What is the Importance of Change Management in Your Organization?

What is the Importance of Change Management in Your Organization?

Change management is one of the most important disciplines of Information Technology Infrastructure management. The Wikipedia defines change management as “The objective of Change Management in this context is to ensure that standardized methods and procedures are used for efficient and prompt handling of all changes to controlled IT infrastructure, in order to minimize the number and impact of any related incidents upon service.”

Change Management

Change management was always an integral part of business management, but with the emergence of Information technology, it gathered seriousness. Information Technology Infrastructure management is one broad term which encompasses all the elements necessary to ensure smooth functioning of business processes which may be threatened due to technological problems or other incidents. It’s the “change rules” attitude (as coined by some experts) that forced these businessmen to change their attitude towards change management. Good change management techniques always help the businessmen to adapt and adopt new ways of doing business. Change management is not the mere implementation of new techniques to cope up with a change within the organization; rather it is a discipline of Information technology infrastructure management where changes are managed with a more systematic, reliable, rigorous and disciplined approach. Changes are brought into the system when the integrity of the business organization is challenged due to some incidents or customer requests or technological updates.

Process of change management unfolds through following steps

  1. Identifying the need for change in the organization.
  1. Designing needs specific changes to curb with the requirement of the organization.
  1. Making others understand why change is necessary for the proper functioning of the organization.
  1. Altering the organizational process like processes, technology and performance meters to incorporate the changes.
  1. Managing the production and changes to ensure that customer and the stakeholder continues to be bonded with each other over the long run.

According to Wikipedia, Change management involves management of process related to Hardware, communications equipment and software, system software, and all documentation and procedures associated with the running, support, and maintenance of live systems.

Project management is another aspect of change management, which needs to incorporate its values for proper functioning. There are some touch points between project management and change management. Project management is all about handling change with elance. It is defined as the discipline of planning, organizing and managing resources in order to ensure the successful completion of projects. The aim of any project management endeavor is to attain the successful results despite constraints like space, time, changes, quality, time and budget. Every project is developed around some permutation and combination methodology. Changes are made to the existing methodology in order to avoid potential failures. Identifying, managing, and controlling changes become important for the smooth functioning of the Project. According to some experts “project is change and change is project”. So it becomes difficult to differentiate or draw a line between the inter-reliability of project management and change management.

So change management holds utmost importance in the world of business where things are assessed on the basis of their perfection and capability to address the needs of customers and clients.

 

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Five Questions That Should Shape Any Change

Five Questions That Should Shape Any Change

Most organizations will shrink or disappear in the long term: only a third of excellent companies remain excellent for decades, and when organizations try to transform themselves, even fewer succeed. But as economic, political, social, and technological change continue to accelerate, and competitive pressure grows more intense, leaders can’t afford those odds. The likeliest way to overcome them, we found as we wrote Beyond Performance, is to address the underlying problem: organizations that focus too much on short-term financial performance, at the expense of organizational health, are those that most typically need transformational change; but, unfortunately, the change programs they create are similarly shortsighted.

Time for ChANGE

Change programs that succeed, we’ve seen, put an equal emphasis on both performance and health in answering five basic questions that should shape any change program. Leaders who do this not only get near-term improvements, but also successfully build their organization’s capacity to learn and keep changing over time — keeping them ahead of the pack.

  1. Where do we want to go? Sounds simple, but answering this question for both performance and health means setting an aspiration at the intersection of where market opportunities exist, what capabilities your company has, and where you and your employees are passionate about making a difference. Wells Fargo CEO John Stumpf knew the company needed to improve performance, which was becoming increasingly difficult in the lead-up to the financial crisis. Stumpf was also passionate, however, about positioning the company for success in the longer term, by creating a new spirit and way of thinking in the company. So he and his top team set the aspiration of “One Wells Fargo,” which included the equal focus on performance measures such as earnings growth and cross-sell and on creating a lasting culture of customer-centricity and collaboration.
  2. How ready are we to get started? Leaders of most failed change programs we’ve seen moved straight from aspiration to action. But you can’t know what actions to take if you don’t have a clear view of the capabilities and mindsets you’ll need to develop to make the change stick. When Pierre Beaudoin took over the aerospace division at Bombardier with a mandate for change, he and his team understood that boosting factory performance would require building lean capabilities, something the company sorely lacked despite its engineering experience. Crucially, they also took the time to figure out that ensuring those capabilities were put to full use would mean changing workers’ mindsets, from a focus on what engineering could make possible, to valuing individuals, enhancing the role of teamwork, and understanding the needs of customers.
  3. What practical steps do we need to take? We’ve found that leaders need to be as clear about what the company won’t do anymore as about what it will do to improve both performance and health. A.G. Lafley, in his famous turnaround of Procter & Gamble, established a portfolio of performance initiatives that, for instance, gave priority to four core businesses. At the same time, he created a “not-to-do” list including projects that were driven by technology rather than customer needs. What’s more, he ensured every initiative — whatever its specific focus — included building mindsets and capabilities related to focusing on customers and forging external partnerships as part of its implementation.
  4. How do we manage the journey? Implementing a portfolio of performance initiatives can take different forms — everything from running pilots to ‘big bang’ roll outs. But too often leaders underestimate the amount of energy that is needed to roll out large scale change. To avoid losing momentum, Julio Linares, the CEO of Spain’s incumbent telecom operator, Telefónica de España, used three tactics that we’ve seen succeed at many companies. The first was clear communication so people understood how their project contributed to that year’s targets and to the overall transformation program. Second, Linares ensured that a large portion of the company’s 20,000 employees felt a meaningful degree of ownership of the changes by involving people at different levels in designing and tweaking them as they went on. Finally, Linares made sure they were making real progress and that the goals were still relevant by holding regular progress evaluations, the results of which were also widely communicated.
  5. How do we keep moving forward? Those few leaders who actually reach their performance goal too often see it as the end of the road, and don’t plan a transition to a period of continuous improvement. This creates a risk that the company won’t be able to sustain the impact it’s achieved. Avoiding this trap involves re-purposing some of your transformation infrastructure to have an ongoing role in facilitating knowledge sharing and learning methods, and providing expertise to help the company continue to improve. For these to be embraced in the long term, the right leadership skills and mindsets must also be in place. After the formal end of a transformation program at ANZ Bank, for example, the company trained more than 6,000 leaders in areas such as self-awareness, resilience, and the ability to energize oneself and others. With these leaders, ANZ has enjoyed an era of continued high performance for more than a decade.

These five questions are straightforward, but too few leaders answer them with equal emphasis on performance and health. The benefits of putting in the time to do so, however, add up to nothing less than far better odds to achieve, sustain, and improve your change aspirations over time.

 

 

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A Buying Decision Is a Change Management Issue

A Buying Decision Is a Change Management Issue

The sales model focuses on needs assessment and solution placement. Buying is a change management activity. They are two different activities, done at two different – and opposite – points along the buying decision journey.

Sales models to not have the capability to facilitate the buyer’s behind-the-scenes issues and activities to ensure they get the necessary buy-in to bring in an outside solution. But they should, because in the gap between the selling and the buying is where we lose our buyers, and they lose us.

Buying Decision

WHEN DOES A BUYER NEED TO BUY

Just because we perceive a need (And we are right! They do!) Doesn’t mean our prospects want it fixed, or fixed by us, or fixed now. We enter our conversations with a bias: we believe that our solution will rule the day: find the need, pitch the solution. Bingo. Except then we sit and wait. And wait.

But the last thing a buyer needs is a solution. In fact, buyers don’t want to buy anything – they merely need to resolve a business problem. If they are not able to resolve it with a familiar resource, they are forced to select a solution to purchase. But they don’t really want to.

When we enter with a solution – even one that is necessary – buyers have a problem: how do they solve their problem in the easiest, most cost-effective manner? It’s simpler to use an existing resource so less change is necessary. But if they determine they must find a new provider, they must bring in the new solution in a way that leaves their culture whole. All things being equal they really don’t want to disrupt their routines.

BUYERS LIVE IN SYSTEMS

There is a disparity between the selling model and buying behaviors: solutions are ‘things’ and a buying decision is a change management issue. Buyers (like all of us) live in systems of people, rules, relationships, history and policies. Any ‘problem’ becomes part of the system, which develops workarounds so it can keep on keepin’-on. So when we gain weight, we buy new clothes rather than change our eating habits, work out more, stop drinking our wine. And daily, the system wakes up doing the best it can.

When we approach prospects using the sales model (i.e. a search for a match between the need and the solution), we are acting as if the problem were an isolated event rather than a part of a larger system of people and policies that maintain it. We don’t realize that they have already created a ‘good enough’ workaround for it.

It is only when – and if – the group of folks that touch the problem daily decide that a workaround isn’t good enough AND they cannot fix it with a familiar resource, that they seek an external fix. Then, regardless of how well we’ve been selling, they have work to do: 1. they have to figure out how to ‘go outside’ for a solution; 2. they have to figure out how to get internal issues prepared for change.

HAVING A NEED DOESN’T MEAN A NEED FOR A SOLUTION

Our selling doesn’t provide us with another toolkit for change management – what buyers do when they go off-line to manage their internal politics and relationship issues.

So what are we supposed to do?

Here are our choices:

we sit and wait until they figure out how to get everyone together to decide;

we sit and wait until they get the full Buying Decision Team on board;

we pitch, send data, nurture, and hope we’ll be top-of-mind when they’ve put all of their ducks in a row;

we begin with a different focus:

we help them navigate through their buying decision path and shorten the sales cycle AND get onto the Buying Decision Team and thwart competitors.

The last option sounds the best, right? And yes, the buying facilitation model is an add-on skill that works with sales to do this. Given you work within a sales system, let me ask you to consider adding buying facilitation skills to the sales skills you use:

How will you know when it’s time to consider adding a new skill to what you’re already doing successfully?

What skills/activities/beliefs do you want to keep so anything new will not disrupt your normal functioning that you’ve become familiar with? And how would you like something new added in a way that maintains your activities and motivation?

What would you need to know about buying facilitation before you consider an addition, to know if it would work for you?

How difficult would it be to learn/add?

What the downsides and upsides would be?

How would your boss/team react when you begin selling differently?

What would you need to know from me, as the developer/seller, to know if you’d get the support you need to be successful?

It’s not about your solution. To really sell well, you must have 2 skills:

helping buyers navigate through their back-end change management issues; place solutions.

Or just sit and wait for the low hanging fruit to drop. Remember that 80% of your prospects will buy a solution similar to yours within 2 years. They have the need – they just haven’t figured out how to manage the change. Help them. And close more sales, quicker.

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7 Guidelines to help you Manage Change

 7 Guidelines to help you Manage Change

When initiating change within your business, there are many things you need to do before, during and after the process. These guidelines are designed to help the goals you set succeed.Create a Sense of Urgency. For successful change to occur, it is said that 75% of the business’s management needs to agree that these changes are necessary. After an agreement has been made it is important for the management to install a sense of urgency within the employees so everyone is committed to achieving the goals at hand.

initiating change within your business

  1. Create a Sense of Urgency. For successful change to occur, it is said that 75% of the business’s management needs to agree that these changes are necessary. After an agreement has been made it is important for the management to install a sense of urgency within the employees so everyone is committed to achieving the goals at hand.
  2. From an Influential Coalition. The leadership that is proposing the change needs to stand united. Having key employees agree with the change will help to lead the rest of the employees toward a common goal. The leading employees do not have to be upper management. They can range from all levels of the organization and should have open communication with each other.
  3. Create a Vision. The changes that are to make should be clearly stated so everyone is in agreement of the terms and conditions. There should be a clear statement regarding what the change is, why you are making the change, how the changes are going to be executed and when the changes will be commencing.
  4. Communicate the Common Goal. One you have created your vision, it needs to be clearly communicated with all staff members. Make sure everyone understands what needs to be done and by when. Make sure to ask for suggestions and keep an open mind so everyone feels like their questions and concerns are being heard.
  5. Identify and Resolve Obstacles. With change comes some resistance. Make sure that you clearly identify what obstacles are standing in the way of change, and resolve any issues that present themselves. Establish a clear structure for the entire business to follow and abide by. Don’t forget to remind the upper management to lead by example.
  6. Create Short Term Targets. Instead of only stating the final goal, create short term goals that need to be completed first and offer rewards. This will create motivation within your company to achieve the long term goal. Build on the Change. Many changes fail because upper management claims success too early. Make sure that the short term goals are thoroughly and always re-evaluate where you are in your change plan. Reinforce the vision and make sure that company leaders stay on track.
  7. Integrate the Change into your Company Culture. For any changes to stay in place for the long run, you need to successfully integrate them into your company culture. Make sure all employees adhere to the changes at hand and new hires are trained properly. This goes for upper management too. It can be hard to change a routine that has been in place for several years. Remind them that they are always leading by example.

 

 

 

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Vision and Strategic Plans: Who needs them?

Vision and Strategic Plans: Who needs them?

Be a vision and strategic plan something you should worry about? Or is this something only for an executive team or the top leaders of your organization? You can answer these questions yourself.

You need to have a vision and strategic plan for your organization if one of the following is true:

You have embarked on an initiative to produce breakthrough results for your organization, and you are on the team or the leader of the initiative.Your organization is performing poorly in critical areas for business success (operating costs, customer satisfaction, quality of goods or services, etc.), and you have been asking to help work this issue.You need to prioritize a limited amount of investment dollars between a variety of improvement initiatives (the organization can’t do everything).You have been asking to set short and long-term goals for your organization in key performance areas.

In other words, most companies and organizations need a vision and strategic plan, but few have it. Moreover, some organizations think they have one and don’t. Consider the basic elements for a vision and strategic plan that can drive breakthrough improvements shown in the figure below. You might think about which of these elements you have in place in your organization.

Vision and Strategic Plans

Barriers to having a vision and strategic plan

If a vision and strategic plan are so important, then what are the barriers to creating them? In other words, what might be preventing your organization from having an actionable vision and strategic plan to drive breakthrough improvements?

Awareness

In many cases, awareness is a key issue. Work goes on day-by-day, and the urgent and pressing needs of today’s problems can be totaling absorbing. Isn’t it enough to just deal with the problems right in front of us, and take each day one at a time? Probably not. In fact, it may be the absence of a vision and plan that cause your organization to be so reactive, and spend a lot of time fire-fighting rather than proactively meeting the needs of your customers. The symptoms you can look for include:

– Many initiatives are underway, with much activity producing little results.

– Improvement initiatives seem to be unrelated, with each group doing their own thing.

– When it comes time to prioritize opportunities and allocate investment dollars, it is unclear how much money to give to who and what is the most important thing to work.

– It is hard to tell when you are successful – no roadmap exists to chart your progress.

– It is not apparent whether the current activities will take the organization where you need to go because no one is quite sure where that is.

– You or your organization spends most of your time reacting to the crisis.

If any of these statements ring true for you, you should be aware that a critical component is missing – a vision and strategic plan that meets the criteria set forth in the exercise above. In other words, you do not have an actionable vision and strategic direction that can drive breakthrough performance.

Desire

The second barrier to having a vision and strategic plan is the lack of desire to create one. Such a lack of motivation to do this work can come from lack of experience on how effective visions and plans can drive and energize an organization, or from previous experiences with weak “vision” exercises that have been unproductive.

Motivation is a difficult barrier to overcome. Motivation can stem from attraction — pulling others towards an approach or management practice like visioning and strategic planning, or from avoidance of pain — the need is driven out of major business failure or potential failure, either personally or as an organization. More often than not the latter is the driver. However, given the changing roles of managers to become both coaches and leaders, the critical leadership issue is how to lead from a position of strength based on a view of the future, and a plan for getting your organization there.

Knowledge

For teams that have the awareness that a vision and plan are absent and have the desire to create them, the next barrier is the know-how. What do you do first? Do you need a team? How do you select the team and who are the right players? How do I recognize a strong vision and strategic plan from a weak one? How do you gain executive sponsorship? How do you communicate to other employees about what you are doing such that they feel engaged and knowledgeable? How do you ensure alignment with customers and the direction for the business? Gaining this knowledge will be critical for your success in creating and sustaining your vision and plan.

Competence to Act

If the three elements above are met – awareness, desire and knowledge – does the team have the ability to act on this knowledge to create a vision and strategic plan. It is one thing to know the theory – and quite another to act on that theory to produce results. Consider sporting events. You may know how to play, but playing well and knowing how to play are not the same. Practice is a key requirement, and even with practice, some play better than others. With the vision and planning process, the same is true. The team needs to have the competency to create a successful vision and strategic plan. This competency should be factored in when selecting your team and engaging consultants.

The Link to Major Business Change or Business Process Reengineering

A critical success factor for your change effort will be your vision, and how that vision contributes to the long term plan for your organization. Communicating a picture of this future state along with specific plans each step of the way is also the fundamental element of change management. If I were forced to reduce the critical success factors for major change initiatives to only three, they would be top management sponsorship, compelling vision of the future, and change management.

You also need to be able to connect your visions and plans with your measures of success. Your vision is the starting point for goal-setting, as reflected in the approach first used by the Japanese, called Hoshin Planning (from “Winning with Quality”, Wesner, Hiatt, Trimble, 1995).

Note in this process that your vision drives the planning process, and is the root of long-term and short-term objectives from which you can measure the success of your change initiative.

Conclusion

Organizations who want to stop firefighting and bring alignment and coordination around their improvement initiatives require a vision and strategic plan. The first step to having one is to identify the barriers and clarify the actions required to break down those barriers. For each barrier the remedy is different, and appropriately identifying those barriers is an important first step. In the cases of major business change initiatives, success or failure will hinge on the effectiveness and strength of the vision and strategic plan.

Next Steps

Depending on your role in the organization, you may want to consider the following steps:

Provide the short exercise at the beginning of this article to several associates on your team or in your organization at different levels. Begin to build awareness around the concepts of a vision and strategic plan, and create a need by connecting the absence of a vision and plan to real problems you face today (like the symptoms mentioned previously).

Through informal conversations or meetings determine which of the four areas discussed here are roadblocks to creating an actionable vision and plan to produce breakthrough performance:

awareness desire knowledge competency to act

The remedy will vary depending on the category the roadblocks are in. What you have gained may not be the immediate solution, but rather a framework to have a conversation with your team or organization about this critical success factor for breakthrough business performance.

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A Few Great Ways to Help Self Improvement

A Few Great Ways to Help Self Improvement

For best results, use positive thinking and other personal development techniques to change and improve yourself and your life. This article contains many useful techniques that you can incorporate into your life so that you can improve your character.

You should seek to be surrounded by like-minded people. When you do this, you surround yourself with people who will motivate you as opposed to bringing you down. This betters your chances of achieving your goals as their positive attitudes help influence you.

TIP! Happiness is often lost to stress. When our mind is stressed, our body suffers.

Help Self Improvement

Shying away from a major decision could cheat you of an opportunity to become a better person. Do not fear the decision-making task. Educate yourself, if necessary, to make the best decisions possible. You will need to develop your instincts to make good choices. If you make mistakes, take the time to analyze what you did wrong, and learn from them. Wrong choices ensure that new choices will be better ones.

Let your personal principles guide your personal development. Your personal beliefs create the foundation for who you are. If you have a good foundation to defend them upon (and you should), your self-esteem will benefit from adherence to your core principles. This practice also promotes consistency, which is a great trait to have.

TIP! Read literature that is focused on personal development. Having a good personal development book can give you insight and advice that will make a difference in your life forever.

 

Leadership is essential in your personal development. Although there are many different definitions of leadership, the most common being “influences”. Look at your journey of leadership. What are the significant events in your life that have shaped you into who you are today? How did those experiences change you? What is your best attribute that makes you a team player? You will know where your rightful position is in a team after you have answered these questions for yourself.

Personal development involves improving your physical health. A good diet, a lot of sleep and activity will give you more energy and help you get a healthier and better-looking body. A healthy body makes it easier to concentrate on self-improvement, even though it may be a challenge.

TIP! Anytime and anywhere, be ready for when your ideas strike. Try carrying paper with you wherever you go.

 

 

Exercise is for everyone, not just people who are trying to lose a few pounds. There are many physiological benefits associated with exercise. Exercising causes the release of endorphins that make you feel happier and less irritable.

Praise others, flatter them and show your appreciation. You can reverse the process, though. Being kind and positive to other people puts you in a good mindset and encourages you to treat yourself right.

TIP! Exercising, and taking care of your physical self-are important aspects of the personal development process. Just simple things, such as exercise, getting enough rest and a proper diet, will all keep your energy level up and make you feel good enough to be successful in your personal development journey.

The sound advice in the above article will give you some important concepts to consider as you work to improve your attitude, character, and lifestyle for the better. Using these tips will help you to create your own self-improvement goals, improve yourself and live a better life.

 

 

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leadership principles

Leadership Principles – You’s Leadership Styles What is the principle?

There are many things very important for people’s life; the principle is one of the most important. It guides our life and affects our decisions, religions and activities. The principles are the rules in my life, which can tell me what is right or wrong. The principles are motivation to me, which can encourage me to accomplish the goals I wanted. The principles are something I will never give up even it is very hard to keep.

The principle is the rules and laws to a leader. Everyone has his or her principles, and these principles will build his or her views, decisions and activities. Therefore, leaders also have leadership principles to help leaders to make decisions.

leadership principles

What are the leadership principles?

The leaders have some common rules of principles.

1. To know who you are, and what your goal is. A good leader should know what he or she is, and what his or her shorts and strengths are. Then, he or she needs to improve him or herself. Leaders can gain more knowledge and correct their weakness. A good leader would know how to play with his or her strength to control the teamwork. A good leader knows how to learn new things to improve the tasks. In a word, the good leader knows how to develop him or herself.

2. To be proficient in technology and personnel management. A good leader must be the technical leader because employees will not respect any manager who is the lack of technical skills. Leaders must constantly learning new techniques, and then play a leading role at work. The personnel management is also very important to leaders. The good management philosophy, management allows employees to play the greatest ability to work to improve the group’s overall level of work.

3. To take the responsibility of the leader. A good leader should know how to play a leader’s roles by taking responsibilities. The leader is the heart of a team, therefore, leader should be responsible to all the tasks. He or she cannot avoid the responsibilities of leadership. Every employee is belonging to him or she, he or she should take care or the problems and troubles. Not only take care the tasks but also, take care the problems of employees’ relationship.

4. To make decisions timely. A good leader should think clearly and act decisively. A leader is the head of an organization, his or her decisions will affect deeply and widely to the team. He or she must make the well, loud, and clear decisions to any projects or tasks. A good decision may save a future of company or team. A bad decision makes things to be the worst.

5. To be a good model for employees. A leader need do their best at work, and show to other employees. A good leader should play an exemplary role; therefore, other employees will admire his ability. A good leader can encourage subordinates by his or her actions, speech and work attitude. The position of leadership is a model position, therefore, whatever a leader does, and other people will copy his behaviors.

6. To care your employees and their benefits. A good leader should be concerned about his or her subordinates in various ways. Care about their benefits, emotional needs and some of private life. If a leader cares his or her subordinates’ benefits, then, the subordinates also will care their leader’s need.

7. To keep communication with your employees. It is very important to communicate with employees. Not just simple exchanges thoughts, but also should be more rapid, more effective, let the subordinates understand your points. Good communication would increase the profits and decrease the unnecessary wastes of time.

8. To cultivate employee loyalty, sense of ownership and responsibility. These features can help them to perform job duties. Let the employees feel they are a team, they are a family. Therefore, they will care about the benefit of teamwork. The employee loyalty would reduce the loss of employees leaving. Usually, a company will put a lot of time and money to train employees, and improve their knowledge of work. The loss of employees leaving is the serious problem.

9. To ensure employees could understand the tasks. Sometimes, leaders feel they explained the tasks very clear, but there are still some people could not understand the tasks. A good leader should care the people who would not really get the key point. It would decrease the loss of misunderstanding. Sometimes the loss of misunderstanding would make million lost. Nothing is too small to care in business since every small part may have a big effect.

10. To build a team. A good leader should develop the team spirit to together all subordinates. By developing team spirit, abilities, you will be able to accomplish more work. When a team becomes to a whole, you will never know how much its Potential power is.

11. To create a future for your team. A good leader should make a blueprint and image the future of a team. It can encourage subordinates to follow leaders if leaders have a plan to develop the future of the team. It can also prolong the life of teams, organizations, companies.

All in all, these eleven principles all are very important for the roles of leadership. If you want to be a good leader, you may consider these common principles to guide your actions. These are not hard things, but you still have to work hard for them.

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5 Leadership characteristics

The good leaders have some special leadership characteristics. These characteristics can help them to be good leaders. Many people are trying to find out of these characteristics, and find the best way to be a good leader. However, everyone has some special things. The only thing we can do is try to find out some common characteristics.

Leadership characteristics

Leadership characteristics

 1.Friendly

A leader should be friendly with all members of the team. Subordinates can feel warm and comfortable if a leader is a very friendly person. In people’s minds, traditional leaders are hard and cold people. They are tyranny and arbitrary and do not reveal their feelings to subordinates. And, subordinates do not really like them. Therefore, there are no much communicating between them and subordinates, and lack of communicating will cause a lot of unnecessary losses. A good leader should be friendly with subordinates and let them like to communicate with him or her.

2.Patient

A leader should be patient to his subordinates. A leader needs to communicate with followers and subordinates patiently. The leader should listen to their subordinates patiently, and support subordinates patiently. A leader does not only need the patient to subordinates, but also to customers and bosses. Patience is like a sedative, it can make people able to calm.

3.Caring

The leaders should care, employees so that subordinates feel warm and caring. As the old saying, “No one cares how much you know until they know how much you care.” When a leader cares his or her employees, the employees will give more to them.

4.Faithful

Faithful is the one of the most important characteristics of leadership. Faithful leaders must be truthful and trustworthy, and subordinates can believe and trust them. If without employees’ trust, a person cannot be a faithful leader. The most faithful leaders have a vision of their goals, and they know how to organize the teams. In a word, the faithful leader is the head of the team.

5.Humor

As the old saying “a good laugh is the best lubricant for oiling the machinery of human relations.” It tells us how important that humor is. Humor can make people involved feel more relaxed. People who use humor can grab the people’s attention. Also, can display their wit and intelligence. Employees can feel less shy, and become more appealing and attractive as a partner in a group conversation. Therefore, humor is a good tool for leaders. Leadership Principles

 

All these five characteristics are very important for leaders. A good leader may try to use them as tools in their career life.

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What Is Leadership?

What Is Leadership?

What Is Leadership

The leader is not born to be a leader; Leadership is learned during working process.  There are many famous business leaders in the world. They were not born to be leaders.

Famous business people usually had the hard way to becoming better leaders. Such as Steve Jobs, Bill Gates, Sam Walton, Henry Ford and Jeff Bezos, they are all very great business leaders, but they were growing from the basic management level.  All of these people were young and lack of experience but they still became excellent leaders during their long career life.

Leadership is a word that we heard a lot during study or work. There are many definitions about leadership in different areas. However, I am talking about what is leadership in business. Leadership is the power of leading teams to reach goals by high-level management skills and create ideas. Sometimes, we do not understand what the differences between management and leadership are. Even there are many differences; however, I believe the biggest difference is leadership can motivate people.

What Is Management?”Manager” is a word that we can hear all time; maybe someone around you is a manager. The manager is an organizer of a group of people. Managers use the management skills to organize people to finish the job. Management is the act of getting people together to accomplish goals and objectives. Management includes planning, organizing, staffing, leading or directing, and controlling an organization or effort for the purpose of accomplishing a goal.

“Manager” VS “leader”

Manager

The manager is the head of a team, a manager has subordinates. The manager focuses on how to finish work to get paid from companies. The manager keeps team stable and follows tasks. In a word, managers are the employees who would be able to manage team work.

Leader

The leader is a heart of a team, a leader has followers. A good leader has personal charm; other people would like to follow him or her. The leader focuses on how to create new ideas and make changes. A leader has a long vision about the future. In a word, Leaders are the managers who would be about to create new ideas, focusing on long term goals.

Totally, a good leader must also be a good manager, but a good manager needs to learn about how to become a leader.

How to make development a top priority
  1. Do not waste your time. Your time is valuable, you will not like to waste time on anything. However, your time is wasted when your people fail to carefully think through their development Priorities. Your time is also wasted if your team members have not gained any skill and expenses during a long period.
  1. Your people are a reflection of your leadership ability.  A good leader should know how to grow his people’s talent. A good leader should teach more knowledge to his people, let them learn how to solve projects. A good leader should be able to understand and speak knowledgeably about the development needs and leadership potential. If you would like to teach your people during work, tell them how to solve problems, and how to face on different accidents.
  1. Top priority pays to use the white space. Traditional leadership development places most all of the responsibility for development on individual managers. However, the true is many opportunities for professional development actually occurs within organization’s white space, the functional areas and projects that span organizational silos.

What good managers do about coaching people?  You can encourage people to get out from comfort zones and experiment with new challenges, let them join in new work with their special skill sets. I think a manager can motivate and stimulant employees to find out new and better ways to accomplish work.  You can also encourage people to promote critical self- reflection.  It means you can help them take a frank and honest look at how they perform within different work situations and how they professionally present themselves to get benefits in different situations.

I think a manager can help employees to analysis their career life and future position.  You can help people to encourage big picture thinking. Compared idea and find out what it takes to advance in your organization. The manager can help employees to build their blueprint about their jobs, and help them find out the better way to accomplish work.  You can take on are those of impartial positive arguments and negative arguments.

A good coach would like to encourage individuals to more critically explore their career decisions. A coach also can help people understand the transactions that need to be taken into consideration when choosing different options.  Good coaches also help their people think carefully about the long-term effects of different development actions. A good coach should help people think about different possible ways for her or his career life.

A manager fulfills another coaching role in providing employees with feedback on their skills and development needs also Manager has the responsibilities to give feedback to employees.  Employees should know how their works were, and they may find out how to make better work.   Also, coaches support career planning by requiring their candid reports to treat their development and career plans  Coach can getting plans in writing, translating, time-limited actions, establishing metrics for periodically assessing their own progress on their plans, and giving people’s best when presented with development opportunities.

Coaches know that they can’t possibly be all things to all people. A coach can help people get help from other ways. Such as other resources, other organizations and other people who would like to provide help.  Last, managers have responsibilities to people whenever they model continual development for their team members. A coach can keep connect with people and share goals; show them you will take on new work challenges. I believe that management and leadership both are very important for companies. Moreover, leadership coaching is very helpful for people who want to become a leader. Right now, I did not finish the book “Accelerating Your Development as A Leader” yet, I will write more about my reading in future. I hope I can learn more knowledge about leadership and management.

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Team Building Activities For Work

Team Building Activities For Work

Although team building activities for work have actually been going for a few decades it is only in the last 15 years that they have really become mainstream. A lot of companies employ staff and just leave them to it, so they all kind of get along but they are only really looking out for themselves which is inefficient, whereas having a team of workers behaving as one is extremely efficient. Team building has been happening in the armed forces for hundreds of years so is a proven technique for teaching people who are in a group look out for each other.

Team Building Activities

Getting involved with team building activities for work is not easy, and in certain circumstances if some people do not like each other than without the correct management during team building the situation can actually get worse, however done correctly, those same people can quickly learn not only to like each other but even become friends.

Team building activities for work need to be done the right way, and the management needs to discuss any plans with the team leaders rather than trying to force something on them. They also need to be run well and have acceptable time limits placed on them, you do not want them to go on so long that people either get bored or become frustrated. All exercises should include a test group that has a quick practice run to iron out any issues, most exercises should be 30 minutes maximum.

If team building has never been done before then none of the staff have any idea what to expect and will be nervous and apprehensive, so it needs to be taken easy to start with and any problems sorted out in a responsible manner. If what you are doing just isn’t working then stop it and plan something different next time. It is worth being very patient with the first few exercises in order to get the best out of people.

You may discover that the team you initially setup is not communicating as you would like, so the best thing to do is split them into two or three smaller groups and have them complete the planned exercises. Then the next time you do team building use the same number of teams but switch the members around. After that has been a few times, go back to trying out a single group again and you will usually find that they all work together a lot better.

If you are the person arranging the exercise for the team building then you can find plenty of information on the internet, but you can also purchase books and these days you can get team building packs with everything you need already included. These are great things to use when starting out, but eventually, you may want to step it up to another level, and then you can either employ a team building company or arrange days at a team building camp.

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