When A Manager Becomes A Leader

By Mike Krutza Co-Author: Jodi Wiff

What Is The Difference?

Yes, a lot of people know that there’s a difference when somebody is a manager and when somebody is called a leader.

Then again, not a lot of people can really define or put into concrete words what that difference is. Manager is about skills, and it is a profession. But a leader is a more essential role.

There is an intangible characteristic, or a charisma that makes someone a leader. Or simply stated, management is a career, while leadership is a calling.

With studying and training, anybody can be a manager, but being a true leader is a rarity. Leadership needs some charisma wherein a person is well- spoken, amiable and sincere.

A leader knows how to connect and build rapport with people. Nonetheless, what makes leadership significant, and what makes it really make sense are clear vision, goals and objective. Without a solid purpose, leadership will wander aimlessly and falter. It doesn’t serve its purpose and is therefore as good as nothing.

From The Technical To The Essential

Elegant leadership has clarified its core values. It has instilled leadership courage. It has established and ascertained its convictions, and it has resolved to turn them into reality.

A leader understands their role as a guide and a steward founded on their deeply held truths. A manager who rises above being technical to being essential and moving people from their humanity becomes a leader.

Employees, co- workers, associates, teammates or any group of people that a leader oversees are looking for a guide or coach that they can trust.

They want to believe in someone who knows is working for the greater good of the organization and its people. One most crucial element of elegant leadership is that it is a leadership that people want to follow.

When a leader has followers that trust and submit to their bidding, then it has fulfilled the sole requirement of elegant leadership.

Inspiration Vs. Drudgery

A manager that becomes a leader who has endeavored to make the organization transcend its previous innovation, productivity, quality, innovation, revenues and achievements has fulfilled their leadership role. Effective leadership knows how to motivate its people, allowing the workforce to operate at such a high level of efficiency which proves to be a valuable company resource. Budget is brought back to the organization and goals are successfully accomplished.

Leadership that is inspired and motivated is effortless and optimally effective as opposed to command and control management which drives people to work in drudgery.

By the way, do you want to learn more about leadership in your company? If so, download your FREE ebook here: Guide to Elegant Courage Leadership

Jodi and Mike specialize in executive coaching with individuals and teams. http://lighthouse-leadership.com

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5 Actions for Measuring Training Results

By Michael C Colucci

As with any type of training, one of the largest, if not the largest, challenge is measuring the results.

And by “measuring the results” it is fairly commonly known that what we really mean – at least in the corporate environment – is…

Proving that it was worth the money spent.

While the argument can be made that employees should be constantly experiencing new opportunities for development – and many of those through training – we have to face the fact that we live in a business environment that is moving so fast that short term means of measurement are required.

Unfortunately, that means that proving the value of training is under a time constraint. It is important to realize that training and education are distinctly different and it is that difference that gives companies the permission to say, “I am not going to train my employees on just anything, it has to be relevant and it has to contribute to the bottom line.”

What is that difference?

Training requires an action be demonstrated.

Education requires an answer be given.

Think about it for a minute. The majority of the education system is measured through a test. If when the question is asked, you give the correct answer… you have met the requirements.

Corporate training isn’t meant to inform… it is meant to transform.

It is meant to empower people to act or respond … act or respond… in a desirable/favorable/determined way.

Let’s quickly look at the 5 Necessary Actions for Measuring Training Results and then support them a bit. They are:

1. Identify the desired behavior that aligns with business goals
2. Provide training that conditions people to act or respond in those ways
3. Encourage the desired behavior outside of the training event
4. Deliberately seek to observe the new behavior
5. Document observation of the behavior

If training is changing behavior then it isn’t accomplishing its goal.

So the question that needs to be answered before you ask “did the training do anything?” is actually:

What do we want our employees doing that will result in the business goals we have set?

In order to ask this question you must both have clear goals, and understand what they are currently doing and how it is either contributing or detracting from those goals being reached.

When the goals are very specific, such as the operation of a piece of equipment, it is easier to measure behavior not only because it will surface if it is not being done correctly but because it is easier to observe.

Sales training also falls into the category of being more easily observed because sales managers can accompany their team. And the leap to agree that increased revenue from a particular individual after training was a direct result of the training (whether or not the statement is actually true) is more easily made. If for no other reason than people want to believe they made the right choice in their training.

But when you move into behaviors that are not as openly displayed or ones where the connection to revenue is harder to make in the short term you will… not might… you will meet resistance.

We have been trained to view it this way. And I don’t see companies paying for training to change the way we view training. It is a Catch-22.

One way to measure the result of training is to deliberately look for behavioral change. And when you see it… acknowledge it. It doesn’t have to be with money. (I know that is what may have come to your mind.) It can be an email or a “good job” comment.

I still remember a compliment my boss gave me when I was a stock boy in high school.

But to look for it is a lagging indicator.

You need to encourage it. Part of the actual training program needs to be “post-delivery engagement.”

There needs to be a process in place to encourage and support desired behavior if that behavior will then be required. And especially if that behavior is going to be the measurement of the effectiveness of training.

I have been through training that I continue to benefit from. And I have been through training that I have forgotten.

I have rarely been through training that provided follow up.

So… back to the initial question: How do you measure training results?

1. Identify the desired behavior that aligns with business goals
2. Provide training that conditions people to act or respond in those ways
3. Encourage the desired behavior outside of the training event
4. Deliberately seek to observe the new behavior
5. Document observation of the behavior

If the business goals are important then the behavior is important. If behavior hasn’t changed… change the training.

Don’t just inform… transform.

Michael Colucci is the owner of The SDG Group (http://www.thesdggroup.com) where they focus on providing innovation training.

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Great Leaders Accept Responsibility for the Success of Their Teams

By A Horton

Every great leader, who aims to bring the best out in their team and to succeed at realising the results they, set out to achieve, knows that they must accept 100 % responsibility for the performance of their team or organisation.

The leader’s commitment, drive and passion to succeed, must be higher than anyone else’s, in their team or organisation. They must be the catalyst that inspires each individual to greatness. Their dedication must be unquestionable and their passion to inspire their team members to succeed must be high.

If you are leading a team and you are not inspired by your vision and driven to succeed, then your team is not going to be inspired either. If you do not feel really driven and passionate about leading your team to success, then it is time to conduct a self-audit and to discover the reason why.

If you are unable to feel total commitment, towards influencing and inspiring your team to greatness, where you inspire them daily to achieve the common vision, then there is something missing.

You are either:

• Leading a team towards a vision that has no real meaning to you or your team.
• Leading the wrong team that is disinterested in your vision.
• Leading a team that is filled with the wrong people.
• Your team members do not have the right skill set to deliver on the vision.
• Working in the wrong organisation that is not aligned with your vision or style of leadership.
• You are the wrong person to lead the team.

If after answering these questions you realise that some or all these issues are limiting your performance. Then it is crucial that you immediately begin making plans to change things. You can never succeed as a leader if even one of the above factors is not in place.

• If your team is aligned behind you as their leader, but they do not buy into the vision for the team, you can either look at communicating the vision differently so that they see it from your perspective or you need to revise the vision.

• If you are leading the wrong team or a team filled with the wrong people, you must take action immediately to remedy this. Invest time to discover all the skills necessary for your team to achieve the vision you have for the team.

• Record these and then compare them to the actual list of skills available within your team. If there are functions or tasks, which are necessary to achieve your vision, but no one in your team is able to fulfill those functions or tasks. You need to urgently add people to your team, who do possess those skills or train the existing team members, so that they can carry out those functions.

• No team can ever succeed if there is not unity of vision amongst all team members. As long as team members are not working towards a common vision, their efforts will be diluted and the team will never succeed. It is crucial that a leader receives constant feedback from their team, regarding their buy in and support for the vision.

• To be a great Leader, you must consistently conduct informal research and discover what is important to each of your team members. Try to understand what inspires and drives them. When you know what their personal vision is for the future and you can weave a picture, which allows them to align their personal vision with that of the team. You have the makings of an incredible, driven and passionate team.

• Keep communicating your vision clearly and concisely to your team and get feedback from them as often as possible regarding their understanding of the overall vision. Do not just assume that everyone knows and understands the team vision.

• The more clarity each team member has about the vision and their individual role on delivering on that vision, the better the results the team will enjoy. Keep communicating the same vision, consistently, clearly and creatively until everyone is on the same page.

It does not matter how much talent or ability resides in your team. The outcome they will enjoy is directly proportional to the quality of the vision and the way that vision is communicated and understood by each individual in the team. No team can or will ever be successful if they are all driven and inspired by different agendas.

Once you are certain that your team is inspired by, understands and is passionate about the common vision, it is time to assess the diversity of skills available within the team. No business or team can succeed with only sales people or accountants.

Every team or organisation requires diversity of skills, abilities and personalities to succeed. I got this concept really wrong in my early years of leadership. I thought I would be successful, if I could surround myself and fill all my teams with people just like me.

That oversight on my part cost me dearly and it took a number of years to see that my progress was being hampered by this naïve approach to business.

As soon as I realised that a team is about diversity and that every person has a unique role to play within the team, I began to realise amazing results with my teams. No human body would work very well with only kidneys, hearts or lungs. To function as a whole person, we need all the organs in our bodies, each with a very specific function.

All great leaders realise that each person on their team contributes in their own special and unique way.

See the need for diversity within your teams and show appreciation to each team member for their unique and crucial contribution to the team effort.

Don’t fall into the trap like I did as a young leader. Don’t overlook the importance of filling your teams with a diverse group of people with differing skills and abilities. You do need great team members with appropriate skills to succeed. That is a non-negotiable. You can never succeed with the wrong people.

You can however still fail to achieve your goals and vision as a team, even if your teams are filled with the perfect people. Lou Holtz epitomised this concept when he said “You have to have great athletes to win. I don’t care who the coach is. You can’t win without great athletes, but you can lose with them. This is where coaching makes the difference”

This shows the importance of great leadership, which is necessary to lead people to success. It is the role of a great leader to inspire, influence and bring the right people together and to get them behind a common vision.

When all these factors are in place, nothing can stop the team from succeeding. Talent, diversity and unity of vision don’t come together on their own. It takes a leader to provide inspiration, empowerment and direction to a team so that they can succeed.

http://www.andrewhorton.co.za

Hi my name is Andrew Horton; I am an inspirational Speaker, Master Teacher, Radio and TV Host, Global Traveler and Author. My area of focus is in the field of human behavior, expanded awareness and enlightenment.

I travel the planet constantly researching, learning and seeking ways to unlock the mysteries of the human mind. I delve into the inner workings of the universe, always looking for ways to understand my role in making things better and contributing to the improvement of the human experience. Please visit my website to sign up for a daily inspirational message, by following this link Daily Inspirational Message. This is your daily call to action, a reminder to do things better each day. Visit my website at http://www.andrewhorton.co.za

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4 Strikes and You’re Out!

By Andrea Herran

Do you use progressive discipline (or counselling as I prefer to call it)? Do you know how? I prefer to call it counselling as the purpose behind the conversation is to let a person know that improvement is needed and you would like to see them succeed.

Discipline sounds to me more punitive and you don’t want or accept a turnaround – going through the motions until they leave. The idea behind progressive counselling is to give the employee a chance to improve their behavior or work performance.

Sounds simple enough…but how much is too much and am I giving the person a fair chance?

The generally accepted practice is 4 strikes and your out (however there are exceptions).

What do the steps look like:

Verbal Warning: this one throws people for a loop because even though the name is “verbal” it should be documented.

First Written Warning: if you didn’t document before, you must start now. Putting it in writing is what shows people you are serious about needing a change.

Second Written Warning: this occurs when after being given a reasonable amount of time to change, it still hasn’t occurred.

Termination: change still hasn’t occurred and well…you are left with no choice but to let them go.

A word of warning: at each step you must give a person a fair amount of time to change before moving to the next step and let them know that if change doesn’t occur – you will have to proceed in the counselling process.

Now, these steps are good if your people are having performance issues – for example: not turning in orders on time, forgetting to get back to the customer in a timely manner, etc. Behavior issues you may want to skip the first verbal warning if it may possibly cost you clients.

You can skip steps if what needs to be corrected is serious enough to warrant it. For example – you are not going to give an employee four chances to rob you or physically threaten other employees. Do it once and they are out.

What is a reasonable amount of time? You are not going to like this answer – it depends. How long can it take a person to adjust? Is further training needed? Maybe 30 days is enough time. Always late for work? Tomorrow is enough time. Look at it on an individual basis to determine time and/or you can ask them “when can I expect to see improvement” – that way it is their timeline and they will be more committed than if it were your timeline.

Need help with progressive counselling? Contact us!

Andrea Herran is the principal of Focus HR Consulting ( http://www.FocusHR.biz ), which provides full human resources support to small business, provides a membership service through My HR Helpline for those who want expertise just a phone call away, and provides webinars and public speaking on HR topics. Subscribe to her bi-weekly newsletter from her website.

© 2012 Andrea Herran All Rights Reserved

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Modern Leadership: Five Steps In Creating Strong Teams

By Dean Hambleton

In modern business, a successful leader doesn’t tell people what to do. Most businesses and their processes are too complex.

No one person can be a superstar and know everything. What a modern leader does is that they teach their subordinates how to make choices that allow the entire organization to thrive.

That sounds simple enough. The devil is in the details. The benchmark for a strong leader would be General Dwight Eisenhower in managing World War II. General Eisenhower never led a team on the field, but he was a genius in getting everyone on the same page and co-coordinating activities.

It must be understood that for most of his army career, General Eisenhower was the base football coach. This training was a primary reason why the Allies prevailed in World War II. The Allies were made up of 3 players that did not like or trust one another. Ike Eisenhower understood how to co-ordinate the differences and to how to make the differences strengths and not weakness.
There are 5 steps to creating an effective team.

1. CREATE UNITY. This is how World War II was won. General Eisenhower motivated people by giving them a vision of the future. He gave the opposing generals a vision for a higher purpose. The world could not tolerate a German victory.

2. VALUE DIVERSITY. Ike had diverse generals in Montgomery and Patton. He took these two brilliant but different generals and used their personal differences to create opportunities for learning, creativity, and innovation. One reason why D-Day was a success was that Ike convinced Patton to be a decoy. The Germans always thought it would be Patton who would lead the charge across the Channel.

3. INVOLVE EVERYBODY. Before D-Day, Ike made a personal visit to the invading troops. This visit made the “grunts” understand just how important their efforts were in the winning of the war.

4. PROMOTE IMAGINATION, CREATIVITY, AND INNOVATION. Americans are taught to be problem solvers. A problem is an existent condition. Modern business moves so fast that new products must be created in real time. Creativity and innovation bring something new into existence. At Normandy, Allied troops were bogged down. Montgomery and Bradly used creativity and innovation to get their troops off the beach. The Battle of the Bulge is benchmark is how manager (General Patton) should make decisions in real time.

5. LOOK FOR THE THIRD WAY. People are hung up on the Right way vs. the Wrong way. The original debate at D-Day was where to land. General Eisenhower understood the importance of Special Operations to create a network of citizen support in order for the D-Day mission to succeed.

Dean Hambleton

dnhambleton@gmail.com

I hope this article sheds light on how to create teams that create brands in our modern era

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Help Your Organization Succeed: 5 Tips to Elevate Your Purpose

By Mike Henry, Sr

I recently read two different posts that caused me to think about how people are treated in the workplace.

The first was a series written by Chad Balthrop about the trap of transactional leadership. It seems that sometimes, many times, actually, we view our personal interactions as transactions and our language expresses that belief. The second was a post by Tristan Bishop focusing on how purpose improves productivity.

What is the purpose of a business?

Contrary to popular opinion, the noblest purpose of a business isn’t to make a profit. The noblest purpose of a business is to make its people profitable. I believe that the highest call of a middle manager is to understand the intricacies of the relationship between your team and your organization and make sure both parties win. Win-Win is the only sustainable business model. When we make our people profitable, our organization wins. Any organization that wins at the expense of its people will eventually lose. Any people who win at the expense of their organization also eventually lose.

The noblest purpose of an organization is the success of its people.

Therefore, the purpose of an organization is to create an environment where its people thrive. The organization must avoid the idea that people are an asset. People are the reason, profit is an asset. The highest call of a leader is to help people work together to create a profit that in-turn is used to rewardthose same people. Leaders must hold employees, vendors, AND customers accountable for their part of the formula. Leaders fight for the relationship that ultimately rewards the very people who create the value.

The people involved also have a responsibility. Each employee or associate must perform their job well enough for the organization to achieve profitability. Employee engagement is a current buzzword but it must spring from the employee’s side of the relationship. In “Linchpin,” Seth Godin called itemotional labor. They must bring their mind, their energy, and their ideas. They must be willing to go above and beyond the call for the good of the organization; but, that seldom happens when the organization simply consumes all of the gain. People must remember that their effort rewards the group and when they slack, it hurts the group.

5 Steps to Elevate (even rescue) Your Purpose

I’m sure that yours is a win-win company! But, just in case you know some others with turnover problems, disengaged employees, or other symptoms of a win-lose company, you can pass these 5 steps along.

1. Decide today to be a win-win organization for your people. Make a written declaration. Get on record.

2. Ask how your people win. Find ways to make your employees winners. Reward people according to the value they create and enable them to create as much value as possible. They give their life to your organization — honor their service. Even for those with difficult jobs, you can help improve the value your people derive by helping them with their personal dreams. Check out “The Dream Manager” by Matthew Kelly for some great ideas.

3. Re-align jobs and responsibilities to enable the most people to win. Create career paths that energize people for creating additional value. Instead of rewarding longevity, reward applied experience: offer rewards fortraining, documentation, excellent performance, or zero defects.

4. Change anything possible to make difficult jobs rewarding. Put them on a better career path. Clearly define success. Set a specific end date for the job so the person doing it has something to look forward to. Make them part of a team and rotate the bad jobs with the more rewarding jobs.

5. Stop rewarding under-performers. Set clear, distinct, and measurable goals for your people and reward people according to the value they create. People who consistently under-perform must be corrected or asked to leave. If you provide a safe haven for under-performers, after a while, that is all you will have.

People are the reason for a profitable business — nothing else. Make others’ lives better and elevate your purpose.

Mike Henry is the founder and Chief Instigator of The Lead Change Group. Known nationally as a character-based leadership coach and committed leader, Mike’s passion is helping leaders grow leaders. He believes that leaders exercise their influence and skills at any position or level in an organization and knows that every organization needs leaders to own their performance and make the organization competitive.

Additionally, Mike enjoys mobilizing people and communities to apply character-based leadership to make a positive difference. To become involved with The Lead Change Group, visit http://leadchangegroup.com.

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