Seven Disciplines of A Leader. Wolf Jeff

in the technical components of his job. He always had a smile on his face, a kind word for everyone, and a positive attitude. He went out of his way to show people how to do things correctly. And when anything extra needed to be done, Jim always volunteered. He was the first person in his department to arrive each morning and usually the last person to leave. With 15 years of industry experience under his belt, he knew what it took to be successful. He had all of the basic traits and talents to be an effective leader, yet no one ever considered him leadership material.

      One day, the process engineering department manager suddenly left without giving notice, and the company was hard-pressed to find a replacement. Executives didn't believe anyone inside the company could step up, so they planned to recruit from outside.

      One employee asked the obvious: How about considering Jim for the job? After much debate, the execs decided to take a chance on him, with the condition that he receive leadership training to enhance his skills. They called Jim into the conference room and asked him if he was interested. He initially stated he wasn't interested, saying he enjoyed doing what he had always done and didn't want to make a change. Besides, he told them, he had never been a manager or leader, and he didn't know what to do.

      The executives asked him to reconsider, as the new job represented a major step up in his career, as well as an opportunity to share his knowledge with others. After giving the promotion much thought, Jim changed his mind and decided to accept the position. The management team was pleased, and they began a highly structured program through which Jim could develop his leadership skills. They sent him to seminars outside of the company and provided a coach to work with him. Company executives understood that they needed to provide Jim with the right tools if they wanted him to succeed.

      After a few months of intensive training, a once-reluctant Jim was eager and ready for his first day of leadership. He felt both excited and nervous as he arrived early Monday morning and proceeded to stand at the entryway to his department. He greeted everyone by their first names as they walked through the door and asked about their weekend, family, and children. He made a concerted effort to learn about his employees' outside activities and personal interests.

      Jim had worked over the weekend to learn something about each employee, and he came through the door prepared. His ability to demonstrate that he cared about his staff and that he viewed each member as an individual started him off on the right foot with his department. Jim's leadership training and coaching paid off on the first day of his new job, creating a buzz among employees about the newly promoted manager's genuine interest in his staff's personal and professional lives.

      During his first week, Jim held one-on-one meetings with each team member, followed by weekly team meetings. Each session had a specific agenda, and he enthusiastically solicited input from team members. The group was excited and motivated because Jim demonstrated a basic leadership principle: People make an organization, and engaging them creates loyalty.

      Over time, Jim's department developed a reputation for highly motivated, energized, and productive people. Company employees jumped at the chance to transfer into Jim's department. One of Jim's secrets of success is that he understood what his people wanted, not just what he wanted, and he acted accordingly. He proactively asked his staff for feedback about his leadership style and effectiveness. He quickly learned that what was important to him wasn't necessarily important to them.

      Jim asked questions: What can I do to make you happier here? What do you find challenging about your work? What's energizing about your work? How can I be a better leader for you to be successful? What resources do you need that you currently don't have? What motivates you to work hard? Do you feel appreciated and receive the praise and recognition you feel you deserve?

      Over time, Jim was deemed one of the best managers in his company, a designation that continues to this day. He continually works to improve his leadership skills and understands the premise that Walt Disney espoused 55 years ago: It takes people to make the dream a reality.

      The Inevitable Result of Failing to Take Responsibility

      Unlike Jim, many managers and leaders fail to take responsibility. They are quick to point their fingers at others for failures. Looking in the mirror proves to be too difficult for them, and they are more than happy to abdicate personal responsibility.

      This concept was put to the test when J. Tyler Leverty, PhD, an assistant professor of finance at the University of Iowa's Tippie College of Business, studied failed executives, including:

      ● Lehman Brothers Chairman and CEO Richard S. Fuld Jr., (aka the Gorilla on Wall Street), named one of Portfolio.com's Worst American CEOs of All Time.

      ● The duo of Enron Chairman Kenneth Lay and CEO Jeffrey Skilling, whose illegal business exploits led to indictments, trials, and criminal convictions. According to Dr. Leverty, the pair blamed an angry short seller in Florida for the company's demise, the largest bankruptcy in U.S. history when it was filed in 2001.

      ● A coterie of CEOs at General Motors, who consistently blamed the economy and outside pressures for the automaker's failure and reorganization in 2009.

      None of these leaders cited poor management or a corrupt culture as reasons for their companies' downfalls, but as Leverty notes, their highly deficient decision-making skills were to blame. “We found that managers of failed firms are less skilled than their peers, and the consequences of their incompetence are economically significant.” Dr. Leverty and his coauthor studied 12,000 insurance companies to determine how the decisions of their chief executives over a 12-month period affected firm performance. They asked: Were costs minimized? Were revenues maximized? Did the company operate efficiently? Did the company use technology effectively? How did the quality of leadership affect solvency? Ultimately, “inefficiency is a manager's fault,” Leverty notes. Leaders are charged with identifying and remedying every problem area.

      Finger-Pointing

      Manny was shipping manager for a regional delivery company…and he was not respected by his peers. He was quick to point fingers when shipments fell below plan, blaming his problems on others.

      This situation persisted for years because Manny had the ear of the company founder. Unfortunately for Manny, the founder died and his son, who succeeded him, didn't appreciate Manny's finger-pointing. He fired him.

      Hands-On Advice: Failing to take responsibility for the performance of your job is a losing proposition. Face your own problems and correct them.

      It's easy to unconsciously slip into the routine of blaming others when things go wrong. And it may work for a time, but eventually you will be exposed. In the meantime, you risk alienating the people whose cooperation you rely on. Not a smart move.

      Leading in Uncertain Times

      The role of leaders in uncertain times transcends managing the bottom line. It requires remembering that their first priority is employees. Great leaders never forget that their employees are the keys to success.

      As an executive coach, consultant, and former CEO, I've worked with hundreds of leaders who perpetuate the growth of their companies, departments, or teams. I find that successful leaders practice four simple leadership skills, all based on developing people. Implementing these skills keeps people focused, reduces anxieties and fears, reduces turnover, and makes employees feel loyal and positive about the company.

      1. Communication. The late Sam Walton, founder of Walmart, said, “Communicate everything to your associates; the more they know the more they care. Once they care, there is no stopping them.” Because of the downturn in the economy, people feel vulnerable and overwhelmed. They are also worried about cutbacks and layoffs. Communicate everything to them by letting them know what is happening in your company, team, or department. Open the lines of communication with everyone and let them know that you care not only about their involvement in the workplace, but in their personal lives as well. A leader places a high value on human capital.

      2. Praise. When you praise people you inspire loyalty and encourage them to perform great work. Praising also creates positive energy in companies