DEVELOPING LEADERS
The usual practice is to promote our best salesperson into sales manager, or best widget maker into widget team leader. We have now just made two critical mistakes. We have lost our best sales person (or widget maker) and gained a lousy manager because the skills required to be a manager are totally different from those required on the frontline.
The sad thing is the best salesperson expects to be promoted, and if they are over-looked when a management vacancy appears, will probably leave the organisation in a fit of pique. It is very hard to tell these people that they would be very miserable managing staff, and would probably cause mayhem amongst staff.
A Manager tends to:
- Think of him/herself as the boss
- Follow all the company rules to the letter
- Make all the decisions him/herself
- Hoard information because information is power
- Pinch great employee ideas and use them as their own
- Blame everyone else if things go wrong
- Work long hours and demand that everyone else works long hours
A Leader is more inclined to:
- Think of him/herself as a coach/mentor
- Be open to more efficient ways of doing things because efficiencies show up on the bottom line, and it is a leader's job to improve results!
- Involve the team members in looking at more creative ways of doing things because involvement stimulates energy and morale
- Share as much information as possible so employees know what they are aiming for
- Give open and honest feedback - good AND bad - not just bad
- Demand results
Our leadership development programme highlights early in a person's career whether or not they have leadership skills. We can also define a person's skills and talents very early so they are set off on the right career path - management/leadership isn't for everyone. By using our tools, we can save years of pain and heartache for the person and the company in quickly defining a person's leadership talents and potential (or not). Leadership development is too important to be left to chance or gut-feel or pressure. For more information contact us at info@woetogo.comWhat Our Clients SayTeams From Woe To Go was employed to work across our organisation of 500+ employees to pave the way for an intensive Performance Leadership programme. We knew the programme would be ineffectual unless the managers and teams were comfortable working through their own job related issues. It was important to have an external person to ensure that people were trained to be able to speak openly and honestly, and without fear of recrimination.
We would have no hesitation in recommending the Woe To Go process as highly influential, genuine and captivating.
HR Manager
Fletcher Wood Panels
I have had nothing but positive feedback about the sessions with my team. We have agreed as a senior management team, that the philosophies and practices of the Woe To Go system needs to be rolled out to every team at Powerco.
David Gibson
GM Powerco, New Plymouth
|
