One of the most noxious ideas in corporate America is "leadership"; and it's spread to the charitable, governmental and religious spheres. The people extolling "leadership", usually in a new best seller available on Amazon will offer you profiles of people who succeeded-but they can't tell you how to succeed with your own unique talents, weaknesses, circumstances and challenges. Great "leaders" are sui generis and all too rare and often the product of trials and tribulations that would crush lesser persons.
Ironically, people aren't often considered great leaders until they are dead. Also, most didn't take "leadership" courses as a part of their graduate degree in business or management. In fact, most didn't have a graduate degree in business or management.
So instead of imagining you are going to become Moses and lead the Israelites through the desert and part the Red Sea; concentrate on being a good manager.
It's not nearly as glamorous; but it's a lot more achievable.
Look for ways to be more effective (effectiveness is doing the right things)
Look for ways to be more efficient (efficiency is doing things right)
1.) The higher you go, the more important it is to be effective. A President, CEO or Board that doesn't know what to do or does the wrong things is often of far greater consequence than a manager who doesn't monitor inventory or labor costs.
2.) Set realistic, objective, measurable goals; but know when circumstances dictate a reevaluation.
3.) Make a realistic budget, and monitor at least quarterly, but better monthly your organization's performance and adherence. Don't worry about last weekend's sales excessively. Understand its a guidepost; and not one will be perfect. Be alert to unique opportunities or problems that require a new budget.
4.) Learn your biggest strengths and weaknesses (both personally and organizationally). Find ways to mitigate the weaknesses and if you can't staff with people who are strong where you are weak. Weaknesses are like holes in your fire; they can screw things up in a hurry. Employ your strengths effectively and efficiently.
5.) Know your staff, and who is a key player, who is a diamond in the rough, who is a maneuverer or a butt-kisser and who is dead wood. If you have volunteers, you can tolerate dawdlers and the unmotivated. In paid staff, you need to motivate production or have them pursue other opportunities. Paid or volunteer, liars, thieves and mutineers are corrosive and disabling. Be careful of maneuverers and butt-kissers; they often become mutineers.
6.) Know your market; know its limits. Understand what customers are "value dense" and whose loyalty should be rewarded. Know who'll be back again and again, and who is just passin' through, looking for something just once.
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