| Management or Leadership?Simply stated, | | | | more ways in which information is given, the more |
| management ensures that things get done, in | | | | believable it is, the more likely it is to initiate action. |
| accordance with accepted policies, based on the | | | | By means of clear communication from the |
| reality of a situation. It involves deciding the how, and | | | | organization environment, a course of action is |
| the when and often the who. The who can be a | | | | determined, and information is provided concerning its |
| cross-over factor in the initial stages. It is doing it | | | | relationship to those involved. A manager/leader must |
| right, creating process and systems and insuring | | | | be a great communicator, or very simply, goals will |
| efficiency. A manager manages both the process and | | | | not be met. This may not be obvious at once, but |
| records the efficiency of the individual's performance | | | | will manifest in future, multi-level failures for the |
| within the process.Leadership revolves around | | | | organization. It is by this rela-tively simple stumbling |
| concepts, ideas and effectiveness, enunciating what | | | | block that many truly great plans are |
| is the right avenue, establishing direction, insuring | | | | crushed.Employee DevelopmentDeveloping people is |
| individual and team success, and necessarily implies a | | | | crucial to any organization, and developing existing |
| following. It is discerning and articulating the what, the | | | | staff members during a period of growth or |
| determination of what is the right thing and often | | | | alteration of the administrative process is not only |
| who is the right person or team. Teaching, an integral | | | | practical, but often profitable. Leadership cannot |
| part of the process, enables a targeted team to do | | | | develop people, but can attempt to provide an |
| the right things and do them right.For an | | | | environment rich in opportunity and resource, in which |
| administrative plan to be effective, we must first | | | | individuals are encouraged to develop themselves. It |
| determine what is the right thing to do. Next we | | | | is critical to realize when mistakes are a natural part |
| approach the who, how, and when to do it; and | | | | of the learning process, and when they are a valid |
| finally we must make certain each individual and team | | | | reason for strong recommendations regarding |
| is enabled to do, to accomplish it. In other words, we | | | | continuation or termination of an assignment. In the |
| manage the process and we lead the people, | | | | former instance, mistakes viewed positively will |
| educating them as necessary.Management functions | | | | generally be enthusiastically corrected.A critical |
| have been classically stated as Planning, Organizing, | | | | element in the area of development is appropriate |
| Leading and Controlling (POLC). Much controversy has | | | | placement. This is an area in which you must simply |
| arisen surrounding these principles and they have | | | | bite the bullet and assume placement responsibility. |
| been revised largely depending on the focus of the | | | | You must gain a sound appreciation for the trust |
| organization. I would like to offer a perspective based | | | | placed in you by the successful candidate. This is not |
| on 6 elements, making room for management and | | | | the place for a cavalier attitude. If you are |
| leadership coexistence, each undeniably valuable in | | | | experienced at hiring, you also understand that finding |
| the success of any administrative plan. They are | | | | a fit for your company and its culture is not the |
| establishing objectives, organizing & planning | | | | same as fitting the individual to the position. This can |
| (combined as one element of the process), | | | | be one of the costliest flaws in company procedure, |
| motivation, communication, employee development, | | | | affecting cost and performance on every level. Hiring |
| and finally, measurement and analysis.Each must be | | | | the right people is only the beginning of the process, |
| addressed in any administrative venture, whether | | | | and simply assures that your new hire will probably |
| building or rebuilding, or merely tweaking your | | | | acculturate successfully, submitting readily to the |
| administration, from the smallest detail to the most | | | | vision and mission of the organization. Place them |
| comprehensive reorganization. And since there is | | | | properly within the organization, and you will have a |
| nothing new on the planet, merely a reshaping of | | | | long-term contributor, one whom can count on during |
| what already exists, each will be familiar to you. | | | | transition and periods of growth.Another important |
| Management issues and direction can be effectively | | | | element of management's role in employee |
| delineated based on these six basic functions inherent | | | | development is to clarify that the goal is excellence in |
| in the management/leadership process. Each is | | | | all pursuits, and to further define excellence as it |
| pertinent to guiding the design, or redesign and | | | | applies to a specific endeavor. In the majority of |
| implementation of administrative | | | | instances, employees in such an atmosphere will |
| proce-dures.Establishing ObjectivesThe process of | | | | strive to attain excellence, with little or no external |
| establishing objectives involves determining a | | | | prompting. The assumption is that everyone enjoys |
| statement of vision, and then setting the goals | | | | success, and most people welcome an achievable |
| necessary to achieve that vision. Goals must apply to | | | | challenge. It is necessary to have a clear vision of the |
| the team (the organization), the individuals within the | | | | point at which development issues end, and poor |
| team, as well as to those in lead-ership positions. | | | | performance begins, and to clearly communicate this. |
| These objectives must be a direct result of the | | | | It is important to note, that growing and improving is |
| team's determined purpose, which should ultimately | | | | a process best achieved under relatively stable |
| be service, either to an internal or an external client. | | | | circumstances, though not impossible during the |
| Each objective must have as its established goal the | | | | challenging period of organizational growth and |
| smoother, more efficient operation of the team | | | | transition. This is oftentimes an excellent proving |
| (department and/or organization). Each objective | | | | ground, a period during which the stars will begin to |
| must also be in accordance with the acknowledged | | | | shine.Measurement & AnalysisFinally, management |
| purpose(s) of the department and the larger | | | | needs to measure and analyze output, both of |
| organization. This requires interaction not only with | | | | processes and of individuals, and a function of doing |
| the team members, to determine that the they are | | | | it right. Employees must be made aware of their |
| on track, but with the internal clients, to insure that | | | | progress, either in a new setting, or a changing |
| the goals and objectives are pertinent to their needs, | | | | setting, and in the familiar one as well, in order to |
| as well as to the organization's greater purposes. | | | | effectively set and adjust personal goals and improve |
| Translating objectives into action requires utilizing all | | | | performance.Great leaders take pleasure in |
| available resources, as well as networking and | | | | improvement, as it is a true confirmation of the |
| interfacing with others on the management team | | | | validity of the vision. Such measurement and |
| organization wide, who have displayed effectiveness | | | | evaluation should be designed to motivate and initiate |
| in their positions.Organizing/PlanningEfficiency in this | | | | self-governing on the part of the individual. |
| area is critical, in order to implement, clearly and | | | | Measurement and analysis, when employed to |
| realistically, the goals and objectives enunciated by | | | | motivate, can be extremely effective.When used to |
| upper level leadership. This involves the ability and | | | | control or dominate, however, it can backfire. In |
| resources to develop well-detailed plans and realistic | | | | considering the evaluation process, be certain to |
| schedules, while maintaining a critical balance between | | | | clearly determine in the initial stages, exactly what is |
| the vision (broad view) and operation (day-to-day | | | | being measured, a very simple step too often |
| activities). | | | | overlooked.IN SUMMARY, each of these functions |
| All the while there must be continuing communication | | | | must be approached with sound judgment, either |
| with all levels involved, at all stages of the process. | | | | resulting from experience with poor judgment, or |
| The existing | | | | better still from solid wisdom, which circumvents the |
| structure of a department in the case of a redesign | | | | negative aspects. Each of these functions must also |
| is all-important, along with an ability to delegate | | | | be approached proactively using every tool and all |
| responsibility, while continuing to monitor and control | | | | the available resources.Finally, the above challenges |
| the outcome. | | | | must be met with maturity in two key areas, |
| Structure, though it may be transitional, must be | | | | interpersonal skills and leadership skills. This implies |
| moved to the forefront of the plan, often a | | | | sophistication, a ripeness of attitude, in relating to any |
| challenge in an atmosphere in which performance is | | | | given situation, that each member of the leadership |
| occurring hand in hand with design and | | | | team has gained as a result of experience and a |
| implementation. It must, however, assume a position | | | | willingness to continue their own personal growth |
| of precedence.MotivationMotivating is a critical | | | | process.Interpersonal SkillsInterpersonal skills are of |
| function of any process, one that addresses the | | | | paramount importance. Leadership must treat |
| issue of control. Motivation provides a purpose, the | | | | individuals fairly, developing solid working relationships |
| impetus, for an action, or for changing it. It is | | | | with them across all levels. This may appear to be |
| complex at best and takes more than one form, | | | | blatantly obvious, but sadly is all too often |
| depending on the level of the individual or team, the | | | | overlooked in the name of accelerated organizational |
| level of the manager, and the product or service | | | | progress. Managers and supervisors must be willing to |
| provided by the department or organization. It is | | | | facilitate conflict resolution, as well as to confront |
| acknowledged by experts, that the feelings of the | | | | issues surrounding relations between teams or |
| individual or team toward the motivator are key to | | | | departments, particularly during the period of growth |
| the degree of motivation achieved. It becomes ideal | | | | or change in the administrative process.Leadership |
| then to have the full cooperation of those directly | | | | SkillsA great leader has a sincere concern for the |
| affected by the process or process change.There | | | | success of people he leads, treating staff members |
| are those who maintain that humans cannot be | | | | as individuals, giving credit, taking pleasure in making |
| motivated but are solely self-motivated. Adoption of | | | | people look good. A great leader keeps the objective |
| this viewpoint presents somewhat greater challenges, | | | | as simple as possible, in order to promote |
| and it becomes highly beneficial for the leader to | | | | understanding, always acts as a role model, and |
| have a good understanding of the individuals he is | | | | stands out of the way, letting others get on with |
| working with. He must know what makes each | | | | their jobs, not interfacing unnecessarily.A true leader |
| tick.The use of unilateral power is an effective form | | | | will make the difference between an effective |
| of motivation in situations in which individuals need to | | | | administrative transition and the failure of an |
| be overtly stimulated or influenced to comply with | | | | otherwise brilliant plan. Do not overlook the |
| direction, rules, and policies. This is most effective | | | | advantage of adjusting the needs of the plan to |
| with entry level employees, or those whose | | | | allow for the needs of the people. It is not necessary |
| responsibilities are basic, repetitive, and easily | | | | to prioritize purpose over people, or vice versa. If |
| measurable. It is not an effective long-term motivator | | | | leadership has done its homework, everyone in the |
| for those whose role is largely self-directed. These | | | | organization will arrive at the vision |
| individuals require a motivation that stimulates their | | | | simultaneously.Karin Syren is a certified coach |
| ability to perform independently, fostering a higher | | | | specializing in executive mastermind coaching, who |
| performance level, and building a spirit of collaboration | | | | has over 25 years of business experience and has |
| within the team.It is often effective and highly | | | | played key roles in all areas of business administration. |
| productive to involve key staff members in the | | | | She has managed several small businesses, setting up |
| design and implementation of administrative | | | | processes and supervising all areas of their |
| procedures, particularly those involving drastic change | | | | administration. She has created procedures in diverse |
| to the existing structure. It is of utmost importance | | | | departmental areas, often as a result of technological |
| to keep in mind that humans do not react well to | | | | innovation, creating positions and new departments |
| change, regardless of proven benefit to their | | | | as the needs arose, in industries from independent |
| condition. Change implies upheaval, disturbance of the | | | | creative enterprises to the Fortune 500 elite.Ms. |
| status quo, and humans will resist it. Involving them in | | | | Syren believes strongly that responsibility proceeds |
| the process, on whatever level seems reasonable, is | | | | from knowledge. The benefits of what we learn |
| definitely wise to con-sider.CommunicationNothing | | | | cannot be solitary; they must be shared. We ought |
| short of great communication is essential. This cannot | | | | to assume that if we have learned from our |
| be over sated. Communication is the dissemination or | | | | experiences, others will learn from them as well. |
| exchange of information on the true state of the | | | | Knowledge moves in concentric ripples and when |
| situation, all information being as accurate and | | | | shared will continue to benefit exponentially far |
| understandable as possible. Great communication is | | | | beyond anything we can conceive.Copyright 2002 |
| timely, pertinent, and requires confirmation that the | | | | Karin S. |
| message has been understood; it is unilateral. The | | | | |