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What About Leadership and Management Skills? Leaders Must First Be Followers


leadership and management skills development are just part of why we use the instant audio service we use that has some huge advantages over its competitors, including that no one can download your audios, thereby keeping them on your site longer.

What do you think when someone tells you they can teach you how to be a leader?

True, leadership and management skills are requirements of success today – so why not hire some guru to teach you just how easy it is to become one?

Leadership and management skills certainly seem to be an essential component for the celebrated success of the mega corporations where the leader is the man or woman everyone is willing to follow into unknown territory and stick with against all likelihood.

That looks like it’s the organization’s inevitable secret of success – their readiness to take on the metaphorical San Juan Hill that has been pointed out to them by their leader.

Just as there are famous success stories attributed to the admirers of influential leaders, there have also been some terrible failures. Tragic to the employees who followed and to the stockholders who lost their investment.

When some of these charismatic leaders have so openly lead their devotees (and the media) over a cliff like countless lemmings, probably more ought to have been required than the ability to convince others that they had the right to lead them and the direction they were going was the right one.

Be Sure To Watch This Leadership and Management Skills Video!


Maybe leadership and management skills would have helped them take their supporters and their organizations in the direction it would have been more profitable for them to go. But since it was the faceless investors’ money and considering that the leader had the support of the media and in many cases the people in politics, their actual failure to lead is oftentimes swept under the rug.

By contrast owners of family businesses, nearly all the companies in existence today, spend, invest, and lose their own money – not that of a nameless stockholder. About ninety percent of all companies have less than 200 employees so everyone knows everyone and essentially everything that is going on.

The family owned and operated organizations which last through and beyond the founder’s generation will need leadership and management skills more than the the mega companies because the very jobs, futures, and possible fortunes of everyone in the organization and in many cases town are dependent on them.

For them leadership and management skills bring together the how to do the job, something that is known at least historically given that the organization is still operating – with why do it to begin with. Managers who are also leaders are aware that doing a job right is important but conceivably not as crucial as doing the right job

In relation to leadership and management skills, entrepreneurs who think deliberately, plan thoroughly, and execute flawlessly will surely beat out people who simply set goals and hope for the best.

Over the years we’ve seen that the best leadership and management skills are not developed inside the classroom, it’s on the job. It isn’t purchased and taught by industry professionals, it comes from the systematic strategic conversations between the business owners and employees and their industry peers.


Unfortunately when it comes to the development of leadership and management skills most of us rely on occasional, often coincidental connections with our peers for the insights that could make all the difference. Conversely business owners who regularly integrate the experiences of their successful industry peers into their decision making process will certainly outpace those who simply set goals and hope for the best. Effective business leaders know that when you make better decisions you get better results. They also know that their best leadership and management skills decisions are those made in collaboration with people whose success they respect and whose opinions they trust. It is universally true that when we harness to power of our peers, we make better decisions 100% of the time. Find out how this is possible!

More Leadership and Management Skills Reaources

  • My personal philosophy on change management. | Creative … – Published on June 5, 2012 by Amanda in Business, Leadership, Management. No Gravatar. Change leadership and management skills in the workplace is a fascinating topic for discussion as well as one of my favorite research topics. Whenever I browse a …
  • 5 Leadership Trends to Watch in 2013 | Kelly Business Advisors, LLC – View all posts by Kelly Business Advisors, LLC →. This entry was posted in Leadership and Management Skills, Leadership, Strategy and tagged Business, Leadership, Management. Bookmark the permalink. ← A new 2013 HR business model emerges …
  • Quotes by Tom Peters about Business Leadership, Management … – Here are a couple quotes from Tom Peters on Leadership and Management Skills, and Innovation in Business “Organizations exist to serve. Period.” Tom Peters “Its about institutions caring for people and delivering value. Period.
  • On Campus – Bryn Mawr Alumnae Bulletin – … officer of Pepper International LLC, who regularly writes for Forbes. The Certificate in Finance program will be offered again next year. In addition to finance, programs will focus on entrepreneurial and business leadership and management skills.

Effective business leaders know that when you make better decisions you get better results. They also know that their best decisions are those made in collaboration with people whose success they respect and whose opinions they trust. It is universally true that when we harness to power of our peers, we make better decisions 100% of the time. Find out how this is possible!

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Leadership Development | Why Most Strategies Fail by John R. Childress | MILE Webinar

http://www.youtube.com/watch?v=s5lnL1mDnmw

Download Soft Copy Presentation of this webinar from :
http://community.mile.org/index.php/downloads/file/73-why-most-strategies-fail-a-new-approach-to-strategy-execution-john-r-childress-managing-director-principia-group




A strategy is designed to take your organization into the future, beat the competition, bring new products to market, shift the culture, and create greater shareholder value. But the sad reality is: most strategies fail to deliver on their promises!

Why? Is it because the strategy is poor? Lack of funding? External circumstances?

"Most strategies fail due to poor execution." - Jack Welch

This webinar, by John R Childress, Managing Partner of The Principia Group and author of FASTBREAK: The CEO's Guide to Strategy Execution, walks the participants through the hidden barriers to strategy execution and presents a breakthrough strategy execution process that can significantly improve the probability of successful strategy execution.

John Childress has over 30+ years of experience working with senior executive teams and organizations in all sectors (Energy, Nuclear Power, Retail, Manufacturing, Telecommunications, Transportation, Technology, Restaurants) in the areas of leadership alignment, process improvement, culture change and strategy execution.

This webinar will feature case studies from Continental Airlines and Ford, plus will present a new strategy execution business process, Line-of-Sight Strategy Execution Roadmap and the unique Strategy-on-a-Page format. This webinar is designed to show you how to get all employees fully engaged in the delivery of strategic objectives and have that delivery driven by a robust methodology and process architecture of defined accountabilities, leadership alignment, focus, discipline and governance.


About the Speaker

John R. Childress
Founder and Managing Director
Principia Group

John R. Childress is a pioneer in the field of strategy execution, culture change, executive leadership and organization effectiveness, author of several books and numerous articles on leadership, an effective public speaker and workshop facilitator for Boards and senior executive teams.

Between 1974 and 1978 John was Vice President for Education and a senior workshop leader with PSI World, Inc. a public educational organization. In 1978 John co-founded The Senn-Delaney Leadership Consulting Group, the first international consulting firm to focus exclusively on culture change, leadership development and senior team alignment. Between 1978 and 2000 he served as its President and CEO. His work with senior leadership teams has included companies in crisis (GPU Nuclear - owner of the Three Mile Island Nuclear Plants following the accident), deregulated industries (natural gas pipelines, telecommunications and the breakup of The Bell Telephone Companies), mergers and acquisitions, and classic business turnaround scenarios with global organizations from the Fortune 500 and FTSE 250 ranks. He has designed and conducted leadership workshops in the US, UK, Europe, Middle East, Africa, China and Asia.

After retiring to France in 2001 John turned his hand to writing novels. His thriller novels can be found on Amazon Kindle. In 2004 he began to work again on consulting and coaching assignments where he subsequently developed much of the material and leadership processes used by The Principia Group in its work with senior executive teams on strategy execution.




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