Across all facets of industry people are promoted to leadership roles purely through their skill, personal achievements, and promotions based on seniority. These people are valued by their employers, and rightly so. In their newfound role there is an expectation they will step up to the mark and transfer their skill, knowledge, their expertise, and lead those they are responsible for to achieving effective, high quality, efficient workflow.
Unfortunately, a great many of these talented people will fail miserably in their role as a leader. It is one thing being highly accomplished in skill and knowledge, but it’s another scenario when it comes to managing and supervising the personnel they are now responsible for. Many will fail purely through their inability to manage people!
A leader can plan their day, take the greatest of care in organizing, planning and delegating work responsibilities … but unless they have the “working cooperation” of those that surround them, only a small amount of what should be achieved, will be achieved!
Although there are many dynamics which determine whether a leader will succeed or not, I believe the foremost conversation a person should have with themselves as they move into a leadership role is; I know I have the expertise to support my role, but do I have the personality, charisma and people management skill to encourage growth, and develop the needs of the people I am to be responsible for? To coach and empower them to greater achievement and build a supportive environment based on trust, respect, and commitment? Am I going to be a leader who will attract people and their support, or the type of leader who may easily offend and repel those around me?
I know of a businessman who had operated a small retail shop for a considerable amount of years, a family business which he had inherited from his father. After the same routine year in and year out this gentleman come to a conclusion; all he had done yesterday, he will do again today, and all he does today, will be done again tomorrow. He assessed his business life, personal growth and adventure and come to a conclusion all were extremely narrow. He simply survived. He made a decision that day his life was going to change.
As he began to chart directions a realization struck him. Should he wish to fulfill his newfound dream of building a national chain of retail outlets, his dream would never be realized by hard work alone? He realized people need people to succeed, and if he were to succeed with people he would need a personality which would encourage people to work alongside, and support him. The first step in his journey was to question himself sincerely, what are my positive attributes which would encourage people to be drawn to me, and what negative traits do I harbor which would push people away? These I will identify, I will learn ways to change, and I will change.
He asked questions like, should I lack good communication skills there is going to be misunderstandings and mistakes; should I be quick to anger, lack discipline and self-control, how can I resolve issues and set standards for appropriate behaviour? Have I the confidence and courage to confront various dilemmas as they arise, because they will? Do I have good people management skills which will work to increase staff morale, spirit, enthusiasm and unity? Am I able to monitor social behaviour and quickly become aware of staff conflict, and be efficient in solving differences, and difficulties between them? Do I accept in becoming a leader my integrity will need to be beyond reproach? I understand should my staff TRUST me, they will RESPECT me, and in turn FOLLOW ME.
Today this gentleman has a chain of retail stores internationally. Over the years I have heard him interviewed on a number of occasions. All interviews appeared to have one question in common, where did it all begin?
His answer is always the same. It all begun in a little shop I managed by myself. I dreamed of building a national chain of retail stores. As I began my journey the first question I asked myself was what would be the biggest obstacle which could stop me realizing my dreams? The answer was loud and clear, it was people! If I were to win, it would be because of other winners alongside me. I needed to build winners. I needed to invest in people skills so I could build a highly motivated, creative, progressive and satisfied workforce which would support me.
As I began my journey I realized and accepted to be a successful leader I would have to treat every person fairly and with respect, I would be willing to admit mistakes, even in the face of adverse consequences. I would honor every commitment and ensure the trust of others was never violated. I would uphold personal, social, and ethical standards and create an environment which would protect the welfare of all.
I visualized where I wanted to go, I planned and strategised how I would get there, but it was because of my people, as individuals and working collectively which enabled my success. What I now have, I owe largely to the loyalty of them!
Trusting this article will provide you with real value, and help you become the person you can be. I will be posting a series of these articles over the coming weeks, so be sure to follow if your'e into self development and leadership whether it be for work, home or life in general.
Treating "every person fairly with respect" AND "willing to admit mistakes"?
Good things to mention. There is certainly not enough of that anywhere, but too often especially in leadership roles.
Hi, you are certainly right. Too often organizations blame their staff when things aren't quite right ... as they work to solve problems they should look first at how their people are being organized and managed. I have spent 15 years as a business consultant training Government, Corporate, and small to medium size business, and have found very often the solutions to many of their problems lie at the top end of tier rather than the bottom. Kind regards, Gary
Thanks. I've worked my way up at several companies before, often entering at entry level "bottom" positions and eventually (within months or about a year) ending up as an Assistant Manager or a Supervisor for an entire crew or shift. So often, I see those "in control" creating more problems for themselves simply by the way that they treat their employees. Too often, these so-called "leaders" have never been there or done that and completely lack any sort of capability to relate to their employees. Personal, ethical and social standards seem too low at the top for anyone beneath them to reach higher. Here is often where the real difference was noticed. Simply by having high standards that I would not compromise, I stuck out like a sore thumb, and was given many opportunities to "climb the ladder". Of course, there were multiple times that I chose to "climb back down" for various reasons. It's a sad state of affairs when you have to deny the request of your boss to lie for them.
Thanks again for your post and for being a voice of reason and wisdom in this desperate time in our world!
Thank you @garywilson I will enjoy reading about leadership and time management to further develop and grow the @steemdrive campaign and other initiatives, thank you for imparting your wisdom! - Sincerely, Ricardo Goncalves
Thanks Ricardo. Appreciated. Kind regards, Gary