achieved this level, they should be involved and empowered to participate and control the process from within their organizational unit.

Related:

Dealing With the Challenges of Change

Do Institutionalized Management Practices Create Formidable Obstacles to Change?

Anticipating and Handling Employee Fears of Change

Excerpt: Dealing with the Challenges of Leadership: The Pinpoint Leadership Skill Development Training Series (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

Seven Components of Critical Thinking

with 8 comments

Critical thinking is a powerful process if understood and applied effectively. When developing critical thinking skills, it is important to understand more about the activity and process that comprises it. Once understood, fears about actively applying critical thinking skills will likely dissipate. Critical thinking is able to translate the thinking process into clear, persuasive, truthful language, which is carefully and logically crafted. At the same time it is able to convert perceptions and reactions into concepts, ideas, assumptions, suppositions, inferences, hypotheses, questions, beliefs, premises and logical arguments.

There are many misconceptions about critical thinking that tend to hinder individuals from continually working to develop it. Unfortunately many assume the process is too difficult and remain unenlightened as to how the process can help them not only in their work environments, but in their own personal lives as well.

Four roadblocks often create negative feelings about getting more involved in the critical thinking process:

  • It is more of a negative process, since it tends to tear down ideas and inserts nothing in their place. In actuality, it is a positive process that is able to put things in a more realistic perspective.
  • It will lead to the inability to make commitments to people or ideas. In actuality, commitments become informed ones.
  • It seems to involve traumatic change since one is expected to continually abandon old assumptions. In actuality, some beliefs stay the same individuals simply become more informed.
  • It is detached, unemotional and cold. In actuality, it is highly poignant and liberating, since individuals tend to be free of their past assumptions and the anxiety of self-scrutiny.

Critical Thinking Encompasses Specific Elements

Every process or method is made of essential components, and critical thinking is no different. These components provide a structure to the process, which if incorporated, makes persuasive, truthful and supportive verbal communication possible to highly influence others’ points of view and message acceptance. The major components in critical thinking include: perception, assumptions, emotion, language, argument, fallacy, logic, and problem solving.

Perception

Perception is considered to be the manner in which individuals receive, interpret and translate experiences. How individuals perceive things works to define how they think. Perception tends to provide individuals a significant filtering system.

Assumptions

Assumptions are central to critical thinking. They tend to be implied, where individuals are not always conscious of them. Assumptions are not always bad and often rest on the notion that some ideas are obvious. They tend to make individuals comfortable with their present beliefs, shutting out any alternatives.

Emotion

Trying to leave emotion out of almost anything is impossible as it is part of everything people do and think. Emotions are the number one cause of creating and putting into place thinking and operating barriers, which are continually used as a defense mechanism. Critical thinkers do not ignore or deny emotions but learn to accept and manage them.

Language

Thinking can’t be separated from language since both tend to have three primary purposes: to inform, persuade and explain. Language denotes (designates meanings) and connotes (implies or suggests something), and relies heavily on the use of metaphors. Metaphors are powerful language tools, which are able to influence how individuals think and problem solve. These figures of speech give great color and depth to one’s language. Metaphors can be short phrases, stories, or even poetic renditions and is a verbal message that listeners can easily interpret and visualize.

Argument

An argument is a claim, which is used to persuade that something is (or is not) true, or should (or should not) be done. An argument contains three basic elements: an issue, one or more reasons or premises, and one or more conclusions. An argument can be either valid or invalid based on its structure and only premises & conclusions are reached, which are either true or false.

The goal of critical thinking is to implement a sound argument, which has both a valid or proper structure and contains true premises. This is where using logic makes all the difference.

Fallacy

Reasoning that doesn’t meet the criteria for being a sound argument is considered erroneous, or fallacious. A fallacy comes from incorrect patterns of reasoning. However, it does not always mean that the conclusion is false, but it does underscore the fact that the reasoning used to support it is not: valid, based on true premises, or complete and does not include all necessary relevant information.

Logic

Logic incorporates two methods or types of reasoning: deductive and inductive. Deductive reasoning relies on facts, certainty, syllogisms, validity, truth of premises sound arguments and supported conclusions. Inductive reasoning relies on diverse facts, probability, generalizations, hypotheses, analogies and inductive strength.

Problem Solving Through Logic

A logic problem is like any problem. It requires:

  • Understanding the problem. In other words, listen, read & take heed.
  • Identifying all of the “unknowns” as well as the “knowns.”
  • Interpreting relationships between them (visual aids can help).
  • Generating a strategy from steps two and three.
  • Applying the strategy and solving the problem.
  • Repeating the process if it is necessary.

Excerpt: Developing Critical Thinking Skills: Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 19.95 USD

If you would like to learn more about developing effective critical thinking techniques, refer to Developing Critical Thinking Skills: 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

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

When the Process of Change Spins Out of Control

with 4 comments

The process of organizational change is complex. A number of associated factors have the ability to impact the organization’s overall ability to successfully evolve. Improper development, management and monitoring can result in the change process spinning out of control and creating chaos. In the center of this storm, it is the leader who must then wrestle control of events and restore order.

As individuals are making the shift from a management to leadership style, the entire workplace is being buffeted by change. The leader is no longer controlling the employee’s actions, but guiding and directing them through involvement and empowerment. Properly executed, this should be a smooth transition. However, ill-conceived plans implemented by poorly prepared leaders and employees can turn the entire process into chaos.

Most organizational changes do not transpire quickly. Typically, organizations and leaders both evolve together as they transition from one style of management to the other. Leaders grow through the persistent application of leadership ideas and concepts and development of their skills. The process is without an ending point, and continually moves forward over time.

Leaders who find themselves in the midst of a process that has swirled out of control must not be swept away by the tide of events and circumstances. If they are, they will give up the ability to remain detached and view what is happening objectively. This can be challenging because they must regain control while dealing with the daily demands and pressures of the job. Because of this they must understand that they are staring down a complex and often daunting task. For the leader in these circumstances, the first step is to retain or regain emotional control and then proceed dispassionately.

Identify Causes

It is simplistic to think a single cause of a complex problem can be identified. Most problems are caused by ever-widening and overlapping circles of circumstances and events. What appears to be an obvious and clear-cut cause is often only symptomatic of a much deeper problem. When events appear chaotic, the problem can lie in more than one area and each has to be addressed in turn.

Leader’s Role

While real introspection is often painful, a leader has to identify any possible personal contributions to the problem. Chaotic events often occur for reasons directly stemming from the leader. In certain instances the leadership role was thrust upon an individual lacking the aptitude and confidence to fulfill it. Once in the position, they fail to lead and are unable to manage due to the organizational change, and consequently leave a vacuum that is filled by disorder.

In other instances, the leader may be new and inexperienced and is attempting to accomplish overly ambitious goals and objectives. Rather than evolve, they are pushing change too fast or expecting too much of their employees.

Employee’s Role

When the process seems to be collapsing, the employee’s role must also be examined. In certain instances employees did not receive adequate training to fulfill the roles expected of them. In other cases too much is expected of employees too quickly. They are immediately overwhelmed and unable to deal with the circumstances.

A lack of employee involvement and empowerment in the process can cause major setbacks. Their lack of input and feedback did not foster the ownership of ideas and participation. Consequently, they perceived too high a personal risk, which created resistance. Since their involvement is essential, this created a void that was quickly filled with chaos.

The Plan’s Role

Consideration must be given to whether the plan underlying the process itself may be flawed. This can happen for a variety of reasons brought about by both the leader and employee’s participation (or lack thereof) in its development. Motivation, beliefs, resistance and lack of skills and/or experience can give rise to a poorly conceived plan. Typically, such problems associated with either leadership’s or employees’ role in the process will impact the overall plan.

Timing and Timetable

Ill-conceived timing and timetables can wreak havoc. Inexperienced leaders might not be aware of the impact of certain change implementation dates on the organization. Additionally, attempts to accomplish too much too fast can overwhelm the entire organization.

The Organization’s Role

In certain instances, management can undermine their own efforts by micromanaging the process and issuing counterproductive dictates and mandates. In other circumstances, employees might not trust the motives of the company due to past experiences and existing policies.

Lack of management and financial support of the process undermines employees’ ability to accomplish their goals and objectives. Without proper support, leaders’ efforts will be severely hampered.

Question the Premises

Leaders must question the rationale and premise for the process of change. Based on their current experience, they must revisit the assumptions, facts, data and other key factors identified at the beginning of the process. They must determine if the logic and thinking behind the process is still valid in light of their experiences.

Determine Solution

Once the causes have been isolated, leaders are often forced to begin the entire change process again. However, now they have identified the sources of the problem and have learned from the experiences of past failures. With this base of knowledge and expertise, they should be able to streamline the process and eliminate many of the bottlenecks. However, if they have not addressed the causes honestly and objectively, many of the same problems will recur.

Implement Plan

Once control has been regained, implementation of the process should proceed more cautiously, assuring that a solid foundation for change is established and that each step is successfully and competently achieved before moving ahead with the next.

Astute leaders should enlist the assistance of key influencers within their employee pool. These are the natural leaders who have the ability to persuade others and enlist their support. If these individuals are sold on the idea of change and understand that the benefits more than offset the risks associated with change, they will be able to convince others within their ranks of the same—and make the leader’s job much easier.

The leader should also ensure his or her employees have been properly trained in the necessary skills to do the job. Once they have achieved this level, they should be involved and empowered to participate and control the process from within their organizational unit.

Excerpt: Dealing with the Challenges of Leadership: The Pinpoint Leadership Skill Development Training Series (Majorium Business Press, 2011) $ 16.95 USD

If you would like to learn more about overcoming the challenges facing you as a leader, refer to Dealing with the Challenges of Leadership: The 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.

Copyright © 2011 Timothy F. Bednarz, All Rights Reserved

%d bloggers like this: