Leadership and people versus task
Leadership and people versus task
1. The thinking task of management: Build a clear and definite model of excellence right through the organization.
a. Ensure clear goals derived from the agreed strategy and aligned carefully right through the organization.
b. Ensure clear ideal actions relative to each goal that offers the greatest chance of the greatest success.
2. The interpersonal task of management: Gain maximum support from all staff to delivery the model/ideals to standard required and maintain that standard.
a. Establish clarity in mind of each person of 1a and 1b above.
b. Build base cultural platform of professionalism, namely willingness to do what is needed when needed.
c. Have all team leaders assume responsibility for goals and KPIs in each position in each team.
d. Have each team leader deal with each team member on following basis:
i. These are stretch goals I have set.
ii. We have together identified these ideals as offering the greatest chance of the greatest success if these ideals acted out. Do you agree? (Rework until it is agreed.)
iii. Then what I expect from you is to act out these ideals to the fullest professional endeavor you can muster. If you deliver the ideals to the professional standard agreed and we get the results we both win. If you deliver the ideals to the standard agreed and we do not get the results then you did your part and I carry the can.
e. Do regular cultural audits that assess if the clarity and commitment is instilled in every team. Guide team leaders to take action to improve upon audit results as needed.
f. Do regular performance reviews where team members are reviewed against their delivery of the ideals, not against the results achieved.
g. Do regular review of the market, or systems, or processes leading to every team examining its ideals and revising them on the basis of latest insights and learning.
Steps 1a and 1b, the thinking task of management, are clear and very objective. The clear tasks in 1 are setting up the interactive tasks in 2 which are themselves clear and definite tasks.
So, what have we achieved? Leadership is another ‘task’ consisting of two definite tactical tasks.
Leadership as two tactical tasks:
1. Identify ideal actions relative to KPIs that represent offer greatest chance of greatest success in role. This is the model of excellence in every role throughout the organization.
2. Gain support of people act out ideals as needed when needed.
It is important to understand that this view of leadership also has definite psychological targets, for example, in the first steps, 1a and 1b above, the target is to achieve a definite ‘transparency’ in mind of staff member of what is expected, the KPIs and outputs, and another in relation to the ideals needed that offer the best chance of the best success. There are yet other definite targets such as the process of agreeing goals/KPIs and ideals, the agreement to be professional on the job, and the agreement for follow and review of the extent the person is performing the ideals.
The task and processes of leadership are very, very clear, and are no different from other tasks such as completing the management report, or dealing with the complaint, or ordering more stock. So while it is useful to identify task and people, really there is just tasks, some deal with things some deal with people.
It is not a matter of ‘buy-in’ there really is no other way offering scientifically sound models that will last the test of time, clear guidelines, and definite structure and offering the greatest chance of greatest success. Team leaders not willing to conduct themselves this way are simply planning to achieve mediocre results.
Leadership and people versus task - To learn more about this author, visit Graham Little's Website.
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The leadership process: the only way it can be done
1. The thinking task of management: Build a clear and definite model of excellence right through the organization.
a. Ensure clear goals derived from the agreed strategy and aligned carefully right through the organization.
b. Ensure clear ideal actions relative to each goal that offers the greatest chance of the greatest success.
2. The interpersonal task of management: Gain maximum support from all staff to delivery the model/ideals to standard required and maintain that standard.
a. Establish clarity in mind of each person of 1a and 1b above.
b. Build base cultural platform of professionalism, namely willingness to do what is needed when needed.
c. Have all team leaders assume responsibility for goals and KPIs in each position in each team.
d. Have each team leader deal with each team member on following basis:
i. These are stretch goals I have set.
ii. We have together identified these ideals as offering the greatest chance of the greatest success if these ideals acted out. Do you agree? (Rework until it is agreed.)
iii. Then what I expect from you is to act out these ideals to the fullest professional endeavor you can muster. If you deliver the ideals to the professional standard agreed and we get the results we both win. If you deliver the ideals to the standard agreed and we do not get the results then you did your part and I carry the can.
e. Do regular cultural audits that assess if the clarity and commitment is instilled in every team. Guide team leaders to take action to improve upon audit results as needed.
f. Do regular performance reviews where team members are reviewed against their delivery of the ideals, not against the results achieved.
g. Do regular review of the market, or systems, or processes leading to every team examining its ideals and revising them on the basis of latest insights and learning.
Steps 1a and 1b, the thinking task of management, are clear and very objective. The clear tasks in 1 are setting up the interactive tasks in 2 which are themselves clear and definite tasks.
So, what have we achieved? Leadership is another ‘task’ consisting of two definite tactical tasks.
Leadership as two tactical tasks:
1. Identify ideal actions relative to KPIs that represent offer greatest chance of greatest success in role. This is the model of excellence in every role throughout the organization.
2. Gain support of people act out ideals as needed when needed.
It is important to understand that this view of leadership also has definite psychological targets, for example, in the first steps, 1a and 1b above, the target is to achieve a definite ‘transparency’ in mind of staff member of what is expected, the KPIs and outputs, and another in relation to the ideals needed that offer the best chance of the best success. There are yet other definite targets such as the process of agreeing goals/KPIs and ideals, the agreement to be professional on the job, and the agreement for follow and review of the extent the person is performing the ideals.
The task and processes of leadership are very, very clear, and are no different from other tasks such as completing the management report, or dealing with the complaint, or ordering more stock. So while it is useful to identify task and people, really there is just tasks, some deal with things some deal with people.
It is not a matter of ‘buy-in’ there really is no other way offering scientifically sound models that will last the test of time, clear guidelines, and definite structure and offering the greatest chance of greatest success. Team leaders not willing to conduct themselves this way are simply planning to achieve mediocre results.
Leadership and people versus task - To learn more about this author, visit Graham Little's Website.
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Dianne CramptonDianne Crampton is an executive leadership coach, team consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. - Visit Dianne Crampton's Website |
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Anne BarrAnne Barr has over 26 years experience in sales and marketing, six years as a franchisee. She has assisted over 367 business owners and purchasers to achieve their goals in career change, transition and exit strategy. She holds the designation of Certified Franchise Executive from the International Franchise Association, Certified Business Intermediary from the International Business Brokers Association and Board Certified Broker from the Texas Association of Business Brokers. Anne is active in professional organizations, networking groups and volunteers for non-profit entities. As owner/operator of four successful businesses, Anne has proven people skills and enjoys helping clients find the right "fit" in business ownership. Visit www.FranchiseOpportunitySpecialist.com for more information about me and my company. - Visit Anne Barr's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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John BrennanJohn Brennan Ed.D. Dr. Brennan is President of Interpersonal Development, LLC, a training and development firm. Interpersonal Development has provided sales training and coaching to more than 3,000 sales reps from over 100 companies. A native of Australia, Dr. Brennan received his doctorate from the University of Rochester. His dissertation researched the effectiveness of Behavioral Modeling Technology in training people in interpersonal skills. While he has spent most of his career designing or delivering training, he was also a Vice-President of Sales of a training and development franchise with operations in 25 markets. Dr. Brennan has designed and delivered sales training in North America, Asia, Europe, Australia and the Middle East. He has been a guest speaker at numerous national and regional professional conferences. When Microsoft wanted Best Practices articles on sales for their web site, they called Dr. Brennan. The results are at http://office.microsoft.com/en-us/FX011387391033.aspx His firm’s clients have included Volvo, The Prudential, Merrill Lynch, Eastman Kodak, Gannett, Equifax Europe, the Economist Group and countless small businesses. - Visit John Brennan's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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