Leaders Don’t Make Excuses!
When speaking to any level of manager, front-line supervisors or vice-presidents, you will often hear these individuals referring to “them”; those who are responsible for what is wrong with the company. If only “they” would fix this problem, is the common refrain. Every manager has two distinct but complementary roles to play in the organization, manager and leader. The manager role focuses on achieving short-term results. The leader role focuses on influencing others to achieve a long-term vision. Too many managers are only focused on short-term results and the impediments to achieving those goals. That narrow focus often results in blaming others for what is wrong instead of focusing on what you can do yourself to fix the situation. True leaders don’t blame others and don’t make excuses. They see what needs to be accomplished and they take the initiative. The following tips will help you to be a more effective leader:
- Create a list of the top three challenges that you and your team must overcome during the next year.
- Involve your team in helping you identify what needs to be done in order to be successful in overcoming these challenges.
- Determine whose help and support your require in achieving your goals. Go and speak to these individuals and explain how your interests are aligned with their interests. Ask for their help.
- Write a plan on how you will overcome your challenges. Break the plan down into manageable tasks and assign personal and team accountabilities.
- Create a timeline and set milestones. Be determined to meet those milestones no matter what!
- Never wait for others to act. Take the initiative, ask for what you need, and execute on your plan.
Focus on leadership this week!
For more information on how we can help you incorporate this week’s Best Practice into your organization, please visit www.ShaunHopkinsSeminars.com
November 21, 2011 at 3:02 pm
When I ran my company’s first level supervisory courses I would occasionally encounter new managers who rather loudly bad mouthed some corporate policy, often our performance appraisal system. My response was to remind them that they had not been compelled to become managers. They voluntarily accepted the appointment and by doing so became the face of the company to their people. They might not agree with a policy but they now had an obligation to implement with integrity.