If you are controlling your work group, rarely leave your department, constantly micro manage all processes to check what the staff are up to, constantly defining what a ‘good’ job looks like, stipulating standards, insisting on a rigorous regime of task methodology or requirements and allocating authority based on tiles and seniority then you are managing.

If however you are freely encouraging a culture of finding ways to develop and implement new ideas, fostering creativity and initiative by letting ‘followers’ participate in a flexible situation where authority is shared and allowing some percentage mistakes for the sake of overall improvement then you are leading.

If you are overseeing the survival of your organization by merely dealing with short-term operational needs and processes whilst strictly controlling costs and watching a budget set by others you are managing.

If you are on the other hand constantly looking for growth through identifying new and possibly risky ventures that could be the basis for future income or if not turning out as you would wish possibly losses you are leading.

Management is about… instructing, allocating, delegating, following up, organizing, overseeing activities, processes & individual tasks, control & supervision and directing whereas leadership is about… inspiring, helping, encouraging teamwork, coaching, supporting,  aligning with your workforce, planning, seeking process improvement, implementing change, agreeing goals and empowering followers.

The concepts of leading versus managing are really quite different however in most organizations managers are expected to play both roles at once. This challenge of almost needing a dual personality is one, that if you wish to gain greater authority in your organization, you will need to deal with for your entire career.

Now if you cannot see the chance for advancement in your current organization that your desire perhaps its time to move on to another. Here is a resume example that may assist in your quest to find a challenging role as a leader manager. resume example

Remember by taking on a management role you will need to accept that with authority comes responsibility. The responsibly you will need to live with is not just to see that the organization’s rules and procedures are followed, you must be able to take responsibility for outcomes, both now and in the future. Bearing responsibility of course is where the real money can be earnt.

I still remember the excitement of being appointed to my first branch management position way back in the early ’80′s. One of the things that came as a bit of a shock at the time of being given the position was the request/insistence by my company that, ‘as the company’s representative in my area and as we were good corporate citizens, I would be required to become a member of the local Rotary Club’. My less than politically correct (cheeky) retort to our chief executive was, “you must be kidding Mr Fletcher, that’s just for old guys”. His quick response was; “do you want the job or not”. Sure enough the club in my area was very large and mainly full of ‘old guys’. There was however a few members that were about my age (at the time, early thirties) that seemed to do much of the work in the club.

Now there are obvious advantages that come with being a Rotarian and they are not just the clichéd old… “its just a place for business networking”. Sure that is an obvious outcome however I have seen plenty of inept members almost destroy the positive side of the opportunity by their behaviour in their Rotary club. If you (or your managers) join a club with the view of just selling your products and services to other members you (or they) may well be very disappointed. I have however over the years sold a large proportion of my services both as a financier and corporate trainer through my Rotary connections. What I have said is not contradictory… its more a matter of how you go about things. People like to deal with individuals they can trust and in Rotary you gain trust and respect from the efforts you put in on behalf of your club and of course the projects they are involved in.

I am now a member of my eighth Rotary Club and have been a Rotary member for most of the past 25 or more years. I have also been a member of clubs in five countries. So what has Rotary taught me and what might it help develop in your managers.

Firstly through involvement in the club projects you are exposed to how “real” or “true” and teams work and what an effective team looks like. Because all members are volunteers there are no individuals with legitimate authority they can rely on which usually leads to effective teams being created around a shared vision. The lack of reliance on legitimate authority also teaches you sound human relations skills as you need to work well with others who are likely to be fairly self sufficient and competent in their own right. As part of this process you will also learn how to sell more effectively as you will need to sell you ideas on how to do things. You will also, on a more basic level, need to sell your particular point of view on what should be accepted as a legitimate use of your time and what is not.

A Rotary club is run somewhat along similar lines to any company or organization and if you accept positions in your club you will gain experience in financial control, secretarial duties, directorships and of course as president, a CEO. Even the position of Club sergeant teaches you crowd control and most of all… public speaking. If you think about it all activities involved in Rotary have parallels in your career however Rotarians will usually be a little kinder about helping you overcome your shortcomings than your company or boss will. If you are always late for meetings as an example you may cop a small fine from your club sergeant, however if you constantly do that at work and you may well get fired. Which way would you rather learn timeliness?

In Rotary you will be exposed to all kinds of leaders from autocrats to democrats. Learning how to deal with a range of individuals in a work type scenario will always be valuable.

Wherever people gather there will be politics so you should (or will) develop a greater level of political savvy and a better understanding of group dynamics. Groups of course operate on a different set of rules than do teams. All clubs have disputes over issues as simple as where to meet, to as complicated as which types of charity or projects they should support or not. There are always more in need than there are resources available to help. Here you will also learn how to make hard decisions that really can impact on the lives of others.

I asked a few Rotarians for their perspectives on learning through Rotary and these are a couple of the responses I received:

A lesson in setting personal priorities:

“Study the [your] priorities, get them right and then and only then if the circumstances are right, make the service/community commitment and [make sure you] carry it through. Part of “the lesson is that there does not have to be a personal financial reward for actions, the moral obligation and the outcome is [should be] enough.

Chris Brooker – Rotarian

I summed up his overall comments and attitude with the following statement that he agreed with:

“An individual (manager) who joins a Rotary club will learn very quickly that they need to deliver on what they promise. They will also learn to deliver because of a moral obligation (sticking to their word), rather than for any fleeting chance of financial reward, as there is no direct financial reward involved. This is a lesson in caring for others (a leadership quality needed to succeed) and in the value of sometimes placing your own priorities at the bottom of the list.”

Lessons in accepting diversity and the value of networking:

“The diversity of people with experiences, interests and occupations that can be called upon or learned about in an informal atmosphere, from either fellow members or guest speakers” is a major aspect of Rotary. Also as a Rotary member you can draw on the resources of both a “national and international network”.

David Edmonds – Rotarian

For me the lesson from David’s second point is that to co-operate locally can be quite easy however to deal with an international organization with its rules and procedures can be quite daunting. To learn to co-operate and deal with others, to gain access to funds and resources, mainly through expressing your needs through written submissions, is a great skill to learn.

Lessons in Power:

“[Inspiring] a volunteer/s, without being able to rely on authority provided from a position of legitimate power, is a rewarding way of enabling oneself and others to give of their best.”

Rotarian – Name Withheld

This Rotarian’s comment made me think more about the power issue. The management of Rotary projects teaches you how to use your four other points of power; personal attractiveness or charisma, referent or relationship power, knowledge or expertise, task abilities skills or competence developed from your field of expertise. Power is an emotional topic however if you don’t have it in all its forms as a manager and a leader you will find it difficult to succeed in your career

From my experience Rotary is a valuable way to add to the training and development of managers and of course the information they gather on their local community is a great asset to both the individual and the organization, not to mention the community goodwill that can be created.

Hopefully when you are next sitting thinking about your management development programs you will consider Rotary a legitimate option to assist in their broader education.

Some basics of business and some more ant antics…

OUTPUT QUALITY. Another ant variety, ‘Rattue’, can teach us about partnering with our suppliers and customers. They team up with a caterpillar that supplies them with food in return for their protection from predatory spiders. Dangerous intruders cause the caterpillar tap when they approach. The interesting thing is that the supplier (caterpillar) speaks the ants’ language. The most successful finance salesman I ever new was an ex-roadwork’s construction contractor. His customers dealt with him because he understood their industry, the machinery they needed and the financial aspects of their business. How much do we know about our customers and their problems and how well our solutions really fit or just flog product? As an ex financier I am still amazed by the antics of each new generation of bankers who at best are inept and at worst, incompetent or dishonest.

NO ANTS TO BE FOUND. A few years back in a past crisis the Internet business and the infamous problems it had including many failures is a prime example of how businesses lose track of what their customers need. As an example, I had great trouble trying to change my web host due to poor communication practices of my ‘supplier’. One of their staff even said, ‘for that price you don’t get any service or advice just a space on our server’. After 3 months, 20 or 30 emails and a couple of expensive phone calls to the US from Asia where I was stationed at the time, I was finally able to complete the change. Many Internet companies forget that people deal with people and that they need to personally communicate with individuals. Badly worded, jargon filled, technical, anonymous, do it yourself forms are not effective communication devices, particularly when problems arise. This of course is reinforced by much of the financial documentation we still suffer today with many customers not really understanding what they are signing up for. I once had a financial adviser even admit, when I was trying to write an investor information seminar for him, that he would rather not be too explicit as they still relied on “smoke and mirrors” in his industry. This guy at the time of writing with investments under stress still avoids his “customers”… an ant that would rather not be found. Good business is about listening to your customers, then saying what you will do and then doing what you say and being around when needed.

Are we listening for the tapping caterpillar, do our staff have the cutting attributes they need, has anyone listened to a dissatisfied customer lately to analyze our organization’s shortcomings… or…

IS THERE A SPIDER AT THE DOOR?

Part 3 Army Ants and Intelligence!

According to Bobby Borg of getsigned.com “the most important qualities to look for in a manager are; in addition to being powerful, well-connected, a good negotiator, enthusiastic, committed and accessible, a good manager should be one who over-all inspires your trust and respect”.

Steve Aston commenting on hbswk.hbs.edu suggests picking individuals (managers/leaders) that have “a vision” who have “learned to engage people” and possessed of a great deal of “political savvy” who ‘know how to pay attention to, neutralize and/or convert these [political] forces quietly, ethically and effectively’. Finally he says leaders need to be able to “manage a healthy tension between patience and a ‘sense of urgency’”.

Well that all sounds great on paper and perhaps you can test for those qualities or recognize them over time. Some of the more “top of the behavioral pyramid” observable traits that I believe can help and you could look for are:

– those who regularly tell others what they are doing and the results they have achieved on behalf of the company. I know they can be seen as braggers however better this sort, than the ones who are grumbling about the problems or spending there time explaining why things can’t happen based on their professional ‘competence’

- those that seem to be able get their workmates to help out when things need to get done, the characters that say ‘hey lets stay on and finish this off together’ and that don’t bad mouth others or complain about workmates

- those who are willing to be in the spotlight… you know… the types that volunteer to plan a company event or activity or that will give presentations to other employees

- those with a good network, they know ‘everybody,’ the sort of person you instinctively go to, to ask… do you know anyone that can get me a left handed widget for my ‘whats-it-thingo’

- those that finish tasks on time without sacrificing quality or wasting resources

- those that seem to make others feel good about themselves, the types that say, ‘he’s a good guy’ or ‘she’s a great help’ and that are comfortable paying compliments to others

- those that can sell the ‘no’ or a different point of view with tact and still maintain relationships by knowing what is common ground and strengthening that, rather than accentuating differences

- those that solve problems in imaginative ways and through negotiation rather than the ones that come to your office and say, ‘this is a foul up what do we do now’!

- those that listen and show they are listening and can communicate their ideas and thoughts effectively

Now you may see the above points as a little less serious than the more formal and recognized approaches however experience shows that often those that do demonstrate the traits above are also the natural leaders.

Finally Adrian Grigoriu also commenting on hbswk.hbs.edu/item/6103.html says:

“It is generally accepted that business management is about organization, control, planning and budgeting. Leadership is thought to be about motivation, mobilization, creating the vision and establishing culture. It demands charisma, the quality of an individual to attract followers for a specific endeavor by inspiring trust and respect . This comes from experience, education, leading by example and natural abilities such as self confidence and emotional control (EQ) to reassure and be credible.”

So can I suggest if you are gazing out at your staff compliment and wondering which is the best technical expert that you should make your next department head, before you decide, think about the above points and just maybe one of the lesser technicians is your best choice as the leader/manager.

So what do managers do and what are the pros and cons of taking a management role?

According to Peter Drucker managers:

• Set objectives.
• Organize.
• Motivate and communicate.
• Measure.
• Develop people.

Well then of course there’s the old tried and true, planning, organizing, acting controlling and leader roles managers are expected to undertake to be at least efficient let alone effective. As the need to be a leader/manager is the most prevalent role definition today we all need to be:

• sellers of the vision
• strong advocates for the mission
• implementers of the plan

Of course all this needs to be achieved whilst coming to grips with the mindless vagaries of indolent self centred staff, or worse trying to maintain control the excesses of the exuberant ‘don’t know what they don’t know’ bunch to ensure they don’t give away the profits.

To make things more complicated for those working in cross-cultural situations you have the frustration of… “EMPOWERMENT” no thanks just tell me what to do you’re the boss… or you want ME to take RESPONSIBILITY, or again ‘no thanks that’s too scary ANYWAY IT’S NEVER MY FAULT’.

Assuming we are good at the technical, human, conceptual/evaluative and cultural parts of our traditional management role how can we ensure we breakthrough the pack of average and/or even effective managers and become a SUCCESSFUL manager. When I say successful I mean how fast we are promoted through our organisation.

Two issues are critical. Firstly, if you look around any organisation it doesn’t take long to realise that successful people don’t get paid because they work hard (although most do), they get paid for taking responsibility, that’s where the money is, in being prepared to take responsibility for outcomes and selling our organization on our competence and willingness do what has to be done.

Secondly, a study some years ago conducted by “Luthans, Hodgetts & Rosenkrantz” on Effective v’s Successful managers shows (amongst other things) the interesting statistic that successful managers spend 48% of their time ‘networking’, while average managers spend 19% and effective managers spend 11%. So socialising & politicking and forming bonds of trust both inside and outside our organization will have a profound effect on our trip up (or down) the proverbial ‘greasy pole’.

‘IT’S HARD TO REMEMBER YOUR TASK WAS TO DRAIN THE SWAMP WHEN YOU’RE UP TO YOUR BACKSIDE IN CROCODILES’ (author unknown)

SO WHY BE A MANAGER AND WHAT DO YOU GET?

Status, Power, Monetary Rewards, Personal Satisfaction

WHAT ABOUT THE DOWNSIDE?

Loneliness, often no immediate feedback, the burden of responsibility for outcomes, lack of control as you need to rely on others, someone is always looking to take your position, an increased need for political savvy and sometimes onerous legal responsibilities and regulatory restrictions.

If you would like to read more about management and what’s involved here is the link for direct page viewers return to main blog pagecareer success to check out other posts!

If you are looking to move into a management position you may (will) need to update your resume with the appropriate management skills listed so take a look at the free blank resume form!

Finally before you decide to take on a management role best think long and hard about what you want for your career and the costs your striving for ‘success’ may bring.

HABIT 1: Delegate don’t abdicate… when giving tasks to ‘subordinate’ staff, we need to maintain responsibility for the result (the thing many of us want the least), whilst giving away our authority (the thing many of us want the most). In other words, effective managers don’t ‘forget’ about the task, they follow up to see the desired result is achieved.

HABIT 2: When instructing others confirm understanding by soliciting feedback… the worst three words ever spoken at work are, ‘DO YOU UNDERSTAND’, 99% of the time to save face the person will answer yes. We should ask the person being instructed to repeat the instructions in their own words to ensure our meaning has been understood.

HABIT 3: The 80/20 principle, 80% of business usually comes from 20% of our customers… wisdom suggests sales staff should be coached to focus 80% of their (and our) attention on the top 20% of the company’s customers.

WE DO ALL THIS DON’T WE… OF COURSE… AND SO DO OUR MANAGERS…

HABIT 4: Before answering staff questions, ask them to suggest a solution to the problem… if staff are encouraged to offer their suggestions true mentoring/coaching can begin, plus it’s a good way to find new approaches to solving old problems.

HABIT 5: Allow staff to make and learn from mistakes, (within reason)… by allowing mistakes and then coaching to improve performance, ‘subordinates’ will be more willing to take responsibility. A common tendency to ridicule or ‘hit’ those who make mistakes is a major reason for the failure of many empowerment programs.

HABIT 6: Manage the in-tray using the “three pile” method, 1 ‘must do now’, 2 ‘not urgent but important’ and 3 ‘l will get to it next week’. Then assume there is no: 2 and place contents into 1 or 3… then bin / trash the 3 pile, (or have it filed… if you must). Immediately take at least one positive step on each task in the 1 pile… respond, instruct, seek clarification, or delegate.

HABIT 7: The 20/80 principle, 20% of our staff will produce 80% of our results… we should try to avoid the natural tendency to spend the bulk of our time ‘fixing’ our poor producers. Time is better spent supporting the top producers, who, because of their competence, are often left to their own devices (and can then feel unnoticed and unappreciated).

HABIT 8: View traditional company procedures as ‘a guide for the wise and as rules for fools’ In the current complex and fluid climate being flexible and adaptable, rather than rigidly following ‘the system’, means we may well benefit if we are prepared to modify ‘the rules’ and take a different course to the norm, (easily said but hard to do).

HMMM… NOW WHERE DID I LEAVE THAT COMPANY PROCEDURES MANUAL…

HABIT 9: When delegating agree (rather than set) deadlines… if we don’t agree a deadline we run the risk of getting a, ‘I haven’t had time yet’. By agreeing a deadline the other party has to be up front about their current workload and will have little or no excuse for not performing the task allotted.

HABIT 10: Check progress… confirm progress on tasks delegated to staff or assigned to colleagues. A good formula is to seek a report at ‘half time’ and in the ‘final quarter’. Remember though don’t over manage and keep asking “how’s the project going”, give them time to get on with the task and have an open door if they need you, don’t become a nagger.

HABIT 11: Be prompt in your decision-making, don’t cause undue delay to others that negatively affects their work and that delay them or that hampers their effectiveness in fulfilling their obligations to both internal and external customers.

HABIT 12: Show courtesy and respect to colleagues regardless of their position in the company and particularly irrespective of your own mood. Ignorant behaviour has no place at work; peoples dignity needs to be protected.

HABIT 13: Actively seek ways to improve yourself and overcome personal shortcomings rather than just using the excuse of that’s my style, that is an intellectually unsound approach and not worthy of a leader.

HABIT 14: Be on time every time, don’t waste others productivity by thinking your time is more important than that of others. Being late is the ultimate in bad planning (at best) and in ignorance at its worst.

HABIT 15: Handle difficult situations and people openly and as a matter of urgency, don’t avoid problems. If there is a dispute mediate before it becomes a situation where the protagonists start to gather allies to their point of view and spread the poison to others.

HABIT 16: When I don’t know something ask for an explanation rather than trying to bluff your way through. I know the old saying “sometimes it’s better to say nothing and appear fool than to open your mouth and leave no doubt’, however this bluffing can become a bad habit, best get the reputation of being an enquiring mind than a disinterested non thinker.

HABIT 17: Tell the truth at all times, avoid putting a secret agenda or spin on what your are reporting or saying and leave the sarcasm out of your communications. Facts, facts, facts, leave the smug politically driven opinions to someone else.

HABIT 18: If you can’t share information, never say yes I know however I’ve been sworn to secrecy, or say that I can’t talk about whatever it is right now. Don’t half tell things it’s just a silly game of “I know something you don’t know” and it is infantile behaviour. Stay out of the rumour mill altogether.

Habit 19: Offer specific praise publicly to those that deserve it and never stand in the limelight alone whilst ignoring the efforts of those that helped you. Always quote sources of your celebrated wisdom or results and acknowledge the efforts of your team or colleagues.

HABITS ARE LIKE RABBITS… PUT A COUPLE TOGETHER & THE EFFECTS MULTIPLY

Habit 20: Share power and responsibility and rewards with others, walk the talk yourself and if there are any brickbats to be handed out do it now in private and don’t save stuff up for staff review times later on. In other words manage the people in your area not just the processes and “things”.

Habit 21: How about you tell me!!!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

In TRADITIONAL organizations assessments of efficiency where based on top down periodic performance reviews, appraisals where given against pre-set standards and often only conducted on an annual basis. In ENTREPRENEURIAL organizations we need to implement performance management on a continuous basis through a system of reviews, personal development discussions and 360-degree analysis of effectiveness. Management’s responsibility also needs to be focused on real time feedback on an as it happens basis. WHY… The need for market driven feedback on performance measurement when proactively managing for the future rather than ‘navel gazing’ over the past

Power is central to a manager’s ability to act and in TRADITIONAL companies it still seems to be linked mainly to a system of delegation of legitimate power through written authority. In ENTREPRENEURIAL companies power needs to be shared and the managers primary function is to empower others to act. WHY… Power has shifted away from position to knowledge and the knowledge required to satisfy different customer situations will change across different team members depending on how situations develop.

In TRADITIONAL operations mangers fought for assets and resources to enable their departments or divisions to function effectively. In ENTREPRENEURIAL operations managers need to act more as “brokers” that facilitate the bringing together of diverse internal groups with ideas and seek out and streamline relationships with external suppliers of resources. WHY… today’s market is influenced by a much greater push for customized products to suit individual needs & wants i.e. Acer or Dell computers.

SURE KNOWLEDGE IS POWER, HOWEVER THE NEW KNOWLEDGE NEEDED IS CUSTOMER FOCUSSED RATHER THAN THE OLD… “BEING IN THE KNOW”

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

In a TRADITIONAL organization management was responsible for monitoring and checking work of subordinates, i.e. checking on efficient levels of ‘inputs’… raw materials, staff time, use of capital equipment and monetary budgets. In an ENTREPRENEURIAL organization the focus shifts to prioritising activities, allocation of resources (time and money) and particularly the effective ‘purchase’ of optimal talent, expertise and services. The assessment of ‘outputs’ is now the primary focus. WHY… as modern markets move towards more varied product and service lines (e.g. Dell Computer) there is a greater need to combine more types of specialization and expertise.

Also in a TRADITIONAL organization the focus was on delegation of duties within traditional bureaucratic structures where each member knows his or her role and 1+1=2. Conversely in an ENTREPRENEURIAL organization our duty is now the selection of individuals and project teams to balance talent and creative output where 1+1 needs to = 3, 4, 5 or more.  WHY… the trend towards projects rather than long term jobs and the modern customers desire for the purchase of the innovative solutions.

A good place to start checking where your organization stands today is by reviewing current position descriptions to see if they reflect the way it was… or the way it now needs to be.

DO OUR MANAGERS REALLY UNDERSTAND THEIR ROLE IN OUR ORGANIZATION?

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Three more desirable personal competencies for modern leadership, or for just being a better team member for that matter!

INTERPERSONAL UNDERSTANDING

A) Shows respect and concern for the beliefs and feelings of others and is prepared to accommodate those attitudes within the success operation requirements of his/her work unit.

B) Recognizes that individual’s abilities and capacities differ and makes appropriate allowances, assumes nothing, coaches where needed and permits different approaches to tasks without losing sight of the organization’s requirements.

C) Demonstrates the skill of a good listener and correctly interprets the message and seeks to understand the unspoken or partially expressed thoughts of others by asking for appropriate clarification.

D) Varies the strategies and communication styles to suit the situations and people involved and is able to accurately judge mood, character and capacity of those around him to ensure understanding and acceptance of his position and attitudes

HUMILITY

A) Acts and presents him/herself in an appropriate business manner (including dress and grooming) when representing the company and is not prone to making boastful and outlandish statements.

B) Shows respect for those with legitimate authority at all times and if is in disagreement with decisions uses tact and diplomacy to resolve issues.

C) Publicly acknowledges the contribution of others when being rewarded for good efforts, successes or results.

D) Is prepared to put the well being of colleagues, team and/or company before one’s own chance of reward.

INFLUENCE

A) Explains the overall vision and mission factors and big picture reasons and logic behind the decisions taken that affect others.

B) Directly persuades others by appealing to reason, data or the other person’s interest and motivation in a discussion.

C) Has undertaken relevant education or training or had experience that supports credibility and is able to associate effectively with own work group immediate superior and colleagues.

D) Able to have others make a commitment and take action by socialized use of the “five bases of power” and forms coalitions and networks to build support for ideas.

As for Paul Senior… perhaps you need some serious help!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form! Now how would you fill out a resume if you were applying to OCC, which competencies would they be looking for?

A) Creates and provides opportunities to allow staff to invest the appropriate amount of time to ensure personal development.

B) Uses the Performance Management System to cultivate and develop employee talent.

C) Actively undertakes personal development discussions with subordinates and encourages them to participate in appropriate learning activities.

D) Analyses individual strengths, weaknesses, plans and implements development activities. Matches people’s activities to developmental goals and bring out and expand individual potentiality.

DIRECTIVE

A) Gives adequate directions and inform requirements clearly without going into unneeded details.

B) Uses legitimate authority to refuse unreasonable requests and limit behavior of others to what they can or cannot do.

C) Insists on compliance to his/her instructions in order to maintain agreed set standards.

D) Willing to confront others openly regarding required standards of performance. Institutes corrective measures for non-compliance.

EMPOWERS OTHERS

A) Demonstrates confidence in others ability to accomplish given tasks and recognise people for their ideas and shares decision making with others in work group.

B) Encourages direct staff to own their jobs and rewards ownership behavior.

C) Offers help to the empowered person without removing authority.

D) Gives others the authority to determine what to do and how to do it.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

Looking for a leadership position, look at the free blank resume form and include some of the competencies listed!