When you run a business it can be a very stressful life you lead, but investing in high value leadership training for your managers and supervisors can make your life much easier. Managers who are skilled in good communication, time management and are effective at managing people and change will unsurprisingly lead their workforce to achieve maximum output and yield while also having high spirits and low staff churn. What more could you, as a company owner want?
When the economic environment is not favourable good leadership is vital to ensure that the company keeps on track. Indeed it is one of the secrets to a company’s success. If job losses have to be made and the workforce condensed it is fundamental that those who remain know where they fit into the new scheme of things and what their new role is. If your managers are positive, optimistic and enthusiastic this will create an atmosphere of respect and steadfastness which will relay your workforce through even the most difficult of times. Consequently it will also persuade staff to work at their maximum levels for everyone’s benefit.
When your managers and team leaders have been instructed in good leadership skills they will have the knowledge to inspire staff but they will also feel appreciated themselves and will therefore lead their teams forward. Allocation of tasks and prompting staff to take responsibility within their abilities is one of the most important leadership skills your managers can learn. Good communication between them and their teams and sincere and candid dialogue will provide knowledge and understanding and give the workers satisfaction in their work and in themselves. As a result your whole business can grow and mature and become something you are proud to own.
If times become tough and challenging decisions have to be made, a company which has managers and supervisors who are already trained to lead is far more attractive to a buyer and discussions will be more straightforward and less painful.
In an optimistic financial world good leadership is equally vital. If your senior managers are highly trained your business will grow in leaps and bounds. Staff will be secure and encouraged and everyone will be keen to move on to the next target and corporate objective. Spirits will be high and the whole workforce will feel that they have played a part in the success of the company throughout every level. Everyone will support each other and work to their maximum productivity. If your managers take the time to get to know their employees and can operate with compassion and sustain their staff, they will find that production and output will increase enormously.
Therefore good leadership training for your managers and supervisors is one of the shrewdest resolutions you, as a company owner can make. Investing time and money in this subject will increase the efficiency, productivity and the morale of your workforce immensely and it will ensure that your company takes off and reaches for the sky!
Wednesday, 22 July 2009
Thursday, 2 July 2009
If you want to make enemies, try to change something
Woodrow Wilson was quoted as saying “If you want to make enemies, try to change something”. All companies have to adjust as inevitably the market changes or the company itself grows. Managing change effectively is crucial to the effects that the changes have on the company. The changes may well make good economic sense and on the face of it create a vast improvement in the company’s ambitions and productivity, but if you do not take your work force with you those changes could have disastrous consequences.
After the Berlin Wall came down in November 1989 it sparked a series of changes to the British Armed Forces as a result of the “so called Peace Dividend”. Various reports were generated from “Options for Change” to “Front-line First” and numerous others all with the aim, if I am being cynical, of saving government money and not necessarily with the aim of improving military life or our Armed Forces. Two big problems came about from these changes. Firstly, each one was never given time to take effect before the next change was being implemented leaving many in the military unsure of the affects that the first had achieved, or even if anything had been achieved. The second problem was that those at the “coal face” were left confused and deeply uncertain of their future. Squadrons were being disbanded, Regiments amalgamated and redundancies on the cards for some with the aim of effectively halving our armed services over the ten year period of the 1990s.
It is essential when you make changes, especially if they are on a large scale, that you ensure that you evaluate each small part before progressing to the next and keep your work force completely informed throughout the process. A work force which feels that they are ‘in the loop’ will be much more amenable to alterations in protocols and procedures than one which feels it is being railroaded and coerced. However, Arnold Bennett the English novelist is quoted as saying “Any change, even a change for the better, is always accompanied by drawbacks and discomforts”. Do not expect change always to be completely smooth and beware that you will not necessarily take everyone along with you.
Good diplomacy skills are essential and taking the time to get to know your team so that there is a respect and loyalty running both ways will reap dividends in the long term. Team members who feel that their opinion is valued and are confident in their working atmosphere will take on board new challenges and working practices with a positive attitude. An open and honest environment means that any difficulties can be ironed out in an uncomplicated manner, thus leading to greater productivity and both the team and the corporate goals can be achieved with ease.
After the Berlin Wall came down in November 1989 it sparked a series of changes to the British Armed Forces as a result of the “so called Peace Dividend”. Various reports were generated from “Options for Change” to “Front-line First” and numerous others all with the aim, if I am being cynical, of saving government money and not necessarily with the aim of improving military life or our Armed Forces. Two big problems came about from these changes. Firstly, each one was never given time to take effect before the next change was being implemented leaving many in the military unsure of the affects that the first had achieved, or even if anything had been achieved. The second problem was that those at the “coal face” were left confused and deeply uncertain of their future. Squadrons were being disbanded, Regiments amalgamated and redundancies on the cards for some with the aim of effectively halving our armed services over the ten year period of the 1990s.
It is essential when you make changes, especially if they are on a large scale, that you ensure that you evaluate each small part before progressing to the next and keep your work force completely informed throughout the process. A work force which feels that they are ‘in the loop’ will be much more amenable to alterations in protocols and procedures than one which feels it is being railroaded and coerced. However, Arnold Bennett the English novelist is quoted as saying “Any change, even a change for the better, is always accompanied by drawbacks and discomforts”. Do not expect change always to be completely smooth and beware that you will not necessarily take everyone along with you.
Good diplomacy skills are essential and taking the time to get to know your team so that there is a respect and loyalty running both ways will reap dividends in the long term. Team members who feel that their opinion is valued and are confident in their working atmosphere will take on board new challenges and working practices with a positive attitude. An open and honest environment means that any difficulties can be ironed out in an uncomplicated manner, thus leading to greater productivity and both the team and the corporate goals can be achieved with ease.
Monday, 15 June 2009
“All work and no play makes Jack/Jill a very dull person”
“All work and no play makes Jack/Jill a very dull person” but in today’s busy and hectic world it is often difficult to get the work/life balance right. In any business a work force that is happy and content contributes enormously to the achieving of the strategic organisational goals and corporate objectives.
It is critical that no matter what business you are in, you must devote some of your time to your family and social life. Never forget that you would not be in the position you are, or as successful as you are without the backing of your family, friends and colleagues. At times work will take over your life and it is easy to forget or disassociate yourself with the outside world. Spend time with your family because children grow up too quickly and partners also get fed up playing second fiddle to work. It is much easier for a family to understand and accept the pressures of your work if they feel valued and know that when you are able to you spend quality time with them.
Likewise if your staff are required to spend time away from home travelling or at other locations around the country, remember that they need time to adjust to being away and also need the opportunity to be with their families as well. Be compassionate wherever possible and although work often has to come first, occasionally relax that requirement and allow the family to take centre stage. Your rewards for such considerations will be immense, if not in the monetary sense.
It comes down to the basic requirement of keeping your work force happy, loyal and gaining their respect. If your work force has a happy home life the chances are that they will perform better at work, therefore you gain in every way. When family members are away from home for a significant period, try and arrange for someone (if you do not feel able) to give their partner a call and see if there is anything that can be done to make things easier and ease the strain of separation. A simple courtesy call can make the world of difference to the way the family view you and your company.
A good manager takes the time to get to know their team, taking an interest in them as people and not just for their productivity. Achieving a satisfactory work/life balance makes for a first rate team, where everyone is at ease and output is high. The manager who leads by example, caring for team members and his or her own family alike inspires loyalty and respect which reaps abundant rewards.
It is critical that no matter what business you are in, you must devote some of your time to your family and social life. Never forget that you would not be in the position you are, or as successful as you are without the backing of your family, friends and colleagues. At times work will take over your life and it is easy to forget or disassociate yourself with the outside world. Spend time with your family because children grow up too quickly and partners also get fed up playing second fiddle to work. It is much easier for a family to understand and accept the pressures of your work if they feel valued and know that when you are able to you spend quality time with them.
Likewise if your staff are required to spend time away from home travelling or at other locations around the country, remember that they need time to adjust to being away and also need the opportunity to be with their families as well. Be compassionate wherever possible and although work often has to come first, occasionally relax that requirement and allow the family to take centre stage. Your rewards for such considerations will be immense, if not in the monetary sense.
It comes down to the basic requirement of keeping your work force happy, loyal and gaining their respect. If your work force has a happy home life the chances are that they will perform better at work, therefore you gain in every way. When family members are away from home for a significant period, try and arrange for someone (if you do not feel able) to give their partner a call and see if there is anything that can be done to make things easier and ease the strain of separation. A simple courtesy call can make the world of difference to the way the family view you and your company.
A good manager takes the time to get to know their team, taking an interest in them as people and not just for their productivity. Achieving a satisfactory work/life balance makes for a first rate team, where everyone is at ease and output is high. The manager who leads by example, caring for team members and his or her own family alike inspires loyalty and respect which reaps abundant rewards.
Tuesday, 9 June 2009
Leadership – Empowering You and Your Team
Warner Burke (Executive Power, Jossey-Bass 1986) suggests that “leaders tend to be those who have sufficient presence and self belief to be able to recognise the many ways of controlling and directing situations, from a position of clear understanding of themselves”.
A good leader needs many and diverse skills to enable employees to perform to high standards to ensure organisational goals and corporate objectives are achieved.
It is important for a good leader to be able to motivate team members. The ability to think positively and practically is essential. If the leader is negative and unreasonable members of staff will be dragged down and not achieve the productivity required. Forward looking and a good internal ‘SAT NAV’ will stand the whole team in good stead for the road forward and reaching the ultimate ‘destination’ will be guaranteed.
During the ‘journey’, a good leader needs to be observant. Recognising the strengths and talents of individual team members is necessary so that they can be used to make the task more effective and easier. The ability to listen and be open-minded is also an essential attribute. If employees are confident and comfortable putting their ideas and thoughts forward problems can be dealt with and solutions found without difficulty. It is vital to use the experience within the team to accomplish the task at hand. Respect and loyalty are fundamental qualities and the first rate leader remembers that this runs up and down. Encouraging each person to develop their own particular skills will make them feel valued. It will also mean that the leader can delegate tasks in the full knowledge that they will be expertly executed. A good leader needs the vision to see the plan through and express it in such a way that the rest of the team knows what they have to do as individuals.
A leader has to have confidence, knowledge and understanding of what is expected. Up-to date information on trends and jargon will allow the team to be guided from a position of strength. However a talented leader will remember that knowledge is not always about having all the answers but also knowing who to ask or where to look for a solution.
Stress at work is on the increase and a high calibre leader will monitor team members to ensure that stress does not become detrimental either to the individual or the group. In many cases a sympathetic ear or a piece of advice can sort the problem immediately but sometimes it takes a little longer. Empathy and compassion are vital attributes, however the ability to recognise when an individual may be better off in a different role or perhaps a new post is crucial for the benefit of all concerned. It is imperative to discover the cause of stress and find an amicable and practical solution for all parties.
In conclusion the role of a good leader is to have the vision to plan and execute strategic organisational goals and corporate objectives using the skills and competencies of those within the company. To recognise and nurture talent to equip employees to take on responsibilities whilst monitoring levels of stress and to encourage honest and open discussion within teams to enable successful completion of the task.
A good leader needs many and diverse skills to enable employees to perform to high standards to ensure organisational goals and corporate objectives are achieved.
It is important for a good leader to be able to motivate team members. The ability to think positively and practically is essential. If the leader is negative and unreasonable members of staff will be dragged down and not achieve the productivity required. Forward looking and a good internal ‘SAT NAV’ will stand the whole team in good stead for the road forward and reaching the ultimate ‘destination’ will be guaranteed.
During the ‘journey’, a good leader needs to be observant. Recognising the strengths and talents of individual team members is necessary so that they can be used to make the task more effective and easier. The ability to listen and be open-minded is also an essential attribute. If employees are confident and comfortable putting their ideas and thoughts forward problems can be dealt with and solutions found without difficulty. It is vital to use the experience within the team to accomplish the task at hand. Respect and loyalty are fundamental qualities and the first rate leader remembers that this runs up and down. Encouraging each person to develop their own particular skills will make them feel valued. It will also mean that the leader can delegate tasks in the full knowledge that they will be expertly executed. A good leader needs the vision to see the plan through and express it in such a way that the rest of the team knows what they have to do as individuals.
A leader has to have confidence, knowledge and understanding of what is expected. Up-to date information on trends and jargon will allow the team to be guided from a position of strength. However a talented leader will remember that knowledge is not always about having all the answers but also knowing who to ask or where to look for a solution.
Stress at work is on the increase and a high calibre leader will monitor team members to ensure that stress does not become detrimental either to the individual or the group. In many cases a sympathetic ear or a piece of advice can sort the problem immediately but sometimes it takes a little longer. Empathy and compassion are vital attributes, however the ability to recognise when an individual may be better off in a different role or perhaps a new post is crucial for the benefit of all concerned. It is imperative to discover the cause of stress and find an amicable and practical solution for all parties.
In conclusion the role of a good leader is to have the vision to plan and execute strategic organisational goals and corporate objectives using the skills and competencies of those within the company. To recognise and nurture talent to equip employees to take on responsibilities whilst monitoring levels of stress and to encourage honest and open discussion within teams to enable successful completion of the task.
Monday, 1 June 2009
Getting the Balance Right
Anais Nin the French author said “The personal life deeply lived always expands into truths beyond itself.”
Over the years I have spent a lot of time away from home and my family; sometimes as much as six months of any one year. On the Presentation Team I was away Monday to Friday nine months of each of the two years I was on the Team. Such arrangements can and often do deeply affect family life. It is critical that no matter what business you are in, you must devote some of your time to your family and social life. Never forget that you would not be in the position you are in, or as successful as you are without the backing of your family, friends and colleagues. At times work will take over your life and it is easy to forget or disassociate yourself with the outside world. Spend time with your family because children grow up too quickly and partners also get fed up playing second fiddle to work.
Likewise if your staff are required to spend time away from home travelling or at other locations around the country, remember that they need time to adjust to being away and also need the opportunity to be with their families as well. Be compassionate wherever possible and although work often has to come first, occasionally relax that requirement and allow family to take centre stage. Your rewards for such considerations will be immense, if not in the monetary sense.
Once again it comes back to keeping your work force happy, loyal and gaining their respect. Also, if your work force has a happy home life the chances are that they will perform better at work, therefore you gain in every way. When family members are away from home for a significant period, try and arrange for someone (if you do not feel able) to give their partner a call and see if they need anything. A simple courtesy call can make a world of difference to the way the family view you and your company.
Over the years I have spent a lot of time away from home and my family; sometimes as much as six months of any one year. On the Presentation Team I was away Monday to Friday nine months of each of the two years I was on the Team. Such arrangements can and often do deeply affect family life. It is critical that no matter what business you are in, you must devote some of your time to your family and social life. Never forget that you would not be in the position you are in, or as successful as you are without the backing of your family, friends and colleagues. At times work will take over your life and it is easy to forget or disassociate yourself with the outside world. Spend time with your family because children grow up too quickly and partners also get fed up playing second fiddle to work.
Likewise if your staff are required to spend time away from home travelling or at other locations around the country, remember that they need time to adjust to being away and also need the opportunity to be with their families as well. Be compassionate wherever possible and although work often has to come first, occasionally relax that requirement and allow family to take centre stage. Your rewards for such considerations will be immense, if not in the monetary sense.
Once again it comes back to keeping your work force happy, loyal and gaining their respect. Also, if your work force has a happy home life the chances are that they will perform better at work, therefore you gain in every way. When family members are away from home for a significant period, try and arrange for someone (if you do not feel able) to give their partner a call and see if they need anything. A simple courtesy call can make a world of difference to the way the family view you and your company.
Monday, 18 May 2009
You Do Not Always Have to Lead from the Front
Warner Burke (Executive Power, Jossey-Bass 1986) refers to the key process of leadership as empowering oneself. The word empowerment is commonly used to describe the process of 'taking charge'. Burke suggested that leaders tend to be those who have sufficient presence and self belief to be able to recognise the many ways of controlling and directing situations, from a position of clear understanding of themselves.
I would follow this with the need to empower your subordinates in the same way and encourage them to 'take charge' in their own area of control.
Due to the special requirements of the fast-jet single-seat pilot it is no great surprise that the vast majority of the hierarchy of the RAF has formerly come from this group. In flying training the RAF, unlike many other flying training systems around the world, teaches its pilots to think for themselves and to rely on their judgement. As the student pilot continues through training this becomes progressively more natural and they are expected to make more decisions for themselves rather than rely on the instructor. This results in the RAF pilot leaving their fast-jet operational conversion unit in a position where they are able to lead formations, and to feel comfortable doing so. This expectation continues throughout their career so that when they gain promotion their leadership skills are much more finely tuned than they would otherwise have been.
It is vital in business that you give your people the confidence to make decisions and allow them to take the lead so that they gain experience and it ensures that they are not constantly asking their boss for help when he/she should be concerning him/herself with the more strategic problems. Leadership is not always about being at the front and making all the decisions - often it is delegating the powers down so that everyone can lead their part of the whole.
In an RAF aircraft the pilot is always the Captain and hence the primary decision maker and also the point at which the "buck stops" should anything go wrong. My first crew on Canberras consisted of myself, a Navigator and an Electronic Warfare Officer. I was 21 and the average age of the crew was just over 38, so there was always a potential problem with leading these far more experienced crew members. It is important that, to be able to lead, you must have the knowledge to put forward your point but you should also have the awareness to realise when you should bow to their superior knowledge. This problem occurs regularly in the armed forces especially when junior officers are in charge with senior non-commissioned officers (SNCO), significantly older than themselves, as second-in-command. This correlates directly in business with young management sparring with older union representatives who want to take advantage of their experience over the new manager.
It is essential that the young leader remembers that experience can be learned from others and the sign of a good leader is when they are willing to listen to advice from all quarters. It is also just as necessary as a young leader that you stand up for yourself when an older person is trying to bully you in a certain direction.
It is never easy to hold your ground when faced with age and experience but leadership is partly about having the knowledge and the character to stand up for what you believe to be correct. Remember, the leader is not necessarily the one who makes the most noise or bluster but is usually the one who best understands the situation and has the confidence to guide people through the problem. In certain situations it may not always be the Boss it could be one of the other managers who knows the subject or the people involved better than others- empowered by the overall leader.
I would follow this with the need to empower your subordinates in the same way and encourage them to 'take charge' in their own area of control.
Due to the special requirements of the fast-jet single-seat pilot it is no great surprise that the vast majority of the hierarchy of the RAF has formerly come from this group. In flying training the RAF, unlike many other flying training systems around the world, teaches its pilots to think for themselves and to rely on their judgement. As the student pilot continues through training this becomes progressively more natural and they are expected to make more decisions for themselves rather than rely on the instructor. This results in the RAF pilot leaving their fast-jet operational conversion unit in a position where they are able to lead formations, and to feel comfortable doing so. This expectation continues throughout their career so that when they gain promotion their leadership skills are much more finely tuned than they would otherwise have been.
It is vital in business that you give your people the confidence to make decisions and allow them to take the lead so that they gain experience and it ensures that they are not constantly asking their boss for help when he/she should be concerning him/herself with the more strategic problems. Leadership is not always about being at the front and making all the decisions - often it is delegating the powers down so that everyone can lead their part of the whole.
In an RAF aircraft the pilot is always the Captain and hence the primary decision maker and also the point at which the "buck stops" should anything go wrong. My first crew on Canberras consisted of myself, a Navigator and an Electronic Warfare Officer. I was 21 and the average age of the crew was just over 38, so there was always a potential problem with leading these far more experienced crew members. It is important that, to be able to lead, you must have the knowledge to put forward your point but you should also have the awareness to realise when you should bow to their superior knowledge. This problem occurs regularly in the armed forces especially when junior officers are in charge with senior non-commissioned officers (SNCO), significantly older than themselves, as second-in-command. This correlates directly in business with young management sparring with older union representatives who want to take advantage of their experience over the new manager.
It is essential that the young leader remembers that experience can be learned from others and the sign of a good leader is when they are willing to listen to advice from all quarters. It is also just as necessary as a young leader that you stand up for yourself when an older person is trying to bully you in a certain direction.
It is never easy to hold your ground when faced with age and experience but leadership is partly about having the knowledge and the character to stand up for what you believe to be correct. Remember, the leader is not necessarily the one who makes the most noise or bluster but is usually the one who best understands the situation and has the confidence to guide people through the problem. In certain situations it may not always be the Boss it could be one of the other managers who knows the subject or the people involved better than others- empowered by the overall leader.
Sunday, 17 May 2009
Many people would be surprised at a comparison between a fighter pilot and leadership in business. Flashing around at 500 mph, practicing and, increasingly recently, carrying out missions over enemy territory, seems miles away from the requirements of the boardroom and business in general. However, the correlations are remarkably close when you break it down to the component parts.
Before any attack mission is flown in the Royal Air Force, you start with the target. You then plan a route to get to the target by the safest and usually most expeditious route. At the end of the mission the sortie is debriefed in detail with everyone having an equal say from the Boss right down to the most junior pilot. Even to the extent that the junior pilot is permitted to advise the Boss if he thought that his leader had made a mistake. Being open and free with the debriefing ensures that the squadron improves in its task and hopefully does not make similar mistakes in the future; no member of the chain is immune from mistakes. This also ensures that all those involved learn from the good and bad habits and therefore improve as individuals.
In business, I would like to believe that most leaders choose their goal (target), whether it be short-term or long-term and come up with a plan to achieve it. However, most businesses are not good at analysing the way in which the task was undertaken and do not always give all participants the opportunity to have their say. The more open approach has many advantages, not least that it saves the same mistakes being repeated; it also ensures that everyone feels part of the team and if given an equal say they feel that they can make a difference. By treating your managers as equals you will gain their respect and get more productive work from them. This will benefit the company in more ways than just increased efficiency as the employee will view the company in a different light and will represent it positively to others.
Before any attack mission is flown in the Royal Air Force, you start with the target. You then plan a route to get to the target by the safest and usually most expeditious route. At the end of the mission the sortie is debriefed in detail with everyone having an equal say from the Boss right down to the most junior pilot. Even to the extent that the junior pilot is permitted to advise the Boss if he thought that his leader had made a mistake. Being open and free with the debriefing ensures that the squadron improves in its task and hopefully does not make similar mistakes in the future; no member of the chain is immune from mistakes. This also ensures that all those involved learn from the good and bad habits and therefore improve as individuals.
In business, I would like to believe that most leaders choose their goal (target), whether it be short-term or long-term and come up with a plan to achieve it. However, most businesses are not good at analysing the way in which the task was undertaken and do not always give all participants the opportunity to have their say. The more open approach has many advantages, not least that it saves the same mistakes being repeated; it also ensures that everyone feels part of the team and if given an equal say they feel that they can make a difference. By treating your managers as equals you will gain their respect and get more productive work from them. This will benefit the company in more ways than just increased efficiency as the employee will view the company in a different light and will represent it positively to others.
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