| A mark of a good leader is to be able to provide | | | | Programs |
| consistent motivation to his team encouraging | | | | A good leader evaluates weaknesses and |
| them to attain excellence and quality in their | | | | provides training and development strategies to |
| performance. A good leader is always looking for | | | | strengthen the weaker skills in the team. |
| ways to improve production and standards. Here | | | | 4. Demonstrates Working Knowledge and |
| are six management skills you can develop as a | | | | Expertise |
| leader in working to create a quality effective | | | | Good leadership comes from a place of strong |
| team. | | | | knowledge and experience of the production and |
| 1. Observation | | | | process leading to results. If a leader does not |
| This is an important aspect that often gets | | | | possess all the expertise and knowledge |
| neglected due the demands on a leader's time and | | | | personally, then regular consultations with experts |
| schedule. Observation and regular visits to the | | | | involved in the departments should be held. This is |
| work environment are a priority and should be | | | | important in order to maintain an accurate and |
| scheduled into the calendar. Observing employees | | | | informed overall picture. |
| at work, the procedures, interaction and work | | | | 5. Good Decision Making |
| flow is foundational to implementing adjustments | | | | Good leadership is characterized by the ability to |
| to improve results. To have credibility, a leader | | | | make good decisions. A leader considers all the |
| needs to be seen and be known to be up to date | | | | different factors before making a decision. Clear |
| with what is happening in the work place. | | | | firm decisions, combined with the willingness and |
| 2. Monitor Employee Performance | | | | flexibility to adapt and adjust decisions when |
| Employee performance needs to be monitored in | | | | necessary, create confidence in the leadership. |
| mutually accepted ways. Policies and procedures | | | | 6. Ability to Conduct and Evaluate Research |
| need to be clear. Conferencing should be on a | | | | On going review and research is vital in order to |
| regular basis and not just when there is a | | | | keep on the cutting edge in business. While |
| problem. Assessments and evaluations should not | | | | managing the present to ensure on going |
| be merely all formality or viewed a necessary | | | | excellence in product and performance, a good |
| paperwork to be done and filed away. Individual | | | | leader is also able to look towards the future. |
| and group conferencing should be undertaken not | | | | Conducting and evaluating research is an |
| only to monitor performance, but with the | | | | important way of planning and being prepared for |
| expectation of on going professional development | | | | the future. |
| and support. There should be frequent | | | | Excellent leadership is always pro active rather |
| encouragement and clear criteria for on going | | | | than reactive. By developing these six managerial |
| goals both for the group and individual. | | | | skills builds a solid foundation for success. |
| 3. Implementation of Professional Development | | | | |