Is the Boss always the problem?
I’ve commented recently on the need to retain an innovative mindset to make the best of the current economic situation. In fact I’m certain that those who are creative at this time are building innovative businesses for the future.
But wha
t about everyone else? I’m not really a TV watcher but One Reality TV genre has me facinated and is providing some insights. It’s the “business makeover” show. You know the type – Gordon Ramsey’s Kitchen Nightmares, Ruth Watson as The Hotel Inspector, and Tabatha Coffey’s Salon Makeovers. I’m sure there’s others.
I know that these are highly produced and edited for dramatic effect – BUT – they all have a common thread.
The Boss is always the problem.
So this made me think. If these programs highlight bad operators, what are the characteristics of a good operator? Here’s a list that I’ve put together (in no particular order). What would you add or take off this list? Leave me a comment and let me know.
- Understand why customers choose you and make that experience better.
- Value every customer and put a value on every customer.
- Provides value to the customers (note: this does not mean cheap!)
- Builds good people and trusts them to deliver.
- Invests in quality infrastructure, systems and processes.
- Looks for ways to maximize revenue.
- Watches the pennies.
- Builds trusted relationships with experts and advisors.
- Doesn’t do things just because everyone else does.
- Doesn’t over complicate things (keeps it simple).
All these characteristics create an environment where the objectives of the business are clear, risks are managed, and opportunities for creative thought are encouraged, welcomed, and actioned. So, if you’re the Boss get your head around this list. And you can’t don’t blame the troops, they’re doing the best they can in environment you’ve created for them. Go set the example and they will follow.
This is a bit of a lot (!) but how about a check list to guage how you are leading?
Self-Assessment Checklist: Leadership
How do your leadership principles match up against our TEC experts’ best practices? To find out, print this checklist and mark which of the following practices you regularly perform.
Building a Vision
______ Ask questions about organizational vision and values and rally followers to provide the answers.
______ Formulate a vision that involves assessing its effect on the company’s primary stakeholders.
______ Expand your intellectual horizons by attending leadership seminars, reading cutting-edge books, etc.
______ Spend time with key customers to determine their future needs.
______ Provide a clear direction for others to follow, reminding them why they work long hours and give their best to the organization.
(Self Scoring: 1 or less = serious problem area; 2 = area needs major improvement; 3 = area needs moderate improvement; 4 = area needs minimal improvement; 5 = system is world-class in this area)
Communication
______ Use clear, positive language instead of jargon and “techno-talk.”
______ Communicate a message that occasional setbacks are a normal — and expected — part of the change process.
______ Invite responses to the message. Two-way communication is more powerful than a one-way exchange.
______ When calling a meeting to tackle a difficult issue, ensure that team members know in advance what will be discussed. Set ground rules and “attack-free” zones where people can engage in honest dialogue.
______ Practice “active listening” — listening with purpose — as part of the leader’s learning process.
______ Engage in one-to-one encounters to get the message across.
(Self Scoring: 1 or less = serious problem area; 2 = area needs major improvement; 3 = area needs moderate improvement; 4 = area needs minimal improvement; 5 or better = system is world-class in this area)
Team Building
______ Take the time and effort to make the right hire, understanding that the wrong hire can collapse company morale and damage customer relations.
______ Effective leaders surround themselves with strong, capable individuals.
______ Create a positive, collegial workplace by treating people with respect.
______ Work together especially when things go wrong, identifying problems without blame and devising effective solutions.
______ Set specific goals for the team and provide regular, detailed feedback on the team’s progress.
(Self Scoring: 1 or less = serious problem area; 2 = area needs major improvement; 3 = area needs moderate improvement; 4 = area needs minimal improvement; 5 = system is world-class in this area)
Motivating Others
______ Know the people who work for you and make a commitment to developing their full potential.
______ Enable people to participate in major decision-making and incorporate their ideas wherever possible.
______ Harness employees’ energy by fostering a sense of urgency shared by all and a belief that teamwork can meet stated goals.
______ Support recognition and reward by offering positive reinforcement, providing and accepting constructive input and giving people the resources to do their jobs.
______ Reward individuals for specific achievements, not just “for a job well done.”
(Self Scoring: 1 or less = serious problem area; 2 = area needs major improvement; 3 = area needs moderate improvement; 4 = area needs minimal improvement; 5 = system is world-class in this area)
Delegating Responsibility
______ Cultivate employee ownership of the organization by fostering high expectations for performance and coaching individuals to accept greater responsibility.
______ Allow people to fail in small ways, while building the expertise they need for big victories.
______ Don’t tell people how to do the job; describe the results you want.
______ Assign a task and then get out of the way. Give people room to operate and freedom to be creative in their approaches.
______ After delegating responsibility, avoid questioning, analyzing and second-guessing each decision or action taken by the person put in charge.
(Self Scoring: 1 or less = serious problem area; 2 = area needs major improvement; 3 = area needs moderate improvement; 4 = area needs minimal improvement; 5 or better = system is world-class in this area)