Leadership Tips > Bad Leadership Traits II

By M Rasing

Good leaders may also exhibit bad leadership traits every now and then. But if a leader consistently exhibit bad traits, then you better do something about it because the organization may suffer because of such a leader. Here are the bad leadership traits.

• Loves big strategies but no thought for implementation. It's good to dream. But you gotta wake up to implement and chase after those dreams!
• Too much focused on rules. No problem on rules but there are times that they have to be bent to accommodate a bigger good.
• Ruling with an iron hand. There is no armed rebellion in the workplace isn't there? Since there is none, there is really no need for ruling with an iron hand!
• Impulsiveness. A leader should think carefully before embarking on any project and say anything at all!
• Complicates conflicts instead of resolving them. A leader should learn how to manage conflicts and not inflame them.
• Unwillingness to learn. Given the present situation of the global economy and how the business setting changes continuously, learning is imperative.
• Reacting negatively to criticism. A leader should keep an open ear to criticism, whether good or bad. It might lead to something good if taken in the right way.
• Approves unethical business. This is a sure-fire guarantee that your organization will go the way of Enron. Beware of leaders who approve unethical business!

These bad leadership traits can be found all over the workplace. Avoid them. If you find any of these, then you better device some strategy on how to deal with them.
 

 

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Leadership Tips > Bad Leadership Traits I

By M Rasing

Good leaders may also exhibit bad leadership traits every now and then. But if a leader consistently exhibit bad traits, then you better do something about it because the organization may suffer because of such a leader. Here are the bad leadership traits.

• Too much love for self. A bad leader puts himself above others. In matters involving the organization, he would rather protect his own interests that that of the organization.-job-
• Poor communication. He assumes a lot and expects others to play by his rules. Yet, he rarely communicates his expectations, his goals and the things that he wants the organization to work on. Poor communication is the cause of numerous preventable conflicts. That is why this is a bad trait for a leader to have.
• Unwillingness to Take Risks. Whether in a business setting or in a non-profit situation, risks are inevitable. A leader who does not want to take risks is either deluded or living in an entirely closed shell!
• Indecisiveness. A bad leader wavers in his decisions. He decides one thing, then change it again. Then change it again soon after that. People can get easily confused because of this indecisiveness.
• Laissez Faire. This leader simply lets things happen as they happen. He does not want to participate in constructing the reality that would lead to benefit the organization.
• Poor Self Management. If you cannot manage yourself, how do you expect to manage a whole set of people who are working on different issues and tasks at the same time? Personal self management is a necessity for any good leader.
• Playing Favorites. Everything in an organization must be merit-based. Rewards and even punishments must be commensurate to output and performance. If a leader plays favorites, then he is compromising the long-term health of the organization.
• Lack of Accountability. When a leader just wants to do things his own way without regard of accountability, you have take note. This is the beginning of a lack of accountability which might lead to a leader going astray.
• Deceitful. If a leader starts telling stories to one person and then a different version of that story to another person, then deceit has taken hold of the leader. There is probably some kind of cover-up going on.
• Too passionate for power, wealth and prestige. Leaders are entitled to wealth, power and prestige. But if he passionate only for these things, then something has gone awry! He is no longer thinking right for his office and for the organization.

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Transformational Effectiveness Leadership Solution

By Doreen Mcgunagle

With the help of this type of leadership, considerable positive changes take place among the followers. The transformational leader boosts the morale, performance and motivation with various mechanisms, such as connecting the sense of identity and self of the followers with the mission and identity of the organization, inspiring the followers as a role model, challenging followers to take up the responsibility of their work, determining the strengths and weaknesses of the followers for aligning them with tasks according to their performance.

The elements that are provided by transformational leadership are individualized consideration, wherein the leader attends to each follower's needs and communicates with them individually; intellectual stimulation, wherein the leader encourages creativity and independence in the followers; inspirational motivation, wherein the leader creates an appealing and inspiring vision for the followers; and idealized influence, wherein the leader acts as a role model instilling highly ethical behavior, pride, respect and trust.

In transformational leadership, the leader chases success along with you while motivating your passion and energy towards the given task. A vision or so-called "dream" is created by the leader to encourage the followers to pursue their goals. The leader sets an example for his followers by acting appropriately to achieve the goals. He inspires his followers to sustain commitment and not drift away from their goals while creating a balance of attention between the progress and mental state of the followers.

The followers also become the product of transformation while the leader attempts to transform the organization. Transformational leadership is carried out with charisma that motivates positively with enthusiasm. The leader is basically concerned with the individual success of his followers.

Transformational leadership is another form of leadership, apart from charismatic leadership, that gathers their followers through style and personality. As it is used to move a group in a new direction, it was initially based as business leadership. Such leaders not only inspire but they also stimulate individuals to think differently, think out-of-the-box while their needs are taken care of by the leader. You need to be more energetic and enthusiastic as a transformational leader, in order to avoid people falling asleep while you preach. With good content and integrity, you can present change to your people while imparting inspiring speeches that may improve the communication gap between the follow and the leader.

Interaction is important as the transformational leader may apply ideas of the followers themselves while chasing a goal. Transformational leadership comes through awareness of what is good, bad or unimportant for enhancing the needs of the people with motivation. You can succeed as a transformational leader when you influence the idea, conviction, example and extraordinary ability to mobilize your followers to make things work accordingly.

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Emotions - Leadership Secret Weapon

By Patsi Krakoff, Psy. D.

"Leadership isn't something you do writing memos; you've got to appeal to people's emotions. They've got to buy in with their hearts and bellies, not just their minds." ~ Lou Gerstner, IBM's former CEO

Emotions are critical to business success because they drive behaviors. Companies that achieve an emotional buy-in from consumers and employees will have a competitive advantage in a world of increasing commoditization.

Business has a long tradition of ignoring emotions in favor of rationality. But a growing body of scientific evidence reveals that subconscious feelings drive decisions, up to 95% of which are made through the brain's emotion centers and only then filtered into its cognitive parts.

Psychologists, neuroscientists and behavioral economists now agree that leaders who fail to understand how emotions drive actions will ultimately fail.

Emotionally astute leaders leverage feelings to gain employee commitment, engagement and performance, according to Dan Hill, CEO of Sensory Logic and author of Emotionomics: Leveraging Emotions for Business Success (Kogan Page, 2008). However, there are two barriers that create a trust gap between leaders and their staffs:

1. The financial chasm that results from large pay disparities
2. A disconnect between verbal and nonverbal communication

While there is an inherent desire to identify and bond with one's leader, people exercise caution before committing their careers and livelihoods to anyone. No one wants to commit to the wrong cause or person, thus the importance of leaders' honesty and authenticity.

Evolution gave us feeling before thinking. Leaders must quell fears before expecting employees to embrace the cold, hard facts. Facts are malleable, but our gut instincts are unyielding.

• The human side of business consumes most of a company's operating costs. Failure to be emotionally adept is counterproductive-perhaps even suicidal.
• Employees are the players who turn their CEO's dreams of progress from a nuts-and-bolts strategic plan into reality-an outcome that requires emotional commitment.

Emotions Matter: An Action Plan The following action steps can help you achieve your desired results:

1. Create faith in a "greater we" by establishing yourself as a leader who's a real person-not the heir apparent to a big title, office and salary.
2. Be more personable in your communications. Only then can you generate the emotional momentum necessary to push through change.
3. Communicate a vision that inspires pride. Negative feelings can undo a company during a period of change, and they're highly contagious. Become a student of nonverbal expressions and body language.
4. Meet with employees in person, and use face time to connect with them and solicit or accept advice. Greater familiarity leads to sound relationships.

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5 Tips for Hands-On Leadership

By SCORE

1. Be there. Entrepreneurs warn that a successful business can slip when an owner is not there at least part of every day, keeping in touch with how things are going.
2. Set an example for working hard. One wholesale bakery owner sometimes sleeps on the couch in his office so he can be there when the early shift comes in at 4 a.m.
3. Don’t confuse “hands-on” managing with micro-management. Set objectives and offer guidance, but don’t make employees do every little thing your way. Gauge what they do by the results.
4. Understand your business down to the last detail. The founder of a toy-store chain visits the stores and spends time doing each job (selling, clerking, etc.) and observing customers’ reactions.
5. Stay in touch with “stakeholders”—including customers, employees and suppliers.

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Leaders Must Be Willing To Take A Stand

By Richard Brody

In three decades of doing leadership training, I generally begin by asking individuals if they consider themselves potential leaders, and why. I generally ask them to help me identify, with them, what the necessities of a leader are, what qualities are needed, and what kind of expertise might be required.

At that preliminary stage, I generally hear all the cliches, rhetoric and platitudes that one would expect, as if the participants are merely trying to tell me what they think I want to hear. However, occasionally, someone will say that a leader is someone who takes on responsibilities, and does what is necessary to get something important accomplished, whether it is popular or not. Almost invariably, I realize that if that individual is being sincere and honest, and really means what he says, that he is someone with well above average leadership potential.

One of the most disappointing things to a leadership observer and consultant, is that so many individuals ascend to leadership rolls who are not leaders. Often, they ascended because of popularity, or a pleasing personality. Other times, it was because the individual was willing to say whatever anyone wanted to hear. Unfortunately, far too often, someone ascends to leadership because of a lack of competition. Many of these people take the "don't rock the boat" path to leadership, and "straddle the fence" on every issue. These individuals often sit back and see what happens, and then "come to the party late," becoming concerned after the fact, blaming others for the difficulties, and complaining. Anyone who has spent over three decades working in leadership training realizes that those individuals are anything but leaders.

A leader must be willing to take a stand. Leaders must have a vision that they believe in, that they feel is best for their organization. These people create a well thought out plan, and dedicate themselves to "getting it done," whether it is popular or not.

Leadership professionals understand that some of the most popular leaders often are the worst, and history almost always shows that. Many who are unpopular during their term in office get their organization moving on a course of action that is essential to the organization's well-being.

Many years ago, I was on the Board of Trustees of a synagogue. Like many other institutions, this one was "rooted" in their glorious history, but had neglected its operations, finances, and changing social and economic times. There were sixty six members on that Board, and in the first year, there were many 65-1 and 64-2 votes that I voted in the minority. After a few years, I still often sided with the minority, but by a narrower margin, maybe- 42-24. Several years later, the majority even voted with me, supporting my idea on something that they defeated handily several years before. I fought them for responsible fiscal policy and numerous conceptual operational changes, and while opposed initially, eventually changed some minds. When we finally moved out the neighborhood many years later, I remember thinking that it was time for me to leave, if there are so many that now agreed with me. Obviously, I was not the most popular member of that Board. But, would I have traded being popular with standing up for what I believed, and proved to be right I do not hesitate for a second in stating that if one takes on a leadership role, he owes it to his organization to "fight" for what he believes.

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Elegant Leadership Courage > Go Out and Get It!

By Mike Krutza

 

A lot of times, in your leadership journey, you are going to feel maxed out and probably get the feeling that everything is going nowhere. When that begins to happen, you should understand that things are stagnating for you. This is the time when you have to take stock of the situation and welcome some changes. It takes leadership courage to do it elegantly. You have to be careful that you turn the tide of the situation but do so in a way that things happen for the better. Here are some things that can help build that kind of elegant courage within you.

1. Stick to your goals. A leader who deviates from the goals he or she has set is clearly indicating their own lack of confidence in their goal-setting capabilities. That's the reason you shouldn't be too ambitious. Set goals that you know you will be able to meet. This will also help in bolstering your courage for your future endeavors.
2. Stick to your core values. In your early days as a leader, you need to put a lot of thought into what your core principles would be. These should be the things you truly believe in. That makes it easier for you to stick to them. When you demonstrate your fastidiousness in staying true to your principles, you gain respect as well.
3. When you are a leader, a lot depends on your go-out-and-get-it attitude. This means you have to tap into the potential of every opportunity that comes your way. The one thing that separates you from the rest of your team is that you have the capability to understand the merit of each opportunity knocking on your door and you know how to make the most of them. So, display your elegant leadership courage in acting upon these opportunities. Don't let your constraints intimidate you; everyone has limitations. Instead, plan strategies to work around your confines and make measureable progress with what you have.

To make the most of the opportunities that come your way, you need the support and conviction of your team. Work at their trust by remaining truthful to yourself. This is what will instill in you the elegant leadership courage that will help you to successfully captain this ship you are entrusted with.


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Leadership Tips > How to Delegate

By JB Glossinger

We are discussing the importance of delegation and how to do it right. Many of us have a difficult time delegating. We are giving you some tips and ideas to help you become a pro at delegating, help you grow and prosper in your business or career.

Many people have issues delegating effectively. It's challenging to know when you need to do something yourself and when you can hand something off to someone else. You can only do so many things on your own. As you can see there are instances when you must have someone else help you accomplish a task. We've all had experiences where someone has let us down and we may be hesitant to delegate. Sometimes we make some mistakes in delegation. Mostly it's our fault as a leader that we did not delegate properly.

Communication
There must be a clear line of communication. This is really challenging because you need to be able to communicate effectively what needs to be done and the deadline for completion. What are you going to delegate? What are the expectations? What are the results that you are looking for? What exactly needs to be accomplished? You need to have a clear vision of the project or task and be able to clarify the expectations. Have the end in mind.

Responsibility
Make sure the person you are delegating to knows exactly what they will be responsible for.

Autonomy/Authority
Allow the person to have access to the decision maker. Make sure they know what authority they have as an individual to make decisions to move the project or task forward.

Deadline
Don't be open ended. Make sure you give the person you are delegating to a firm date of completion.

Monitor
Monitor the progress. Use the plan, do, check, act process. This is very similar to Goal Setting. Much of these organizational methods come back to the basics. If you have systems you can relieve the pressure and get more things accomplished. You can duplicate yourself. What I mean by duplicating yourself is to have people in place that can do tasks that you do. Break the tasks down, train the people whom you are delegating, give them clear direction, gauge their progress, evaluate, make suggestions or changes. Have the system and process work for you. There's a delicate balance in managing and working with people in delegation. The more you can get a system in place the better you are. I'm a big ISO fan. ISO is a quality system. At it's simplest it's a system that proposes that everything you write down you do. If you get your systems down and both parties involved agree to them then you will have success. We have to make sure that we are in agreement when we are delegating and working with others to complete a task or project.

Buy In
When you delegate from a leadership perspective it's a great idea to have general consensus between the parties. Then you are not managing based on authority you are managing based on partnership. Both parties are in agreement. Put the details in writing. Start to delegate more. You only get better as you delegate. Work on getting delegation skills working for you. Great leaders delegate. Learn to delegate effectively.

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Seven Personal Characteristics Of A Good Leader

By Barbara White

How often have you heard the comment, "He or she is a born leader?" There are certain characteristics found in some people that seem to naturally put them in a position where they're looked up to as a leader.

Whether in fact a person is born a leader or develops skills and abilities to become a leader is open for debate. There are some clear characteristics that are found in good leaders. These qualities can be developed or may be naturally part of their personality. Let us explore them further.

SEVEN PERSONAL QUALITIES FOUND IN A GOOD LEADER

1) A good leader has an exemplary character. It is of utmost importance that a leader is trustworthy to lead others. A leader needs to be trusted and be known to live their life with honestly and integrity. A good leader "walks the talk" and in doing so earns the right to have responsibility for others. True authority is born from respect for the good character and trustworthiness of the person who leads.

2) A good leader is enthusiastic about their work or cause and also about their role as leader. People will respond more openly to a person of passion and dedication. Leaders need to be able to be a source of inspiration, and be a motivator towards the required action or cause. Although the responsibilities and roles of a leader may be different, the leader needs to be seen to be part of the team working towards the goal. This kind of leader will not be afraid to roll up their sleeves and get dirty.

3) A good leader is confident. In order to lead and set direction a leader needs to appear confident as a person and in the leadership role. Such a person inspires confidence in others and draws out the trust and best efforts of the team to complete the task well. A leader who conveys confidence towards the proposed objective inspires the best effort from team members.

4) A leader also needs to function in an orderly and purposeful manner in situations of uncertainty. People look to the leader during times of uncertainty and unfamiliarity and find reassurance and security when the leader portrays confidence and a positive demeanor.

5) Good leaders are tolerant of ambiguity and remain calm, composed and steadfast to the main purpose. Storms, emotions, and crises come and go and a good leader takes these as part of the journey and keeps a cool head.

6) A good leader, as well as keeping the main goal in focus, is able to think analytically. Not only does a good leader view a situation as a whole, but is able to break it down into sub parts for closer inspection. While keeping the goal in view, a good leader can break it down into manageable steps and make progress towards it.

7) A good leader is committed to excellence. Second best does not lead to success. The good leader not only maintains high standards, but also is proactive in raising the bar in order to achieve excellence in all areas.
These seven personal characteristics are foundational to good leadership. Some characteristics may be more naturally present in the personality of a leader. However, each of these characteristics can also be developed and strengthened. A good leader whether they naturally possess these qualities or not, will be diligent to consistently develop and strengthen them in their leadership role.

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