You may have a strategic HR plan in place at your company, but does it take you, the CEO, owner or leader into account? How often do you analyze your role within the company and how you affect such encompassing issues a program management plan down to the smaller matters of how you influence employees.
Entrepreneur has compiled a list of characteristics that define what it means to not be a good leader, but a superior leader. Below are some of my favorites:
Competency: You must be seen by your advisors, stakeholders, employees, and the public as being an expert in your field or an expert in leadership. Unless your constituents see you as highly credentialed--either by academic degree or with specialized experience--and capable of leading your company to success, it will be more difficult for you to be as respected, admired, or followed.
Communication skills: It does little good to have a strong mission, vision, and goals--and even a solid budget--if the executive cannot easily and effectively convey his ideas to the stakeholders inside and outside of the organization. He must regularly be in touch with key individuals, by email, v-mail, meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and understand the message is with face-to-face interactions.
Getting out of the office or touring different sites is an irreplaceable method of building rapport and sending and receiving messages. "Management By Walking Around," or MBWA, meeting employees at their workstations or conference rooms, or joining them for lunch are just a few of the many effective approaches leaders can use to develop positive contacts with employees.
Be sure to check out the piece to see the rest of the important characteristics - you may have to work on developing some that you lack in order to do your part to ensure success of your company. Getting bank financing in place, yes, important. Creating a company marketing plan, yes, also very important. However, the style with with which you lead everyday operation is just as important as any of the above aspects and should be given weighty consideration on a regular basis.
Entrepreneur has compiled a list of characteristics that define what it means to not be a good leader, but a superior leader. Below are some of my favorites:
Competency: You must be seen by your advisors, stakeholders, employees, and the public as being an expert in your field or an expert in leadership. Unless your constituents see you as highly credentialed--either by academic degree or with specialized experience--and capable of leading your company to success, it will be more difficult for you to be as respected, admired, or followed.
Communication skills: It does little good to have a strong mission, vision, and goals--and even a solid budget--if the executive cannot easily and effectively convey his ideas to the stakeholders inside and outside of the organization. He must regularly be in touch with key individuals, by email, v-mail, meetings, or other forms of correspondence. Of course, the best way to ensure other people receive and understand the message is with face-to-face interactions.
Getting out of the office or touring different sites is an irreplaceable method of building rapport and sending and receiving messages. "Management By Walking Around," or MBWA, meeting employees at their workstations or conference rooms, or joining them for lunch are just a few of the many effective approaches leaders can use to develop positive contacts with employees.
Be sure to check out the piece to see the rest of the important characteristics - you may have to work on developing some that you lack in order to do your part to ensure success of your company. Getting bank financing in place, yes, important. Creating a company marketing plan, yes, also very important. However, the style with with which you lead everyday operation is just as important as any of the above aspects and should be given weighty consideration on a regular basis.
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