THE SHOP

Performance Business - May '13

Issue link: http://read.uberflip.com/i/119664

Contents of this Issue

Navigation

Page 50 of 63

As changes occur within an organization, leaders must take advantage of every opportunity to spotlight events and people in order to showcase individual and group initiatives demonstrating progress toward the defined vision. Leading by Personal Example One of the most valuable resources available to a leader is time. Time is at a premium, and leaders must schedule carefully to achieve what is personally important to them. When employees see that their leaders are organized around the strategic priorities established to facilitate change, it communicates that they are in earnest about their personal initiatives. As a general practice, leaders need to adjust their personal calendars to reflect the strategic priorities of facilitating change. This communicates that the leader is leading with action to back up their words, as they are focusing their time specifically upon the point of change. Practicing Visible Leadership Leaders cannot lead from behind a desk or office door. They must be present at the point of change to train, coach, cajole and comfort. Leaders can only observe and learn when they are in the midst of their employees during the implementation of change. This is not a one-time event, but an ongoing exercise. This is why the efficient scheduling of time is critical if leaders want to be actively involved in the direct facilitation of change transformations. Being a Compulsive Listener Leaders have one primary responsibility: to go out and listen to their employees. It should not be done in a passive style of listening, but one where leaders actively engage their employees, learn from their frustrations, take action to clean up a particular stressful or unproductive situation and enthusiastically encourage each one of them. The process of facilitating change requires that leaders make it an ongoing habit to actively listen and make necessary changes based upon what they specifically learn and observe. Honoring Your Frontline Staff Leaders understand that the point of change happens in the front lines of their organization. While it impacts the entire organization, the front lines are the apex of change. This is where its real impact is felt— and where leaders must directly focus their time, efforts and attention. In this regard, leaders should be honoring their frontline employees. They accomplish this by celebrating all major and minor successes and learning from failures as they test new ideas and concepts. Delegating When leaders delegate, they are not only freeing up valuable time, they are empowering and training others to perform key tasks. Proper delegation allows leaders to be more responsive to the needs of their organization, because they can get out from under tasks demanding their time and hindering their ability to lead. The key to successful delegation is the maintenance of high standards for those the leader designates to perform the delegated work. THE PULSE OF THE FUTURE Replace your customers' old school spark plugs with Increased horsepower Up to 10% BETTER fuel economy Smoother operation Easier starting Pulstar.com | 888.800.6700 Managing Horizontally When leaders manage horizontally, they are opening up communications and responsiveness at the front lines of their organization, and across multiple functions. This minimizes the delays of bureaucratic up-and-down communications and replaces it with faster frontline communiMay 2013 n Performance Business PULSTAR Mustang Perform Bus 032613_fnl.indd 1 PBMAY 2.indd 49 n 49 3/26/13 3:26 PM 3/29/13 10:48 AM

Articles in this issue

Links on this page

view archives of THE SHOP - Performance Business - May '13