The Art of Managing and Leading in the 21st Century 3

images (1)It doesn’t matter what environment you work in – retail, manufacturing, construction or the corporate world, the challenges remain the same. New leadership skills are required for the workplace of today and the next decade. Your success as a manager or business leader is no longer dependent on your technical ability alone. Soft-skills – your ability to communicate and interact more effectively with others, now plays a more pivotal role in your success and the overall success of your organization. It doesn’t matter what book you read, the workshops you participate in, or the seminars you attend, know for certain that there are no silver bullets here. Unless you are committed to a new way of managing and leading others you will get left behind. The workplace is changing and if you don’t adapt to keep pace with those changes you stand the risk of falling by the wayside.

Do you feel at times that your staff are turned off or have tuned out? Is it getting more challenging to motivate others? Are you finding it difficult to attract or retain talent? You are not alone. Gallup’s ongoing survey findings indicate that 70 % of workers are not engaged. According to Gallup   “Millennials are most likely of all the generations to say that they will leave their jobs in the next 12 months if the job market improves”. If you want to re-engage the disengaged and attract new talent then you need to master the art of managing and leading in the 21st Century.

The Four Step Leadership Development Model (C)

I believe the key to retaining and attracting new talent is to develop and fashion your leadership style around these four easier said then done disciplines:

Congregate: People work for people they like. Learn how to build collaborative teams and develop those all important relationships.  No one is successful by themselves. Together everyone achieves more. Always keep in mind that you need your people a great deal more than they need you.

Communicate: If you can’t communicate, then you can’t manage or lead others. If you can’t communicate in a language that others will understand – then whatever you say will mean absolutely nothing. You can never communicate too much. Be open and receptive to what others have to say. Give your people a voice.

Educate: People aren’t born knowing what they need to know – it’s a learned behavior. It’s your responsibility as a manager or leader to teach them the skills needed to take the organization to where it needs to go. Take the time to discover what your people do well and then put them in positions where they can play to their strengths.

Delegate: Surround yourself with people who do some things better than you do. You’ve got to give up control to get control. If you aren’t sharing some of your responsibilities with the people around you  – you are robbing them of their opportunity to grow. Resist the urge to micro-manage.

Copyright (C) 2013. Brian Smith. Excerpts taken from Brian’s soon to be published second book – “Leadership Lessons from a Reformed Control Freak – The Art of Managing and Leading in the 21st Century” (C) To find out more visit http://briansmithpld.com

Leading From The Back of The Pack 4

Geese in Flight (2)

Geese in Flight (2) (Photo credit: Johnath)

What do great Leaders and Geese have in common? They both give up control to get control. They both let others lead from time to time. Great  leaders know they don’t have to control everything all of the time. They don’t have to have all of the answers all of the time. They just have to surround themselves with people who do know – and then get out of their way and let them take the lead.

“Surround yourself with the best people you can find, delegate authority, and don’t interfere” – Ronald Regan

Let’s pretend for a moment that you’ve decided to give up some of your duties and you’ve decided you’re going to delegate some of them to those you feel are capable of and are willing to take on more responsibility. Think of all the tasks that you do and list them on a piece of paper. Now look over your list and circle the ones that only you can do. If you’re being completely honest with yourself there will be some things on that list that you haven’t circled. Those are the ones that you are going to give up.

“Never learn to do anything. If you don’t learn, you’ll always find someone else to do it” – Mark Twain

If you don’t delegate some of your duties and responsibilities you’re robbing your people of their opportunity to grow. If you don’t delegate some of your duties and responsibilities you won’t have time to step back and think about where the organization needs to be and how you and your team are going to get there. You need time to step back and see the big picture and have an idea where all the pieces are going to fit. If you don’t trust the people around you to do the task on their own – then why did you hire them in the first place?

“I’ve got an ego and all that, but I know I need help. So I hire the very best people” – Ross Perot

It’s important that you show trust and confidence in your people. Remember not to get too hung up on how they go about doing the task. Yes – you can give them some pointers here and there – but keep in mind that most people want to put their own stamp on things. The end result is not open for debate. Company standards must be maintained – but how we accomplish them can be. The key to great leadership is about “inclusion” not “exclusion”. Great leadership is about including others in the decision-making process. It doesn’t have to be just your way. The more that you allow your people to have input – the more likely it is – that they will want to come along.  The more likely it is that they will want to follow you. – 🙂