While engaging with other people is a staple of being a good manager, being a successful leader lies in something more: the ability to manage yourself. The world is full of executives who spend their days strategizing and weighing external outcomes, but real leadership means looking inward to find how your own strengths, values, and assets can help you manage yourself as well as others.
This process has many pieces to it, but at the heart of it, there are a few core principles that play a vital role in being a leader (versus a manager) and getting the impactful results you want:
Spend your time and energy improving on strengths instead of weaknesses.
This concept is based on the idea that it takes far more to get from incompetence to mediocrity than it takes to improve from first-rate performance to excellence. As a leader and influencer, why would you spend all of your time and energy trying to be a jack of all trades and a master of none? It’s important to recognize early on that successful individuals excel in one or two areas, as this focus allows them to pursue excellence rather than settling for a skill set that, while multi-faceted, proves generally lackluster.
Do not try to change yourself, you are unlikely to succeed. Work to improve the way you perform.
All people are different, which means individuals perform best under different conditions. But overall, performance can be tied to the following questions:
How do you process information: reading or listening?
How do you learn best: listening, reading, writing, doing, or talking?
How do you work best: alone, in a team, as a coach/mentor, or as a subordinate?
How do you produce the best results, as decision maker or advisor?
Think about these four categories carefully to decide if you are putting yourself in a position to perform best. What’s working, and what can you do more of?
To be effective in an organization, a person’s values should be compatible with those of their employer.
Before you become a successful and innovative leader, you need to discover what comprises your core values. What shapes your ideology and way of life? What do you really, truly care about on a fundamental level? It’s important to know if these things align with your employer.
Think about it from a few different perspectives:
Human Resources: What if you value promoting employees from within, but your employer values hiring from the outside first. Research and Development: What if you prefer small but consistent improvements, but your employer values larger breakthroughs that sporadically improve the bottom line. Marketing and Sales: What if you’re a big proponent of new customer acquisition, but your employer values existing customer retention?
Knowing where one belongs can transform an ordinary person (hard-working and competent but otherwise mediocre) into an outstanding performer.
Successful careers are not planned; they develop when people know their strengths, values, and style of working. When these things are in place, you are in a more educated position to make better career choices. In addition, you’ll have the courage to better negotiate roles and responsibilities of your position (“Yes, I’ll do that, but this is the way it should be structured” or “This is a good start, but our relationship should morph into something that benefits both partners.”)
Contributions should be ambitious, meaningful, visible, and measurable
Three questions often come up when you’re evaluating your own contributions:
What does the situation require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? What results have to be achieved to make a difference?
When working towards a goal or objective, the results of your work should not be easy to achieve. Be ambitious – reach for something that requires you to step outside your comfort zone or preferred way(s) of thinking, while also ensuring it makes a difference in your organization in a highly visible, measurable way. Even if you don’t fully succeed in your goal, the experience you had in trying to get to that level may work for the better.
Want to know more? Contact Linda Barita at 216.391.7766 or email firstname.lastname@example.org to schedule an appointment with our Growth Advisory Team.
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for