As an effective leader, you know that certain competencies are necessary to your success on the job. Things like building yourself as a whole person (emotionally, intellectually, spiritually, creatively), building winning teams, being respectful of others to earn their respect, communicating effectively, inspiring others to build trust … just to name a few. You may also know that proven leadership methods aren’t always the answer in every situation.
Enabling others to be as efficient, effective, and productive as possible is a key tenet of leadership. What is your staff working on? What systems, processes, and tools are they using to accomplish organizational goals? Are these systems, processes, and tools as efficient and effective as possible? These are questions that every leader should be asking, since the leaders’ accountability is (first of all) to their staff to enable organizational productivity.
In addition to looking at overall organizational productivity, leaders need to talk to their staff and customers to understand the big picture. Talking to other leaders or mentors is not going to get you information about what your customers are thinking. And, sometimes, neither will talking with your staff.
Instead of talking with your staff, why not experience what your staff experiences? The show “Undercover Boss” sets a great example for leaders. Putting yourself in your staff’s shoes will teach you more about your organization’s operations than you could ever learn from the company’s policies and procedures manuals or strategic planning sessions.
And what about mentors? Every leader needs two mentors–one mentor half their age and the other twice their age. Currently, a huge number of baby boomers are retiring or semi-retiring. Those that semi-retire continue to stay in the job market in a part-time or entrepreneurial capacity. At the same time, Generation Y (those born between the late 1970s to the early 2000s) is entering the job market for the first-time. The collision of these two generations in the workplace is already seeing a shift in the way information sharing is executed. A decade ago, leaders didn’t need to think about tweets or texts; now they do. Seek mentors to help you bridge the gap between these two generations.
The bottom line is that leaders must continually evolve and practice their knowledge, values, skills, and behaviours. Taking elements of the tried and true methods such as those discussed above, and modifying them to fit current situations enables good leaders to become effective leaders in productive organizations.