Leadership Qualities

Leadership Qualities

There is no doubt that a lot of emphasis is placed on leadership qualities today. However, this is nothing new. If my school history lessons were anything to go by it seems that it is the leaders that we learn most about. Many people believe that the world is divided into two types of people, the leaders and the followers. I don’t agree with this statement to be honest as I think that everyone has some sort of leadership ability that can be realized with some guidance and coaching.
To help explain what I mean I go back to my school days again. There seemed to be a general feeling amongst our staff that everyone should aspire to be a leader in whatever field we decided to follow for a career. The leadership skills needed vary greatly depending on what it was that we wanted to be when we grew up.
I think the greatest myth was that a bossy person was exhibiting leadership skills if they had the power to tell others what to do and their orders would be obeyed. There were a number of students like this but I never saw their ability as a sign of great leadership, more a definite sign of bullying. It is true that some of the great leaders of our time have been close to being bullies but that is not a leadership quality that I aspired to.
I seriously think that one of the greatest leadership qualities to have is that of leading by example. This doesn’t mean that you try to do everything yourself but guide those around you to perform the same task that you are. This was most aptly demonstrated in sports teams. The team captain had to be able to encourage the rest of her team to get the very best out of them and would lead by example in such a way that the rest of the team respected and valued her leadership. The cross country running captain, for example, would encourage the rest of the squad to keep up with her but also know when to fall back and let another take the lead. This highlighted another leadership quality that I believe is important and that is selflessness. If you are a worthy leader then you are able to step back and encourage another to take the lead. You have to be able to let someone else in your team, no matter what arena it is in, work or school, to shine. One of the most important leadership skills is to recognize the strengths of the people around you.
So, I would not think of an army sergeant who barks orders at his soldiers as being a strong leader but the General who actually gets involved with his army and does not sit back and take all the glory does show the leadership qualities that I most admire. The most admirable and effective leadership qualities are those that command respect and trust while being able to get the best out of those that you are leading.

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Identifying Candidates for Leadership

Identifying Candidates for Leadership

A critical task in the succession planning process of any organization is identifying candidates. Traditionally, candidates have been identified based on past performance. While this seems logical, it is problematic in practice.
Past performance always measures success in a lower-level position. What is needed in succession planning is a system to identify potential for success in a future higher-level position. The best predictive model I have found is the Leadership Pipeline Model by Charan, Drotter, and Noel.
The Leadership Pipeline provides a model that describes the skills, time applications, and values required to succeed at different levels in the organization. While most leadership models and theories describe characteristics of leaders in general, the Leadership Pipeline describes specific criteria for success in transitioning from one level to the next.
The Leadership Pipeline Model helps us to see the importance of identifying candidates for positions throughout the entire organization. The pipeline must be continuously filled with leaders who have been identified for development for the next higher level. A pipeline clog at one level will clearly harm leadership development and succession throughout the entire organization. What is needed is a carefully monitored system for developing in-house talent from front-line supervisors to CEOs.
At GE and Citicorp, two companies using the Leadership Pipeline Model, leadership passages from one level to the next are seen as “turns” in the leadership pipeline. These turns (or passages) provide significant developmental experiences. If these turns are skipped the individual may not be prepared for higher-level leadership positions. The focus for development should be the lack of critical skills and values for the next higher level, not past performance.
I am often asked “Is it better to recruit from outside the organization or to develop leaders from within?” The safe, but rather uninsightful answer is, “It depends.”
Recruiting from outside the organization makes sense when a major change in corporate culture or direction is needed. But, I would caution about the over-dependence on outside recruiting of leaders. Desperate attempts to recruit leaders from outside the organization suggest an inadequate leadership pipeline.
Recruiting leaders from the outside of the organization can be very expensive. As we all know, there is a talent shortage in the marketplace. This can lead to paying high premiums (or even outright price wars) for promising talent.
The Leadership Pipeline Model offers a common language (terminology) and specific criteria for what to look for in leaders at the next higher level. The Model provides a description of the skills, time applications, and values required of leaders at each successive level. This criteria is critical not only for identifying candidates but also for their subsequent development.
The key to identifying candidates for higher levels of responsibility is to predict their potential to succeed in attaining and using the skills, time applications, and values of the next higher level. Past performance is often a poor predictor of future success. Remember that the skills, time applications, and values of each successive level of leadership are dramatically different.
The challenge in succession planning and identifying candidates is making sure people are assigned to a level that is appropriate for them. The challenge is complicated by the fact that people change (hopefully for the better) over time. An appropriate position for someone today may not be appropriate three years from now.
Identifying candidates for the organization’s future leadership positions is a critical task. Do you have a system for identifying candidates that considers not only their current skills, but also their willingness to adopt new work values and time applications?

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A Leader Is…

A Leader Is…

There are certain leadership ideas that we fail to identify and comprehend. Here is a short list of things you thought you knew about leadership.

*Leaders come in all shapes and sizes.
There are different types of leaders and you will almost certainly meet more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience. Both formal and informal leaders practice a combination of leadership styles.

*Leadership is a process.
Although some people seem to be born with leadership qualities, without the correct environment and exposure, they may fail to develop their full potential. You do not become a leader in one day and just stop. Lifetime education is vital in becoming a good leader for every day brings new experiences that put your knowledge, skills, and attitude to a test.

*Leadership starts with you.
As an adage goes "action speaks louder than words." Keep in mind that your trustworthiness as a leader depends much on your actions: your dealings with your family, friends, and co-workers; your way of running your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character.

* Leadership is shared.
A leader belongs to a group. Each member has responsibilities to fulfill. Effective leadership requires members to do their share of work. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

*Leadership styles depend on the situation.
Most of the time, leaders employ a combination of leadership styles depending on the situation.

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25 Leadership Maxims

25 Leadership Maxims

PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com

25 Leadership Maxims
by Brent Filson

"We will never know how really good we are as leaders unless we are leading people to be better than they think they are."

"Poor performance is less harmful to a leader than mediocre performance disguised as good performance."

"Most leaders are striving to get the wrong results or the right results in the wrong ways."

"The lowest forms of leadership involve rewards and punishments."

"Getting along is not necessarily getting results."

"If you can’t feel it, you can’t lead it, and they won’t do it."

"Leadership is the trim tab of all careers."

"Leadership is seeing hope in any adversity."

"To make a difference, be the difference."

"In leadership, you don’t have to expect the worse, you just have to make the most of it when it happens."

"The best leaders make use of the simplest of ideas."

"If you are always right, you are usually wrong."

"The best way for a leader to communicate an idea is to bundle it in a human being."

"The most persuasive art of leadership is to hide your leadership."

"Refraining from action is sometimes the best action."

"It’s not so much what you say as a leader that’s important; it’s the action the people take after you have had your say."

"In leadership, the value of every need is in its use."

"Leadership is not about living a easy life for ourselves but a hard life for others."

"We ourselves are our own biggest obstacles to becoming better leaders."

"Leadership is showing people not that they must take a certain action but that they GET TO take that action."

"Half the art of listening is waiting."

"To get the best out of people, embrace the best in them."

"People are often unaware of the best that’s in them. When you show it to them, you are half way down the road to motivating them to be your cause leaders."

"Achievement needs three things, the leader, the cause leader, and the moment."

"In the long run, the most important results of leadership are not what we achieve but what we become in that achieving."

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How To Unleash All Your Leadership Potential

How To Unleash All Your Leadership Potential

There is a steady flow of information in the form of books, articles, white papers and training all in the context of [ "what is leadership" or "how to develop a leader"]?. In this issue, I will avoid those two questions and write about two others that I believe might be on the minds of a lot you readers and they are:

Why does better leadership make a difference? and

How does better leadership achieve those differences?

Leadership is a highly unique form of human behavior that requires the integration of character, knowledge and experience. So what can you do if you step up and unleash your leadership potential? Change the world.

Your journey to unleashing your leadership potential begins with a great understanding of self. Discover your personality traits and how they relate to leadership. When we know ourselves, we can maximize our positive traits, and become aware of our weaker areas, which help us to achieve our leadership potential. Once you understand and know yourself, next you must hone your communication skills. These are not limited to your public speaking skills either. This includes your writing style and your body language. Your ability to communicate effectively enhances your ability to improve interpersonal relationships. Another important skill is to learn how to learn. Examine different teaching methods and learning styles to identify how you and those you may lead learn best. This skill will greatly enhance your ability to make decisions and give clear instructions.

An Exceptional Leader is one that recognizes the value of harnessing the skills and abilities of team members and leads them toward greater efficiency and effectiveness.

…And so leader is not a title and leadership is not something you are born into. Leadership is something you develop.

This is what Dr. Ken Blanchard, in his book "The Heart of A Leader" had to say about good leaders; "If you want to know why your people are not performing well, step up to the mirror and take a peek."

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Strategic Leadership – How Leadership Can Grow Your Business

Strategic Leadership – How Leadership Can Grow Your Business

We hope you find all that you wanted to know about leadership in the following page. Take all your time to utilize our resources to it’s best.

We hope to provide all the necessary information on leadership for you through this article. Use it wisely in all your projects.

Succession planning is very important to the long-term success of any company. Leadership transitions in business affect the entire organization’s continuity, employee retention, client retention and returns on investment. It is essential to create and implement a process that creates visibility, accountability and greater integration of all facets of the business.

We have written a humorous anecdote on leadership to make it’s reading more enjoyable and interesting to you. This way you learn there is a funny side to leadership too!

leadership came into being some time back. However, would you believe that there are some people who still don’t know what a leadership is?

The rapidly changing demographics in the workplace, especially the aging baby boomer segment, there is a real challenge to find talent for leadership roles. Companies that are able to respond pro actively with strategically developed and implemented effective leadership succession plans are in a superior position in the marketplace and global economies.

Your strategic thinking business coach offers the following list of recommended strategic actions to structure a leadership succession planning process.

Strategic Action #1: Begin the succession planning process early. A period of one to three years prior to the expected departure is optimal dependent upon the leadership position. The most strategic approach is to start the planning process as soon as the new leader takes charge.

Strategic Action #2: Clearly determine and communicate the purpose, goals, and extent of the leadership succession plan or program.

It is rather inviting to go on writing on leadership. however as there is a limitation to the number of words to be written, we have confined ourselves to this. However, do enjoy yourself reading it.

Strategic Action #3: Clearly define the desired and required qualities of the new leader. The qualities should be driven by the company’s strategic plan and its requirements.

Strategic Action #4: Develop a clearly focused leadership development strategy. This will enable potential candidates to acquire training for additional responsibility within the company.

Strategic Action #5: Develop a talent management process that will incorporate strategic thinking for specific development opportunities for future leaders. This may include mentoring and some form of coaching.

Strategic Action #6: Identify future leadership candidates by developing a system for assessing current and future leadership needs.

Get more familiar with leadership once you finish reading this article. Only then will you realize the importance of leadership in your day to day life.

?Strategic Action #7: Identify a system for communicating information to ensure that the leadership succession and/or development programs are in line with strategic business needs.

Your strategic thinking business coach encourages you to use strategic thinking in the development of leadership succession plans. If you would like to learn more about how to develop a strategic succession plan and how a strategic thinking business coach can facilitate and guide you in that endeavor, please contact Glenn Ebersole through his website at www.businesscoach4u.com or by email at jgecoach@aol.com
Glenn Ebersole, Jr. is a multi-faceted professional, who is recognized as a visionary, guide and facilitator in the fields of business coaching, marketing, public relations, management, strategic planning and engineering. Glenn is the Founder and Chief Executive of two Lancaster, PA based consulting practices: The Renaissance Group, a creative marketing, public relations, strategic planning and business development consulting firm and J. G. Ebersole Associates, an independent professional engineering, marketing, and management consulting firm. He is a Certified Facilitator and serves as a business coach and a strategic planning facilitator and consultant to a diverse list of clients. Glenn is also the author of a monthly newsletter, “Glenn’s Guiding Lines – Thoughts From Your Strategic Thinking Business Coach” and has published more than 250 articles on business.

In conclusion, I feel this article on leadership will get its worth once people like you feel that you have benefited from reading this. Best of luck!

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Award for a Leadership Development Program

Award for a Leadership Development Program

Why do organizations come together every year at the 2005 Excellence Fair held by the Professional Association for Computer Training?

It is because something worked well for an organization and valuable information needs to be shared. This year at the 2005 Excellence Fair it was Cargill, the international food provider (located in over 59 countries), that was recognized for their Transition into Leadership curriculum that helps employees transition into leadership roles.

So, what is it about Cargill’s leadership curriculum that has led to such great success? It began when Cargill recognized that great team members also make great leaders. But, the insights, skills, and vision needed to be an effective leader must be developed, practiced, and learned over time.

As such, the focus of Cargill’s leadership development program is to provide new and aspiring leaders with the skills required to confront the challenges and opportunities that a leadership role entails. In the program, aspiring and new leaders learn how to guide, empower, and assist the efforts of others towards greater success. These newly developed leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations.

So how is this leadership development program different from all of the others? This program provides new leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee. Most programs on the market do not focus on the transformation process aspiring leaders must go through to maximize their effectiveness.

The Transition into Leadership curriculum was designed to:

 Introduce the best ideas and practices in leadership today

 Identify the significant differences between leadership and management

 Determine the participants own leadership strengths and areas for improvement

 Develop and practice sound leadership skills and abilities

 Learn “best practices” through close affiliation with other Cargill leaders

 Communicate effectively and reinforce, mission, goals, and vision

 Take accountability for business results and team member development

 Embrace change and challenge the comfort zone of team members

Cargill’s leadership development program places great importance on their employees and know that they are the key part of a successful future. As a result they seek the best programs in order to create development opportunities for their employees and leaders around the world.

Cargill selected CMOE to partner with them in the development and implementation of the Transition into Leadership program. At the Center for Management and Organization Effectiveness we have been helping Cargill to create, develop and implement their Transition into Leadership program and fulfill a variety of training needs.

The past 27 years CMOE has been instrumental in designing leadership development programs for multinational organizations. We help our clients improve the leaders of today and help create the leaders of tomorrow.

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Leadership Exposed: Things You Thought You Knew About Leadership

Leadership Exposed: Things You Thought You Knew About Leadership

Much has been written about leadership: rules, pointers, styles, and biographies of inspiring leaders throughout world history. But there are certain leadership ideas that we ourselves fail to recognize and realize in the course of reading books. Here is a short list of things you thought you knew about leadership.

1. Leaders come in different flavors.

There are different types of leaders and you will probably encounter more than one type in your lifetime. Formal leaders are those we elect into positions or offices such as the senators, congressmen, and presidents of the local clubs. Informal leaders or those we look up to by virtue of their wisdom and experience such as in the case of the elders of a tribe, or our grandparents; or by virtue of their expertise and contribution on a given field such as Albert Einstein in the field of Theoretical Physics and Leonardo da Vinci in the field of the Arts. Both formal and informal leaders practice a combination of leadership styles.
· Lewin’s three basic leadership styles – authoritative, participative, and delegative
· Likert’s four leadership styles – exploitive authoritative, benevolent authoritative, consultative, and participative
· Goleman’s six emotional leadership styles – visionary, coaching, affiliative, democratic, pacesetting, and commanding.

2. Leadership is a process of becoming.

Although certain people seem to be born with innate leadership qualities, without the right environment and exposure, they may fail to develop their full potential. So like learning how to ride a bicycle, you can also learn how to become a leader and hone your leadership abilities. Knowledge on leadership theories and skills may be formally gained by enrolling in leadership seminars, workshops, and conferences. Daily interactions with people provide the opportunity to observe and practice leadership theories. Together, formal and informal learning will help you gain leadership attitudes, gain leadership insights, and thus furthering the cycle of learning. You do not become a leader in one day and just stop. Life-long learning is important in becoming a good leader for each day brings new experiences that put your knowledge, skills, and attitude to a test.

3. Leadership starts with you.

The best way to develop leadership qualities is to apply it to your own life. As an adage goes “action speaks louder than words.” Leaders are always in the limelight. Keep in mind that your credibility as a leader depends much on your actions: your interaction with your family, friends, and co-workers; your way of managing your personal and organizational responsibilities; and even the way you talk with the newspaper vendor across the street. Repeated actions become habits. Habits in turn form a person’s character. Steven Covey’s book entitled 7 Habits of Highly Effective People provides good insights on how you can achieve personal leadership.

4. Leadership is shared.

Leadership is not the sole responsibility of one person, but rather a shared responsibility among members of an emerging team. A leader belongs to a group. Each member has responsibilities to fulfill. Formal leadership positions are merely added responsibilities aside from their responsibilities as members of the team. Effective leadership requires members to do their share of work. Starting as a mere group of individuals, members and leaders work towards the formation of an effective team. In this light, social interaction plays a major role in leadership. To learn how to work together requires a great deal of trust between and among leaders and members of an emerging team. Trust is built upon actions and not merely on words. When mutual respect exists, trust is fostered and confidence is built.

5. Leadership styles depend on the situation.

How come dictatorship works for Singapore but not in the United States of America? Aside from culture, beliefs, value system, and form of government, the current situation of a nation also affects the leadership styles used by its formal leaders. There is no rule that only one style can be used. Most of the time, leaders employ a combination of leadership styles depending on the situation. In emergency situations such as periods of war and calamity, decision-making is a matter of life and death. Thus, a nation’s leader cannot afford to consult with all departments to arrive at crucial decisions. The case is of course different in times of peace and order—different sectors and other branches of government can freely interact and participate in governance. Another case in point is in leading organizations. When the staffs are highly motivated and competent, a combination of high delegative and moderate participative styles of leadership is most appropriate. But if the staffs have low competence and low commitment, a combination of high coaching, high supporting, and high directing behavior from organizational leaders is required.

Now that you are reminded of these things, keep in mind that there are always ideas that we think we already know; concepts we take for granted, but are actually the most useful insights on leadership.

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A Fantastic Award For Good Leadership Programs

A Fantastic Award For Good Leadership Programs

The best place to turn to learn more about leadership.

We want to grab your attention to this article on leadership. It not only is interesting, but also has loads about leadership.

Why do organizations come together every year at the 2005 Excellence Fair held by the Professional Association for Computer Training?

You may be filled with astonishment with the amount of information we have compile here on leadership. that was our intention, to astonish you.

It is because something worked well for an organization and valuable information needs to be shared. This year at the 2005 Excellence Fair it was Cargill, the international food provider (located in over 59 countries), that was recognized for their Transition into Leadership curriculum that helps employees transition into leadership roles.

So, what is it about Cargill’s leadership curriculum that has led to such great success? It began when Cargill recognized that great team members also make great leaders. But, the insights, skills, and vision needed to be an effective leader must be developed, practiced, and learned over time.

As such, the focus of Cargill’s leadership development program is to provide new and aspiring leaders with the skills required to confront the challenges and opportunities that a leadership role entails. In the program, aspiring and new leaders learn how to guide, empower, and assist the efforts of others towards greater success. These newly developed leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations.

So how is this leadership development program different from all of the others? This program provides new leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee. Most programs on the market do not focus on the transformation process aspiring leaders must go through to maximize their effectiveness.

The Transition into Leadership curriculum was designed to:
Introduce the best ideas and practices in leadership today

Identify the significant differences between leadership and management

Determine the participants own leadership strengths and areas for improvement

Develop and practice sound leadership skills and abilities

Learn “best practices” through close affiliation with other Cargill leaders

It was our decision to write so much on leadership after finding out that there is still so much to learn on leadership.

Communicate effectively and reinforce, mission, goals, and vision

Take accountability for business results and team member development

Embrace change and challenge the comfort zone of team members

Looking for something logical on leadership, we stumbled on the information provided here. Look out for anything illogical here.

Cargill’s leadership development program places great importance on their employees and know that they are the key part of a successful future. As a result they seek the best programs in order to create development opportunities for their employees and leaders around the world.

Cargill selected CMOE to partner with them in the development and implementation of the Transition into Leadership program. At the Center for Management and Organization Effectiveness we have been helping Cargill to create, develop and implement their Transition into Leadership program and fulfill a variety of training needs.

Giving a word of appreciation or gratitude to this piece of writing on leadership would be enough encouragement to us to continue producing such informative articles on leadership.

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Six Important Managerial Skills for Leadership

Six Important Managerial Skills for Leadership

A mark of a good leader is to provide constant motivation to his team to maintain an excellence and quality in results. A good leader is always looking for ways to improve production and standards. Here are six skills you can develop in working to attain quality in the team.

1. Observation

This is an important aspect that often gets neglected due the demands on a leader’s time and schedule. Observation and regular visits to the work environment needs to be scheduled into the calendar. Observing employees work procedures and the work flow is foundational to implementing adjustments to improve results. To have credibility, a leader needs to be seen and be known to be up to date with what is happening in the work place.

2. Monitor Employee Performance

Employee performance needs to be monitored in mutually accepted ways. Policies and procedures need to be clear. Conferencing should be on a regular basis and not just when there is a problem. Assessments and evaluations should not be merely all formality or paperwork to be done. Individual and group conferencing should be undertaken with the expectation of on going professional development. There should be frequent encouragement and clear criteria for on going goals both for the group and individual.

3. Implementation of Professional Development Programs

A good leader evaluates weaknesses and provides training and development strategies to strengthen the weaker skills in the team.

4. Demonstrates Working Knowledge and Expertise

Good leadership comes from a place of strong knowledge and experience of the production and process leading to results. If a leader does not posses all the expertise and knowledge personally he should then hold regular consultations with experts. This is important in order to maintain an accurate and informed overall picture.

5. Good Decision Making

Good leadership is characterized by the ability to make good decisions. A leader considers all the different factors before making a decision. A clear decision creates confidence in the leadership.

6. Ability to Conduct and Evaluate Research

On going review and research is vital in order to keep on the cutting edge in business. While managing the present to ensure on going excellence in performance and product, a good leader is also able to look towards the future. Conducting and evaluating research is an important way of planning and being prepared for the future.

Excellent leadership is always pro active rather than reactive. By developing these six managerial skills a good leader is on the journey to becoming a great leader.

By Barbara White

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