CPR
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Vision Development
Leadership versus Management By Alan Nelson |
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The current fascination with leadership sometimes creates a dysfunctional approach to studying leaders. A big mistake is assuming that if a person is a leader, all of his or her activities constitute leading. Leaders are like anyone else who wears multiple hats. Sometimes a leader may be a manager, a teacher, a father or a follower. To observe leading, you need to know when a leader is actually leading. Some people try to teach leadership using Biblical stories about leaders, but these stories sometimes have nothing to do leading. The key is context. Solomon said there is a time for everything and everything is beautiful in its time Ecclesiastes 3). Effective leaders know when it's time to lead. If you lead when you should be managing, you'll be ineffective. If you manage when leading is needed, you'll be perceived as incompetent. Use these five questions to determine if you're dealing with a leadership situation: 1. Does it relate to team building, creating synergy or direction among staff? 2. Does it concern vision development and articulation? 3. Does it require your involvement or can someone else respond adequately? 4. Is it a proactive, strategic decision (vs. reactive maintenance)? 5. Does it deal with developing other leaders (recruiting, training, empowering)? Most people in leadership roles overestimate how much leading they actually do every day. As you go over your calendar, check off activities that involve one or more of these characteristics. If you can't check off very many items, you probably need to devote more time to leadership situations. The Author: Alan Nelson, Ed.D., is director of Southwest Center for Leadership and senior pastor of Scottsdale Family Church in Scottsdale, Ariz. Reprinted with permission from Life@Work Journal (www.lifeatwork.com) |
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Business Formulas
The Process-Centered Company |
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Management consultants seem to have a formula – or a catch phrase - for everything. A "process-centered organization" will tend to focus on the "why" and "how" of success. In contrast, a traditional organization will center upon "what" needs to be done. According to Dennis Pawley of Performance Learning, a retired manufacturing executive from Chrysler, workers in a process-centered company are trained to think differently. The worker at a traditional company says "I Do What I’m Told," or IDWIT for short. The worker at a process-centered company has the motto "The Customer Pays All Our Salaries," or TCPAOS for short. A formula for business success is: Individual Performance Capacity = (Ability + Willingness + Persistence – Interference) x Speed To increase productivity you must minimize interference and maximize ability, willingness and persistence. You must also encourage speedy results. What things interfere with the worker’s ability to do his job? And, what incentives develop and reward the worker’s ability, willingness, persistence and speed? A formula for developing a successful business plan is: (Dissatisfaction x Vision x Courage) > Resistance Cultivate dissatisfaction with the status quo, promote your vision for the future and have the courage to take the first steps. All these must be greater than resistance to change. Source: Jeffrey Ball, The Wall Street Journal 06/08/99 |
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