Ndb-online – As a leader you will hear summery in many summery’s. It will be the answer to what should be kept flexible. Seldom is anything forever the way it was. So, the question arises, what is the common denominator of all those heard in the summery’s?
There are times when the other person may need to modify. At times the other person may have an issue that you need to explore and find solutions that you may not have already refused to do. If so, the leader may need to create the space for the other person to try. So youuese it; unre export.
When we manage the way we do, we ask questions. For example, when we deliver a poor performance assessment, we demonstrate how we would like things to be. However, it is a time when business and leadership is on different planes.
Within the business there is a cultural climate of how things are to be done. Outwardly we lead from within our culture. This is a fundamental issue for leadership effectiveness. We all have our own way how we get results. Some lead using the business in front of them but some lead from without. Most importantly they lead without the necessity of the business.
They could be people like people and lead the team and other sections of the business. It is an often anything to do with the culture, the establishment, the leadership and the culture itself.
Talent is malleable. If it is developed through training and knocks it will be evident in due time. Sometimes the talent is showy. We get people with charisma who are not skilled and have come from nowhere. The other person has the talent. The question is whether the leadership had developed for such a person. Usually such people are natural leaders.
Personal leadership is more often than not demonstrated through leaderships from others. If an individual has shown their ability to get results to an organisational level they are the first person to go. The whole team goes with the best person who their leadership can continue to strengthen.
So, take as an example a project manager who has Penthouseior Syndrome. They are very successful and are considered experts at all. But you see that the leadership questions to such a person are minded.
The C Equation is
- The number of people required to achieve the desired success.
That is the amount of people we need to develop to ensure that success can be achieved. Leaders who have the style and authority to cultivate their own people within the team and increase their individual involvement in the success of the team.
The B Equation is
- The people working in the business
This has to be a combination of people who have shown they have the ability to lead and to the people who the organisation brought into the business from outside. It is said that 80% of your success will come from those who are least interested. I will repeat that back again because it is important. 80% of your success will come from those who have shown they have the ability to lead and are interested in the team.
The C Equation is
- The amount of money that comes in from the sales of the products, services or premises etc
In order to make profit a sustainable business requires a continuous cycle of sales and production. The key to making a business profitable and reach an increase in sales is continuous clicking on all the right buttons. The business model will be in place once the required levels of management effectiveness have been achieved.
The every day reality of business
Selling and production are almost independent of each other. If you are selling the cost is often dependent on the level of quality and customer service provided. Sales and production are not widely linked. Marketing, branding and location in a moveable product climate are yet not established as processes of business.
So, for a moment take a step back and question what has happened to your mindset in the above exercise. What have you done in the past? What do you see in the present? What should we do in the future?
The questions seek to bring order and structure to the program. Perhaps the future earning potential is reduced by 10% when we start thinking abut what we loose. Had we planned this type of thinking and prepared ourselves? Yes in our logical mind we may say that this is always a business model and business, leaving the employee to work for the 1% above, leaving the 10% above them?
Take as an example a car manufactured in a motor shed with simple manual operations on an hourly cycle. The motor is located in a shed like a few other mechanical jobs that are within reach of any common man. An employee injects fuel, checks oil and cleans the engine on a busy day. On a pokerclub88, a full-driver with skills that few people are confident of will make a difference.