Leadership Orientation
· Inspires, motivates, and guides others toward goal accomplishments Develops leadership in others through coaching, mentoring, rewarding.
· Demonstrates conviction for the mission
· A thorough appreciation of the human / non human consideration
· Fosters commitment, discipline and morale in the organization
· Takes a long-term view and acts as a catalyst for organizational change.
· Influences others to translate vision into action
· Creates a culture that fosters high standards of ethics.
· Identifies and takes steps to prevent potential situations that could result in unpleasant confrontations.
· Manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.
Situaner: To achieve monumental success requires leadership. Let us quote Sun Tzu in his verses on Command, the qualities of wisdom, sincerity, humanity, courage and strictness. Wise, he is able to recognize changing circumtstances and to act expediently. Sincere, his men will have no doubt of the certainty of rewards and punishment. If humane, he loves mankind, symphatizes with others and appreciates their industry and toils. Courageous, he gains victory by seizing opportunity without hesitation. Strict, his troops are disciplined because they are in awe of him and afraid of punishment.
Skill Builder Program:
1. Serve on a committee of a professional association or student organization.
2. Read Bringing out the best in People. .
3. Write down a vision of how you want to live your life. Be specific. Address where you want to live, what job you would like to be in, who your friends are, how you are getting along with your family, the condition of your health and your wealth, the trips you plan to take, the books you want to read, etc. Make a "future scrapbook." Paste in pictures, drawings, essays, poems, clippings. Make up headlines about your activities and achievements. Every day visualize yourself as you would like to be and then act that way.
4. Record your contributions toward accomplishing your ideals. Record your perceptions of how others in your work group, family, and friends have helped you accomplish your vision.
5. Volunteer to help a community-based organization formulate a vision and strategic plan.
6. Contribute to the development or revision of a vision statement for your office or program. Share that vision with the community.
7. Attend public meetings to observe how conflicts can be handled in a public session.
8. Interview individuals who are professional mediators and people skilled in alternative dispute resolution. Talk with counselors, union negotiators, or labor mediators.
9. Discuss your personal and/or organizational vision and your progress with your coach. If you are mentoring someone, share your ideas on how you formulated your visions.
10. Identify an effective process for managing conflict and use it. Track your success.
11. When a conflict situation arises, discuss it with your supervisor and document it. Next, ask for feedback on how you handled it.
12. Get as much information as you can about the motives, knowledge, understanding, and attitudes of those with whom you are negotiating.
13. Develop an open dialogue with the individuals involved in the conflict.
14. Deal with causes of conflict, not the symptoms.
15. Shift the reward system to collaboration / teamwork rather than individual achievement.
16. Implement more team approaches to solving problems in your work life and at home.
17. Serve as a coach or mentor or meeting facilitator.
18. Provide feedback to employees or subordinates on a regular basis – weekly, monthly.
19. Take time to get to know your employees. Do they enjoy the limelight or do they prefer working behind the scenes? Do they prefer a lot of direction or operating more independently? Are they given opportunities for growth?
20. Develop team spirit through celebrations and sharing experiences.
21. Volunteer to work with someone in a field different than your own.
Use open-ended questionnaires to generate objective responses from colleagues about projects or plans you are working on. Use answers to identify what is working well, what is not working work well, and strategies for working together more effectively
22. Meet with staff to formulate a vision statement of your organization. This vision statement should reflect the collected shared visions of each contributor. Follow up by defining exactly what steps all of you can take to help achieve your vision.
23. Discuss how your organization's vision affects each employee on an individual level. Focus on the organization's desired culture, work climate, and individual and group behaviors. Post the vision at your office.
24. Collaborate with other officers to discuss what the organization should be doing five years from now.
Illustration:
Jonji, an area manager in Panay, is confronted by an organizational problem of lost collections and delayed salary of sales people. For some reason, head office cannot resolve the problem. Despite his predicament, he has to deliver the numbers required of him. Fostering commitment and morale among his sales team, Jonji manages his numbers month in and month out. He leads the area to performance despite low morale. He is never lost of reasons to inspire his men to arms.
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