My Leadership Philosophy is based on the fundamental ideology that core values (those attributes that define the culture), core focus (purpose, cause, passion and niche) and a general sense of organizational purpose (what we are about) determine how people interact and respond to situations in a consistent and effective manner. People behave based upon assumptions that are generated through individual socialization, and the very elements that drive behavior are the result of values, attitudes, thinking and feelings that are the bank of individual experience.
To become an effective leader, a clear and concise operating philosophy must reinforce the core ideology for the greater good of the individual, the team and the business entity. Just as we strive to take the business entity to the next level, we must seek an approach to guide our students and those people within our reach to the performance level of their true capability.
Organizational Behavior has taught us that we cannot change anyone, just as we cannot motivate anyone. What we can do is to provide reasons for one changing oneself. To become an effective leader, we must determine the business priorities, individual and group needs, and then provide the tools, the information and the reasons for changing. Once we establish belief in the individual that he or she can do it, then the person provides the desire to change, which makes it happen…
There are five Leadership Abilities that are the focus of my teaching and mentoring efforts:
- Simplify – Is everything as simple as possible to understand and to act upon?
- Delegate – Are you or any of your people above the capacity to do the job well?
- Predict (short-term) – Are you solving daily and weekly problems as they arise for the long-term greater good of the business?
- Systemize – Are your core business processes understood, documented, simplified, and followed by all?
- Structure – Is the right individual and group accountability in place?
That accountability initiative must become the essence of measuring performance throughout the business entity. Therefore, we must develop training criteria and metrics to determine progress being made in each of the following six Key Business Components:
Vision – We have clarity of core values, core focus and the core business, with a strategy to carry it out, shared by everyone.
People – We know that all of our people in our organization are the right people (values), and they are in the right seats (skills).
Data – We have developed a Scorecard for our business performance, and everyone in the organization has a “number”.
Issues – We have identified key operating issues, have a method to discuss and resolve those issues on an ongoing basis.
Process – We have documented our key business processes, and they are followed by all.
Traction – We have established quarterly priorities and have a weekly Meeting Pulse to provide the Leadership Team with an instrument to measure progress.