Sunday, January 9, 2011

Leaders find opportunity

It was November 1999 and Cheryl asked her team to develop a list of all the IT applications that they believe had no real use. The assignment created a list of over 500 reports and summaries. The IT team was authorized to turn all of them off over the holidays and was instructed that if any of the users speak up, simply mention Y2K and turn the report back on immediately. Interestingly, the only person to inquiry was the courier that carries the report, not the actual user!

Each year, the holiday break allows me to rethink my leadership and team interface approach. This ensures I make the adjustments needed to be the most effective. This year was no different. As leaders, we need to be open to seeing change as opportunities for improvement. While the rest of the work force might fear the upcoming new environment, leaders have the ability to see the future and how the change will help them achieve their objectives.

What recent changes have you used to your team’s advantage? Do you re-assess your leadership approach at least annually?


Cas Hill said...

With regard to annually reassessing potential changes in Leadership, one has to be sensitive about having a "consistent" Leadership Style based on the demands of the situation. A Leader cannot risk having a Leadership Style which viewed as unpredictable from the perspective of the rest of the Team. That is not to say that as the Organization's objectives and priorities change in a dynamic environment, the effective Leader should have a style that is consistent and can capitalize on the opportunities such changes present.

Ron Dick said...

Hi John.

Your description of the removal of unused or outdated applications and or processes brought back a few, excellent memories; even though the work involved was somewhat tedious, it had a profound affect on how I would conceive and design new processes or process updates from that point forward.

To your second question, I find myself reviewing my leadership style on a more frequent basis, not so much with regard to constant change, but to visualize & test the relevancy of current requirements with possible, future change requirements.

In essence, when I do determine a need for change, I am allowing for a safer determination of whether the, required or inferred, vision of a (process or leadership) change should/needs be allocated “time” for dissemination, so as to acclimate those that may be directly or indirectly affected by the new or even slightly altered direction, as they may have the need to ask questions in order to have a better sense of the change. More times than not, this enhances the cohesiveness of the team I'm working with.

Clarence Casper said...

"As leaders, we need to be open to seeing change as opportunities for improvement."
-------How true, but how often is it the case?
"leaders have the ability to see the future and how the change will help them achieve their objectives"
--------If only that was true.

Stephen Bauld said...

Very good points John, I spent many years looking at this exact topic and then decided to write a book about my 50+ years of experience on the subject. I would be interested in your comments. The book is called "Leadership, Or the Lack Thereof" You can get the book most places, Chapters, or most book stores. Please have a look at the chapters on line and give me your opinion.

Ramesh Desai said...

Dear Clarenace, I like that....leaders should see change as opportunities for making a further change. Leaders should have the vision of what they want to make and then set a mission to achieve that change.

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