Leadership Tips to
Ring In the New Year With Higher Profits
approach and we face another uncertain year in business, companies
must equip themselves with smart practices to position themselves
for greater opportunities in 2010. These begin with those who lead
the company. Here are 4 tips leaders must consider to keep
performance and profit going right back up the chimney.
your top talent:
with your people. In the absence of feedback, people will create
their own and it’s usually negative. Your people must be
informed about what is going on, why things are happening and
how they contribute.
meetings a standard. The only way to truly get the best ideas
and perspectives out of people is in a trusting atmosphere. In
business environments, group settings are not that atmosphere.
Meeting with your folks individually, ask open- ended questions
and listen. Companies are failing because they don’t have either
the ego or the awareness to practice this crucial leadership
people. Remember how it feels when someone provides you
encouragement and positive feedback on your unique qualities? We
all share the common need for appreciation. Be creative and
courageous and while it’s important to state the needs for
improvement and performance, be sure to express what people are
Determine what your people are motivated by: Think about
a sports team who may be talented but doesn’t play with passion.
They place themselves in a far more vulnerable place, one that is
susceptible to defeat. Similarly, leaders, like coaches, must find
what motivates their staff members and intact teams. Doing so allows
them to maximize their confidence, talent, performance and
creativity. Tapping into the motivations of your organization
creates a winning energy and in a time when so many companies are
operating from a place of fear, you can differentiate yourself with
a play to win approach, because you have a motivated workforce.
a culture of teaching leadership:
teaching moments every single day. By what they say and what they
do, they are influencing right and wrong, ineffective decisions and
smart leadership choices. A teaching executive is an individual who
realizes this. They make educating and developing those around them
a priority value.
around executives who teach is they really don’t know how to do so.
Teaching hasn’t occurred until learning has been confirmed. Telling
isn’t teaching. Data dumping is not educating. Executives must
practice focus and patience. They must be great listeners and
understand that direct reports learn in different manners. Some are
analytics who require visual repetition. Others need to be shown how
to do things and physically practice them.
These components of
corporate education are integral for establishing a culture of
learning, teaching and constant development. The teaching executive
is a rarity because it requires an others-centered ego while
simultaneously accomplishing the complex responsibilities that many
Pass the bucks(s): As employees evolve into positions of
management, responsibilities expand, necessitating leaders to lead
people and get away from the daily tasks. Unfortunately, many
managers are either not comfortable with big picture leadership and
the interpersonal requirements of higher leadership or they can’t
let go because they feel like things will not “get done the right
way or fast enough,” if they don’t do it.
Learning to let go
is not easy, particularly for those who are high controlled and very
organized. Yet, it can be done and must be done if an individual is
to go to a higher level in an organization. As importantly, not
letting go can be disastrous for eroding trust and killing the
motivation and development of emerging leaders.
incrementally delegate responsibilities. In time, they’ll realize
that their team members can accomplish more than they even thought
and (gulp!), can periodically do things better and faster than they
Letting go creates
a culture of capable, talented team members who can contribute value
and success to an organization from many different vantage points.
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