The key to successful leadership today is influence, not authority.
Managing in a business environment would also entail making the most effective use of that thing or resource whether it is money, machines, material, supply chains, accounting, engineering, people or whatever. Very few managers are unaware of the fact that if we only used the machine and never properly cared for it, the machine's capacity would degrade rather steadily over time and eventually suffer a casualty which would render it useless. To be successful at maintaining machinery or a function like accounting, one must thoroughly understand that machine or function, how it works and what it needs. Direction, integrity, consistency, and connection create the leadership relationship. That's a first step in building an organization, but it doesn't address the issue of how leaders make their organizations successful. Leaders can choose to lead in a good direction or a bad one. Actually, a full spectrum exists from exceptionally bad to exceptionally good. Every manager will by his/her actions will lead in some direction within this spectrum. This direction may not be understood or chosen by the manager, but that is irrelevant. This is always the leader’s choice, whether or not the leader realizes it. Leadership is not a process any manager can change. It happens inexorably every minute of every day because most people follow more or less. The only choice available to a manager is the standard that employees will follow. Because of these characteristics, "followership" turns out to be a major force in managing people. Those managers who take advantage of it can become extremely effective at managing their human capital.
You cannot build trust without treating people with respect and dignity. It is now all too common to have layoffs in which those let go are immediately escorted off the premises. This process deprives them and those left behind of the opportunity to say good-bye and, more fundamentally, signals distrust and disrespect. Consider instead the New Zealand Post, which, since becoming a state-owned enterprise expected to operate like a private company in 1987, has accomplished amazing things. People laid off were offered generous severance, given parties on their leaving, and recognized for their contributions to the company. Indeed, the Post even let the staff help decide who would go and who would stay -- for it turned out that some people the organization intended to keep wanted to leave or retire and others wanted to stay. Clear expectations are critical to building trust. The more clear you are about what others expect from you and what you expect from others, the easier you will find it to build trust. When your supervisor and your employees know that you really care about their personal and professional success, and your actions demonstrate this case, they will find you easier to trust. Building trust is not difficult, but it takes time. There may be instant pudding and instant tea; there is no such thing as instant trust. But, if you do what you say you’re going to do; do even more than is expected; openly communicate often; practice the concept of “no surprises;” be honest, even when it costs you something to be honest; and really care about an individual’s personal and professional success, you will find it easier to build relationships based on trust. You can get people to do what they are paid to do by using all sorts of manipulative tactics. You could easily tell employees that if they do not get a task done, you will give them a negative performance appraisal, and that, in turn, will make them ineligible for the next round of raises. That may work. Or you may have employees who do “exactly what you tell them to do.” What you will not have is a workforce that is motivated to do whatever it takes to get the job done. Because you do not care about them. Their level of care for you as an individual, or your success as a manager, is lacking because of their limited relationship with you. True leaders understand that success does not depend on their titles, but on the values they uphold and the choices they make on a daily basis. They know that leadership is not achieved through technical expertise, but rather is based on a relationship with their followers. It is our hope that the following insights will help you with the “relationship savvy” you need to be a great supervisor, and an outstanding leader.
Managing in a business environment would also entail making the most effective use of that thing or resource whether it is money, machines, material, supply chains, accounting, engineering, people or whatever. Very few managers are unaware of the fact that if we only used the machine and never properly cared for it, the machine's capacity would degrade rather steadily over time and eventually suffer a casualty which would render it useless. To be successful at maintaining machinery or a function like accounting, one must thoroughly understand that machine or function, how it works and what it needs. Direction, integrity, consistency, and connection create the leadership relationship. That's a first step in building an organization, but it doesn't address the issue of how leaders make their organizations successful. Leaders can choose to lead in a good direction or a bad one. Actually, a full spectrum exists from exceptionally bad to exceptionally good. Every manager will by his/her actions will lead in some direction within this spectrum. This direction may not be understood or chosen by the manager, but that is irrelevant. This is always the leader’s choice, whether or not the leader realizes it. Leadership is not a process any manager can change. It happens inexorably every minute of every day because most people follow more or less. The only choice available to a manager is the standard that employees will follow. Because of these characteristics, "followership" turns out to be a major force in managing people. Those managers who take advantage of it can become extremely effective at managing their human capital.
You cannot build trust without treating people with respect and dignity. It is now all too common to have layoffs in which those let go are immediately escorted off the premises. This process deprives them and those left behind of the opportunity to say good-bye and, more fundamentally, signals distrust and disrespect. Consider instead the New Zealand Post, which, since becoming a state-owned enterprise expected to operate like a private company in 1987, has accomplished amazing things. People laid off were offered generous severance, given parties on their leaving, and recognized for their contributions to the company. Indeed, the Post even let the staff help decide who would go and who would stay -- for it turned out that some people the organization intended to keep wanted to leave or retire and others wanted to stay. Clear expectations are critical to building trust. The more clear you are about what others expect from you and what you expect from others, the easier you will find it to build trust. When your supervisor and your employees know that you really care about their personal and professional success, and your actions demonstrate this case, they will find you easier to trust. Building trust is not difficult, but it takes time. There may be instant pudding and instant tea; there is no such thing as instant trust. But, if you do what you say you’re going to do; do even more than is expected; openly communicate often; practice the concept of “no surprises;” be honest, even when it costs you something to be honest; and really care about an individual’s personal and professional success, you will find it easier to build relationships based on trust. You can get people to do what they are paid to do by using all sorts of manipulative tactics. You could easily tell employees that if they do not get a task done, you will give them a negative performance appraisal, and that, in turn, will make them ineligible for the next round of raises. That may work. Or you may have employees who do “exactly what you tell them to do.” What you will not have is a workforce that is motivated to do whatever it takes to get the job done. Because you do not care about them. Their level of care for you as an individual, or your success as a manager, is lacking because of their limited relationship with you. True leaders understand that success does not depend on their titles, but on the values they uphold and the choices they make on a daily basis. They know that leadership is not achieved through technical expertise, but rather is based on a relationship with their followers. It is our hope that the following insights will help you with the “relationship savvy” you need to be a great supervisor, and an outstanding leader.