Great leaders leading Brand New

How will your group work when there are more? This is one of the classic questions to assess the success of a leader. It is not sufficient for improving the department while it was under your leadership. What matters is that the group is able to sustain this high level of performance for the future. This recognition of the continued success of the company, or working group, part of the third law Adamchik Leadership: It 'about the organization. Personal glory and individual success are worthy of note, but the result is the result of the organizational work of many people over time. Nelson Mandela explained it this way: ... "I am your servant, I come to you as a leader, one above the other as we are a great team leaders come and go, but the organization and the collective leadership that has looked after and reverse the fortunes of this organization, we always will be. "

Rapid growth and change are synonymous with American business. And 'the strategic plan that provides a rare contraction in the company or for maintaining the status quo. Ours is a world of change and growth needs. Revenue growth is often the first point on the strategic plan. However, too often, the bullets out later that you can solve the problem of people. The company wants to increase sales by 20 percent over the next five years. A wonderful goal. However, who will oversee that growth? Existing workers will face the volume have never seen before. The traditional practice of "putting in some overtime" is no longer valid. Companies should not rely on the ability to surge in an effort to get the job done. The fact is that we are almost constantly at peak now. There will always be more to do than we have time or resources to accomplish. The only way you can perform at high levels is through a well-led workforce holding the creativity and initiative. In terms of growth and change, the officials may wish for the good old days. New workers may not know your system. Leadership is required at all levels.

Leader is cultural development. Those who guide the organization must believe that punishment has a mission that will last. A natural extension of this philosophy is that people realize that the organization developing the next generation of leaders is an integral part of future success. There must be an expectation of developing future leaders.

John Kotter, a Harvard professor argues that "successful companies do not wait for leaders to come forward. They actively seek out people with leadership potential and expose them to professional experience to develop this potential."

Successful sports teams have good farm clubs. Successful companies find ways of exposing new leaders to lower-risk situations. The sad reality (and the reason why many companies do not succeed or fail to grow) is that most do not devote the resources - time and money - and do not have the expertise to develop leaders.

Development of subordinates may or may not be part of a job description given. However, if it is written or not, make no mistake - the development of subordinates is a major task responsibilities of all positions. This emphasis on the development of employees is one of the key differentiators for the leaders of the 21 st century. "It's not in my job description" is an oft-repeated, although weak excuse for not "grow" a new leadership. Maybe coaching and mentoring are more suitable to describe the process. A leader can train anyone at any time, and, hopefully, to develop a mentoring relationship over time. (It means mentoring one-on-one, face to face with the intent to prepare people to get into positions of greater responsibility and impact).

True leaders are always people in the developing world. They recognize the interpersonal nature of the work and efforts to integrate the individual desires with organizational needs. They create a culture that breeds and encourages risk-taking as a means to organizational longevity. Anyone can learn to be a great leader.

The best organizations consisting of people who are ready to step up the next challenge. They have a ready pool of capable candidates, who have been exposed to higher-level challenges, both through targeted opportunities in a concerted process leading to development or through reading, study, and discussion. Leadership development must be an integral element of organizational culture.

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