Effective Leadership

Effective leadership is the primary role of a manager; the key words being “effective leadership.” Today’s managers don’t have it easy. Employees are skeptical about life in the cubicle: Wall Street looks favorably on companies that lay off employees. Company stock that was worth $68 on Friday drops to $2 the following Tuesday. Mergers and acquisitions mean millions for some but job loss for most.

How can managers foster a “working for the greater good” attitude in a time of corporate fraud, scandals, layoffs and globalization? Well, that depends on the leadership skills of the manager.

CEO’s, professors, consultants, and even the army have written books on leadership for the business community. Of all the theories I’ve read, the approach that makes the most sense to me, is authentic communication.

Sure, it sounds a bit touchy feely. But barking orders to your employees about following you into the Valley of Death is not going to fly. Employees know their company would cut them loose in a second.

A manager needs to be truthful, authentic, passionate and not sound like a talking head.

You need to connect. You need to be real. This is how.

To get your team’s commitment you must communicate in a way that personally connects to them. One example of this is memos. I’ve received memos from managers that sound like regurgitated pages from a company’s policy manual. They sound impressive…..but by the time I reach the bottom of the page I hit the delete bottom.

Communicate in your own voice. Use the words to clarify your conviction and passion to the matter at hand. Write for a call to action. Be open in your communications and interject your own opinion on why you feel this is important.

Don’t sound like a letter from the IRS. Be vibrant. Your words must incite passion in others.

Choose to be “emotionally intelligent” leader. Recognize that people have feelings. Your actions may have an effect on members of your team that elicit feelings. Be aware of these feelings and address them. The best way to address the feelings of others to acknowledge your own.

If team member is having a problem with a project they may not tell you. If you are aware of their actions, change in attitude or body language you can address the issue upfront. Don’t be afraid of people’s emotions. Respond to them and relate to them. Don’t just react.

Effective leadership means being able to ask “Why do you feel this way?” "What do you suggest?"

You want to lead your team, not control and monitor them.

• Credibility : To get your team to embrace your vision your have to establish trust. And just as important, you have prove your qualifications. Explain your credentials for handling the project or leading the team. Tell stories of your first-hand experiences and the impact it had. If a certain project is new to you, be honest. Reveal a shortcoming or two. Honesty on your end builds honesty on their end.

People can detect vulnerabilities. Address it upfront so it’s not addressed behind your back.

• Resistance : Not everyone will agree with you. Create a relationship in which you invite feedback and criticism. When you acknowledge other points of view your team will feel comfortable allowing concerns to surface. When concerns are not expressed, resentment builds and productivity suffers. By discussing these issues you diffuse latent anger. While this approach doesn’t mean everyone will convert to your opinion……it does build loyalty.

• Motivating and Criticizing: When rewarding or motivating an employee it would seem money is a great place to start. Pay close attention to what members of your team need. Desires include independence, belonging, respect, power, even a change in responsibilities. If you are rewarding an employee it’s because they’re valuable to your organization. Find out what they want. You don’t want to lose them.

When criticizing an employee focus on the performance and not the personality. Point out observable events or describe actions you know have occurred. Don't go on hearsay.

• Significance – Employees need to know that their contribution matters. If they don’t know how their jobs add to the common good, they won't know if they matter. Feelings of job insecurity are detrimental to moral.

Effective managers let their team know how the group fits into the scheme of things.

• Enthusiasm : Your team needs to be turned on and excited. Explain future opportunities for the group. What rewards and benefits are reaped if parameters are met. How will the company benefit from your team’s performance…….and what rewards can the team members expect personally.

• Community : People want to be part of something big. Your team should feel unity. Whether its sales, accounting or HR, team members are not working in a vacuum.

Different departments require different leadership styles. A sales manager will run their group different than a finance manager. Common traits include: Inspiring your team. Letting the group know you have boundless energy sets the example. You are not afraid to make difficult decisions…..and that includes hiring or firing. And last but not least…..you deliver results and expect them as well.

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