Being a Successful Leader

In this the final episode in the series we discuss Dimensions of Success. For the final episode I have designed a model that not only serves as a nice way to summarize our journey together, but can also serve as a continuing resource for you.

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In this episode we draw upon the complementary work of two prominent researchers and authors in the area of leadership and human effectiveness. They stress the importance of being a net giver over a net taker in achieving success, in leadership and in life.

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In choosing your new associate, be it an outside hire or an internal selection, you have used a targeted selection process, such as we have discussed, to assure a good position fit. A good fit between the position requirements and the person’s qualifications. Now it is time to make sure the two of you get off to a good start. This episode recommends practical and proven approaches for you to use in working with your new associate to assure and effective onboarding.

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In this episode we build on the Action Planning or Project Planning process discussed earlier in this series and in my book Making and Fulfilling Your Dreams as a Leader; Some additional structure and concepts are added to help you successfully plan and manage your larger projects.

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The traditional performance review or appraisal is an annual ritual dreaded by both the leader=manager and the associate. Fortunately it is dying a slow death. Emerging in its place is a modern process called Continuous Performance Management. In this series we have discussed the key elements to make Continuous Performance Management work for you. We review these elements in this episode.

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Most people, if they understand what is expected, will strive to meet shared expectations by exercising self-control. But occasionally there will be situations where you will need to as a leader-manager apply external control when appropriate self-control is not exist. This is where constructive discipline comes in. The two occasions when constructive discipline is appropriate are; a) misconduct; and, b) failure to perform up to a minimum acceptable level, and it is not a skill deficiency. In this episode we discuss how to use constructive discipline as a leader-manager when it is needed.

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As a leader you need to be aware of the elements that go into designing and implementing training that can produce real world learning and application for the participants. In this episode we discuss the process for designing and implementing such results based training.  

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As an organization evolves and moves through the various stages of organizational growth there will be an occasional need to modify its organizational structure. In this episode we discuss organizational principles that serve to guide organization design. We also discuss a practical and proven process to help you and your leadership team engage in quality thinking and interacting when contemplating any organization design or redesign.

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To be successful, and perhaps survive, an organization cannot stand still. Maintaining the status quo is not an option. Growth not necessarily in size, although such growth may be necessary, but in getting better at what it does. In this episode we discuss the stages of organizational growth and the strategic implications of each stage.

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The Gap Analysis tool is great for facilitating quality thinking and interacting when contemplating making an important organizational transition. Other tools can also be used in conjunction with Gap Analysis, enhancing its value. As a leader, you need to be familiar with this planning tool and use it with your leadership team in making important organizational transitions.

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