BMATWT 353 - Business of Building

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Notes on Leadership Styles

A.) Seven Behaviors of Inspiring Leaders

B.) Leadership in Crisis

 

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Seven Behaviors of Inspiring Leaders - Source: www.mgt-online.com viewed 11/12/2002

1. Have a positive Vision

.... and let everyone know what it is.

People who are not optimistic about the future find it hard to be inspirational. Express optimism about what you believe can be achieved, but be realistic about this. People who are negative and pessimistic are never inspiring. Focus on what could be not what is unlikely. Use expressions like "I think we could do that," rather than "we'll never get that right". When something has both positive and negative aspects, talk about the things you can do first rather than the things you can't do.

2. Model excellence and enthusiasm

It is hard to inspire others if you accept mediocrity and are unenthusiastic. Seek out the positive elements of peoples' work and focus on this rather than on the weaknesses. It is better to say "that part of your report was great (but other parts were not)" than "you need to do more work on these areas (but other parts are good)". The end result is the same - some work is good and some needs improvement - but the focus is the positive not the negative.

3. Create a high performance work environment

....one that delivers today and transforms the future.

Check (by asking each individual if necessary) the following: · All outcomes for the team and each individual must be known (performance accountabilities must be in place) · Work plans must be in place and be used · Work must be challenging and interesting · Staff must support each other · Staff must be recognised for their efforts · Frustrating barriers to performance must be removed. Create an enjoyable work environment - encourage people to have more fun at work. Admit to and see the humour in your own and others (harmless) mistakes.

4. Communicate achievements often and widely

.... people feel inspired by knowing the good things that happen in organisations.

Plan to communicate one positive achievement to a large group, team or individual staff every day

5. Get involved with your people

.... an absentee leader is not inspiring.

· Value the expertise of your staff - ask them for advice.

· Find out what aspect of work excites staff and then try to build a large component of this in to their job

· Find out how staff want to be rewarded and then provide this when you can

6. Get rid of persistent poor performers

.... inspiring leaders make tough decisions too.

Operate a performance management system rigorously. Establish individual goals and development needs and monitor staff performance regularly. When all attempts at improving performance have failed, recognise that the person should go - for their own good and the good of those remaining. Do not flinch from this, but do it compassionately.

7. Use role models

.... do not try to invent all your inspirational characteristics from scratch.

Every person is an individual and what works for one might not work for another. Nevertheless, you can pick up some good pointers from colleagues or leaders in other organisations who are renowned as being inspirational. Observe their behaviour. Select the elements that suit your style and practice them.

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B. Leadership in Crisis

TAKE CHARGE

T - Target fears and anxiety

Remember the Managing Client Emotions article - same thing here,

recognize fear

attempt to alleviate it

 

A - Accept the fact performance will drop

The "Buzz" factor - when people are buzzing they are NOT PERFORMING, but..

People need to PROCESS change, part of this process is "buzzing"

 

K - Keep communication open.

Active listening

Open-door policy

Transparency

 

E - Educate managers & supervisors

Diversity brings strength

we all have different training, education and experience backgrounds

 

C - Calm, confident & reassuring leadership style

People (like children) want to be told everything will be alright

In the face of change, people like to latch onto SOMETHING that is "consistent"

 

H - Help those in need first.

Triage

EAP - Employee Assistance Program - mental health benefits

 

A - Allow people to express their emotions

Remember the vigils

Memorial services

 

R - Restrict negative behavior

Similar to the Strategic Planning Process

Brainstorm first (no judgement)

 

G - Get people to focus on a higher calling

Focus on a charity

Focus on doing something concrete to improve the situation

 

E - Expect and plan for recurrences

 

Produced and maintained by David T. Damery
Building Materials and Wood Technology
Department of Natural Resources Conservation
College of Natural Resources and the Environment
University of Massachusetts, Amherst.