| > | | | | Know Your Leaders From your ManagersThere is |
| Let’s switch our emphasis from creating | | | | perhaps no concept more important than this. Loyal |
| People Places to sustaining them. As we maintain | | | | employees can be forgiving of much, but |
| focus on the human element, taking a universal | | | | misapplication in this area is often the straw that |
| position on the importance of the human element, | | | | breaks the proverbial camel’s back. Much of |
| we will continue to play a role in our own solutions. | | | | the rest will be naturally addressed by one who |
| Today, we’ll concentrate on top performers, | | | | knows the fundamental difference between these |
| and on the difference between management and | | | | two concepts. |
| leadership, understanding that while these are simple | | | | The rule of thumb here is: |
| principles, they are not always easy. It should go | | | | Manage processes and procedures - lead, guide |
| without saying that there is no better way to | | | | & teach people. |
| maintain a carefully created People Place than to hang | | | | If you are experiencing problems, determine whether |
| on to your existing loyal producers. Unfortunately, not | | | | you and your leadership staff are confusing these |
| nearly enough emphasis is applied in this area. Begin | | | | two areas. While an effective management team will |
| by taking note of who these employees are. | | | | often need to be engaged in both, they are not |
| Retain Proven PerformersUtilize your existing | | | | interchangeable, and like oil and water, they |
| personnel resources — be aware of the | | | | don’t mix. |
| experience, skills and ambitions of current employees. | | | | It really is that simple, not necessarily easy, but |
| Get out and be visible among your staff — | | | | definitely simple. It’s no surprise that people |
| they are your most valuable resource. | | | | respond to the human approach and there’s |
| One of the leading causes of discontent is poor | | | | little in management of humanity. By nature of the |
| placement, the consequences of which are felt at all | | | | definition, leaders are out in front, rarely expecting of |
| levels. Unfortunately, all too often these days, any | | | | their followers what they have not first paved the |
| available body is thrown at a position or a set of | | | | way for. Occasionally leaders are bringing up the rear, |
| responsibilities and it’s called a done deal. | | | | but then only to protect the rear flank. |
| There’s no better way for an employer to | | | | The mature leader possesses leadership |
| shoot himself in the foot, taking down an otherwise | | | | sophistication, a ripeness of attitude, in relating to any |
| productive staff member with him. | | | | given situation, that each member of the leadership |
| If there are no openings available to rectify an | | | | team has gained as a result of experience. There is |
| existing misplacement, consider expanding the current | | | | openness and a willingness to continue the personal |
| responsibilities of valued staff members to maximize | | | | growth process. |
| their valuable experience. Make the most of their | | | | Interpersonal skills are of paramount importance. |
| know-how in other ways in your organization, such | | | | Leadership must be non-discriminatory, developing |
| as implementing a mentoring program and offering | | | | solid working relationships across all levels. This may |
| the challenge to your trusted employees who have | | | | appear to be blatantly obvious, but sadly is all too |
| topped out. | | | | often overlooked in the name of accelerated |
| Perhaps these staff members would be | | | | organizational progress. Both leaders and managers |
| interested in forming a team of administrative | | | | must be willing to facilitate conflict resolution, as well |
| interviewers, or in developing and executing an | | | | as to confront issues surrounding relations between |
| administrative orientation program. The possibilities | | | | teams, departments and organizational levels. |
| are endless. | | | | An effective leader has a sincere concern for the |
| Perhaps there is a lateral move to a position that | | | | success of those he leads, treating staff members as |
| would better fit expanding skills, experience and | | | | individuals, giving credit, taking pleasure in making |
| changing interests. Go to great lengths to utilize your | | | | people look good. A great leader keeps the objective |
| existing resources. It is always the less expensive, | | | | as simple as possible, always promoting |
| more efficient route. | | | | understanding, always acting as a role model, and |
| Don’t underestimate the power of simple | | | | standing out of the way, not interfacing |
| recognition in retaining valuable staff. You may not | | | | unnecessarily, so staff can get on with their work. |
| have the wherewithal or the mechanism in place to | | | | An effective leader will make the difference between |
| reward staff members in a tangible way, but that | | | | a successful administration and a failure. The most |
| should not keep you from establishing a program to | | | | brilliant processes, designed and directed by the most |
| single them out with a pat on the back. A | | | | able managers will fall flat at some point if the |
| small gift at the next company function, a monthly | | | | leadership is not right. It is not necessary to prioritize |
| recognition luncheon, a name in the employee news | | | | purpose over people, or vice versa. If leadership has |
| or on the bulletin board are simple and cost effective, | | | | done its homework, everyone in the organization will |
| but nonetheless expressions of appreciation. | | | | arrive at the vision simultaneously. |