Presenting one Sample of Leadership Characters

Think about the time you are insisted on performing in front of a microphone and given very limited time for an opening introduction. Will you walk away? Or will you walk to the microphone and smile? When you are at the first option, do not ever think that you will make a good leader. On the contrary, the second option is only one of many things a leader will do in facing problem, such as the situation above. You would take a minute to size up the audience and you would say something you need to say in brief. Most importantly, just simply act like you have been there before. This symbolizes one of leadership character.
At the microphone, touch the pod and remain calm. It is necessary to show that we are in good control! Our stomach might probably be churning and our palms may be sweaty, but we must aware the microphone is still on our hands. This is extremely a contradiction feeling and emotion. Trying to think that we are the master of our destiny, or at least for the next five minutes, we will be feeling that there is nothing to fear of. When you keep that thought in mind, you will finally say to yourself; yes, I can do this. You then could speak before audiences and you will be just fine.
Such behavior is representing some of leadership characters. I define leadership presence as authority to earn. We might have a title, but we need to earn the respect and trust of our colleagues. Presence such as the example above is rooted in fundamental competence, and for them who aspire to lead, this sort of presence is essential.
No matter our looks or body type at the stage, we can have presence when we move on our ability to connect with other people, regardless of behind a microphone or as such; maintain our smile, and keep moving. The audience is ours. So be confident at speaking as a leader has always to be.

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Best Communication between Leader and His People

Several managers of departments who look for good relationship upward have the resources to make something called ‘motion picture’, but more managers have cleverness and smartness to build perfect argument to win their cases. Critical to developing a strong case is the first and the foremost to frame our argument in accordance with the business case: why is this good sense for the organization to pursue our idea? Without a foundation based on either saving or improving the business, our idea has no opportunity; on the contrary, with it we can start.

To build upon our business case, we are supposed to frame our argument in ways which appeal to the person with authority. Let me show you how.

As the leader’s people/employees, we are supposed to:
1. adopt our leader’s point of view. If we want to influence the leader then we need to see the world as he or she sees it. Our leader takes a corporate-wide view of performance, of course, but each of them has hot button issues around products and services, our morale, or our legacies. If we have a leader who's a cost-cutter, frame our pitch as a means of cutting costs, or at least reducing expenses. Likewise if we have a leader who is focused on customer issues — frame our pitch as a way to improve customer service or product benefits. The angle of our pitch depends upon the leader’s interest.

2. paint a picture. Let’s consider how our leader likes information. It may a straightforward spreadsheet or a narrative business plan. Do what makes sense but don't stuck there. If our idea is big and bold, make it so by producing a video or using photographs. If our initiative is about an internal improvement then we must interview end-users who will benefit from the adoption of our idea.

3. make it come alive. To make our case, take our leader to the heart of the action. For example, if we are insisting for an improvement on the factory floor, bring him to the line and show him what we intend to do. Or when we plan to demonstrate a customer need, invite our leader to a focus group with customers. There is nothing like real world examples to demonstrate our argument.

These steps are to make our argument come alive do work, but they need something else — our credibility. If we want to lead up, we need to be perceived as competent. Therefore, it is more difficult to sell upward if we are brand new to our job, unless we are hired to do so (that is, shake things up with new ideas). Credibility is well earned through example, especially by doing our job well over a certain period of time. Also, critical for those who manage in the middle, credibility is enhanced by the ability to collaborate with peers.

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At a torment Moment

I am sure everybody would feel this torment moment when all stuffs are in mess and needed cleaning. This feeling is even stronger when employees are about to clean up and remove their stuffs and documents after a week or a month busy activities. They need to have special time for utility, equipment and document management. It is indeed important or their desk will never be tidy.

Managing the documents is not merely put all documents in appropriate places; it tends to likely test us whether how neat we are in set all documents in good row of dates and importance, perhaps more than that. But for me personally, document management is something that could become something new to do and could make thing easier when I start working again next year.

However, when things are related to the management of documents on the computers, I give up, frankly speaking. It could take too long to rearrange the documents manually. More over when to put things like Commercial Invoices, Purchasing orders, PDF files, electronic imaging, production reports and so many other things in their appropriate parts or sections, certain expertise is really needed here.

I know some service that could do that, and they are pretty good at the job. The service is to rearrange all data and documents in either computer or at physic cabinets. They are really a kind of help. They also give better service on maintaining electronic and paper documents. They do this by applying document scanning, data capture and document storage and retrieval capabilities. I am actually quite unsure how they process them all, but our company has once experienced to use their service and things were a lot easier then. I wonder if my boss will use their service again this time.

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Improving Attitudes, Skills, and Knowledge

Learning something her3e is, I mean, to gain knowledge, skill improvement, or attitude development in a certain area. Sometimes these three points of learning target are abbreviated to "KSA." Since Attitudes are obviously more important than Skills or Knowledge — after all, what is the barber going to do with that razor? — it might be better to turn it around to ASK! And it happens that asking, rather than telling, is perhaps the main difference between a teacher and a manager of learning. We ask, because maybe the learner already knows.

Maybe they know but haven't realized that it applies in this situation. Or maybe they don't know they don't know. So we ask him, first. This asking comprises the first of the four steps of manager of learning, the Guided Discovery. A combination of attitudes, skills, and knowledge are usually needed to operate successfully in any specific area. Attitudes are the most important and are the most difficult to acquire.

Often a new attitude must replace an old attitude before skills or knowledge can be used. The manager of learning must be able to detect this situation and know how to effect the change. Counselling techniques are often used to enable a learner to see a need for change— a change in his attitude— and accept the help you or members of his patrol or others can give him.

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Consideration to Omit Ego in Making a Decision

First of all, personalization is different from passion. We as leaders need to have conviction about what we do; w need to love our work and the people who do the work for us. That's called passion. On contrary, personalization is the conflation of hubris and ego; it could cause a loss of focus because the high level executives put what they want to do ahead of what the company should do. Personalization is in fact the enemy of the business case, and for that reason we should avoid it. So here are some ways that every leader must consider during making a decision that will have significant consequence on the organization.

1. Consider how the decision will affect the organization's ability to fulfill its mission. Managers who push their teams to achieve "stretch goals" without providing adequate support and resources may be seeking to get noticed by their bosses rather than helping the company serve its customers. Such behavior will have another side effect — talent will omit. The answer to this question must enhance the organization, not simply the resume of the manager.

2. The business case for our decision should factor in the people quotient and affects on headcount, training, and development. Workers must undergo what leaders decide, so if workers perceive that their boss is only doing something to make himself look good, they'll be reluctant to embrace the change. They may comply, but they may never commit unless they determine the benefit for themselves.

3. When we are involved in a project, it is easy to entangle ego with outcome. Healthy ego is necessary, but when too much ego makes you blind to obvious problems such as lack of resources, customer disinterest, and worker morale, problems then arise. As we have seen with corporate executives in the financial sector, it isn't positive when personal interest comes before corporate and public interest. So if the consideration to this point of view is more in favor of you rather than the company, the issue may be over-personalized and need more deliberation.

There is one aspect of personality leaders should possess, and that is compassion.
Too much personalization can be deadly, and keeping a check on it will help you navigate over treacherous issues with a clear and open mind, rather than one clouded by arrogance.

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The Key to the Transformation of Cultures

An organizational culture is a straightforward reflection of personal awareness of the leaders. Hence, cultural transformation or whole system changes cannot occur without any behavioral changes of the leaders. This is the reason we recommend that organizations begin by applying and mapping the values of the senior executives before they map the values of their employees.

Apparently, this is quite crucial for two reasons:

a) the senior group must:
1) be aware of the depth and scope of the cultural issues, and
2) be willing to do something about them, including the undergoing to personal changes before the rest of the company is involved in the process of values clarification.

b) if the senior group hampers at the prospect of personally participating in whole system change process then it is essential not to raise the expectations of employees by questioning them to participate in the values assessment.

If the senior group is not willing to undergo on a change in their behaviors, the culture will remain. That is why it would be counterproductive to involve all employees in the values assessment too soon in the process.

Some key facts about leadership and shareholder value are as follow:

Fact 1: Employee fulfillment results in customer satisfaction.
Fact 2: Customer satisfaction results in shareholder value.
Fact 3: Leadership development results in employee fulfillment.

Thus, there is a causal link between leadership development and shareholder value that passes through employee fulfillment and customer satisfaction. We have figured out this link to be available in any successful companies.

Organizational transformation begins with the personal transformation of the leaders. Keep in mind that organizations do not transform; people do!

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Two Most crucial Keys to Effective Leadership

In the life of organization or working circumstance, there are many key components of employee satisfaction. However, we don’t talk about them. Instead, we are trying to find out how they could exist.
Many ideologies and disciplines have noticed and jotted that the most crucial keys to effective Leadership in an organization or working circumstance are:

-Trust and confidence in top leadership was the single most reliable predictor of employee satisfaction in an organization, and
-Effective communication by leadership in three critical areas was the key to winning organizational trust and confidence:
1. Helping employees understand the company's overall business strategy.
2. Helping employees understand how they contribute to achieving key business objectives.
3. Sharing information with employees on both how the company is doing and how an employee's own division is doing - relative to strategic business objectives.

That is simply, right? But be mindful to apply them with all of our hearts or else we never get the satisfaction. Hence, we must be trustworthy and have to be able to communicate a vision of where the organization needs to go.

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