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GL MONTHLY e-NEWSLETTER - October 2004

Brought to you by Jeff Thoren, DVM  

Leaders earn the right to lead by engaging the hearts, minds, and muscle of the people they lead.  Too many organizations settle for only engaging their followers' minds and muscle, while neglecting their hearts.  Maybe that's why employers are often heard saying things like:

  • "The only thing that matters to them is the paycheck and how much time off they get" or ...

  • "Nobody takes responsibility anymore.  They all say, 'It's not my fault!'"

And employers aren't the only ones complaining.  Employees around the country are making comments like:

  • "I haven't a clue why I do what I do.  I just do what I'm told, then I go home" or ...

  • "Am I doing a good job?  I don't know.  I never get any feedback."

Leadership is about engaging and satisfying the needs and motives of followers that results in the followers taking a course of action toward a shared vision.  According to the TAG consulting team, the way to make this happen is to develop transformational leadership capabilities at all levels throughout the organization.  Doing so unleashes brainpower from all directions leading the organization to undreamt-of heights!

Here’s this month’s feature …

Unleashing the Leadership Potential in Your Organization - by TAG, LLC Consulting

From the TAG Team Web Site

Highlights from the article:

  • Many organizations are failing to harness the vibrant, creative energy that emerges when leadership is spread to all layers of a business.  All people long to be part of something larger than themselves.  The creativity, energy, and IQ of a team are potentially much greater than that of any individual.
      

  • In the past, power and authority were the requisite traits of an effective leader.  Today, power has faded in importance compared with qualities of character, influence, and relational ability.  Instead of dictating from the top of a hierarchical pyramid, today's leaders must lead within a relational network, from the center of a web of relationships.
      

  • Leadership can be de-mystified, it can be understood, and it can be learned.  In fact, it must be, because the success of organizations in the 21st century depends on their ability to develop leadership at all levels of the organization.  In the thriving organizations of the new millennium, every member exercises leadership.
      

  • There are essentially two forms of leadership: transactional leadership (which achieves its end via mutual exchanges e.g. "If you perform these duties, I will pay you X dollars"), and transformational leadership.  Transformational leadership seeks to align the inner life of the follower - his or her emotions, motives, goals, desires, and values - with the organizational goals and purpose.  Transformational leadership is visionary and proactive; it connects through communication.  For an example of a transformational leader, read Rachel Hubka's story in the online article.

What kind of leader -  transactional or transformational - are you?  (see the full text for some of the key activities/abilities that transformational leaders can and should acquire)

For the full text article, go to . . .
Sorry!  This article is no longer available online.

Empowering People in the Workplace

Transformational leadership doesn't grasp power - it shares power.  Empowering people in the workplace means:

  • People are given significant latitude and decision-making responsibility.

  • People know what's expected of them.

  • People have the resources and training to do their tasks correctly.

  • People believe their "bosses" care about them as people.

  • People receive recognition and praise for good work regularly.

  • People have the opportunity to do what they do best regularly.

  • People know that someone in the workplace encourages their development.

  • People know that they are expected to exercise leadership wherever they are, and they have been trained and empowered to feel confident in that role.

To empower your people, let them know they matter.  Let them know they are valued.  Let them know how important their contribution is to the mission of the organization.

           

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