The Extraordinary Leader, Turning Good Managers Into Great Leaders, THE PROPER MEASURE OF “GREATNESS”

 

Authors quotes:

“When you could identify a leader who produced

-High productivity

-Low turnover

-High customer satisfaction

-High productivity

-Innovation

-Positive relationships

they could, by definition, say this was an extremely effective leader.  Effective leadership is best defined and measured by the results produced, not by simply taking a certain number from the top of a distribution (ranking of managers, from top to bottom, in an organization).

The Organization’s Objective

The more ‘great’ leaders an organization can develop, the stronger it will be.  This is true for multiple reasons, but some of those are the following:

-The contribution the leaders make to the units they manage.

-The example or role model they set for the entire organization.

-The cumulative impact their performance has in creating an entirely new culture for the organization.

-The elevated standard of performance that is set within the organization.

We have advocated strongly that individuals focus on their strengths.  By doing that, they greatly increase the likelihood of being perceived as great leaders.  That same principle applies to the organization.  By increasing the number of high-performing leaders, the organization gains great strength.  It is always tempting to attempt to fix the low-performing ones, but the greatest gain appears to come by helping more leaders become truly excellent.

Personal comments:

Ranking of exempts (salaried employees) occurred at one company I worked for.  Unfortunately the practice used the theory, “once highly rated, always highly rated”.  Little to no effort was given to establish a standard by which exempts were measured to ensure a correct, current ranking.  In some cases exempts were highly ranked due to, as example, association, legitimate or not, or excellent work done many years ago (not on current performance).

Ranking, properly used, can be a helpful method in determining needed experience, training, future employment “opportunities”, and proper pay level.  Ranking based on the “buddy system” created frustration, disappointment, and in some cases, anger.

Next: The Extraordinary Leader

Turning Good Managers Into Great Leaders

GOOD VERSUS BAD THINKING

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

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