Becoming an Effective Leader
We're all familiar with the saying, "There's no 'I' in team". While it is true, I believe that we should also pay attention to the fact that there is an "I" in disengagement. It can be tough for team members to stay motivated and engaged when their leadership is not taking responsibility for their actions.
Becoming a more effective employee and leader is not just about mastering tasks or giving orders; it's about deeply understanding your strengths, weaknesses, and motivations. It involves self-reflection, continuous learning, and a commitment to growth.
Since I developed a clearer sense of my values in line with the above, I've been able to build stronger relationships with my team, inspire trust, and foster collaboration.
Taking challenges as chances to grow, asking for feedback, and adjusting your leadership style to different situations are important steps towards being a better leader. It's a journey of discovering yourself and evolving that finally lets you lead with honesty and create a positive impact in your organization.
In this edition, I will be reviewing a book that I consider a must-read for every professional , especially for those who serve in a managerial or executive role.
A review of Peter Drucker's Effective Executive:
At the end of last year, my role was expanded at work to include some non-legal functions, and naturally, I had to grow rapidly into the new responsibilities. Not surprisingly, I experienced challenges with juggling these new responsibilities effectively. A colleague recommended this book, and as I read through it, I kept asking where the book had been at the beginning of my career. The book is about learning to manage yourself first, to ensure you can achieve all your goals (both professional and personal). It’s for the professional just beginning their career as it is for the person with several years of experience. Let’s dive right in.
?Here are some of the most impactful takeaways from the book:
1. Time management:
Assess the time you spend daily (keep a time log)To manage your time better use this question flow:
a. What would happen if [x activity] were not done at all? If the answer is “nothing at all”, then it’s obvious that the activity can be eliminated.
b. Which of the activities on my time log could be done by somebody else just as well, if not better? ?The emphasis here is on knowing your team member’s strengths and assigning tasks in line with these. This does not mean that you do not train, it just means that you are realistic because you know the strengths and weaknesses of your team and you are using them to your benefit. ? ? ? ? ? ? ? ? People tip:?Promote or hire for a person's strengths and not their absence of weakness. Your genius as a leader is picking the right men for the right tasks
c.Take feedback from your team on things you are doing that waste their time and are not contributing to their effectiveness. As an Executive, you may unknowingly be wasting other people’s time. Asking for honest feedback and acting on it can save everyone valuable time.
2. Effective contribution
Instead of just concentrating on achieving your daily to-dos, Drucker asks executives to focus on something called “contribution”. This means widening your gaze from just the day to day to truly asking yourself what your organisation needs from you and your team and focusing their efforts there.
As you train yourself to focus on contribution, so you must train your team to also focus on contribution. Lots of times you find team members focusing on doing many activities which do not ?actually move the needle on organisational goals.
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Every team member should be aware of companywide and departmental goals ?and should measure their work by what they are contributing to these goals.
Action Point:?How aware are you of the key results your company is driving this year and how do you and your team plan to be a part of it?
3. Focus Your Efforts
“If there is any one ‘secret’ to effectiveness, it is concentration. Multi-tasking may be the norm these days, but it is single-tasking that makes you effective. You have far more to-do than can reasonably be done, and the fastest way to get from one task to another is to focus on that one thing until it is completed,” Peter Drucker.
There are many things that will demand your attention on a daily basis and sometimes it is tempting to carry out multiple tasks at the same time. However remember that work that requires thought will also require focus. So be sure that everyday you find time to activate focus mode in order to complete those high impact tasks.
4. Effective Decision-making
“An executive who makes many decisions is both lazy and ineffectual.” ?Peter Drucker.
Well-managed organizations are “boring” because few crises occur and “fire drills” are limited to an actual test of a building’s fire system. That’s because as an effective executive, you have to create a set of rules or processes that manage the predictable occurrences. If you are constantly making decisions, it’s because you haven’t looked at the big picture and established guidelines.
If something out of the ordinary does arise, or circumstances change, you should make the decision that is both best for the situation and that can be reapplied again if necessary. Making the same decision twice is redundant and inefficient .
5. Continuous self-improvement
To achieve greatness in this ever-changing world, one must remain open to growth, embrace change, and continuously sharpen their skills.
Conclusion
Overall, "The Effective Executive" offers timeless principles and practical advice for individuals in leadership roles. Its enduring relevance lies in its focus on fundamental principles of management that transcend time and context.
Whether you're a seasoned executive or aspiring to become one, Drucker's insights are invaluable for navigating the complexities of modern business.
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Cover image source:https://images.app.goo.gl/vZ4BYSensNFHNxpn7