Many people are promoted or recruited into leadership positions without understanding the fundamental philosophy of leadership: It’s all about people. When you are a leader, you are no longer responsible for doing the job; you are now responsible for inspiring, coaching, mentoring and motivating your team to become the very best version of themselves, which will help them produce their very best work. One must remember that the talents that make a person successful in a previous, non-leadership role are rarely the same ones that will make them excel as leaders. This is why we have many companies grossly over-managed and severely under-led. When a leader can inspire and empower their team to become the very best version of themselves by challenging their assumptions of what they can accomplish, they can now empower their team to believe in the impossible and produce unimaginable results to the astonishment of many. Check out our new Amazon Best Seller, "Unlock The Hidden Leader, Become The Leader You Were Destined To Be," by simply clicking the link below. https://geni.us/4JmlQU #leadership #management #leadershipdevelopment #employeeengagement #leaders #people #leadershipfirst #leadershipfirstquotes #executivesandmanagement #inspiration #giffordthomas #entrepeneurship
Sometimes we promote people to make them stay. We forget, not everybody wants a promotion or made for management or leading a team. Often, a leader leaves after a short time, as they can’t handle the new responsibilities. Junior managers and supervisors are asked to provide leadership, train staff, and take management roles and they are overwhelmed. How do they know, how to lead or train a team, if they lack the training and knowledge? Sometimes, they get fired because we think they are useless. Even worse, they stay and destroy what we have built. Neither is necessary. How could we make a promotion work for everyone involved? Stop promoting people just to keep them. Most of the time, you create a new and bigger problem! Be honest and ask yourself: Is there a need for this role? Is this role just created to keep this person and to justify a pay increase? Is this person suitable, capable, and honestly interested in the role? What is the motivator for the person to move on? (Is it only for money reasons, re-consider the move). Are both parties agree, to go ahead with the role and the associated responsibilities? Discuss all the pros and cons and decide with the person if they are ready to step up.
I sadly know a few people that need to read and understand this
Absolutely! This needs to be more fully realised in the workforce. "Doers" want and need real leaders to not just develop them to be their individual best but also promote a collaborative, synergistic workgroup that benefits all - both internally and with cross-functional team members for a better end product and workflow. (Who doesn't love to succeed?) I suggest too that having vision through the trying times helps immensely as does going to bat for one's team when warranted. Another aspect I find is that leadership does best when ego is naturally put aside. A team member excelling in some area isn't a threat but rather a complement to one creating an environment where others can do so. Openly recognizing an individual's strengths goes a long way too. When your team sees and feels that, it naturally makes them want to excel further. It's the opposite of a "thankless job." All the more reason we need leaders who thrive on the interpersonal level, building strong bonds, anchored with empathy and buoyed by an optimistic vision and embrace of the people, brand, and mission.
ABSOLUTELY!!!! The last decade of my undercover research of front line positions identified the authenticity of this statement! The results were based on varied data and project models in the Dallas area. Want more details? Message me! It would be a pleasure. My 30 years experience working with teams from Bermuda to Hawaii and Canada to South America proved my template for motivating, mentoring and coaching front line, middle management & regional teams worth the investment.
There are different types of leadership. The leader I wanted to become is an ethical and agile leader. Ethical leaders are those who lead teams by example. We are the ones who work lovingly and creating the working environment. Our people get self motivated, trained and inspired by seeing our hard work and looking at their leader as one of the best guys on the floor who have no pride no ego nothing but to give the best to their team. Agile to understand strength, weakness, opportunity and threat of business. By analysing all these forecasting future business and achieving goals.
100% accurate statement.
People management is not the same as project management. Yes they involve people. A building constructor. At the end he has to deliver the building under the promised time and with quality. His next job is dependent on that. However the person responsible for identifying the right resources for the job or training them accordingly to contract with the builder needs a closer eye on the worker and his background and development. Also builder must have knowledge on each aspect of the mix to a good extent to make sure things are followed as needed. You just cannot box leadership into a box and call it that. They may play differently.
Effective leadership revolves around prioritizing people over tasks. Leaders inspire, coach, mentor, and motivate their teams to excel, shifting from doing the job themselves to enabling others to succeed. Transitioning into leadership requires different skills than those that led to previous success. Unfortunately, many companies suffer from over-management and under-leadership. True leaders challenge their teams to exceed their own expectations, fostering belief in the impossible and achieving remarkable results.
Effective leadership in a remote work environment requires to follow certain guidelines: Check Team Productivity with Output and Deliverables, Measure the quantity and quality of work produced by the team. Regular Engagement & Collaboration require with Effective brainstorming in virtual meetings to ensure that the team remains on the same page. Regularly checking how quickly team members replying to emails, messages, and requests from Business partners. Prompt reply requires to prevent delays. Arrange regular sessions to assess satisfaction, motivation, and overall engagement. Regularly reviewing performance indicators to identify areas for improvement, enhance team dynamics, and ensure the overall success of the remote work setup.
Director of IT/IS - USA
4moThis is so true but sometimes hard for those who were promoted to the leadership role after successfully doing the actual work. It's difficult to get your organization to stop looking at you in that role; especially if your output was good. This is not an overnight change. It takes time to break the habit of doing the work. It also takes time for the organization to accept that you are no longer the do'er but the Leader/Coach/Mentor... But that is where upper management comes into play - it's their responsibility to makes sure that new leaders are not setup for failure and the new job description is made clear to the entire organization. Otherwise, new leaders (especially those who have been promoted from within) will end up wearing their previous hats and also trying to keep the new one from falling off their heads. And that is one of the biggest risks out there. New leaders end up feeling that they make little to no traction in their new role and also lose their sense of purpose.