| Leader, manager, foreman, boss.... These titles (and | | | | and embrace the opportunity to make a contribution |
| others) describe people who are responsible for | | | | within their company. When bosses fix |
| getting a job done by directing others. The key point to | | | | subordinates’ mistakes, they send the message |
| remember is more than one worker must be involved | | | | that their employees are not capable of completing the |
| in the effort for the project to be completed correctly. | | | | work. When they follow behind, checking closely for |
| Therefore, the leader must be able to successfully | | | | errors, these leaders are saying they doesn’t trust |
| guide each participating individual through his or her part | | | | their employees. |
| in the process. | | | | • Lack of training for subordinates: Crew members |
| Often, the person in this leadership position has been | | | | can’t advance their knowledge or skill-level if their |
| recently promoted into it because of his or her | | | | supervisor smoothes over every incongruity. Even |
| proficiency at the task he or she is supervising. For | | | | though leaders want projects to be flawless, they |
| example, a skilled, efficient carpenter who has | | | | must learn to step back and let their team learn how |
| provided quality work to clients and been an asset to | | | | to handle problems for themselves. |
| the company is one day made Foreman. He will now | | | | • New leaders failing to meet responsibilities: |
| supervise three other carpenters. No big deal, as he | | | | Anxiety about their team’s performance can |
| generally works alongside them anyway, setting the | | | | distract new leaders from those tasks for which he |
| pace and taking immediate corrective action if one of | | | | must answer directly. Many new leaders waste |
| his crew members make a mistake. | | | | valuable time double-checking work that’s already |
| Or, consider the accounting supervisor who is known | | | | done, while trying to tackle their own neglected inbox. |
| for her attention to detail. Nothing got by her when she | | | | The continuous combination of stress and long hours |
| was a clerk, and now, nothing gets by her as a | | | | leads to exhaustion. |
| supervisor. Why? Because she scrutinizes every | | | | • Lack of growth potential: Some leaders |
| keystroke her team makes. This in essences virtually | | | | mistakenly believe that, by not developing their |
| replicates their work. If she needs to work extra hours | | | | subordinates, they maintain job security. In reality, all |
| every day to do this, she will to ensure everything is | | | | they do is hurt the company and themselves. Here are |
| perfect. | | | | 3 Easy Things You Need to Overcome Poor |
| Getting the Job Done | | | | Leadership Problems In Your Organization: |
| These new leaders are often cited for their ability to | | | | • Clear, concise job descriptions that lead to no |
| "make it happen." They direct their employees under | | | | surprises for you or them |
| the premise that close supervision is the key to | | | | • Solid leadership from those overseeing the |
| success. But what happens when their promoted | | | | supervisor |
| again, and must oversee several teams? | | | | • Training in time management, delegation, and |
| These leaders try to repeat earlier successes, but | | | | profitability |
| simply cannot be in three places at once. When they | | | | Final Leadership Thoughts |
| visit their teams, they jump in to show "the right way to | | | | So, if you are the best in your company at the work |
| do it." The work gets finished correctly and the | | | | you do, let yourself get bad at it. If you are in charge of |
| company is happy. The crew, however, may not be. | | | | a team, your goal is to help them get better at what |
| The fundamental problem is that these leaders, new to | | | | they do, not to do it better than they can. |
| supervisory positions, fail to recognize they are no | | | | Today, the pace of change is rapid and businesses |
| longer paid to do the work.They are now paid to see | | | | need to run smoothly to succeed. Line employees |
| that others do the work. By jumping in and "helping," | | | | must produce. Supervisors must oversee the |
| they fail to exercise guidance. And that brings trouble. | | | | production of line employees. Senior leadership must |
| 4 Bad Things That Can Happen If You Don’t Lead | | | | do all they can to make sure these two groups have |
| By Guiding: | | | | the right training and resources to do their jobs to their |
| • Poor morale: Most people want to do a good job | | | | fullest potential. |