Our study of managers and what they most want to know about leadership gives us a
\nrather important insight into their \u2018psyche.\u2019\u00a0 On a whole range of topics, they often have questions about their overall effectiveness, their methods, and their aptitude, as they seek answers to \u201cwhat they can do to get better at their job, and what it would take to be
\nmore successful?\u201d<\/p>\n
Let\u2019s begin by looking at three prerequisites of effectiveness.<\/p>\n
Prerequisite #1: Highly Engaged<\/strong><\/p>\n Recently, I was told about \u201cBack Door Bob.\u201d This was a boss who had a reputation for Bad plan Bob. You may think that people interrupt your work, but leadership teaches us Let\u2019s consider the next example.<\/p>\n Prerequisite #2: High Standards<\/strong><\/p>\n This boss was nearly the polar opposite of Bob in that he was highly available to his team, but lost his effectiveness because he was more interested in control than performance.<\/p>\n The individuals he supervised were responsible for completing their daily assignment of projects. \u00a0The team was composed of a diverse group of workers who had different certifications and job skills, as well as having general expertise outside of their specialties and primary strengths. Since each project required a unique combination of skills, members were very quick to recognize who on the team could best assist them on a particular assignment. But, their requests for specific individuals to help Bad plan. Micromanagement is mismanagement.<\/p>\n Managers need the wisdom and maturity to set high standards of performance, and then get out of the way. Effective leaders release the potential in people to reach a progressively higher level of capability and output. Performance shouldn\u2019t be undermined and sacrificed to satisfy the boss\u2019 own ego.<\/p>\n One final example.<\/p>\n Prerequisite #3: Higher Purpose<\/strong><\/p>\n At\u00a0a recent seminar, one of the attendees explained to me how his job was so broad, In that environment, how could one determine their personal and group effectiveness? The problem was an inability to establish a set of identifiable outcomes (metrics), He decided to go back and clearly reestablish their \u201cpurpose,\u201d which would help reinforce Being highly engaged. Having high standards. And serving a higher purpose. Three Improving Your Effectiveness<\/strong><\/p>\n If you ask yourself the question, \u201cAm I effective?,\u201d you need some way to judge it. Your organization will in most cases have a set of stated metrics you will be measured on \u2013 and your results compared to the standards that have been set.<\/p>\n But, it\u2019s also important to have your own internal indicators (intuitive awareness) A combination of organizational performance measures and your own intuitive Effective leaders are always striving to move their capabilities in one direction \u2013 \u2013\u00a0Jerry Strom<\/p>\n For more information about our leadership development programs, please visit http:\/\/www.JerryStrom.com<\/a> . Join the mailing list to receive notice of new articles automatically. Visit our company site on Facebook http:\/\/facebook.com\/jerrystrom.company<\/a> , or LinkedIn http:\/\/www.linkedin.com\/in\/jerrystrom<\/a> .<\/p>\n This article is based on *\u2018The High Points Survey: What Managers Most Want to Know about Leadership,\u2019 copyright 2012, by Jerry Strom & Company, Inc. Download the Our study of managers and what they most want to know about leadership gives us a rather important insight into their \u2018psyche.\u2019\u00a0 On a whole range of topics, they often have questions about their overall effectiveness, their methods, and their … Continue reading
\navoiding his staff by regularly slipping in and out of the back door to the office. Employees who needed to ask a question, get a decision, or simply discuss something, would have to keep one eye on their work, and one eye on the back door in order to catch him coming in. Because, if they didn\u2019t, it wouldn\u2019t be long before he slipped back out and disappeared.<\/p>\n
\nthat \u201cpeople are our work.\u201d To be fully effective, you need to be available and interested in interacting with others. If you avoid people you\u2019re avoiding your job. So get engaged, be present and accounted for.<\/p>\n
\nwere commonly brushed off. The boss didn\u2019t want them making any decisions
\nindependent of his direction. He was entirely consumed by the self-interest of
\nbeing the \u2018unquestioned\u2019 leader (i.e. not allowing anything to happen unless he
\npersonally \u201cblessed it,\u201d and gave instructions to do it). Oftentimes, his
\nworkers felt his decisions were arbitrary, showed favoritism, and generally ignored
\ntheir input.<\/p>\n
\nand so general, as to give him and his peers little focus. Their responsibilities
\nwere to essentially \u201ckeep an eye on things, and investigate wherever he felt
\nnecessary.\u201d His conclusion was that overly nebulous objectives introduce a
\ncertain weakness in performance, causing the team to suffer a loss of energy,
\nmotivation, and commitment.<\/p>\n
\nwhich would give them some way to calculate their progress and efficacy.<\/p>\n
\nwhy they existed and what they were meant to get done. When employees understand their purpose they have a more profound satisfaction in their work, are more \u201con-task,\u201d and are more compelled to attain their goals.<\/p>\n
\nessentials and prerequisites to effectiveness that no one should overlook.<\/p>\n
\nthat helps you to see \u201cimprovements\u201d that are more easily felt than measured. Figure
\nout if your company, unit, agency, or team is making progress and becoming more
\ncapable, more qualified, more adept, more \u2026 whatever it is that you\u2019re trying
\nto realize.<\/p>\n
\ninsights will help you determine if your group is moving forward, backward, or stagnating.
\nIn most cases, progress is success. Once you know what\u2019s happening, you can act
\naccordingly.<\/p>\n
\nforward.<\/p>\n
\nWhite Paper at: http:\/\/www.jerrystrom.com\/js_high-points.html<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"