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Will You Add? - Leadership – Do We Know What It Is? 4 Pointers To Start You On The Road To Becoming A Leader
We all know that writing articles and submitting them to various websites and ezines through article directories is a great way to promote our online home based business. But there are many people who simply dread having to write articles. They keep putting it off whilst they concentrate on other areas of their online business.Many people feel like it seems to be too much work and they question whether anyone actually reads their pearls of wisdom! So it can become quite easy to avoid doing it and miss out on a massive opportunity for promotion of their online business. Put yourself in the shoes of the reader and you also start to think how reading articles seems like work to, especially if the article is boring and very bland!So there we have a form of stalemate the online business owner knows they have to write articles to promote their website but they don’t want to bore people so they put off doing it until another day.Howev
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate s
I don't care if you are a GURU, Internet Advertising can be expensive, sometimes it can be very expensive, what ever it costs it is cutting your profits.If you are starting out then money is tight, and your research time cuts into these profits, it can take weeks to hit the correct formula sometimes years to get your products selling and as we all know time is money, finding the correct buzz words, find the J.V. partner or affiliating your product, its all takes time.How about trying this, it’s a very simple method of taking your published articles and turning them into Ebooks with a PDF format, simply compile your articles into Ebooks leave the ‘Save’ facility of your Ebook on so that readers can save your article Ebook.What you now have is an effective Article in Ebook pdf format that can be saved by anyone, now all you have to do is distribute your Ebook and you have started a Viral Advertising campaign.Don’t forget
- Who leaders are - values, motives, personal traits
- What leaders know - knowledge, skills and abilities
- What leaders do - behaviours, habits, styles and competencies
However, when one looks at the vast body of research into leadership, it is mostly concerned with: - the inputs of leadership and leaders, - not the outputs – ie. what leaders achieve.
Two significant factors have led to a great deal of the confusion around the issue of "leadership" and the definition of leadership itself.
Firstly, many authors erroneously use "leadership" and "management" interchangeably as if they were the same thing.
Secondly, a great deal of the research into leadership has been with people who are in formal organisational positions (e.g. supervisors, managers, senior executives) – the inference being that leadership is an integral part of the formal management role (Parry, K.W., Leadership Research: Themes, Implications, and a new Leadership Challenge, Leadership Research and Practice, Warriewood 1996).
Our experience in designing, developing and implementing management and leadership development programs, processes and interventions over the last twenty years has led to the development of The Leadership Benchmark™ (http://www.nationallearning.com.au/index_files/LeadershipDevelopment.htm), a 360 developmental tool for leaders and aspiring leaders. Much of the initial research emanated from focus groups of key stakeholders (participants, peers, managers, staff, customers, suppliers etc) conducted as part of these development initiatives and the subsequent follow-up interviews, coaching sessions and evaluation processes and forums.
In developing The Leadership Benchmark™, we have clearly delineated that:
- Leadership is different from and distinct to, management – it does NOT necessarily occur as part of a formal management position
- Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs)
1. Leadership v's Management
Almost 100 years ago, Mary Parker Follett described a manager as “one who gets things done through people”. This description is still used by management educators and scholars today, but in my opinion should be changed to: “one who gets the things done that are described by the organisation in the manager’s role or position description, through the people they have been assigned”. My contention is that, if you are a manager, then:
- You become a manager when you sign on for the job
- You only become a leader when your people say so
So, you get given the title of “manager” from the organisation and people will do things for you (either well or not so well depending on how well you manage them) because of WHAT you are not WHO you are. Only your people (your team, the people you manage) can give you the title of “leader”.
In other words, the organisation gives you your “corporate” manager’s hat that lets everyone in the organisation know that you are officially a manager. Then, your people, when they believe in you, give you your leadership badge, your badge of honour!
I am indebted to my colleague Dennis Pratt (Pratt, D., Aspiring to Greatness – Above and Beyond Total Quality Management, Business & Professional Publishing, Sydney 1994) for enabling the clear distinction between leadership and management that has assisted our research in developing The Leadership Benchmark:™ . This distinction is described as:
• Leading: Leadership occurs at all levels of the organisation. The essence of leadership is concerned with creating the following conditions that encourage others to follow:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
• Managing: While the leadership function is “big picture” the management function on the other hand, has a narrower focus. Leavitt described leadership, as “path finding” while management was “path minding”. Management is situational and invloves:
- Getting things done (task focus)
- Through people (relationship focus).
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate st
The worldwide Global Positioning System (GPS) network was designed by the US Department of Defense, as a way to track one’s exact location anywhere in the world.The GPS network consists of 24 navigation satellites, which orbit the planet at a height of approximately 12,000 miles. These satellites each orbit the earth twice every 24 hours, and they are set up in such a way that they can send signals to any location on the planet, whether it be land or sea, and no matter how remote.The 24 GPS satellites are continuously beaming positioning data, which can be picked up by GPS Devices on the ground, and used to calculate exact latitude and longitude coordinates. Depending on the device that is used, this data can be accurate to within a few meters.Some GPS devices also provide advanced features such as dynamic mapping and detailed driving directions.Despite the common misconception that GPS-enabled devices are prohibitively
Our experience in designing, developing and implementing management and leadership development programs, processes and interventions over the last twenty years has led to the development of The Leadership Benchmark™ (http://www.nationallearning.com.au/index_files/LeadershipDevelopment.htm), a 360 developmental tool for leaders and aspiring leaders. Much of the initial research emanated from focus groups of key stakeholders (participants, peers, managers, staff, customers, suppliers etc) conducted as part of these development initiatives and the subsequent follow-up interviews, coaching sessions and evaluation processes and forums.
In developing The Leadership Benchmark™, we have clearly delineated that:
- Leadership is different from and distinct to, management – it does NOT necessarily occur as part of a formal management position
- Leadership is contextual and therefore has to do with outputs (what the leader achieves) as much as what the leader is or does (inputs)
1. Leadership v's Management
Almost 100 years ago, Mary Parker Follett described a manager as “one who gets things done through people”. This description is still used by management educators and scholars today, but in my opinion should be changed to: “one who gets the things done that are described by the organisation in the manager’s role or position description, through the people they have been assigned”. My contention is that, if you are a manager, then:
- You become a manager when you sign on for the job
- You only become a leader when your people say so
So, you get given the title of “manager” from the organisation and people will do things for you (either well or not so well depending on how well you manage them) because of WHAT you are not WHO you are. Only your people (your team, the people you manage) can give you the title of “leader”.
In other words, the organisation gives you your “corporate” manager’s hat that lets everyone in the organisation know that you are officially a manager. Then, your people, when they believe in you, give you your leadership badge, your badge of honour!
I am indebted to my colleague Dennis Pratt (Pratt, D., Aspiring to Greatness – Above and Beyond Total Quality Management, Business & Professional Publishing, Sydney 1994) for enabling the clear distinction between leadership and management that has assisted our research in developing The Leadership Benchmark:™ . This distinction is described as:
• Leading: Leadership occurs at all levels of the organisation. The essence of leadership is concerned with creating the following conditions that encourage others to follow:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
• Managing: While the leadership function is “big picture” the management function on the other hand, has a narrower focus. Leavitt described leadership, as “path finding” while management was “path minding”. Management is situational and invloves:
- Getting things done (task focus)
- Through people (relationship focus).
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate s
Most big businesses are less agile than their smaller counterparts. Often, it’s smaller, nimble companies that spot the opportunity in the market. The big corporation lumbers along a couple of years later. By that time, the opportunity has vanished or it’s been locked up.But there’s an irony here. And it’s this. Most large companies don’t just pop into existence. They are small businesses that have survived and thrived. So, for at least part of their history, they knew what it took to grow and to change – to create and dominate markets.As companies mature, they concentrate on being big. They put processes and procedures in place. They form committees to create policy. They appoint planning task groups. They forget how they used to think and behave.And as a result, they slow down. They become less innovative and more defensive. They find growth harder to come by. And their core markets are threaten
1. Leadership v's Management
Almost 100 years ago, Mary Parker Follett described a manager as “one who gets things done through people”. This description is still used by management educators and scholars today, but in my opinion should be changed to: “one who gets the things done that are described by the organisation in the manager’s role or position description, through the people they have been assigned”. My contention is that, if you are a manager, then:
- You become a manager when you sign on for the job
- You only become a leader when your people say so
So, you get given the title of “manager” from the organisation and people will do things for you (either well or not so well depending on how well you manage them) because of WHAT you are not WHO you are. Only your people (your team, the people you manage) can give you the title of “leader”.
In other words, the organisation gives you your “corporate” manager’s hat that lets everyone in the organisation know that you are officially a manager. Then, your people, when they believe in you, give you your leadership badge, your badge of honour!
I am indebted to my colleague Dennis Pratt (Pratt, D., Aspiring to Greatness – Above and Beyond Total Quality Management, Business & Professional Publishing, Sydney 1994) for enabling the clear distinction between leadership and management that has assisted our research in developing The Leadership Benchmark:™ . This distinction is described as:
• Leading: Leadership occurs at all levels of the organisation. The essence of leadership is concerned with creating the following conditions that encourage others to follow:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
• Managing: While the leadership function is “big picture” the management function on the other hand, has a narrower focus. Leavitt described leadership, as “path finding” while management was “path minding”. Management is situational and invloves:
- Getting things done (task focus)
- Through people (relationship focus).
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate s
Securing outside counsel is crucial to any business regardless of the industry or size. However, more than 60% of legal departments within businesses gave serious thought to firing outside legal support in 2001. The number one reason for this consideration was a problem with communication and response. Then when you consider the expense associated with outside counsel, along with a large movement of lawyers, the numbers of unhappy clients in the past five years have increased.One of the most important factors when hiring outside counsel is to do your homework, know the law firm, as well as what they represent. After all, establishing a secure relationship is a win-win situation for both parties. To ensure you work with the right outside counsel, you will need to measure services offered with price, communication, responsiveness, professionalism, and areas of expertise. Today, we see many large (and small) corporations consolidating ser
I am indebted to my colleague Dennis Pratt (Pratt, D., Aspiring to Greatness – Above and Beyond Total Quality Management, Business & Professional Publishing, Sydney 1994) for enabling the clear distinction between leadership and management that has assisted our research in developing The Leadership Benchmark:™ . This distinction is described as:
• Leading: Leadership occurs at all levels of the organisation. The essence of leadership is concerned with creating the following conditions that encourage others to follow:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
• Managing: While the leadership function is “big picture” the management function on the other hand, has a narrower focus. Leavitt described leadership, as “path finding” while management was “path minding”. Management is situational and invloves:
- Getting things done (task focus)
- Through people (relationship focus).
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate s
If we are to become the security force for the World then the United States Department of Defense, may wish to divide its mission and consider a two-tiered strategy, which would have a seamless network running between a divided system.We need a DOO Department of Offense, which will need to be made up of highly sophisticated special teams linked with the main all knowing and all-seeing intelligence gathering system. Call it God if you will (Global Observation Data). If in the future we are limited to fighting only rogue elements of insurgents, criminal gangs and international terrorist networks then we will need a Department of Offense to seek and destroy these elements.Just like the high-tech futuristic commercials for the popular soft drink; Code Red Mountain Dew, the US Military must adapt to the challenges that lie ahead. Thus the net-centric grid will need to be of larger scope; let’s say planet wide and it will have to get down t
2. Leadership is contextual and is concerned with outputs
The Leadership Benchmark™ focuses purely on the following four outputs achieved in any particular organisational context by the leader:
- A shared understanding of the environment.
- A shared vision of where we are going.
- A shared set of organisational values.
- A shared feeling of power.
Whereas many other (quite legitimate) management 360 tools focus on the management function. Managers who aspire to be leaders therefore need more than the feedback they might get from a normal 360 managerial profile.
3. If you are a manager, what does this mean for you?
Anyone in the organisation can become a “leader” irrespective of their formal organisational position. Just because you have a formal title of “manager” does not mean you are a leader. So for example when a fire breaks out in the building and the brand new young employee who has just completed induction training, and who instructs people to follow the evacuation procedures impeccably, shows as much leadership as the CEO who has just announced the new corporate strategy for everyone to follow.
Here’s a quick test to gain some indication on your status as a leader. Once you have been in your current role for say, 9 to 12 months, ask yourself “Would my people do the things I now ask them to do even if I were not their manager?” If you can truthfully answer “Yes”, then you are well on the path to becoming a leader. I suspect, that many of you will probably answer this with a “Maybe” – try not to be concerned at this, as the road to leadership is a long one, but a truly rewarding one. If you are concerned that it seems to be taking you “forever” to develop as a leader, keep in mind the experience of one of the greatest leaders of our time, Nelson Mandela who spent 27 years in prison waiting to show how he could lead his country!
4. How to develop yourself as a leader
Our research indicates that leaders become leaders because they do four things (at least) for us:
1. They help us understand and make sense of our environment. So for example, when things aren’t working out or are unclear for us, they are able to explain what is happening in practical terms that we can understand.
2. They help give us a sense of direction. They are able to paint a picture of a brighter future and help us believe that we can achieve the things we want to achieve.
3. They give us a belief in the values that are important to us. In doing so, they make us feel part of a team of people that share these values and have the same aims.
4. They are able to make us feel powerful by allowing us the freedom to make decisions about our life, work and the future.
If you are looking to develop yourself as a leader, then I would suggest working with your team to put in place some strategies to achieve the four leadership outputs we have described here.
Copyright 2006 The National Learning Institute
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