The team leaders and managers are the people who set the goals, implement the strategy, make the decisions and guide the processes in every aspect of your organisation.
So, it is the performance over the next six months that will set the terms for your progress in the future. That might mean good times for everyone, or it might spell trouble. It all depends on the quality of the performance.
It is interesting to note that leadership and management skills may be present in any member of the group – not only in those who hold a title. Therefore, the development of leadership and management skills is not restricted only to the management team:
Personal development is open to all those who wish to get the best from themselves and others. Here is the key question:
How can you get the best from yourself and
others?
Realise that you need to be able to get the best from yourself first, before you can get the best from others. I.e. It is impossible for you to inspire others if you, yourself, are
“Continuous effort – not strength or
depressed, beaten and confused.
intelligence – is the key to unlocking our
potential.”
So, this e-book is primarily about your own personal Winston Churchill
development. Only then, is it about the development of the team. We want to help anyone who wishes to develop his or her performance. Specifically, “development” means improving your ability to:
Set your goals
Achieve your goals.
Communicate clearly.
Plan ahead and prioritise.
Resolve conflicts.
Inspire a positive atmosphere.
Develop more energy.
So this message is important. If you follow the ideas in this book, you will be able to make yourself and your team more effective. Let us begin!
T: 01452 856091 E: info@CorporateCoachGroup.co.uk W: www.CorporateCoachGroup.co.uk Corporate Coach Training Ltd t/a Corporate Coach Group, Walcot House, Parton Road, Churchdown, Gloucester, Gloucestershire, GL3 2JJ
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Page 2
Leaders and Managers
There is a difference between a „leader‟ and a „manager‟ isn‟t there?
We define a “leader” as: “A member of a team or organisation who is responsible for establishing and communicating clear goals, and then inspiring positive actions towards their achievement.”
As opposed to a “manager” who we define as: “A member of a team or organisation who is responsible for the daily organisation of money, material resources and people, for the most efficient achievement of a goal.
Clearly, leadership and management are different concepts, yet isn‟t it true that both could be present in the same person?
We believe so. So from now on, we will use the term “leader-manager”, to indicate anyone who wants to improve the performance of the team; and this means you! You want to
“No captain can do very wrong if he
improve your performance.
places his ship alongside that of the
enemy.”
You may be a person with good technical ability; but having good Lord Horatio Nelson
technical knowledge does not necessarily mean that you are equally expert at motivating, communicating and handling difficult people.
A poor working atmosphere, ambiguous instructions and crude methods of handling conflict, limit the effectiveness of a team and therefore its productiveness.
1. There are six “fundamentals” that every leader-manager must master: 2. Effective goal setting.
3. Accuracy and clarity in communication.
4. Good planning, prioritising skills.
5. Good conflict management skills
6. The ability to inspire yourself
7. The ability to inspire others.
Let us look at each one in turn.
T: 01452 856091 E: info@CorporateCoachGroup.co.uk W: www.CorporateCoachGroup.co.uk Corporate Coach Training Ltd t/a Corporate Coach Group, Walcot House, Parton Road, Churchdown, Gloucester, Gloucestershire, GL3 2JJ
Registration Number: 06490932 VAT Number: 741630356
Page 3
Clarity of Purpose
Clarity is the most important virtue of the leader-manager. The word “leader” implies that you are going to lead others somewhere. The obvious question is “where?”
Leadership requires that you have a clear sense of direction: That you are able to decide exactly what you want to achieve within the next; six months, year, two years, five years.
What would happen to the manager or leader who is not
really sure what they want to achieve?
How would you feel if, when you asked the
management for their plans, the answers they gave were too vague?
If the leadership team have only hazy or ill-defined goals,
“Life without a purpose is a languid, drifting
then they sound indecisive. Now, what are their chances of thing; every day we ought to review our purpose, saying to ourselves, 'This day let me make a sound
inspiring productive activity?
beginning, for what we have hitherto done is
naught!”
Answer: Zero chance.