Finally on this topic… what was… and now what needs to be… two key areas;
In TRADITIONAL organizations much was done to train managers to act as the leader. Leadership traits where researched honed and developed. People studied how to become more powerful and influential and how to control communication flows, corporate budgets and scarce assets whilst still maintaining cordial relationships with staff they where trying to motivate. Humans where seen a resources to be used (or manipulated) effectively. In ENTREPRENEURIAL organizations leadership needs to be shared across the entire workforce and true empowerment needs to take hold with people being seen more as ‘potentials’ that are inspired to contribute for personal growth and achievement. WHY… the need for the most knowledgeable to lead at each stage of complex project cycles. The need to solve problems or satisfy individual customer ‘wants’ utilising more customised products and services means greater levels of complex expertise have to be brought to bear.
In TRADITIONAL organizations managers had to be planners… they where responsible for annual plans and allocation of budgets. In ENTREPRENEURIAL organizations the emphasis now needs to be managers as strategists. Managers need to come up with broad directions and implement rolling targets that account for current levels of market knowledge plus they need to be able to put together feasibility studies to capitalize on bottom up opportunities. WHY… rapid changes in market conditions including; competitors, customers, politicians, regulators, environmentalists, unions, consumer groups and the general public. Opportunities in modern market can be fleeting. Even more dramatic events such as the 2008/09 economic downturn can destroy plans as quickly as they are made and only those with competent overall strategists can quickly change direction.
THE SIX P’S… PROPER PLANNING PREVENTS PITIFULLY POOR PERFORMANCE, NOW BECOMES… SAVVY STRATEGIES SCULPTURE SUSTAINED SUCCESS
Concepts from ‘Unleash the Entrepreneur Within’ – Mitch McCrimmon
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Tags: 2008/09 economic downturn, entrepreneurial leadership, management best practice, managers as leaders, personal growth, train managers