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Do you have it - can you provide it?
Leadership is essential in modern business - no matter how many modern management techniques you have at your disposal, leadership qualities are still required to cause things to happen. Some would say that leaders are born but there is plenty that a 'latent' leader can do to bring forward their leadership skills and enhance performance.
In the 1960s, John Adair, in advising on leadership training at the Military Academy at Sandhurst, developed a leadership model to identify the requirements for leadership. This model drew on the work of MacGregor, Maslow and Hertzberg and resulted in 3 overlapping areas of needs - those of the Task, the Team and the Individual.
There are essentially two types of task management: The management of projects and the management of processes.
Project Management - A project is a complex, non-repetative effort involving interrelated tasks, often managed by specially selected temporary teams who have set objectives and a fixed timescale and budget.
Process Management - Every business has processes which are sets of repetative tasks to deliver some form of product and can involve people from a number of organisations or departments.
Define the Aim - Whether managing a project or a process, it is important to know why you are doing it, what you are trying to achieve and how you are going to determine success. With a project, this information will normally be included in a project initiation document or a contract. It is equally important to have similar information for business processes but, unfortunately for many businesses, this is rarely achieved.
the vast majority of an organisation's overheads will be directed towards process management.
While they are not the same, most managers will need to manage both projects and processes. One of the first things a good project manager will do is to set up the processes by which he will control his project. Similarly, a process manager may well set up a project team to review the processes that he manages or set up new ones.
"Everybody is part of a team of some sort - If you don't realise it, the others may be talking about you!" - Alastair Steel 1997
While many eminent people have talked of business, management, control, democracy, change and almost any other angle you care to think of, there are few memorable sayings which refer to teams and teamwork. It is not to say that people have not studied teams and group behaviour, simply that, in the past, the implications of their work have not been fully recognised by the world at large.
Team behaviour, behaviour of individuals in teams and personality types have now had the full academic treatment. Many people recognise themselves as 'Shapers', 'Plants', 'ENTJs', 'ISFPs' or some other stylised character type. More importantly, many people now understand the value of having other types of people in their team and how to get the most out of them!
If some people in your team seem to contribute very little or others dominate proceedings, you may be missing important ideas that could make your task easier.
Do you understand why team members operate in the way they do?
Do some of them seem obstructive?
Do your team go away believing in the way ahead?
Will they impliment decisions with enthusiasm and a sense of purpose? Has somebody failed to tell you something that could be important?
A truly productive team will understand itself and communicate freely. It will have decided on a common purpose with which every member is happy and will constantly review its performance. There are a number of tools and techniques available to help teams to understand themselves and monitor their performance. It can also be useful to have a trained facilitator to assist team performance and ensure time is used productively.
Teamwork Presentation - Tuckman team development and hints for the use of teams.
If you are a manager with staff working for you, ask yourself what it is that you want from your job. Obviously you need sufficient salary to enable you and your family to live in reasonable comfort but when you get to work you want something more than that. Maybe a littlte credit for your work, some recognition and some real responsibility. Here are a few questions you may like to consider:
||We spend vast amounts of money to acquire and keep our people and they thank us by turning into disinterested, disloyal, workshy idiots - What is wrong with them? - Is it the parents, schools or the universities.........or is it the way we have been treating them?
Now think about your staff - Are they going to be thinking any differently from you? - There is a vast amount of research which shows that, regardless of a person's position in an organisaton, after the basic human needs have been satisfied, the aspirations of each individual are roughly the same.
- Do you get annoyed when work that you have done appears to go un-noticed?
- How annoying is it when the boss takes credit for your ideas?
- Do you feel uneasy when you are asked to do something that may be beyond your capabilities?
- Do you sometimes feel that the new staff are better trained than you were?
- Do you have difficulty raising enthusiasm for some of the new ideas?
- Are you open about your shortcomings or do you wait for the annual review and hope the boss hasn't noticed?
- Do all the best jobs go to the other guy?
- Don't you just wish that you could retire now?
Every body wants to be competent, confident, respected and appreciated.
So how do you go about ensuring that your staff want to come to work and to achieve good results?
Understanding the motivation of individuals is important - a look at Maslow's Hierarchy of Needs could be useful.
- Don't pay them peanuts - you really do get monkeys!
- Train them properly - not just when they arrive but keep them up to date and broaden their skills
- Assume that they are adults - even the most childish brats grow up when given some responsibility
- Involve them in the team - there is nothing worse than an outsider on the inside
- Recognise their achievements - at whatever level is appropriate
- Talk to them - regular contact and a formal appraisal system are essential
- Be honest with them - If they have done well, say so; if they have done badly, talk to them about how they can improve
- Imagine yourself in their position