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SEVEN PRACTICES OF GOOD LEADERSHIP FOR SUPERIOR EXECUTION PERSONAL PRACTICES
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Desire. For a leader to perform well, the desire to perform must exist. The desire can be created by visualizing the end results and the excitement associated with them. The motivator for creating the desire could be a higher or better cause.
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LEADERSHIP FOR PERFORMANCE
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Dedication. Once the desire is there, the leader must be dedicated to fulfilling that desire. Dedication means doing whatever it honorably takes usually everything. Discipline. To achieve a major accomplishment, a leader must work hard at it. However, this could create an imbalance in one s personal life. Leaders need to be self-disciplined to ensure a balance between their personal and professional lives. Discipline can come in terms of personal organization, methodology, or consistency.
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Define. To achieve the desired level of profitability and growth, leaders must very clearly define, document, and communicate their objectives. Develop. Leaders must make a habit of developing a plan to address an issue. Developing a plan allows clarity of thought in action, provides guidelines for execution, eases the delegation of responsibility, and establishes the accountability for performance. Deploy. Success and failure depend upon the execution of a good plan. Leaders must demonstrate task management and high expectations. Successful leaders stay involved and ask tough questions for results and performance. Deliver. Leaders deliver the results that were planned and demonstrate them through measurement. Delivery provides leaders an opportunity to give feedback, or give hugs and kicks, as described by Jack Welch, GE s former CEO.
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Leadership s primary responsibilities are inspiration and planning. Inspiration involves motivating people to accomplish a common vision that leadership has established. People are inspired by a leader s knowledge, past successes, personal
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CHAPTER ELEVEN
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goodness, love and conviction for the vision, good personal habits, and demonstrated care for other people. The presentation skills vary from leader to leader. The high-energy leader inspires instantly, maybe for a short term, while the lowenergy leader inspires slowly, maybe for a long term. The high-energy leader is heard more readily because of body language, while the low-energy leader inspires followers to listen. Inspiration helps a leader in enlisting people with a common mind-set to realize the corporate vision. To create an inspiring and energizing environment, the leader must establish a credible vision one that is believable, challenging, worth the employees commitment, and rewarding and that can have a far-reaching impact on society when realized. Achieving the vision requires defining the core values that will be used to make daily decisions about the actions employees will take. The core values highlight personal guidelines that everyone is expected to follow. Normally, they are about integrity, trust, and mutual respect. A company s attitude toward its activities is then guided by these values. With the vision, core values, and attitude in place, the leader creates a love for the challenge at hand. Once employees fall in love with the vision and the plan to make it real, they create their passion for it. Passion is reflected in their mood. In other words, the leader must be able to communicate and generate the same feelings in employees as the leader feels. That can happen if the employees buy into the vision, values, plan, reward, and recognition. Passion is manifested in terms of employees dedication, energy, and infectious enthusiasm. When this happens, employees put their time, their talents, and their hearts into the task. They forget about their time or the hours worked. To ensure that the vision is realized, the leader must communicate with the team members. The leader must seek feedback about his or her style, strengths, and weaknesses. The leader must also provide feedback about the project progress and the employee contributions toward its success. If the results are not achieved, the leadership must identify areas that need improvement. Leaders must maintain use of appropriate skills if they are to actually lead the troops. At times, the leader must pamper and
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