1. TAKE GOD AND PRAYER OUT OF THE EDUCATION SYSTEM
She said; Change curriculum to ensure that children are freed from
the bondage of Christian culture. Why? Because children go to school to
be equipped to face life, they are willing to trust and they are willing
to value what is being given to them.
If you take God out of education, they will unconsciously form a
resolve that God is not necessary to face life. They will focus on those
things the school counts them worthy to be passed on and they will look
at God as an additional, if one can afford the additional.
N.B. Today they introduce Transcendental Meditation (TM) in schools
which takes children to altered states of consciousness to meet with
demons (spirit guides) = New Age
2. REDUCE PARENTAL AUTHORITY OVER THE CHILDREN
She said; Break the communication between parent and child (Why?). So
that parents do not pass on their Christian traditions to their
children, liberate children from the bondage of their parent traditions
(how?)
a) Promote excessive child rights; (1997-1998 South Africa
introduced Child rights legislation – UNICEF Charter; Today a child is
able to say to parent ‘I do not want to hear that, I don’t want to do
what you are telling me. Teachers cannot talk to children, children step
up and say I have my rights, you cannot talk to me like that).
b) Abolish corporal punishment; (this has been made law). On the
other hand the Bible says ‘Do not withhold correction from a child, for
if you beat him with a rod, he will not die. You shall beat him with a
rod and deliver his soul from hell.’ (Proverbs 23: 13-14)
N.B. Jesus said in the last days – wickedness will increase, there will be
rebellion and children will not obey their parents. It is not a trend,
It is organized.
c) Teachers are the agents of implementation – from workshops,
teachers tell children ‘your parent has no right to force you to pray or
read the Bible, you are yourself, have a right of your own, you need to
discover yourself, self expression, self realization, self fulfillment
are all buzz words.
In the West when the child is 7 yrs, the teachers begin to say to the
child ‘you have a right to choose whether you want to follow the faith
of your parents or not, parents are not allowed to enforce their faith
upon you.’ Question is, what type of decision can a 7 year old make?
3. DESTROY THE JUDEO-CHRISTIAN FAMILY STRUCTURE
OR THE TRADITIONAL CHRISTIAN FAMILY STRUCTURE (Why?).
It is oppressive and that the family is the core of the nation. If
you break the family, you break the nation. Liberate the people from the
confines of this structure (How?)
a) Promote sexual promiscuity – free young people to the concept
of premarital sex, let them have free sex, lift it so high that the joy
of enjoying it(sex) is the highest joy in life, fantasize it, that
everybody will feel proud to be seen to be sexually active, even those
outside of marriage. This is contrary to the word of God which says “…
But fornication and all uncleanness or covetousness, let it not even be
named among you, as is fitting for saints… for this you know, that no
fornicator, unclean person, nor covetous man, who is an idolater has any
inheritance in the kingdom of Christ and God.” (Ephesians 5: 3-5)
b) Use advertising industry, media – T.V., magazines, film
industry to promote sexual enjoyment as the highest pleasure in
humanity.
Have they succeeded? Have they done it? If you want to see whether
they have succeeded or not, go to the advertising industry, it does
everything to catch your attention and today almost no advert comes out
without a sexual connotation. Even when they advertise ice cream, they
must show you a thigh of a woman and a bikini, they must do something to
set off a trail of thoughts. They will show you more thighs than ice
cream. Why? Because, that is what must be in the minds of the people.
N.B. Advertising industry pops out so much money towards their advertisements to the T.V. and radio.
4. IF SEX IS FREE, THEN MAKE ABORTION LEGAL AND MAKE IT EASY
She said; Build clinics for abortion – Health clinics in schools. If
people are going to enjoy the joy of sexual relationships, they need to
be free of unnecessary fears, in other words they should not be hampered
with unwanted pregnancies.
‘Abortion as told by Christians is oppressive and denies our rights,
we have a right to choose whether we want to have a child or not. If a
woman does not want the pregnancy, she should have the freedom to get
rid of that pregnancy painless and as easy as possible’. Today it is not
only accessible, it is forced. Today abortion is a strategy to curb
population control together with the use of condoms and ‘pill’.
5. MAKE DIVORCE EASY AND LEGAL, FREE PEOPLE FROM THE CONCEPT OF MARRIAGE FOR LIFE.
Alice wrote 50 years ago that love has got a mysterious link called
the love bond. It is like an ovum that comes out of the ovary, as it
travels through your system, it clicks a love favor in you and there’s
one other person in the world who can respond to that love bond, when
you see that person, everything within you clicks, that is your
man/woman, if you miss him, you’ll never be happy until that love bond
cycles past, for many years, so for you to be happy get that person at
whatever cost, if it means getting him/her out of that marriage, get
him/her that is your man/woman. It’s a mistake for him/her to be
elsewhere. And if you go together for sometime and find that love has
died, don’t be held in bondage by the Christian values it will never
come back, what you need is an easily arranged divorce and allow another
love bond to come forth, just like an ovum comes up, and when it comes
forth you’ll enjoy life again. On the contrary God’s word says in
Malachi 2: 16; “For the Lord God of Israel says that He hates divorce…”
N.B. People enter into marriage having signed contracts of how they
will share their things after divorce. People enter with one foot and
another behind. 50 years ago divorce was unthinkable. It is one thing
for a marriage to fail but it is another thing for people to enter
marriage with an intention to enjoy as long as it was enjoyable and to
walk out of it.
6. MAKE HOMOSEXUALITY AN ALTERNATIVE LIFESTYLE
Alice Bailey preached (50 yrs ago) that sexual enjoyment is the
highest pleasure in humanity, no one must be denied and no one must be
restricted how to enjoy themselves. People should be allowed in which
ever way they chose they want, whether it is homosexuality or in incest
or bestiality, as long as the two agree.
A law was passed in our nation, South Africa. Parliament has passed
it on 26/01/2000 and the President gave it his signature on 4/02/2000 –
giving so much freedom to gay rights, that a time will come when it is
illegal for a preacher to mention homosexuality as an abomination in the
eyes of God, or to read scriptures publicly that talk about
homosexuality. In Mozambique 1994, an agenda was drawn targeting to fill
the police force, the judicial system (judges), the education system
and everywhere else with gays, so that when a case comes up, they are
there to defend the cause. Today the church is expected to marry
gays/lesbians.
According to the Bible, this is an abomination before the eyes of God
(Leviticus 18:22; 20:13)
7. DEBASE ART, MAKE IT RUN MAD
How? Promote new forms of art which will corrupt and defile the
imagination of people because art is the language of the spirit, that
which is inside, you can bring out in painting, music, drama etc. Look
at the quality of the music that is coming out, the films out of
Holywood.
8. USE MEDIA TO PROMOTE AND CHANGE MINDSET
Alice Bailey said the greatest channel you need to use to change
human attitude is media. Use the press, the radio, T.V, cinema. You can
tell today how successful they have been in implementing the plan over
50 years via media as well as advertising agencies, billboards,
magazines. Who controls media? (New Age); So much money is pumped into
media and advertising spreading of pornographic material and other
sources. Sex outside of marriage is thrown on your face 80-90 times than
sex in marriage. Promiscuity is being promoted as natural, you watch
gay sex on T.V. in homes where children’s minds are being neutralized to
sensitivity to these things. You wonder why newspapers, T.V, etc do not
record anything about Christian activities.
9. CREATE AN INTERFAITH MOVEMENT
Alice Bailey wrote; Promote other faiths to be at par with
Christianity, and break this thing about Christianity as being the only
way to heaven, by that Christianity will be pulled down and other faiths
promoted. She said promote the importance of man in determining his own
future and destiny – HUMANISM. She said tell man he has the right to
choose what he wants to be and he can make it happen, he has the right
to determine his cause – This takes God off His throne. We have seen in
our nation, South Africa hosting a meeting of the Interfaith Movement in
Cape Town led by Dalai Lama.
10. GET GOVERNMENTS TO MAKE ALL THESE LAW AND GET THE CHURCH TO ENDORSE THESE CHANGES.
This blog is designed as a medium to educate, enlighten and empower you with the necessary timely information you need to emerge a reformer and change agent. It provides a platform for you to interact, learn from and network with successful people globally. This blog is a kingdom move on the internet.
Monday, 16 December 2013
Monday, 25 November 2013
COMMON LEADERSHIP MISTAKES
10 Common Leadership and Management Mistakes
Avoiding Universal Pitfalls
Avoid common leadership and management mistakes.
© iStockphoto/Laflor
Experience is the name every one gives to their mistakes. – Oscar WildeIt's often said that mistakes provide great learning opportunities.
However, it's much better not to make mistakes in the first place!
In this article, we're looking at 10 of the most common leadership and management errors, and highlighting what you can do to avoid them.
If you can learn about these here, rather than through experience, you'll save yourself a lot of trouble!
1. Lack of Feedback
Sarah is a talented sales representative, but she has a habit of answering the phone in an unprofessional manner. Her boss is aware of this, but he's waiting for her performance review to tell her where she's going wrong. Unfortunately, until she's been alerted to the problem, she'll continue putting off potential customers.According to 1,400 executives polled by The Ken Blanchard Companies, failing to provide feedback is the most common mistake that leaders make. When you don't provide prompt feedback to your people, you're depriving them of the opportunity to improve their performance.
To avoid this mistake, learn how to provide regular feedback to your team. (You can use our Bite-Sized Training session on Giving Feedback to gain an in-depth understanding of feedback, and to learn how to provide it effectively.)
2. Not Making Time for Your Team
When you're a manager or leader, it's easy to get so wrapped up in your own workload that you don't make yourself available to your team.Yes, you have projects that you need to deliver. But your people must come first – without you being available when they need you, your people won't know what to do, and they won't have the support and guidance that they need to meet their objectives.
Avoid this mistake by blocking out time in your schedule specifically for your people, and by learning how to listen actively to your team. Develop your emotional intelligence so that you can be more aware of your team and their needs, and have a regular time when "your door is always open", so that your people know when they can get your help. You can also use Management By Walking Around , which is an effective way to stay in touch with your team.
Once you're in a leadership or management role, your team should always come first - this is, at heart, what good leadership is all about!
3. Being Too "Hands-Off"
One of your team has just completed an important project. The problem is that he misunderstood the project's specification, and you didn't stay in touch with him as he was working on it. Now, he's completed the project in the wrong way, and you're faced with explaining this to an angry client.Many leaders want to avoid micromanagement . But going to the opposite extreme (with a hand-offs management style) isn't a good idea either – you need to get the balance right.
Our article, Laissez Faire versus Micromanagement will help you find the right balance for your own situation.
4. Being Too Friendly
Most of us want to be seen as friendly and approachable to people in our team. After all, people are happier working for a manager that they get on with. However, you'll sometimes have to make tough decisions regarding people in your team, and some people will be tempted to take advantage of your relationship if you're too friendly with them.This doesn't mean that you can't socialize with your people. But, you do need to get the balance right between being a friend and being the boss.
Learn how to do avoid this mistake with our article, Now You're the Boss . Also, make sure that you set clear boundaries , so that team members aren't tempted to take advantage of you.
5. Failing to Define Goals
When your people don't have clear goals, they muddle through their day. They can't be productive if they have no idea what they're working for, or what their work means. They also can't prioritize their workload effectively, meaning that projects and tasks get completed in the wrong order.Avoid this mistake by learning how to set SMART goals for your team. Use a Team Charter to specify where your team is going, and detail the resources it can draw upon. Also, use principles from Management by Objectives to align your team's goals to the mission of the organization.
6. Misunderstanding Motivation
Do you know what truly motivates your team? Here's a hint: chances are, it's not just money!Many leaders make the mistake of assuming that their team is only working for monetary reward. However, it's unlikely that this will be the only thing that motivates them.
For example, people seeking a greater work/life balance might be motivated by telecommuting days or flexible working. Others will be motivated by factors such as achievement, extra responsibility, praise, or a sense of camaraderie.
To find out what truly drives your people, read our articles on McClelland's Human Motivation Theory and Theory X and Theory Y . Then, take our test "How Good Are Your Motivation Skills?" to learn how to be a great motivator of people.
7. Hurrying Recruitment
When your team has a large workload, it's important to have enough people "on board" to cope with it. But filling a vacant role too quickly can be a disastrous mistake.Hurrying recruitment can lead to recruiting the wrong people for your team: people who are uncooperative, ineffective or unproductive. They might also require additional training, and slow down others on your team. With the wrong person, you'll have wasted valuable time and resources if things don't work out and they leave. What's worse, other team members will be stressed and frustrated by having to "carry" the under-performer.
You can avoid this mistake by learning how to recruit effectively , and by being particularly picky about the people you bring into your team.
8. Not "Walking the Walk"
If you make personal telephone calls during work time, or speak negatively about your CEO, can you expect people on your team not to do this too? Probably not!As a leader, you need to be a role model for your team. This means that if they need to stay late, you should also stay late to help them. Or, if your organization has a rule that no one eats at their desk, then set the example and head to the break room every day for lunch. The same goes for your attitude – if you're negative some of the time, you can't expect your people not to be negative.
So remember, your team is watching you all the time. If you want to shape their behavior, start with your own. They'll follow suit.
9. Not Delegating
Some managers don't delegate, because they feel that no-one apart from themselves can do key jobs properly. This can cause huge problems as work bottlenecks around them, and as they become stressed and burned out.Delegation does take a lot of effort up-front, and it can be hard to trust your team to do the work correctly. But unless you delegate tasks, you're never going to have time to focus on the "broader-view" that most leaders and managers are responsible for. What's more, you'll fail to develop your people so that they can take the pressure off you.
To find out if this is a problem for you, take our interactive quiz, How Well Do You Delegate? If you need to improve your skills, you can then learn key strategies with our articles, Successful Delegation , and The Delegation Dilemma .
10. Misunderstanding Your Role
Once you become a leader or manager, your responsibilities are very different from those you had before.However, it's easy to forget that your job has changed, and that you now have to use a different set of skills to be effective. This leads to you not doing what you've been hired to do – leading and managing.
- See more at: http://www.mindtools.com/pages/article/leadership-mistakes.htm#sthash.lzYcCc2q.dpuf
10 Common Leadership and Management Mistakes
Avoiding Universal Pitfalls
Avoid common leadership and management mistakes.
© iStockphoto/Laflor
Experience is the name every one gives to their mistakes. – Oscar WildeIt's often said that mistakes provide great learning opportunities.
However, it's much better not to make mistakes in the first place!
In this article, we're looking at 10 of the most common leadership and management errors, and highlighting what you can do to avoid them.
If you can learn about these here, rather than through experience, you'll save yourself a lot of trouble!
1. Lack of Feedback
Sarah is a talented sales representative, but she has a habit of answering the phone in an unprofessional manner. Her boss is aware of this, but he's waiting for her performance review to tell her where she's going wrong. Unfortunately, until she's been alerted to the problem, she'll continue putting off potential customers.According to 1,400 executives polled by The Ken Blanchard Companies, failing to provide feedback is the most common mistake that leaders make. When you don't provide prompt feedback to your people, you're depriving them of the opportunity to improve their performance.
To avoid this mistake, learn how to provide regular feedback to your team. (You can use our Bite-Sized Training session on Giving Feedback to gain an in-depth understanding of feedback, and to learn how to provide it effectively.)
2. Not Making Time for Your Team
When you're a manager or leader, it's easy to get so wrapped up in your own workload that you don't make yourself available to your team.Yes, you have projects that you need to deliver. But your people must come first – without you being available when they need you, your people won't know what to do, and they won't have the support and guidance that they need to meet their objectives.
Avoid this mistake by blocking out time in your schedule specifically for your people, and by learning how to listen actively to your team. Develop your emotional intelligence so that you can be more aware of your team and their needs, and have a regular time when "your door is always open", so that your people know when they can get your help. You can also use Management By Walking Around , which is an effective way to stay in touch with your team.
Once you're in a leadership or management role, your team should always come first - this is, at heart, what good leadership is all about!
3. Being Too "Hands-Off"
One of your team has just completed an important project. The problem is that he misunderstood the project's specification, and you didn't stay in touch with him as he was working on it. Now, he's completed the project in the wrong way, and you're faced with explaining this to an angry client.Many leaders want to avoid micromanagement . But going to the opposite extreme (with a hand-offs management style) isn't a good idea either – you need to get the balance right.
Our article, Laissez Faire versus Micromanagement will help you find the right balance for your own situation.
4. Being Too Friendly
Most of us want to be seen as friendly and approachable to people in our team. After all, people are happier working for a manager that they get on with. However, you'll sometimes have to make tough decisions regarding people in your team, and some people will be tempted to take advantage of your relationship if you're too friendly with them.This doesn't mean that you can't socialize with your people. But, you do need to get the balance right between being a friend and being the boss.
Learn how to do avoid this mistake with our article, Now You're the Boss . Also, make sure that you set clear boundaries , so that team members aren't tempted to take advantage of you.
5. Failing to Define Goals
When your people don't have clear goals, they muddle through their day. They can't be productive if they have no idea what they're working for, or what their work means. They also can't prioritize their workload effectively, meaning that projects and tasks get completed in the wrong order.Avoid this mistake by learning how to set SMART goals for your team. Use a Team Charter to specify where your team is going, and detail the resources it can draw upon. Also, use principles from Management by Objectives to align your team's goals to the mission of the organization.
6. Misunderstanding Motivation
Do you know what truly motivates your team? Here's a hint: chances are, it's not just money!Many leaders make the mistake of assuming that their team is only working for monetary reward. However, it's unlikely that this will be the only thing that motivates them.
For example, people seeking a greater work/life balance might be motivated by telecommuting days or flexible working. Others will be motivated by factors such as achievement, extra responsibility, praise, or a sense of camaraderie.
To find out what truly drives your people, read our articles on McClelland's Human Motivation Theory and Theory X and Theory Y . Then, take our test "How Good Are Your Motivation Skills?" to learn how to be a great motivator of people.
7. Hurrying Recruitment
When your team has a large workload, it's important to have enough people "on board" to cope with it. But filling a vacant role too quickly can be a disastrous mistake.Hurrying recruitment can lead to recruiting the wrong people for your team: people who are uncooperative, ineffective or unproductive. They might also require additional training, and slow down others on your team. With the wrong person, you'll have wasted valuable time and resources if things don't work out and they leave. What's worse, other team members will be stressed and frustrated by having to "carry" the under-performer.
You can avoid this mistake by learning how to recruit effectively , and by being particularly picky about the people you bring into your team.
8. Not "Walking the Walk"
If you make personal telephone calls during work time, or speak negatively about your CEO, can you expect people on your team not to do this too? Probably not!As a leader, you need to be a role model for your team. This means that if they need to stay late, you should also stay late to help them. Or, if your organization has a rule that no one eats at their desk, then set the example and head to the break room every day for lunch. The same goes for your attitude – if you're negative some of the time, you can't expect your people not to be negative.
So remember, your team is watching you all the time. If you want to shape their behavior, start with your own. They'll follow suit.
9. Not Delegating
Some managers don't delegate, because they feel that no-one apart from themselves can do key jobs properly. This can cause huge problems as work bottlenecks around them, and as they become stressed and burned out.Delegation does take a lot of effort up-front, and it can be hard to trust your team to do the work correctly. But unless you delegate tasks, you're never going to have time to focus on the "broader-view" that most leaders and managers are responsible for. What's more, you'll fail to develop your people so that they can take the pressure off you.
To find out if this is a problem for you, take our interactive quiz, How Well Do You Delegate? If you need to improve your skills, you can then learn key strategies with our articles, Successful Delegation , and The Delegation Dilemma .
10. Misunderstanding Your Role
Once you become a leader or manager, your responsibilities are very different from those you had before.However, it's easy to forget that your job has changed, and that you now have to use a different set of skills to be effective. This leads to you not doing what you've been hired to do – leading and managing.
- See more at: http://www.mindtools.com/pages/article/leadership-mistakes.htm#sthash.lzYcCc2q.dpuf
Leadership and Management:
- Leadership inspires, management plans.
- Leadership is there first, management does it again.
- Leaders praise, managers find fault.
- Leaders ask questions, managers give directions.
- Leaders help others achieve, managers expect support.
There is an essential difference between leadership and management which is captured in these definitions:
- Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.
- Management controls or directs people/resources in a group according to principles or values that have been established.
The difference between leadership and management can be illustrated by considering instances when there is one without the other. Leadership without management sets a direction or vision that others follow, without considering how the new direction is going to be achieved. Other people then have to work hard in the trail that is left behind, picking up the pieces and making it work.
You can see an example of this in Lord of the Rings. At the council of Elrond, there is an argument about how they should proceed. Frodo Baggins rescues the council from the conflict by taking responsibility for destroying the ring. He sets a direction, but has no idea how to go about it. During the quest, most of the management of the group comes from others - particularly Gandalf and Aragorn.
There can be leaders who don’t manage in the workplace. For example, an entrepreneur might grow a business by networking, building relationships, and generating ideas for new products. However, he/she might also rely on a deputy - e.g. a factory manager - to ensure the right staff are recruited, products or services are produced, and the business is delivered.
Management without leadership controls resources to maintain the status quo or ensure things happen according to already-established plans. For example, a sports referee manages opposing teams to ensure they keep within the rules of the game. However, a referee does not usually provide “leadership” because there is no new change, no new direction.
The absence of leadership should not be confused with the type of leadership that calls for ‘no action’ to be taken. For example, when Gandhi went on hunger strike and called for protests to stop, during the negotiations for India’s independence, he demonstrated great leadership - because taking no action was a new direction for the Indian people at that time.
Also, what is often referred to as “participative management” can be a very effective form of leadership. In this approach, a new direction may seem to emerge from the group rather than the leader. However, the leader has facilitated that new direction whilst also engendering ownership within the group - i.e., it is an advanced form of leadership.
Symbolic Leadership
Sometimes, an individual may act as a figure head for change and be viewed as a leader even though he/she hasn’t set any new direction. This can arise when a group sets a direction of its own accord, and needs a spearhead in order to express it.In prison, Nelson Mandela was an example of symbolic leadership. Although his ability to take action was limited, he continued to grow in power and influence (as the symbolic leader for the anti-apartheid movement). This power came from the mass movement, from the group that are nominally viewed as the followers. Following his release from prison, he demonstrated actual leadership by leading South Africa into a process of reconciliation rather than retribution.
This illustrates the complexity of the relationship between leaders, followers, and context. A leader’s power often comes from the followers. For example, in democratic government, leaders are elected because of the direction they offer - e.g. for economic growth or social development. However, if they subsequently pursue a direction that is different from the expectations of the electorate, they may lose the next election, or even provoke civil unrest beforehand.
Leadership Styles
Being innovative- As leadership - involves setting a new visionary direction - e.g. JFK setting the goal of putting a man on the moon.
- As management - involves producing creative ideas to ensure the vision is realised - e.g. coming up with ideas that enabled Apollo 13 to return safely to earth.
- As leadership - involves facilitating a new direction through team discussion.
- As management - involves winning the commitment of a team to a defined goal.
What is the Difference Between Management and Leadership?
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
10 Leadership Styles That Build Better Teams
Leadership
doesn’t have a one-size-fits-all definition. There are many different
leadership styles in management and each plays an important role when it
comes to building productive work teams. We can all identify leaders in
our lives that stand out as visionaries, others as strategists, and
still others as motivators or peacemakers. The list goes on and on. As
is often the case in individual departments or in organizations as a
whole, no single leader embodies all leadership styles in management and
thus will always be more successful at building teams when surrounded
by managers with different but just as effective leadership styles.1. Visionaries
Visionary leaders see the big picture. They chart the path ahead and inspire others to follow their lead. But many visionaries don’t have the skill set to create the specific plan that will be required to achieve their vision.2. Entrepreneurs
Individuals with entrepreneur leadership styles in management have the determination to give the project momentum and turn the visionary’s big idea into a reality. Entrepreneurs give the project focus and communicate how realizing that idea will benefit everyone involved.3. Strategists
These types of leaders have the ability to break down the big picture into manageable tasks that can be divided amongst the different areas of expertise that exist throughout the organization.4. Directional leaders
As critical decisions need to be made along the way, the directional leader determines with certainty whether and how best to grow or consolidate resources, and whether to keep going down the same path.5. Team-makers
Employees with team-maker leadership styles in management understand the strengths and weaknesses of the team and have the ability to gather together a group of employees who, when their talents and skills are combined, move the project forward.6. Monitors
These types of leaders keep the project on track by setting key milestones and ensuring everyone on the team is moving in the same direction and at the same pace.7. Motivators
The motivator is skilled at energizing people. This type of leader has the complete trust of the team and sets goals, provides incentives, and rewards achievements along the way.8. Shepherds
Shepherds have leadership styles in management that are concerned with the welfare of individual team members. They are keenly aware of morale and excel at one-on-one meetings with employees who may be disillusioned with the project or other leaders.9. Re-engineering leaders
These types of leaders emerge when the project has veered off-track. They are adept at seeing exactly what has gone right, what has gone wrong, how teams can be rearranged, and how strategies can be revived to realize the vision and achieve the goals.10. Bridge-builders
When re-engineers may have helped set forth a new vision, bridge-builders are quick and skilled at listening, negotiating, compromising, and generally understanding the disparate needs of different employees.Each of these ten different leadership styles in management is integral in building a cohesive team to achieve the project’s goals and ultimately propel the organization forward. One of the keys to effective management is recognizing the strengths of employees and empowering them to implement their own leadership styles.
Read more at http://under30ceo.com/10-leadership-styles-that-build-better-teams/#ff8M9Zx5yxVvwEi7.99
What is the Difference Between Management and Leadership?
NEXT IN Developing a Leadership Style »
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Lessons in Leadership
A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs.Tips
- Leadership and management must go hand in hand.
- Workers need their managers not just to assign tasks but to define purpose.
- Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
Related How-Tos
-
Feedback
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
What is the Difference Between Management and Leadership?
NEXT IN Developing a Leadership Style »
- Share:
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Lessons in Leadership
A leadership guide featuring step-by-step how-tos, Wall Street Journal stories and video interviews with CEOs.Tips
- Leadership and management must go hand in hand.
- Workers need their managers not just to assign tasks but to define purpose.
- Managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
Related How-Tos
-
Feedback
Leadership and management must go hand in hand. They are not the same thing. But they are necessarily linked, and complementary. Any effort to separate the two is likely to cause more problems than it solves.
Still, much ink has been spent delineating the differences. The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:
– The manager administers; the leader innovates.
– The manager is a copy; the leader is an original.
– The manager maintains; the leader develops.
– The manager focuses on systems and structure; the leader focuses on people.
– The manager relies on control; the leader inspires trust.
– The manager has a short-range view; the leader has a long-range perspective.
– The manager asks how and when; the leader asks what and why.
– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.
– The manager imitates; the leader originates.
– The manager accepts the status quo; the leader challenges it.
– The manager is the classic good soldier; the leader is his or her own person.
– The manager does things right; the leader does the right thing.
Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency.
But in the new economy, where value comes increasingly from the knowledge of people, and where workers are no longer undifferentiated cogs in an industrial machine, management and leadership are not easily separated. People look to their managers, not just to assign them a task, but to define for them a purpose. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results.
The late management guru Peter Drucker was one of the first to recognize this truth, as he was to recognize so many other management truths. He identified the emergence of the “knowledge worker,” and the profound differences that would cause in the way business was organized.
With the rise of the knowledge worker, “one does not ‘manage’ people,” Mr. Drucker wrote. “The task is to lead people. And the goal is to make productive the specific strengths and knowledge of every individual.”
LEADRESHIP
6 Leadership Styles, And When You Should Use Them
Manager and leader are two completely different roles, although we often use the terms interchangeably. Managers are facilitators of their team members’ success. They ensure that their people have everything they need to be productive and successful; that they’re well trained, happy and have minimal roadblocks in their path; that they’re being groomed for the next level; that they are recognized for great performance and coached through their challenges.
Conversely, a leader can be anyone on the team who has a particular talent, who is creatively thinking out of the box and has a great idea, who has experience in a certain aspect of the business or project that can prove useful to the manager and the team. A leader leads based on strengths, not titles.
The best managers consistently allow different leaders to emerge and inspire their teammates (and themselves!) to the next level.
When you’re dealing with ongoing challenges and changes, and you’re in uncharted territory with no means of knowing what comes next, no one can be expected to have all the answers or rule the team with an iron fist based solely on the title on their business card. It just doesn’t work for day-to-day operations. Sometimes a project is a long series of obstacles and opportunities coming at you at high speed, and you need every ounce of your collective hearts and minds and skill sets to get through it.
This is why the military style of top-down leadership is never effective in the fast-paced world of adventure racing or, for that matter, our daily lives (which is really one big, long adventure, hopefully!). I truly believe in Tom Peters’s observation that the best leaders don’t create followers; they create more leaders. When we share leadership, we’re all a heck of a lot smarter, more nimble and more capable in the long run, especially when that long run is fraught with unknown and unforeseen challenges.
Change leadership styles
Not only do the greatest teammates allow different leaders to consistently emerge based on their strengths, but also they realize that leadership can and should be situational, depending on the needs of the team. Sometimes a teammate needs a warm hug. Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job.
My favorite study on the subject of kinetic leadership is Daniel Goleman’s Leadership That Gets Results, a landmark 2000 Harvard Business Review study. Goleman and his team completed a three-year study with over 3,000 middle-level managers. Their goal was to uncover specific leadership behaviors and determine their effect on the corporate climate and each leadership style’s effect on bottom-line profitability.
The research discovered that a manager’s leadership style was responsible for 30% of the company’s bottom-line profitability! That’s far too much to ignore. Imagine how much money and effort a company spends on new processes, efficiencies, and cost-cutting methods in an effort to add even one percent to bottom-line profitability, and compare that to simply inspiring managers to be more kinetic with their leadership styles. It’s a no-brainer.
Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:
- The pacesetting leader expects
and models excellence and self-direction. If this style were summed up
in one phrase, it would be “Do as I do, now.” The pacesetting style
works best when the team is already motivated and skilled, and the
leader needs quick results. Used extensively, however, this style can
overwhelm team members and squelch innovation.
- The authoritative leader mobilizes
the team toward a common vision and focuses on end goals, leaving the
means up to each individual. If this style were summed up in one phrase,
it would be “Come with me.” The authoritative style works best when the
team needs a new vision because circumstances have changed, or when
explicit guidance is not required. Authoritative leaders inspire an
entrepreneurial spirit and vibrant enthusiasm for the mission. It is not
the best fit when the leader is working with a team of experts who know
more than him or her.
- The affiliative leader works
to create emotional bonds that bring a feeling of bonding and belonging
to the organization. If this style were summed up in one phrase, it
would be “People come first.” The affiliative style works best in times
of stress, when teammates need to heal from a trauma, or when the team
needs to rebuild trust. This style should not be used exclusively,
because a sole reliance on praise and nurturing can foster mediocre
performance and a lack of direction.
- The coaching leader develops
people for the future. If this style were summed up in one phrase, it
would be “Try this.” The coaching style works best when the leader wants
to help teammates build lasting personal strengths that make them more
successful overall. It is least effective when teammates are defiant and
unwilling to change or learn, or if the leader lacks proficiency.
- The coercive leader demands
immediate compliance. If this style were summed up in one phrase, it
would be “Do what I tell you.” The coercive style is most effective in
times of crisis, such as in a company turnaround or a takeover attempt,
or during an actual emergency like a tornado or a fire. This style can
also help control a problem teammate when everything else has failed.
However, it should be avoided in almost every other case because it can
alienate people and stifle flexibility and inventiveness.
- The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be “What do you think?” The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.
Transformational Leadership
Assumptions
People will follow a person who inspires them.A person with vision and passion can achieve great things.
The way to get things done is by injecting enthusiasm and energy.
Style
Working for a Transformational Leader can be a wonderful and uplifting experience. They put passion and energy into everything. They care about you and want you to succeed.Developing the vision
Transformational Leadership starts with the development of a vision, a view of the future that will excite and convert potential followers. This vision may be developed by the leader, by the senior team or may emerge from a broad series of discussions. The important factor is the leader buys into it, hook, line and sinker.Selling the vision
The next step, which in fact never stops, is to constantly sell the vision. This takes energy and commitment, as few people will immediately buy into a radical vision, and some will join the show much more slowly than others. The Transformational Leader thus takes every opportunity and will use whatever works to convince others to climb on board the bandwagon.In order to create followers, the Transformational Leader has to be very careful in creating trust, and their personal integrity is a critical part of the package that they are selling. In effect, they are selling themselves as well as the vision.
Finding the way forwards
In parallel with the selling activity is seeking the way forward. Some Transformational Leaders know the way, and simply want others to follow them. Others do not have a ready strategy, but will happily lead the exploration of possible routes to the promised land.The route forwards may not be obvious and may not be plotted in details, but with a clear vision, the direction will always be known. Thus finding the way forward can be an ongoing process of course correction, and the Transformational Leader will accept that there will be failures and blind canyons along the way. As long as they feel progress is being made, they will be happy.
Leading the charge
The final stage is to remain up-front and central during the action. Transformational Leaders are always visible and will stand up to be counted rather than hide behind their troops. They show by their attitudes and actions how everyone else should behave. They also make continued efforts to motivate and rally their followers, constantly doing the rounds, listening, soothing and enthusing.It is their unswerving commitment as much as anything else that keeps people going, particularly through the darker times when some may question whether the vision can ever be achieved. If the people do not believe that they can succeed, then their efforts will flag. The Transformational Leader seeks to infect and reinfect their followers with a high level of commitment to the vision.
One of the methods the Transformational Leader uses to sustain motivation is in the use of ceremonies, rituals and other cultural symbolism. Small changes get big hurrahs, pumping up their significance as indicators of real progress.
Overall, they balance their attention between action that creates progress and the mental state of their followers. Perhaps more than other approaches, they are people-oriented and believe that success comes first and last through deep and sustained commitment.
Discussion
Whilst the Transformational Leader seeks overtly to transform the organization, there is also a tacit promise to followers that they also will be transformed in some way, perhaps to be more like this amazing leader. In some respects, then, the followers are the product of the transformation.Transformational Leaders are often charismatic, but are not as narcissistic as pure Charismatic Leaders, who succeed through a belief in themselves rather than a belief in others.
One of the traps of Transformational Leadership is that passion and confidence can easily be mistaken for truth and reality. Whilst it is true that great things have been achieved through enthusiastic leadership, it is also true that many passionate people have led the charge right over the cliff and into a bottomless chasm. Just because someone believes they are right, it does not mean they are right.
Paradoxically, the energy that gets people going can also cause them to give up. Transformational Leaders often have large amounts of enthusiasm which, if relentlessly applied, can wear out their followers.
Transformational Leaders also tend to see the big picture, but not the details, where the devil often lurks. If they do not have people to take care of this level of information, then they are usually doomed to fail.
Finally, Transformational Leaders, by definition, seek to transform. When the organization does not need transforming and people are happy as they are, then such a leader will be frustrated. Like wartime leaders, however, given the right situation they come into their own and can be personally responsible for saving entire companies.
Wednesday, 20 November 2013
7 Steps to Building Your Dream Team BY Jay Love
Here are seven steps we took to create a talent map for our business. They can be applied to many growing businesses. As steps are outlined below, their implications for business success will become apparent.
1. Which Talents Does Your Business Need?
We began by identifying the talents that are key to our business and vital to serving our clients. In this step we didn't specify whether we had people that possess said talents; rather we identified the need for the talents themselves. For this step, it was important to consider the big picture, so we looked beyond obvious skills such as sales or customer service. We focused on pinpointing what could truly make a difference, even if the skills were hard to come by.2. Finding the Right People.
Obviously, the next step was to discover which individuals in the company possessed the talents and skills we needed. Past experience has shown me that it's often surprising how valuable certain people are to your company in a different way than they were being utilized. The enlightenment is further enhanced when those individuals are mapped in relation to your other employees.3. Finding More of the Right People.
Next we outlined skills needed in new hires in order to provide the talents specified in step one that weren't represented in our organization. Our hiring process became quite strategic from there on out.4. Anticipating Changes.
In this step, our focus shifted to identifying any members of our team who might be at risk of leaving for any reason. This part of the exercise also included stating why and when team members might leave. Looking back now, 6 months later, most of our predictions were spot on!5. Anticipating Growth.
We then asked each leader to identify employees who were hungry for career growth and ready to take on more responsibilities in the next 12-24 months. This step posed some of the greatest challenges, especially when I asked if anyone would be promotable more than one level higher in our company within the next 24 months! Once again, time has proven our leaders to be a bit prophetic in their analysis. These predictions are especially true based upon our 100%+ growth rate.6. Planning Ahead.
Step five led our team into succession planning for certain roles within our organization. This step was so vital I'll explore it in more detail in a later post. It can expose critical gaps in your future organizational structure no matter how flat it may be.7. Create a Visual.
The final step was for our leaders to map their team on a grid or matrix. Summarizing findings in a visual manner was key to our success in this process. Our vertical axis had these values starting from the top: Exceptional, Outstanding, Meets Expectations, Below Expectations, Unsatisfactory and Too New to Rate. Our horizontal axis had these values starting from the left: Too New to Rate, Marginal, Well Placed, Promotable and High Potential.BUILDING A DREAM TEAM
Leadership: Building a Dream Team 
All of us want a great team. That’s a given.The problem is there’s usually either a shortage of good people or a shortage of money to hire those good people. So we’re left dreaming of what we could do “if only…”
I know it’s a frustrating place to be. You feel powerless to change anything. It’s as if you’re left waiting for the right people to show up and you wonder if that will ever happen.
So, what do we do?
Well, having gone through this predicament myself, here are a few suggestions I’d offer.
Improve your “now”.
This sounds backwards, I know. But it works. It’s easy to fall into the trap of thinking that we can’t get better until we have the right people on our team, and to some extent that’s true. But in my experience, the best people aren’t in the business of “rescuing” organizations from bad situations. The best people are looking for good opportunities at healthy organizations. So, the first step in building a great team is improving the one you already have.QuotableThe best people aren’t in the business of “rescuing” organizations from bad situations.
Early on in my role as the Arts Director at Church on the Move, we didn’t have a wealth of incredible people that wanted to work with us. We had some good people, but in a few key positions we were clearly lacking. It was during this period I learned the difference between working “with” people and working “through” them.
We’d all like to work with people who get it – who understand how we think and how we want things done – people who can take our thoughts and ideas as leaders to the next level. That’s what I call working “with” people, and it’s fantastic. To be able to give your vision to someone and watch them improve it is the epitome of artistic collaboration. The trouble is that those kinds of people are often hard to find and aren’t always cheap. That leaves you two options: to sulk and wait, or to work “through” the people we have instead.
Working “through” someone is altogether different than working “with” them. It’s a bit like a puppeteer manipulating a puppet – everyone sees the puppet, but in reality it’s the puppeteer doing the work. I’ve had to work like this many times in my career. Sometimes the people on your team just aren’t able to grasp the concepts you’re pitching. It doesn’t mean they’re useless, sometimes it just means they’re the wrong person for that particular job – so you have to step in. Other times it’s simply a competence issue. They may be a great person, but if they can’t handle the job they’ve been given, something might need to be done. I realize this could sound a little harsh, but remember the parable of the talents? Not everyone got a trophy. At some point, productivity matters and only you can decide where that line falls in your organization.
Years ago we had a lighting director who was hard worker, but he just couldn’t grasp the concept of the lighting design I was trying to achieve. Rather subjecting myself to his weakness as a lighting designer, I chose to work “through” him instead. I would literally sit with him at the lighting console and walk through the programming for each every light for each and every song. It was incredibly tedious and quite boring. But it was the only way I could achieve my vision. This is what it means to work “through” someone. It’s not always the best way, but sometimes it’s the only way when you’re just getting started.
Now we have a great lighting designer who takes my concepts and makes them ten times better. I’m not working “through” him; I’m working “with” him. But I’m convinced that if I didn’t make the most of the situation with the guy I had previously, we never would have gotten the guy I wanted.Quotable
I’m convinced that if I didn’t make the most of the situation with the guy I had previously, we never would have gotten the guy I wanted.
Who do you want on the team?
So, let’s say you’re in a position to assemble your dream team. How do you know who to look for? In my experience, you’re looking for three qualities:1. They have a similar taste level.
Recently, I saw the film “Jiro Dreams of Sushi”. It’s a documentary about Jiro Ono, a man most consider to be the best sushi chef in the world.Here’s what struck me about the film: You can’t make the world’s best sushi without having a highly refined sense of taste.
Said another way: if you can’t taste the difference in quality between a McDonald’s Chicken McNugget and a piece of world-class sushi, you’ll never be a world-class chef.
When I’m looking for teammates, I’m looking for people whose taste level is similar to mine. If they think Transformers is a great movie and Nickelback makes great music, we’re probably going to have some taste level problems.Quotable
If they think Transformers is a great movie and Nickelback makes great music, we’re probably going to have some taste level problems. I’m not saying people who like those movies and that music have no taste (well kind of), but I am saying you probably won’t work well with me because our tastes are so different.
Here’s why this matters so much: if we can’t agree on what “good” is, how can we ever consistently make it?Quotable
If we can’t agree on what “good” is, how can we ever consistently make it? So when you’re building your team, look for people whose taste is similar to yours. Not exact, but similar.
2. We have a mutual respect.
If I’m not sure that you really know what you’re doing in your job, it will color every conversation we have together. Likewise, if you doubt I really know what I’m doing in my position, it will color your conversation toward me.This is huge when it comes to the arts, because creativity thrives in open, honest environments, and it dies in tense environments. Think about it. The last time you were involved in an awkward conversation, did you feel more or less creative? Less, right? That’s because tension in relationships kills creativity, and when we don’t really respect each other, tension is automatically created.Quotable
Tension in relationships kills creativity, and when we don’t really respect each other, tension is automatically created.
So, when I’m looking for people I intend to create with, I want to make sure I really respect them. Otherwise, that relationship will always be slightly awkward.
3. They have a heart for the church.
This may be the most important quality of all. If as a leader, I doubt your heart is really for our church, it makes it difficult for me to really trust you, and it’s hard to discern your real motives.Again, I can’t stress how important authentic trust is to building a great team. When you aren’t sure that everyone’s fully bought in to your church’s vision, it creates mistrust and that destroys creativity.
How can you tell if someone’s fully bought in? Jesus talked about faithfulness in small things being an indicator of faithfulness with big things. In other words, how are they handling the responsibilities they currently have? How well are they doing at their current job? If they badmouth the situation they’re in now, chances are they’ll be bad mouthing you soon enough. So avoid those kinds of people – no matter how talented they may be.
Let’s wrap this thing up.
No one starts out with the team they want, and sometimes it feels like the right people might never show up. But remember, it’s not your job to bring the right people to your church – that’s God’s job. Your job is doing the best with what God has placed in your hands, and when you do, somehow the right people always show up. Bank on it.
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