| In the military effective leadership plays a critical | | | | we need to work on your management skills. If |
| role in the development of the men and women | | | | you don't know the first thing about anyone |
| working for you. Your leadership style can greatly | | | | working for you, chances are your workforce |
| impact them and influence their careers. What is | | | | probably has little respect for you. You might |
| Deck Plate leadership? Simply put, leading from | | | | rebut with "How could that be, I'm the CEO." Well |
| the front. To be an effective leader you must | | | | in the military you are not respected by your |
| make it a point to manage from the front lines | | | | rank alone and it's no different in the corporate |
| and lead by example. Whether you're the | | | | world. Respect has to be earned. |
| corporate CEO or a mid-level manager your | | | | The bottom line is you can get much more out of |
| people are the most important aspect of the | | | | your workforce by simply getting out of the |
| business. Without them you have no product. You | | | | office every once in a while. Take a trip down to |
| must take the time to "walk around" and get up | | | | the mail room and visit with the folks or spend 15 |
| close and personal with the personnel at the deck | | | | minutes talking to the ladies in the cafeteria. Spark |
| plates of your business. Know who they are as a | | | | a five-minute conversation with the janitor and |
| person, their interests, their hobbies, and their kids' | | | | ask him if his family is doing OK. These gestures |
| names. This are critical management skills every | | | | go along away in earning the respect of your |
| leader must possess to maximize the effort put | | | | workforce. Remember, you want your workforce |
| forth by the people working for you. | | | | to enjoy working for you. If you don't care about |
| Do you practice deck plate leadership? Ask | | | | them why should they care about you or the |
| yourself two simple questions: | | | | goals you have as a manager or leader of a |
| 1. If you are a mid-level manager or above, can | | | | major corporation or small business. Why should |
| you recite a couple personal likes or dislikes of | | | | they go the extra mile to ensure your business |
| someone that works for you? | | | | succeeds? |
| 2. You see Jill everyday. She has been working | | | | If you don't already practice deck plate leadership |
| for you for two years. Do you know her | | | | try one of the examples I mentioned or |
| children's names? What her hobbies are? | | | | something along those lines. Over time you may |
| If these questions left you scratching your head | | | | be surprised at the results. |