| I have met lots of great leaders in business. But it | | | | competencies in five broad categories.: (1) |
| really isn't just about the skills they hunt for in | | | | Crafting, (2) Systemizing, (3) Performing, (4) |
| their HR strategy that makes then great. As far | | | | Maximizing, (5) Rewarding. |
| as I can tell, they know how to maximize their | | | | So, how does this factor as a process? Basically, |
| profits. This isn't so hard you might think. Of | | | | a leader needs the ability to Craft the business, |
| course it will be easy to look at the way they do | | | | just like an artist would. The visioning, culturing, |
| it and assume it was an overnight | | | | missioning. Next the leader has to go to the |
| thing. However, to be able to do this requires | | | | science of systems. You need more than just an |
| more than just common sense. It takes clarity of | | | | idea to run the business: you know you need the |
| thought and persistence of direction. | | | | system so the 'craft' can function. Next, you go |
| This is simply because the road to profits can be | | | | into the action or performing mode. This is where |
| achieved in a million and one ways. How does | | | | you discover what works and what doesn't. You |
| leadership really factor in? Personally, I see | | | | must definitely have a decent agenda to track |
| leadership as the single factor that turns the tide | | | | your performance as well. It's the feedback |
| in your favor. Archimedes once mentioned "Give | | | | element in the business process that enables you |
| me a lever long enough and singlehandedly I will | | | | to reflect upon what you achieved. Is it tangible |
| move the world", which basically describes the | | | | and valuable? Then, you take the next step of |
| concept of leverage. | | | | maximizing, which is to optimize the system, |
| Leadership is the organizational catalyst for | | | | weed out weaknesses in your performance and |
| anything you want to do. Properly done, it serves | | | | clarify the goals more effectively. Finally, once the |
| as the single most important thing that your | | | | tasks have been accomplished, you move into |
| organization can do to improve performance and | | | | the rewarding part of leadership. |
| profits. Poorly done, and it works in the opposite | | | | Although this looks like it only works as a process, |
| direction. People get disgruntled, feel that things | | | | there are other parts of these that will allow |
| are unfair, and cease any affiliation for the | | | | individual leaders to function well, and this process |
| organization. | | | | can be reconfigured as long as they are |
| I basically characterize the leadership | | | | competencies that leaders take seriously. |