ANSWER TO QUESTION 4. If You Cannot Answer These 5 questions Correctly, You Should NOT Be a Leadership Manager!
Greg "GW" Weismantel
Mentoring a portfolio of 3,200 managers, we teach irrefutable hard-skill tenets of Strategic Management for the company; operational development for executives, departments and leaders through digital resources & courses
What’s the Most Accurate Answer??Knowing this means you also understand the processes of leadership management for your position.?I will explain the answer to these questions each day of next week via email, on my Linkedin Post, as well as on my web site, www.highgrowthllc.com
?1. The most important ingredient to proper delegation of work to others is:
???????????a.?Responsibility
???????????b.?Empowerment
???????????c.?Control???
???????????d.?Communication
ANSWER TO QUESTION 1.
This answer comes directly from our Vista Management Development Platform, in the Success Series of management tenets.
https://www.screencast.com/t/yGYP6qlS ????????????
?Yes, the most difficult function of high-growth management is Control, because it is essential in achieving objectives and allowing an individual to evaluate themselves.
?As an aside, we will be working with Tunnel To Towers to bring these key management courses to each of you while supporting our veterans and first responders.
Gw
?Answer to Question 2.
?2. Since “change” is no longer an acceptable term in leadership, the difference between Transformation and Reformation is:
???????????a.?They both relate to the scope of the project.
???????????b.?They both impact the business model.
???????????c.?They both include restructuring.
???????????d.?One impacts the business model, and the other impacts the
??????????????scope of the project.?????????????????????????????????????????????????????
The terms “change” and “restructuring” are taboo in today’s dialect of leadership ?managers because it infers that there will be layoffs and job switches, and that is always based upon a leadership manager’s competency for continuous improvement.
?In today’s world of leadership management these two terms, reformation and transformaton, have themselves been streamlined, and for good reason, because they both provide a distinct difference within the function of Organizing. ?They have meaning where “change” does not.
?Yes, both transformation and reformation are competencies within the high-growth management function of Organizing, as “they both impact the business model” of the company.??
?This answer also comes from our Vista Management Development Platform, in the Success Series of management tenets under Organizing.
?The term “change management” has less meaning in today’s leadership management environment while “reformation and transformation” relate directly to organizing.?Change does not.
?Answer to Question 3.
When I am asked the difference between a leader and a leadership manager there is nothing quite as obvious as how each looks at a "best practice."?
?The leader usually holds that a best practice is the only direction that a company should take, similar to the validity of an ISO rating.?That’s because a leader believes that the only competency for success is what is standard operating procedure.
In order to become a leader, there are 18 key, hard-skill competencies that a leader must master. To become a leadership manager and move on to executive of the company, you must master 71 competencies.?That explains why a CEO isn’t just looking for a leader.?
What I have observed in over 40 years of working with high growth executives and companies is that a leadership manager is far more challenging of the status quo, and less reliant upon what the “uncritical many” profess. From what I can tell, that’s a key reason we see leadership managers shoot through department manager status into the executive role.
3.?The difference between a “best practice” and an “axiom” is:
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a.?The best practice is the most reliable of the two terms.
b.?The best practice is objective;?the axiom is subjective.
c.?The best practice is used the same by all respected units of
?????the company.
d.?The best practice is subjective in nature and changed by
?????the company as it sees fit.
This answer to question 3 is a good example.?What leader would ever select “D” as the correct answer above??And yet that’s the correct answer!??What leader would think that a best practice is “subjective in nature and changed by the company as it sees fit?”?After all, if a company takes a best practice and changes it to fit its own requirements, is it still a best practice?
Yes, it's the best practice for that company or department! Period.
I’ve seen it where one division of a company has a different best practice than is used by a sister-division.?That’s because a best practice is driven by a small group of "experts" outside your organization, and not the critical few specialists inside, and it often must be tweaked in order to be followed.??Let’s take a look at this from what Guy has placed into the Success Series.
Answer to Question 4
?4.?The two most important “hard skill” competencies to a leadership manager are:
???????????a.?Communications and Delegation.
???????????b.?Accountability and Metrics.
???????????c.?Decision Making and Problem solving.
???????????d.?Evaluation and Appraisal.
?I know my friend and executive, Rick Aquino, got that one right!
The answer to question #4 should be a no-brainer, because it was mentioned in the answer of question #2. The most important hard skill competencies to a leadership manager are Accountability and Metrics!
In question #2, Guy spoke about the difference between Responsibility and Accountability, with responsibility being the work or job description of the responsibilities of an individual.?That says nothing about having the authority to make decisions on that work, and that’s where the rub lies.
?Responsibility and Accountability are competencies of the function of Leadership, and they go a long way to support other competencies as well.?For example, we find that ?conflict resolution is a competency of the function of Teamwork, but whenever we see two departments or individuals in conflict,?you can pretty much depend upon one or both of them do not know who has the authority to make decisions.?Thus, nobody knows who is accountable.
In today’s work environment, particularly with working from home, strategic managed companies implement accountability and metrics more than ever before, or else they endure a lot of conflict and lack of trust.
?Think about it.?Why is there no trust of employees working from home??Because when they worked from the office it was perceived they were working all 8 hours on the company projects etc.?In fact, a certain portion of those 8 hours were watching video games or their kid's Instagram account, when nobody was observing.
Successful companies have agreed-to metrics and KPIs that quantify what is expected of the individuals at home, and uphold their accountability to achieve the OKMs that were agreed to.??That’s the real problem, no accountability and metrics.
Which is where solid leadership managers come in. It doesn’t matter "who" is accountable, as long as we know someone is accountable.?And that means the leadership manager can expect to receive a self-evaluation by the employee based upon an agreed-to metric of performance.?If she’s meeting her agreed-to metric or KPI while working from home, that should be all that’s required.
?Without accountability and metrics, it’s tough to have a business without conflicts.
?Answer to Question 5, Tomorrow
gw
?5.?The two most important “soft skill” competencies to a leadership manager are:
???????????a.?Empathy & Innovation.
???????????b.?Charisma & Curiosity.
???????????c.??Honesty & Humility.
???????????d.?Resilience & Tenacity.