Thoughts On Leading

Uh oh, here comes a book.? I’m going to add this here and then publish a separate article.? Thanks Mitch, great thoughts, here is my development offered to all. Situational Leadership and Adaptability – sensing change and dynamics.? Very true, a leader has to position themselves to be able to sense what is happening at work, undercurrents. Intel.? Input is required and the fastest, most relevant will come from front-line workers.?? Problems, issues, solutions, opportunities, improvements.? Any Continuous Improvement program will start with educating the managers that the people doing the work are in the best position to spot problems, suggest and implement solutions, and figure out the ways to do the work best.? The danger in management is the higher you go, the less you know.? The extra levels of managers start filtering data, problems and issues.? This problem is worse when there is less safety in reporting problems, or there is competition for success.?? A true teamwork environment, that is supportive, will help in this. Adaptable style – there is a whole spectrum of leadership styles that can be used for any given situation.? The challenge is knowing and being comfortable using the appropriate style for the situation.? That will be a whole other article. Lead by Example – This is totally true.? Walk the Talk.? Also: “say what you mean, and mean what you say.”? You set culture, and expectations, by your own example.? Culture, and Ethics follow this mantra, and it is critical.? What actions are allowed, are repeated.? The troops will follow your example, and they are always watching.? If you want the company to operate a certain way you have to operate that way, always.? I hear the complaint “Ethics is hard”. No it isn’t.? You learn ethics at 5 years old – play fair, don’t steal, don’t hit, share nice, don’t tell lies, don’t be mean.? What a wonderful world if we just all acted as well-behaved 5 year olds. Engaging Leaders.? The higher you go, the less you know.? It is true, you are NOT supposed to be able to do what everyone else does, but it is handy to understand it.? So ask questions, be educated by your people, and trust them to do their jobs.? Your role is to make sure they can do their jobs.? Do they have the training and knowledge and experience?? Are there any obstacles?? Are other business units cooperating? Do they have the support they need?? Do they know WHAT THEY ARE SUPPOSED TO DO??? Do they know WHY they are doing it? When I run a project and have a meeting, I know exactly 2 things: ??? 1)? I am the smartest person in the room.? This is my project, I know what we are building, what is the schedule and the budget, I assemble the team members, I assign the tasks and hold people accountable.?My word is LAW. ??? 2)? I am NOT the smartest person in the room.? I am not the engineer, I am not the designer,? I am not the change management expert, I am not a business analyst, I am not the environmental nor Land nor Archeology officers. ?I know SFA about how you do your jobs, so I need you to tell me what you need, how much time, how much money, and what support you need, so we can ALL be successful.