http://geniusone.com/blog/stop-telling-start-leading-2/ Since two decades author and leadership consultant Frank Kanu helps top managers and executives to improve success ratios and productivity. Mon, 01 Dec 2008 22:33:27 +0000 http://wordpress.org/?v=2.3.1 http://geniusone.com/blog/stop-telling-start-leading-2/#comment-2366 Coleen Davis Sat, 26 Nov 2005 21:18:42 +0000 http://geniusone.com/blog/stop-telling-start-leading-2/#comment-2366 You probably knew that I'd comment on this one, Frank. First, great post. <b>Managers are worker bees</b> When I was in the corporate world, managers saw themselves as worker bees. Managers weren't better than any other employees. The best managers were those who were the most like the nonmanagement employees, provided that the managers also had leaders who helped them see the big picture. <b>Organizations must engage managers</b> As organizations have tried to do more with less, they have cut down on the time that they spend explaining the big picture to their managers and developing the leadership skills of their managers. They have reduced the authority of their managers. And, they have suggested that managers settle for the status quo. The result of these decisions is very simple... managers are pencil pushers, rather than leaders. Because managers don't understand, they are unable to talk to their leaders and they try to blend in, rather than being willing to step up and stand out. <b>We must develop leadership skills</b> Now, if one assigns someone to supervise a person, the supervisor has to be able to lead. We don't seem to do a very good job at developing leadership skills. Leadership skills are like other skills, aren't they? It seems to me that we are born with very few skills and almost unlimited potential. The degree to which we develop our skills, leadership or otherwise, is determined by our raw talent, determination, natural curiosity, environment, motivation, and opportunity. <b>Importance of training one's replacement</b> One should always be training one's replacement. Otherwise, one is indispensable. Having an indispensable employee at any level is unhealthy for an organization and bad for the employee. At some point the employee will go on vacation, move to a different job, retire, or die. Where does that leave the organization? <b>Permission to fail</b> Organizations want their managers to always do the right thing and to be innovative. Yet, they set themselves up to fail because they make the managers fear failure. Failure is a precondition for success and innovation. Failure is a good thing, as long as one makes the best decision one can and learns from the consequences.
Managers are worker bees

When I was in the corporate world, managers saw themselves as worker bees. Managers weren’t better than any other employees. The best managers were those who were the most like the nonmanagement employees, provided that the managers also had leaders who helped them see the big picture.

Organizations must engage managers

As organizations have tried to do more with less, they have cut down on the time that they spend explaining the big picture to their managers and developing the leadership skills of their managers. They have reduced the authority of their managers. And, they have suggested that managers settle for the status quo.

The result of these decisions is very simple… managers are pencil pushers, rather than leaders. Because managers don’t understand, they are unable to talk to their leaders and they try to blend in, rather than being willing to step up and stand out.

We must develop leadership skills

Now, if one assigns someone to supervise a person, the supervisor has to be able to lead. We don’t seem to do a very good job at developing leadership skills. Leadership skills are like other skills, aren’t they? It seems to me that we are born with very few skills and almost unlimited potential. The degree to which we develop our skills, leadership or otherwise, is determined by our raw talent, determination, natural curiosity, environment, motivation, and opportunity.

Importance of training one’s replacement

One should always be training one’s replacement. Otherwise, one is indispensable. Having an indispensable employee at any level is unhealthy for an organization and bad for the employee. At some point the employee will go on vacation, move to a different job, retire, or die. Where does that leave the organization?

Permission to fail

Organizations want their managers to always do the right thing and to be innovative. Yet, they set themselves up to fail because they make the managers fear failure. Failure is a precondition for success and innovation.

Failure is a good thing, as long as one makes the best decision one can and learns from the consequences.
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