9m Principles of leadershipPrincip

9m Principles of leadership

Principles of leadership

Principles of leadership

CONTENTS

How does one become a leader?
What is the leader’s task?
What do team members expect of


their leader?
Principles of leadership



© Copyright by GEKA-Management Verlags AG, Glarus

© Copyright by GEKA-Management Verlags AG, Glarus


How does one become a leader?

How does one become a leader?
The path to a management position
There are various ways of reaching the position of manager:

– by promotion;
– by being hired as a leader;
– by hiring employees as an entrepreneur.
Perhaps one becomes a manager because of outstanding management
qualifications or because one knows how to “sell” one’s capabilities or
because helpful circumstances led to one’s appointment.

At this point, the boss has just reached the rank of manager. If they
have risen from the group they are now to lead, they will soon notice a
change in the relationship with their former collegues. The higher rank
may affect human relations within the whole organisation.

The second, far more important step is the one from boss in name only,
to recognised and accepted leadership.

2. The path to a recognised management personality
Gary Cooper – High Noon: What does this movie have to do with us?

A small town in the middle of nowhere, a rather forlorn looking railway
station, a gambling joint of ill-repute and a provincial bank. The
sinister figure with a double life: Banker, ranch- or mine-owner, but, at
the same time, manipulater and taskmaster of gunmen, cardsharpes
and cattle thieves.

It is 11.00 a.m. on a bright, sunny day. A train draws into the station.
From the last car a passenger alights. He is tall, taciturn and seems modest
as he walks down the platform, his saddle and harness slung over his
shoulder. He lets it be known that he is the new sheriff, come to take
the place of the one just murdered.

Informed of this by his henchmen, the villain is immediately on the
alert. He makes it quite clear to the new sheriff that he had better mind
his own business and not be too inquisitive if he knows what is good for
him.

After that, the newcomer’s position within the town community is
uniquely defined. He is the sheriff, but the intimidated townspeople
keep out of his way; a lot of talk goes on behind his back. Nobody dares
to be on his side.

How will he fight now, the fledgling boss? Silent, brave, deliberate, in an
all-out battle: It is the fight of the just man against the forces of evil. He
fights against ambush and indifference and, at the same time, for his
function and his recognition.

We all know how the story ends: The new boss is the centre of atten-

From “outsider”…

… to “accepted leader”!

tion, surrounded by friends, followers, admirers and fellow travellers.


Is this a stereotypical story? Yes, and that’s why it is particularly good
for pointing out what is happening all the time – not only in the Wild
West, but in any office, any workshop, any team, any group that needs
a leader. Anybody called upon to assume the function of manager
starts as an outsider. They have to fight for recognition.


What is the leader’s task?

What is the leader’s task?

Leaders have to act consciously upwards, outwards and downwards in
order to initialise changes and put them into practice.

Why do companies fail?

Do they fail because the leaders did not succeed in motivating their
people to make the company successful or because the necessary
changes, recognised by the managers, have not been convincingly sold
upwards?

Probably because of both.

Acting upwards

By analysing the crash of a company in retrospect, interviews point out
that everybody knew why this situation occurred and what should have
been done to avoid it. They knew it in advance!
So why is it that nothing happened?


We can reduce our job to ensuring that out employees are well, that
they feel good, that they have fun and do not jeopardise our own position.
We can note, with resignation, that we are not able to change anything
in the organisation anyway!
How would you react if a salesman came to you and said: “The customer
doesn’t want to listen to me.”?
It’s exactly the same with leaders. One of our main tasks is to enforce
necessary changes in the organisation by consciously acting upwards.
How is it done? We will talk about this in the training.


Acting downwards

Compare a company’s situation with the situation of a sports club!

Maybe a team has just been relegated and wants to go up again!

They have high ambitions and want to reach the Champions League!

It is a big club or a small one which wants to get big!

Is it sufficient to pay a lot of money for expensive players? Or is it advisable
to form a team, according to the objective, which will enthusiastically
reach out for the goal?

The club will have to part with some players whose strengths do not fit
into the team anymore. (Maybe they need different players to play
against relegation than for promotion.) Other players will grow with
their new task and will develop undreamt-of capabilities and energies.

This is our task by acting downwards!

Consciously act upwards!


As leaders we are responsible for

As leaders we are responsible for
hiring the right employees and for
– adapting them properly to the game.
Every leader has the employees he/she deserves.
Please think twice about which of these two aspects is more important
for you in your executive duty.
What do team members (players) expect of you as a leader and coach?



What do team members expect of their leader?

What do team members expect of their leader?

Well, you have probably found the answer already. It is because of the
“Neanderthal” who is, as we know, a status-seeker, aggressive, haunted
by fear and fenced in by good and bad habits. Team members would
like to be able to look up to the manager. Giving the team members
fine words will not make up for a lack of strength.

Our team members expect more of us. It is not enough just to keep
proving our authority by appropriate actions.

Everybody, every employee, is eager to be first, to take top place in one
particular field and ranking.

This hierarchical set-up is the product of the individuals’ imagination.
There is a ranking for all people where, consciously or subconsciously,
they strive for the top; they may speak of their aspirations to others or
keep them a secret. Their ambition may consist of wanting to be the
most diligent or the smartest, the expert on cactuses, the most popular
or amusing, the laziest or the one who knows how best to get round the
boss, or the only one who doesn’t have to make an effort.

Everybody wants to be unbeatable in one particular field. Everybody
would like to be able to say, for example:

–
“No one knows better than I how to handle difficult customers.”
–
“No one in our work group has as many good ideas as I do.”
–
“No one takes things as seriously as I do.” (This might be the critic
who will always find a fly in the ointment.)
Even the “black sheep” are quite pleased with themselves. In their own
ranking order, they like to think of themselves as being at the top.

Nothing gives us human beings more pleasure and satisfaction than to
continually prove our own uniqueness.

What do our team members expect of us in detail?

They want to be proud of being an equal member in a successful team.

They want to know “what’s going on”, to be informed and to be involved
in the decision-making process.

They want to work free of anxiety about the future and to get the
recognition they expect.

They want to know that they are needed, that we rely upon them and
therefore invest in them – briefly: that we encourage them!

They expect honesty and fairness because they are ready to accept
rules (rules of the game).

Everybody wants to be first!


Leaders are distinguished by their principles of leadership, and team
members recognise a leader by the fact that these principles are put
into practice.


Principles of leadership

Principles of leadership
quirements
with the equally legitimate demands of their task. The successful
leader is recognised by doing this better than anyone else.

FIRST PRINCIPLE OF LEADERSHIP: 1. Ask more of yourself
ASK MORE OF YOURSELF THAN OTHERS EXPECT! than others expect!

How do I put this principle into practice?

Through willpower!

We become a recognised management personality by going full steam
ahead as key players and integrators on one hand and by lending a
hand if needed be on the other.

Having the will and strength to conquer oneself are victories over oneself.


Willpower is the trait in the boss that impresses the team members and
awakens the desire to do even better. The great thing is to put this first
principle of leadership into practice.

Willpower means:

Acting with an eye to the future

– Initialise changes
Courage to take action

– Acting consciously upwards and outwards
– Supporting the team members
Developing creativity and realising it entrepreneurially

What will I achieve by this?

Employees who can be proud of their boss.


2. 2.
SECOND PRINCIPLE OF LEADERSHIP:
ASK MORE OF YOUR TEAM MEMBERS THAN ANYONE
ELSE WOULD!


How do I put this principle into practice?

By showing my team members their strong points; by helping my team
members to become “champions” in their field. I can achieve this by
taking notice of every improvement and recognising and appreciating
even the smallest success:

– “I like your keenness!”
– “You think of everything!”
– “You always have new and original ideas!”
– “You are the creative genius in the department!”
– “You are our expert on…!”
– “I’m glad that you’re dealing with this!”
It is important that a company secures the individuals not only by a
g

Kết quả (Anh) 1:

9 m Principles of leadershipPrinciples of leadership Principles of leadership CONTENTS How does one become a leader? What is the leader's task? What do team members expect of their leader? Principles of leadership © Copyright by GEKA-Management Verlags AG, Glarus © Copyright by GEKA-Management Verlags AG, Glarus How does one become a leader? How does one become a leader? The path to a management position There are various ways of reaching the position of manager: -by promotion; -by being hired as a leader; -by hiring employees as an entrepreneur. Perhaps one becomes a manager because of outstanding management qualifications or because one knows how to "sell" one's capabilities or because helpful circumstances led to one's appointment. At this point, the boss has just reached the rank of manager. If they have risen from the group they are now to lead, they will soon notice a change in the relationship with their former collegues. The higher rank may affect human relations within the whole organisation. The second, far more important step is the one from the boss in name only, to recognised and accepted leadership. 2. The path to a recognised management personality Gary Cooper-High Noon: What does this movie have to do with us? A small town in the middle of nowhere, a rather forlorn looking railway station, a gambling joint of ill-repute and a provincial bank. The sinister figure with a double life: Banker, ranch-or mine-owner, but, at at the same time, the taskmaster of gunmen and manipulater, cardsharpes and cattle thieves. It is 11.00 a.m. on a bright, sunny day. A train draws into the station. From the last car a passenger alights. He is tall, taciturn and seems modest as he walks down the platform, his saddle and harness slung over his shoulder. He lets it be known that he is the new sheriff, come to take the place of the one just murdered. Informed of this by his henchmen, the villain is immediately on the alert. He makes it quite clear to the new sheriff that he had better mind his own business and not be too inquisitive if he knows what is good for him. After that, the newcomer's position within the town community is uniquely defined. He is the sheriff intimidated, but the townspeople keep out of his way; a lot of talk goes on behind his back. Nobody dares to be on his side. How will he fight now, the fledgling boss? Silent, brave, deliberate, in an all-out battle: It is the fight of the just man against the forces of evil. The he fights against ambush and indifference and, at the same time, for his function and his recognition. We all know how the story ends: The new boss is the centre of atten-From "outsider" ... ... to "accepted leader"! tion, surrounded by friends, followers, admirers and fellow travellers. Is this a stereotypical story? Yes, and that's why it is particularly good for pointing out what is happening all the time-not only in the Wild West, but in any office, any workshop, any team, any group that needs a leader. Anybody called upon to assume the function of manager starts as an outsider. They have to fight for recognition. What is the leader's task? What is the leader's task? Leaders have to act consciously upwards, outwards and downwards in order to initialise changes and put them into practice. Why do companies fail? Do they fail because the leaders did not succeed in motivating their people to make the company successful or because the necessary changes, recognised by the managers, have not been convincingly sold upwards? Probably because of both. Acting upwards By analysing the crash of a company in retrospect, interviews point out that everybody knew why this situation occurred and what should have been done to avoid it. They knew it in advance! So why is it that nothing happened? We can reduce our job to ensuring that out employees are well, that they feel good, that they have fun and do not jeopardise our own position. We can note, with resignation, that we are not able to change anything in the organisation anyway! How would you react if a salesman came to you and said: "The customer doesn't want to listen to me. "? It's exactly the same with leaders. One of our main tasks is to enforce necessary changes in the organisation by consciously acting upwards. How is it done? We will talk about this in the training. Acting downwards Compare a company's situation with the situation of a sports club! Maybe a team has just been relegated and wants to go up again! They have high ambitions and want to reach the Champions League! It is a big club or a small one which wants to get big! Is it sufficient to pay a lot of money for expensive players? Or is it advisable to form a team, according to the objective, which will enthusiastically reach out for the goal? The club will have to part with some players whose strengths do not fit into the team anymore. (Maybe they need different players to play against relegation than for promotion.) Other players will grow with their new task and will develop undreamt-of capabilities and energies. This is our task by acting downwards! Act consciously upwards! As leaders we are responsible for As leaders we are responsible for hiring the right employees and for -adapting them properly to the game. Every leader has the employees he/she deserves. Please think twice about which of these two aspects is more important for you in your executive duty. What do team members (players) expect of you as a leader and coach? What do team members expect of their leader? What do team members expect of their leader? Well, you have probably found the answer already. It is because of the "Neanderthal" who is, as we know, a status-seeker, aggressive, haunted by fear and fenced in by good and bad habits. Team members would like to be able to look up to the manager. Giving the team members fine words will not make up for a lack of strength. Our team members expect more of us. It is not enough just to keep proving our authority by appropriate actions. Everybody, every employee, is eager to be first, to take top place in one particular field and ranking. This hierarchical set-up is the product of the individuals ' imagination. There is a ranking for all people, consciously or subconsciously, where they strive for the top; they may speak of their aspirations to others or keep them a secret. Their ambition may consist of wanting to be the most diligent or the smartest, the expert on cactuses, the most popular or amusing, the laziest or the one who knows how best to get round the boss, or the only one who doesn't have to make an effort. Everybody wants to be unbeatable in one particular field. Everybody would like to be able to say, for example: – "No one knows better than I how to handle difficult customers." – "No one in our work group has as many good ideas as I do." – "No one takes things as seriously as I do." (This might be the critic who will always find a fly in the ointment.) Even the "black sheep" are quite pleased with themselves. In their own ranking order, they like to think of themselves as being at the top. Nothing gives us human beings more pleasure and satisfaction than to continually prove our own uniqueness. What do our team members expect of us in detail? They want to be proud of being an equal member in a successful team. They want to know "what's going on", to be informed and to be involved in the decision-making process. They want to work free of anxiety about the future and to get the recognition they expect. They want to know that they are needed, that we rely upon them and therefore invest in them-briefly: that we encourage them! They expect honesty and fairness because they are ready to accept rules (rules of the game). Everybody wants to be first! Leaders are distinguished by their principles of leadership, and team Members recognise a leader by the fact that these principles are put into practice. Principles of leadership Principles of leadership quirements with the equally legitimate demands of their task. The successful leader is recognised by doing this better than anyone else. FIRST PRINCIPLE OF LEADERSHIP: 1. Ask more of yourself ASK MORE OF YOURSELF THAN OTHERS EXPECT! than others expect! How do I put this principle into practice? Through willpower! We become a recognised management personality by going full steam ahead as key players and integrators on one hand and by lending a hand if needed to be on the other. Having the will and strength to conquer oneself are victories over oneself. Willpower is the trait in the boss that impresses the team members and awakens the desire to do even better. The great thing is to put this first principle of leadership into practice. Willpower means: Acting with an eye to the future -Initialise changes Courage to take action -Acting consciously upwards and outwards -Supporting the team members Developing their creativity and realising it entrepreneurially What will I achieve by this? Employees who can be proud of their boss. 2.2. SECOND PRINCIPLE OF LEADERSHIP: ASK MORE OF YOUR TEAM MEMBERS THAN ANYONE ELSE WOULD! How do I put this principle into practice? By showing my team members their strong points; by helping my team Members to become "champions" in their field. I can achieve this by taking notice of every improvement and recognising and appreciating my even the smallest success: -"I like your keenness!" -"You think of everything!" -"You always have new and original ideas!" -"You are the creative genius in the departments!" -"You are our expert on...!" -"I'm glad that you're dealing with this!" It is important that a company secures the individuals not only by a g