Many successful leaders believe that main task for a leader of any level is the combination of successful personal work with the productive activities of the unit.
In other words, the site you manage with your help should become a team of creative and diligent people who perform their tasks in a coordinated, conflict-free and successful manner. Your career growth, authority, the number of people who support you depend on how you succeed. And, importantly, the number of people who treat you negatively is decreasing.
To dream that they will not be at all is at least naive. There are many obstacles along the career path. Some of them are of an objective nature, and it is extremely difficult to overcome them. Coping with others is entirely within your power. Let's list at least some of them.
If you are an uncommunicative and closed person, you will have a hard time. Develop sociability in yourself, become an extrovert, stop focusing only on yourself and your work, see how beautiful the world is, and share your discoveries with others. You yourself will be surprised how much easier and freer it will become for you to communicate with colleagues and, first of all, with your boss.
It is not uncommon for an excellent technical worker, having moved to a managerial position, to be an insolvent boss. To avoid this, cultivate the qualities of a leader. Experience has shown that if you can organize three people to effective work, then you can handle thirty without difficulty.
People often tend to overestimate the level of their abilities, including the ability to control other people. Try to objectively evaluate yourself so that there are no annoying punctures in the future. Learn to manage, because you yourself have chosen this path.
But in the beginning, let's define who such a leader is, what types of leaders and methods of leadership are there, what qualities should a leader have?
The essence of the leader is organizational work. It is the leader who directs and coordinates the activities of the performers. In turn, the performers are obliged to obey him and carry out all his instructions. However, sometimes the leader himself becomes an executor, but only in order to delve deeper into the specifics of the enterprise.
Organizing the work of his employees, the manager is engaged in creative work, and the higher it official position the more creative his approach to leadership becomes. Yes and scientific and technical progress encourages continuous improvement of leadership skills.
However, the organization of the work of the department is only one of the aspects of leadership. The manager is also obliged to direct the work of employees, to facilitate their further development and even influence their behavior, including non-official ones. For this, it is not enough vocational training. It requires the ability to work with people, pedagogical and psychological knowledge.
Basically, the manager deals with the following issues: he formulates tasks, plans work, controls the quality of its execution, evaluates the result of activities, motivates certain decisions (his own or management) and inspires his subordinates by personal example. The implementation of these functions often requires considerable effort, because they often come into conflict with each other.
As you move up the corporate ladder, the following trends take place:
* it is the boss who concentrates in his hands more and more functions of decisive power and strength, so the decision, ultimately, should be more and more balanced;
* informal, personal contacts with each new step career development will steadily narrow, and the need for communication will have to be satisfied, no matter how sad it may sound, within the framework of one's own circle. The need to control your contacts and your behavior will only increase;
* you need to be prepared for the fact that with the transition to a leadership position, the attitude towards the leader of the former team will change: contacts will gradually become more formal or even completely cut off, and attempts to remain in the team of “one’s own” will contradict official duties and the interests of the organization;
* disputes between employees or employees and management are resolved by the leader, and the role of the arbitrator also needs to get used to;
* the leader is always in sight, always in the zone of increased attention of others. You will now have to monitor your appearance and behavior more carefully.
All people are different. There can be no identical leaders, just like identical people in general. With all the universal rules and requirements, leaders differ in leadership styles, characters, professional qualities, approach to people. Every manager has their own unique leadership style. However, it is still possible to derive some patterns that will somehow classify these styles. One of these classifications is the classification of D. Casey. He divides leaders into four big categories.
To the first D. Casey classifies leaders who can be safely called bureaucrats. These are formalists who do not like innovation and risk, preferring the old, tried and tested ways, trying to follow the letter, and not the spirit of the law (instructions, instructions). Such a leader is reliable, he is attentive enough to trifles and details, but in order for the enterprise to develop successfully under his leadership, he needs more flexible and quick-witted employees. Those careerists who get to such a leader should take into account that sometimes a promising subordinate is exposed as a trial figure. That is, in order not to risk himself, the chief, the decision of sensitive issues, lays on the one who is eager to prove himself. In case of failure, the figure surrenders instead of the cautious leader.
Other type - the exact opposite of the first. This is a fast and flexible leader, he does not like to get involved in trifles, often takes risks and does not get lost in non-standard situations. However, in order to smooth out shortcomings in work with details and in planning, such a leader needs deputies who are prone to accurate and consistent activities.
Third type the leader is inclined to look far into the future, develop long-term plans, often not paying attention to everyday manufacturing process. The concerns of subordinates occupy him little, as well as the pressing problems of production. These questions seem to him petty and uninteresting in comparison with those plans and projects on which he works hard without rest and time. However, if such a leader does not learn to listen to the opinions of other people and take into account their interests, it is unlikely that his best and most detailed plans will come true.
And finally fourth type is just a mirror image of the previous one. If the third type of leader gives strength for the benefit of abstract progress, then the fourth - for the benefit of a particular person. At least for the good in his understanding. He devotes himself entirely to working with people, imbued with their problems, their interests. He is very friendly, does not like to conflict, he can put the interests of a particular person above the interests of the company. Often, such a leader cannot refuse to help his employees, even where he is not really able to provide it. Such a leader can easily "burn out", earning a heart attack, if he does not become more clearly aware of his duties and does not stop taking on someone else's responsibility.
This division is, of course, highly arbitrary. It is hardly possible to find a "pure" type of leader. Rather, in every leader there is something of the first type, something of the second, with a predominance, for example, of the third.
Aerobatics is when the leader knows when to be an innovator, and when to follow the letter of the instruction. He knows how to be both a tyrant and a father. This is the art of leadership.
However, a clearer division has also been developed, which determines the place of the head in the management hierarchy. There are only three types of bosses in this hierarchy: senior, middle and lower level. They differ from each other not only in the amount of powers concentrated in the same hands, but also in their duties, contacts, and means of activity.
The work of a senior manager is the most difficult: you have to work a lot, the working day is not standardized by anyone and actually lasts 24 hours a day. No one to ask for advice and nowhere to wait for instructions. Complete independence, which does not mean complete freedom of action.
A senior manager has many contacts, and they are very diverse. So, if contacts with subordinates take the form of various instructions, directives and instructions, then contacts with leaders of other levels and their rank are of a personal nature: planning meetings, meetings, meetings. If such personal meetings take place regularly, then the reception of visitors or business contacts with representatives of other organizations are episodic in nature.
What exactly does a senior manager do? The development of the main or, as it was customary to say earlier, the general line.
The role of a senior manager is so complex that it is almost impossible for one person to fulfill it. To do this, he must be a politician, and a public figure, and a psychologist, and an economist, and a diplomat - and all this rolled into one. In nature, such individuals are extremely rare, therefore, on many commercial enterprises where the board of directors is at the head, it is customary to make decisions collectively, and the role of the leader is to lead the decision-making process.
But within the framework of the Russian administrative system, it is difficult to say unequivocally whether this practice reflects collegial decision-making in reality. All decisions are coordinated with the highest echelons of power, since in our country the administrative and political power have grown together like Siamese twins.
Middle managers are faced with narrower tasks, which mainly consist in the development and preparation of specific orders that ensure the promotion of the general line. They issue instructions general, prepare explanations, distribute to lower authorities guidelines on orders and control over their execution on the ground.
The lower link is the administrators who communicate instructions to the executors in the form of specific orders and control their execution.
So, in the sphere of management there is also a division of labor. Some leaders are responsible for making major, global decisions, while others fill them with vital content.
It remains only to touch on some of the subtleties of the leadership process, without which the conversation about leadership styles would be incomplete. In addition to official duties, which can be found in the contract, the manager also has duties
informal, which may not be enshrined in law, but in most cases are recognized as self-evident. These are duties to respect their subordinates, to help them not only with advice, but also in deed, to take care of their health, material and physical well-being, to maintain good relationships in the team.
Naturally, the selection of favorites by the boss has a sharply negative effect on the atmosphere within the team. Such occurrences should be avoided. However, there is an easy way to control yourself if you are the boss: just imagine yourself in the place of your subordinate. Could you long time work under your own control? No? Now this is an occasion to think about your leadership style.
Not only the subordinate depends on the leader, but the leader depends on the subordinate. In the end, they do one thing - they care about the prosperity of the company. If the manager has no desire to delve into the problems of his employees, then the employees are unlikely to have a desire to work well. And in general, an attentive attitude towards people is vital for a leader, because he also depends on his colleagues, partners, superiors, whose loyalty means a lot.
Introduction
Today, a successful leader is one who can inspire other people, lead them to achieve their goals, and is able to convince members of their team to embrace their life values without hesitation.
What does it take to successfully build relationships with people - responsiveness or amazing intuition? What is required for fruitful work with people - to strictly follow the rules or use the abilities given to us by God?
Most of us are able to instantly recognize when there is a person next to us who really knows how to work with people. Such people easily come into contact, focus their attention on our positive aspects and help us grow. Interacting with them turns into a positive experience that makes you want to spend even more time with them.
Some people can be called great masters in the field of relationship building. They include the likes of Dale Carnegie, John Wooden, Ronald Reagan and Norman Vincent Peale. At the same time, there are those whose attitude towards others makes them masters of ruining relationships. Leona Helmsley, Henry Ford (senior), Frank Lorenzo and Dennis Rodman deserve such a reputation.
Oddly enough, I want to understand more deeply the meaning of the success of this or that leader. Therefore, the purpose of my essay is to study the qualities of a successful leader in specific example, an example of a person who inspires me.
Successful leader: who is he?
What price would you be willing to pay to acquire people skills? Ask top corporate executives what quality it takes to be a leader, and they'll tell you it's people skills. Talk to experienced sales managers and they will tell you that knowing the psychology of the consumer is much more important than knowing the characteristics of the goods. Talk to teachers and retailers, craftsmen and small business owners, priests and parents, and they will confirm that getting along with people is the main difference between those who reach the top and those who are left with nothing. The importance of people skills cannot be overestimated. It does not matter what you are going to do. If you are able to win over people, then you are able to achieve success in everything!
Many people fall into the trap of mistaking human relationships for granted. In fact, the ability to build and maintain healthy relationships is the most important growth factor in all areas of life. People skills determine the scale of potential success. Robert W. Woodruff, the man whose leadership skills helped transform The Coca-Cola Company from a small regional producer to a global organization and financial empire, understood the importance of the human factor in achieving amazing results. In his book Top Performance, relationship expert Zig Ziglar quotes the former CEO of The Coca-Cola Company. Sieg says that Woodruff enjoyed handing out little notes he wrote to people:
“Life is very similar to being a salesperson. All our successes and failures depend mainly on how convincingly we motivate the people with whom we have to deal, "buy" us and what we offer.
The leader must have certain qualities that unconditionally characterize him as a leading unit. This is a combination of organizational skills, thinking characteristics (the ability to work on several problems at the same time, stability in a situation of uncertainty), character traits (perseverance, energy, sensitivity). I believe that any successful leader (materially accomplished person) is always a leader, and there are no exceptions. If you know how to adequately plan the activities of an enterprise in conditions of financial instability in the world, if, on the one hand, you are persistent in making decisions, and on the other hand, you are understanding in relation to your company’s employees, then you have leadership qualities that will help you keep avant-garde position in the market. Leadership is a component of the competitive factor that provides an advance advantage over competing companies.
For me, an example of a successful leader is leaders who integrate innovative solutions, as they have a sense of healthy risk, on the one hand, developing their industry by introducing new solutions, and on the other hand, betting on an as yet unexplored sales market. "Innovation leaders" are not the brainchild of only one "new idea", all their achievements are based on extensive knowledge, experience in implementation and were the result of research and processing a large number information. For example, Google founder Sergey Brin came up with an effective mechanism for automatically searching for information on the Internet, and Bill Gates became an information mogul by creating Microsoft- Leader in software development.
One of the important factors of a successful leader (and this is exactly what a leader is) is the ability to understand the staff, the ability to feel subordinates and the ability to rely on others. So, I'm interested in a job where the manager willingly transfers his knowledge, best practices that he has, and is always ready to help. professional growth their subordinates. Work in big company with such a leader is my dream. It is in such a company, in my opinion, that the most competent personnel management structure can be applied. Large companies can afford to invest in training and professional education frames. In such corporations, attractive staff motivation strategies are used, this is due to a strong personnel policy, after all, it is the company's employees motivated for success that are the key to a developing business.
Effective relations between the head and employees in the company should be built on the principle of a personal example of the head. The boss should become a model of high self-organization, where the creation of an adequate self-assessment system is one of the components. An important feature the work of the chief is the organization of the work of subordinates, one of the main conditions of which is the choice of the optimal elements of work with personnel. In essence, the manager has three main ways of influencing employees: 1) to force; 2) agree; 3) create conditions in which the employee will motivate himself (self-motivation).
An example of a leader who inspires me
Such qualities as the ability to make a quick decision, upholding one's own opinion, independence have long been considered inherent only in men. But in Lately the situation has changed. Women have proven their right to make decisions in practice. And today we are increasingly hearing the phrase "woman-leader."
The stereotype of the perception of a strong woman was described by a classic: "He will stop a galloping horse, enter a burning hut." Here, of course, the question arises: "Who missed the horse, and who set fire to the hut?" But that is another story…. The saying of the classic fully confirms the scientific data on the greater adaptability and viability of the female body. Psychologists, on the other hand, say that a woman remains a woman in a leadership position, so her strength, as well as in life outside of work, lies in her weakness. Another fairly common belief says that a successful female leader compensates for her failures in her personal life by being completely immersed in her work, which in practice is often far from the case.
Each of these opinions has a right to exist, and as confirmation of their truth, examples can be found among women leaders. In my essay, I want to dwell on the example of a woman leader, an example that inspires me. After all, she became the first female leader who dared to encroach on the holy of holies of men - the management of the city of Petra. Valentina Matvienko has been governor of St. Petersburg since 2003.
The leadership style used by V.I. Matvienko is a combination of such qualities as kindness and strictness, femininity and efficiency, calmness and exactingness, gentleness and will. Much attention is paid by her to the establishment of constructive relations with central and regional authorities, which is due to the desire to seek and find support, readiness for cooperation. Flexibility and diplomacy, combined with perseverance, allows V.I. Matvienko effectively build relationships with business partners find mutual understanding and support with them. The combination of emotionality and a calm reaction to criticism, as well as sensitivity and intuition, allow V.I. Matvienko to use a humanistic approach and social support, as well as easily adapt to the prevailing circumstances. IN AND. Matvienko achieves success not as a result of copying the male management style, but through the creative use of her abilities, the realization of her inherent traits and qualities. Today she has a new approach to management. It must become less hierarchical, more flexible, faster and more mobile. The manager of the new generation knows how to listen well, motivate and support his subordinates. Thus, the above qualities are more in demand in modern management. Managers who effectively apply the so-called "feminine" leadership style receive higher public support than those who use traditionally masculine management methods. Margaret Thatcher, whose prestige far surpassed that of any other British leader since Churchill, said, "A woman succeeds whenever she remains a woman."
In the image of V.I. Matvienko, the motives of achievement and affiliation are more pronounced, that is, the ability to set goals and achieve them. It is also characterized by a lack of authoritarianism and a desire for cooperation, which appeals to older and poor voters.
Achievements of Valentina Ivanovna in public administration-- a brilliant example of a female leadership style that combines flexibility in communication, a tendency to compromise and dialogue in resolving conflict situations, the ability not only to understand, but also to feel the aspirations of people, the ability to economically and economically spend the budget and at the same time a strong will , perseverance in achieving the goal. According to Valentina Matvienko, the mentality of our society is still masculine, so she feels a double responsibility. It is no coincidence that she consistently defended in the government the idea of changes in the electoral legislation aimed at increasing the number of women at all political levels. With full right and not without reason, Valentina Ivanovna believes: "The increase in the number of women in politics will make it more humane, directed towards people, meeting the interests of people."
Conclusion
matvienko leadership innovative competitive
A.P. Lukoshkin (Rector of the Leningrad Institute of Aviation Instrumentation): ... the most important thing for a leader is the ability to think strategically. Also insight, love for people, the ability to treat them exceptionally attentively. The strength of a leader is in creating a school, educating students. And a leader must love people.
In my opinion, these words can also be attributed to the leadership style of Valentina Matvienko. Matvienko, as a successful leader, is not only a good organizer who knows how to business conversation between people, but also a deeply erudite, highly cultured person with inner independence, courage, the ability to create a team of like-minded people, inspiring and leading them. After all, without the ability on the part of the manager to establish business communication with subordinates, partners, to establish business connections neither effective management, nor efficient production.
Valentina Ivanovna's achievements in public administration are a brilliant example of a female leadership style. Her example as a successful leader is a collective image for me, which reflects all the qualities that real leaders should have.
Bibliography
1. Barysheva A. What would the company have "tomorrow" // Personnel Management.-2000-№5.-С49-52
2. Newspaper "Kommersant S-Petersburg" No. 188 (4005) dated 10/16/2008
www. zaks.ru/new/archive/view/73209
3. Komarov E.I. Efficiency of a woman - leader. // Personnel Management. - 1998. - No. 7
4. Maxwell, J. Leadership: 25 key principles for building relationships with people / J. Maxwell; per. from English. O. G. Belosheev. - Mn.: Potpourri, 2006. - 368 p. -- ISBN 985-483-782-3
www.businessman.in.ua
www.rusconsult.ru/cms-news.php…
www.iteam.ru›Strategic management›section_33/article_2912
www.finansmag.ru/26184
news.yandex.ru›Valentina Matvienko
www.mr7.ru/wiki/Matvienko
Hosted on Allbest.ru
All of us, occupying not the most key positions in a company or organization, as a rule, show dissatisfaction with certain qualities and behaviors of our superiors. And, of course, each of us assures ourselves that, if I were in their place, I would be a good boss, in which employees. However, upon reaching the desired position, we are seized by fear, and we constantly ask ourselves the question of Tom, leader. Today we propose to figure out what a real leader should be and what qualities he should have.
leader and lead people behind you?
Experts identify several basic skills with which a person will be able to succeed in the position of chief. As a rule, in large organizations they try to promote people who already have most of the necessary abilities to key positions. The missing skills will have to be developed in the process of work. We propose to dwell on each of them in more detail.
Employee motivation
A good leader is, first of all, a person who knows clear answers to the following questions. Why does your organization need these employees? What keeps them in your company and prevents them from leaving for competitors? What makes employees stay in your organization even after tough times? A talented boss, of course, understands that the reason here is not money at all. More precisely, not only them. There are many other reasons that you, as a leader, need to understand. Therefore, in order to be a good, class teacher, you must follow the recommendations:
Remember that we are primarily driven by our values and self-respect. So, if you show respect to each of your employees, regardless of their position, you can be sure that the team will respond to you with 100% dedication.
As much as possible, talk heart to heart with your employees. Try to find out how much they like them daily work whether they get satisfaction from it. This information will help you in the future.
Offer your employees some perks that are important to them. So, if your employees are concerned about their own health and fitness, then give them the opportunity to attend Gym. If the priority for them is the family, then let them take the children to school in the morning and pick them up in the afternoon. Believe me, people will appreciate your care for them, which will have an extremely positive effect both on the microclimate in the team, and on productivity and labor efficiency.
Goal Setting
If you are wondering how to become a good head of sales or another department or even an organization, then keep in mind that a very important aspect is the ability of the boss to clearly indicate So, each employee must clearly understand what the boss expects from him. By having specific goals, it will be easier for a person to focus on current work. Therefore, clearly convey to each of your subordinates your expectations and deadlines for completing tasks, and also explain what you will then do with the results obtained and why you need them.
Job evaluation
Although the vast majority of people view criticism negatively, it is an essential element of a well-established workflow. However, make every effort to explain to your employees that a conversation with a small assessment of the results of their work is by no means a reason to find fault with their work. Set a schedule for such discussions in advance so that employees can plan their time.
Delegation of responsibility
This point is one of the most important when talking about how to become a better leader. So, of course, if you become a boss, then you are doing your job well. However, this does not mean that you have to do everything yourself. One of them is to teach other employees how to work well. You need to start small. At first, give subordinates such tasks that, if performed incorrectly, can be easily corrected. Gradually train your employees and empower them. In doing so, consider their strengths and weak sides and move on to more complex and responsible tasks. This will help your employees not only grow into professionally but also increase their value to the company.
Communication
The qualities of a good leader are inconceivable without sociability and openness to their subordinates. So, make clear and periodically remind employees that if they have any questions or difficulties, they can always contact you directly. Communication built in this way will help you quickly learn about problems and, accordingly, quickly solve them.
In addition, show genuine interest in your subordinates. You should not communicate with them using an exclusively business tone. Ask employees about their well-being, how they spent yesterday evening, who they cheered for during the last football match, etc. Tell us a little about yourself. In other words, connect with them. Believe me, people appreciate attention to themselves and will definitely answer you with loyalty. However, do not go too far. So, do not ask subordinates about too much personal belongings such as family life, religious views, etc.
Learn from mistakes
First of all, let your employees make mistakes. Of course, one should not turn a blind eye to such phenomena, however, as they say, one should not give a thrashing to subordinates over every trifle either. Otherwise, people will be afraid to come to you with their problem or even try to hide the fact of the mistake, which can have the most negative impact on the results of your organization as a whole. Therefore, remember that we are all human, and we have the right to make mistakes.
Another important principle that helps answer the question "how to become a better leader" is the ability to admit your own mistakes. So, if something doesn't go the way you expected, don't be shy and discuss with the team what happened, trying to figure out what should have been done to achieve the result. This approach will show employees that you, too, can be wrong, and will also teach you how to correct your own flaws.
Use egalitarianism
If you are seriously thinking about how to become a better leader, then take great attention this item. After all, most of us are actually not as egalitarian as we think. Quite often, we highlight favorites and favorites on a subconscious level, without realizing it. As a result, we all know that it is not uncommon for a boss to recognize for the most part the merits of those people who constantly remind him of themselves and express their devotion and loyalty in every possible way. At the same time, the contribution of employees who modestly and painstakingly carry out their work is often underestimated. Therefore, pull yourself together and try to give people their due, not in connection with their attitude towards you, but according to the results of their work.
In addition, always follow the rule that absolutely all your subordinates must be treated well. Believe me, this will have an extremely positive impact both on the microclimate in the team and on the results of work.
Can the fair sex be a great boss?
This question has been very topical lately. Therefore, if you are thinking about how to become a good leader for a woman, then take into account that there is no special secret here. However, practice shows that it is ladies who are often more effective bosses than representatives of the strong half of humanity. This is pretty easy to explain. After all, a woman throughout her life has to simultaneously concentrate on a greater number of tasks and goals than a man. Accordingly, this is reflected in her ability to lead.
Additional Qualities of a Good Leader
Always remember that respect, understanding and recognition of our merits makes us move forward. In this regard, always be as loyal as possible to your subordinates. So, a good leader always knows his employees by name, and is also aware of their affairs. Always support your employees by giving them a helping hand in difficult times. May your doors always be open. In addition, the qualities of a good leader are inconceivable without honesty and responsibility to subordinates. Do not hide from them the state of affairs or your plans. Believe me, all people appreciate the trust placed in them.
What leadership skills are of greatest interest to companies? What has changed in this set over the past decade, and what will change in the next? To find out, in 2010 I surveyed five of the world's most famous executive recruiting companies. Experienced HR consultants interview hundreds, if not thousands, of applicants, evaluate their leadership skills, track their clients' careers over the years, and often help them move to the next and third position. They also observe how these executives negotiate, which contract clauses are most important to them, and why they decide to change companies (read the April issue of HBR's "The Executive: Person and Function").
As a result, it was possible to identify seven skills or character traits that are most valued by companies:
- Leadership assignments. This quality is considered absolutely necessary for all senior managers, not just for the CEO. One human resources specialist described the search for the head as information department: "Before, special knowledge would come first, but now they pay more attention to leadership skills than to technical ones." What kind of leadership is required - experts disagreed on this issue, who called it “inspiring leadership”, who called it “non-authoritarian leadership corresponding to modern leadership talents”, “responsible” leadership, “leadership as a combination of sincerity, respect for others and the ability to build trust in the team” , there was also a variant of "strategic leadership". Ethical leadership was mentioned. Some experts noted that the type of leadership is determined by the needs of a particular company. “If a firm is growing rapidly, exploring new horizons or strategies, it needs a visionary leader,” answered one of the respondents. Another elaborated: “Responsible leadership is the ability to take an organization as a whole or some of its functions to new heights.” There have also been predictions: for example, that in 2020 companies will look for “the same [same qualities as in 2010] and even more value the ‘indelible’ qualities of a leader and the experience of rescuing businesses in difficult times.”
- Strategic thinking and leadership. Often referred to as "strategic foresight", the ability to think strategically and globally. One consultant highlighted the ability to "set strategic direction", another identified strategic thinking with "integrated leadership". It was also emphasized that strategic thinking also implies the ability to realize a vision or dream (one respondent called this quality "executive savvy", another - "high standard of work"). One HR specialist recalled that strategic thinking is a relatively new requirement for senior managers, and the second confirmed that interest in this quality flared up relatively recently: in the last decade, in 2000-2010.
- Technical and technological skills. In third place among the most sought-after qualities of a senior manager, technical skills are mentioned, in particular, full knowledge in the specific area that is in their competence - for example, in the field of law, finance or IT. In particular, respondents singled out technical and technological literacy. “A top manager needs to understand what role technology plays in their organization and how to apply it,” said one specialist. Others insisted on financial knowledge and skills "specific to the industry." Contrary to popular belief, the importance of many technical skills is not declining, but, on the contrary, is increasing.
- Ability to build relationships and build a team. Many consultants look for qualities in applicants that contribute to the organization of an ideal team: the ability to not only gather, but also lead people so that the team works smoothly. “A world-class leader must assemble a team that is exceptionally strong in terms of leadership qualities and take her further. No one wins alone,” one respondent warned, while another added that modern leader should "focus not on their own interests, but on the development of the team." “Bosses don’t sit in offices anymore,” said one consultant, they should become “team-oriented, constantly multi-task, lead without rank or regalia, endure stress, take care that subordinates do not burn out, all with a big smile on your face, in a shared and open office." Another respondent described the modern firm as a whole as a well-coordinated team, and main responsibility called the leader “to lead and develop her team, starting from the senior level, and ending with the “private””.
- Ability to present and communicate. All experts agreed that the ideal leader should have the gift of persuasion and the ability to present himself and his ideas: “the intellectual ability to communicate with the widest range of stakeholders", as one of my interlocutors put it. The task is not an easy one, because now there are much more interested people than before. It takes a great deal of flexibility of mind and style to persuade a wide variety of audiences, both knowledgeable and uninformed, inside and outside the company, friendly or skeptical. Some experts believe that the best applicant should be ready to serve on the board of directors, others emphasized the ability to "influence the development of the business and the work of the client department" or increase the "value of the organization" as such. Also, senior managers should support and a good relationship outside the company. “The ability to present oneself has become the key to success,” says one of the respondents, “and in the future its importance will only increase, as life big business interested in the media and government bodies, and employees, and shareholders, and legislators." There was also a warning: leaders would "speak to an unyielding audience." And finally, senior managers must be receptive to new information and be able to analyze it.
- Change management. There is a growing demand for the ability to manage change, a quality that, until recently, was not recognized or valued as such. Human resources specialists noted that they are increasingly tasked with finding a candidate who would be an “engine of change”, who could bring about “transformation or reform”, who would rally the team for “decisive change”. One thoughtful consultant said that "managing change" in this position usually refers not so much to a willingness to make radical, company-wide reforms as to the ability to constantly live in a fluid and transitional state. “A leader must be an 'agent of change',” he explained. - It should be set for continuous improvement, constant building of connections, establishing processes and systems, improving commercial relations, increasing market share, developing leadership”. Another consultant opined that a company looking for a change agent often prefers an outsider because they "bring new skills and a new mindset that will lead to significant positive change and growth."
- Honesty. Of course, honesty is not a special skill, but the reputation of a person who always observes ethical standards is valued, according to the experts we interviewed, very, very highly. One of them even said that "ethics beyond doubt" is required. Another recalled that earlier this was not emphasized, but now the issue of reputation has come to the fore”: “Personal honesty, respect for ethical standards… became much more important, because information began to spread much faster.” Another comment: "Organizations test the 'eligibility' of candidates for leadership positions from the point of view of investors, legislators and government agencies."
We also asked recruiters what they think has changed in this range of managerial skills and what changes they envision. Global approach and experience come to the fore in responses international work. Another interesting observation: the cult of stars is a thing of the past. Now it is more important to be a team player, to play with others - and over time this will become increasingly important. Team skills and change management shared second place among leadership qualities valued today but neglected ten years ago. One consultant illustrated his point with a real-life example: “Recently, I was assigned to recruit a manager for a international company. The previous one was fired because he was considered too authoritarian, he did not provide his team with opportunities for growth. The managers filed a complaint with the management, and a decision was made to replace it.”
Many consultants say that the technical skills that were previously sought after in the first place are still important, but have become only a starting requirement that has become standard: as the arsenal of skills needed by the leader has expanded, so have the scope mandatory requirements and wishes. But it is unlikely that a manager who neglects technical knowledge has a chance to slip: in a rapidly changing world economy, outdated information pushes to wrong strategic decisions and waste of resources.
What skills do you consider important for leaders now and what skills will they need in 2020? How do you prepare to be in ten years the best candidate for a leadership position?
Methodology
In search of answers to these questions, we interviewed several dozen employees from the five largest recruiting agencies in the world. 57% of the group were men and 43% women. They were engaged in different sectors of the market, including: industry (28%), finance (19%), consumer goods (13%), technology (11%), corporate governance(6%), organizational practice (6%), education and social programs(4%), biology and medicine (4%). These consultants have worked in 19 countries in all regions of the world, including North America (34%), Europe (28%), Asia (26% including India), Australia and New Zealand (6%), Africa (4% ) and in South America (2%).
If a person is at the head of a company, this does not mean that he knows everything and is programmed to always act correctly. Leaders are human and make mistakes.
Here is a list of tips for people working in the field managerial management, for the future stars of the ranking of the best top managers in the world.
Imagine that you are already a leader who has experienced specialists, projects, and customers.
Do you understand that you need to grow, develop the company, but do not know where to start, because all the processes are tied to you?
First rule: the leader should not be a man-orchestra. If you take on absolutely all the responsibilities: a project manager, a personnel manager, and a business representative, nothing good will come of it. You need to learn how to delegate responsibilities to other experts! To do this, they need to grow. And, this is your job and responsibility as a Leader.
Your main job is to analyze, develop and implement strategy, tactics and control. You don't have to take on everything.
Second rule: the leader should not save on specialists (if they are really good). Even for those who do not bring direct profit: do not think of them as losses - they are an investment in the future growth and stability of the company.
Third rule: a leader should not take on someone else's work if he thinks that he will do it better and faster. It is more effective to teach another once (even if it takes a lot of time and effort) than to perform your indirect duties again and again every time. Spend a few hours or days on detailed instruction and training, and you will get excellent results and a specialist working with you with full dedication.
Fourth rule: The leader must trust his team. Without this, it is impossible to create a cohesive team. Let people do what you pay them to do. It turns out that sometimes people lack creativity. Then, you need to assign a certain area of activity to a person, put common goals and give him the freedom to be realized in it. Realize that you can't do everything. Close your eyes and fall back - learn to trust your people!
Fifth rule: The leader must accept that all mistakes cannot be avoided. They can cost a company a lot of money, but these are not costs, but a contribution to the development of employees. If another failed, give the subordinate the opportunity to draw conclusions himself and, thus, learn something. Find out who relies on you the most and think about how you can help these people become more self-reliant. If you teach others, it will free up time for you to do something else that is equally important. In addition, it is worth understanding the cause of what happened and regarding the leadership! Perhaps the task was set incorrectly or a person not suitable for his position got into the team.
Sixth rule: the manager must organize a feedback system (feedback). Subordinates must receive feedback on their work in order to understand whether they are doing it right. The same is true in reverse: always give your ideas for feedback to other team members: what seems great in theory can fail in practice. Colleagues will help you understand this before you make a mistake. Listen to your people!
Seventh rule: a leader should never criticize a person, but only actions. It is worth pointing out mistakes in the past tense: this way you will make it clear that in the future this will not happen again, a person is able to improve. Remember, comments must be timely, relevant, and behaviorally specific, otherwise they lose their effectiveness. The manager himself should always perceive criticism sensibly, thank for it! And, do not rush to argue and make excuses. Refrain from it. Any Feedback valuable!
Eighth rule: the leader should not be afraid of his weaknesses, but he cannot give a reason to doubt his authority. You can’t say that you doubt your decisions, but you can consult with the team - this will make you a leader who will be trusted. Speak freely about problems, but never panic in public: you should always have a couple of solutions in your head. And even if they don't. You are always responsible for controlling your emotional state!
Ninth rule: the leader must listen and hear - to translate the ideas of the team into reality. Sometimes your Plan B can be worse than the Plan C suggested by someone on the team. Be attentive and open!
Tenth rule: in order for the company to always be successful, the manager must take care and think about whether the product or service being produced is of high quality. If problems arise, you need to ask yourself questions: “Am I doing this? is this how I do it? did I choose right target audience? When answering them, you need to take into account not only the current needs of the market, but also foresee what will happen in the future: is the niche crowded, is there really a need for this product / service, are you looking for a client there.
Eleventh rule: First, listen to the "story" in its entirety, and only then make a decision.
Rule 12: It is likely that there are more effective method do the job than you do it. What is this method? Think about it on your way home from work.
Thirteenth rule: Do not say anything that is not directly related to the subject of discussion. Your voice is not so melodic as to sound just for the sake of sounding.
Fourteenth rule: Adoption best solution not as important as organizing the right processes for implementation this decision in life.
Fifteenth rule: Express praise and encouragement as often as your own opinion! And, better - even more often. Your people do hundreds of things every day that deserve your "thank you".
And, remember the main thing: you must be kind and attentive to your employees!
Fulfill your duties as a manager and leader!
Sincerely love your business and your team!
A large corporation will not be built in a year or two. Move in stages, follow these rules and do not forget to develop your own, learn from the mistakes of competitors.
The summit is only a matter of time, the main thing is to start your journey!
- Leadership and Management
