We recapped the work of last week.
On the traits of the leader to build upon viz. Goal clarity, Subject knowledge, Decision Making, Delivery, Process-orientation and focus on goal (and the ones I feel should be added - Man-management and Communication) the 1st time managers were rated (by peers and bosses). They were to rank 8 and above and specific work needed to go in if they fell short.
They were asked to write two lines about each of the above traits to understand their clarity on it - and identify areas to improve.
Goal clarity - Goal of the team, metrics to achieve, percentage improvement over past metrics, time frame, overall purpose of the team effort. The clarity, if complete, would win instant respect from team because it sets the purpose.
Subject knowledge - To deconstruct their role, finding out key subject areas to know, to brush up on all basics thoroughly, identifying knowledge gaps, finding strong areas and weak areas, working on weak areas quickly within a short time frame. The lack of subject knowledge may compromise respect. However being open to learning and being honest about it, and learning quickly enough to know more subject than any other will gain respect.
Decision Making - All decision making is a product of good use of information. Information itself is a product of good and qualitative analysis of data available from past records, patterns, people, clients, competitors etc. Using good quality information helps make high quality decisions. All decisions therefore are better off having a proper basis, a sound base of knowledge coming off well-analysed information. While at that, managers are also better off practicing making instinctive decisions in all areas of their lives.
Delivery - All work of the manager is to deliver what has been promised. The organization has given him/her the job because it trusted him/her to deliver. Hence goal clarity, subject knowledge. planning, strategizing, man management, decision making etc are all used to achieve the goal (minimum guarantee) and exceed it if possible. In any case, the delivery should not go below what has been promised. Proper metrics for quantum and quality of delivery to be arrived at, planned well in advance, work deployed and monitored to ensure delivery. There can be no slip ups in delivery. These can be monitored by weekly or short term delivery on tasks. Cut down on errors, do not repeat errors, make process more efficient.
Process-orientation - It is important to write down the process and know which areas are totally in control and which are not. If one has less information or knowledge over certain parts of the process one must learn more about those instead of hoping they might not come into play. Here it is important to know the process well enough how to self-correct to reduce downtime. A periodic, closer look at the process can always increase efficiency in the process. Any deviations in the short term tasks should result in a quick check on whether processes are being followed and if they are, then whether the processes are correct.
Man- Management - It is all about people so it is important to know how to use this resource well. People skills are all about earning their respect as a leader and as a professional. Along with the above attributes one respects people who are honest, trustworthy, fair and just, have a genuine interest In the team and the people, responsible, supportive, courageous, objective, approachable people. Good leaders are tough on work ethic and soft on aspirations, push their people to grow and become better people, always give greater responsibility and do not do others work. They teach their people to fish, and do not give them a fish everyday. To push people to work harder is to show the greater benefit at the end, the conviction of achieving the end at any cost, to make the process interesting and as something worthy.
Communication - Everyone at all times should be on the same page. This must be ensured even at the cost of repetition. Once communication is fine tuned, much redundant work gets reduced and efficiency improves. It is always better to communicate by email or sms or in some written form to establish and maintain a record.
The leader must at all times be clear of his/her first principles. His first loyalty is to the organization and the task given to him. The team always comes first, individuals next. Performance of the duty is paramount and nothing should come in the way.
Why is he/she here? To fulfill the task entrusted. To fulfill that task what must he do? Give his best as an individual, get his team to work best as a team and get all the individuals to give their best. How does he do that? By getting the team together like a fist, giving it a purpose and getting it to perform at its optimum.
We briefly discussed the aspects of process-driven leadership - Goal clarity, Role clarity, Target setting, Giving inputs, Communication and Performance Appraisal. On all the above aspects the team leads were asked to prepare a brief note to discuss in the next session.
On the traits of the leader to build upon viz. Goal clarity, Subject knowledge, Decision Making, Delivery, Process-orientation and focus on goal (and the ones I feel should be added - Man-management and Communication) the 1st time managers were rated (by peers and bosses). They were to rank 8 and above and specific work needed to go in if they fell short.
They were asked to write two lines about each of the above traits to understand their clarity on it - and identify areas to improve.
Goal clarity - Goal of the team, metrics to achieve, percentage improvement over past metrics, time frame, overall purpose of the team effort. The clarity, if complete, would win instant respect from team because it sets the purpose.
Subject knowledge - To deconstruct their role, finding out key subject areas to know, to brush up on all basics thoroughly, identifying knowledge gaps, finding strong areas and weak areas, working on weak areas quickly within a short time frame. The lack of subject knowledge may compromise respect. However being open to learning and being honest about it, and learning quickly enough to know more subject than any other will gain respect.
Decision Making - All decision making is a product of good use of information. Information itself is a product of good and qualitative analysis of data available from past records, patterns, people, clients, competitors etc. Using good quality information helps make high quality decisions. All decisions therefore are better off having a proper basis, a sound base of knowledge coming off well-analysed information. While at that, managers are also better off practicing making instinctive decisions in all areas of their lives.
Delivery - All work of the manager is to deliver what has been promised. The organization has given him/her the job because it trusted him/her to deliver. Hence goal clarity, subject knowledge. planning, strategizing, man management, decision making etc are all used to achieve the goal (minimum guarantee) and exceed it if possible. In any case, the delivery should not go below what has been promised. Proper metrics for quantum and quality of delivery to be arrived at, planned well in advance, work deployed and monitored to ensure delivery. There can be no slip ups in delivery. These can be monitored by weekly or short term delivery on tasks. Cut down on errors, do not repeat errors, make process more efficient.
Process-orientation - It is important to write down the process and know which areas are totally in control and which are not. If one has less information or knowledge over certain parts of the process one must learn more about those instead of hoping they might not come into play. Here it is important to know the process well enough how to self-correct to reduce downtime. A periodic, closer look at the process can always increase efficiency in the process. Any deviations in the short term tasks should result in a quick check on whether processes are being followed and if they are, then whether the processes are correct.
Man- Management - It is all about people so it is important to know how to use this resource well. People skills are all about earning their respect as a leader and as a professional. Along with the above attributes one respects people who are honest, trustworthy, fair and just, have a genuine interest In the team and the people, responsible, supportive, courageous, objective, approachable people. Good leaders are tough on work ethic and soft on aspirations, push their people to grow and become better people, always give greater responsibility and do not do others work. They teach their people to fish, and do not give them a fish everyday. To push people to work harder is to show the greater benefit at the end, the conviction of achieving the end at any cost, to make the process interesting and as something worthy.
Communication - Everyone at all times should be on the same page. This must be ensured even at the cost of repetition. Once communication is fine tuned, much redundant work gets reduced and efficiency improves. It is always better to communicate by email or sms or in some written form to establish and maintain a record.
The leader must at all times be clear of his/her first principles. His first loyalty is to the organization and the task given to him. The team always comes first, individuals next. Performance of the duty is paramount and nothing should come in the way.
Why is he/she here? To fulfill the task entrusted. To fulfill that task what must he do? Give his best as an individual, get his team to work best as a team and get all the individuals to give their best. How does he do that? By getting the team together like a fist, giving it a purpose and getting it to perform at its optimum.
We briefly discussed the aspects of process-driven leadership - Goal clarity, Role clarity, Target setting, Giving inputs, Communication and Performance Appraisal. On all the above aspects the team leads were asked to prepare a brief note to discuss in the next session.
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