Friday 13 December 2013

Merry Christmas






Merry Christmas to all our readers.  We thank you for your business and look forward  to working again with you in the new year.

Watch this space for further updates.  Shortly we will be releasing our calendar of Professional development workshops  to be held throughout the Sydney metropolitan area commencing from February 2014.  Workshops will be held in the areas of work health and safety, leadership, management, mentoring, business networking, presentation skills and many other areas. 

Further details will be placed here when they become available.  Updates will also be on our Facebook page.

https://www.facebook.com/pages/Leadership-and-Management-Solutions-Pty-Ltd/648739605160579

If you require customised training or business solutions for your business, please don't hesitate to email info@leadershipmanagementsolutions.com.au

Thursday 7 November 2013

Who is a Leader?



This question on the surface appears to be an easy question, however the reality is complex.

People in certain roles are leaders, whether they’ve studied for the role, like a doctor, lawyer, teacher or minister… were elected to the role, such as an MP, mayor, Senator or Prime Minister... or worked up the through the organisation such as a supervisor, General Manager, Vice President or CEO.



You can ask most anyone the question “Who is a leader?” and those are the kinds of answers they will give you.
They are right, of course.  But they are only partially right.
Leaders aren’t leaders because of a job title. 
Leaders are leaders because they lead.
Which takes me back to my previous question – “Are people born leaders?” Yes they are. But it isn’t just a few that have been hand picked by our Creator or random genetics.
We have all been picked – genetics has selected us all.
We were all born to lead, in our own way.

We may not be the Chairman of the Board.  We may not be the person on the stage. 
We may not lead with oratory or flair.
We may lead by compassion. 
We may lead by example.
We all can lead.

We all have the ability to be remarkable leaders. 
Leadership isn’t about position.
Leadership isn’t about power.
Leadership is about potential – your potential.

You are a leader.  Claim and believe this to be true, for it is.  Stake your claim and make a difference in the world around you.  Your opportunities for leadership are endless.  The rewards are boundless.

Where will you lead?

Visit http://leadershipmanagementsolutions.com.au/Home.php


Copyright Leadership and Management Solutions Pty Ltd 2013

Are you a Leader?


















A leader is a person who sees something that needs to be done, knows that they can help make it happen, and gets started.
A leader sees opportunity and captures it.
A leader sees a future that can be different and better, and helps others see that picture too.
A leader knows they can’t do it alone.
A leader is a coach.
A leader is an encourager.
A leader views change as their ally.
A leader is willing to take risks today for something better tomorrow.
A leader is a learner.
A leader is a communicator.
A leader is a coordinator.
A leader is a listener.
A leader takes a long view – letting their vision keep their daily steps on track.
A leader is passionate.
A leader motivates and inspires.
A leader values results.
A leader cares about more than results though; she cares about those who are following her lead.
A leader makes a difference in the lives of others.
A leader is all of these things and much more.


Discover your leadership potential. 

Visit our website
http://leadershipmanagementsolutions.com.au/Home.php

Or contact us via email
http://leadershipmanagementsolutions.com.au/Contact-Us.php



Copyright Leadership and Management Solutions Pty Ltd 2013

Why does Leadership matter?


Parents universally hope that their children develop leadership qualities.  They know that leaders are people who are effective in what they do, are respected by others, and typically rewarded for those skills in a variety of ways.  It is in these formative years that, through our parents, we first see leadership as desirable and important.

As young people we look up to people around us that motivate and listen to us; people that seem like “real-life” heroes.  We consider these people leaders.

As we grow we begin to relate leaders to their jobs – ministers, teachers, police officers.  And later General Managers, corporate business partners and CEO’s . . .

As adults all of these thoughts and experiences define why we think leaders have desirable traits and play roles we admire (and why we desire these things for our children).

All of these experiences and thoughts help us define why leadership matters – it matters because leaders make a difference and can shape the future.  It matters because leaders are valued and valuable.  In everyone’s mind leadership, especially when it is good, matters.



Would you like to see how we can develop your leadership potential?

Visit our website
http://leadershipmanagementsolutions.com.au/Home.php


Copyright Leadership and Management Solutions Pty Ltd 2013

Friday 25 October 2013

Welcome





Welcome to Leadership and Management Solutions.  We are an Australian Company with our key focus being your business success.  We provide customised leadership and management solutions for your business locally, nationally and globally.  By way of introduction, I'd like to ask you the following questions:

1) How far does your company plan ahead?  In today's fast paced business environment, have you considered what your company will be doing in a decade?

2) How do you anticipate your business and customer needs to change in the future?  What challenges can you forsee?  Will these challenges open up new opportunities for your business?

3) What solutions do you have in place for your business?  What solutions do you have in place for next year or several years from now?  What strengths, weaknesses, opportunities and threats does your business face?

4) What obstacles is your business facing? 

5) What is the core focus of your business?  Although this may sound strange, your core focus will affect your decision making and risk taking.

6) What do your customers expect from you?  What solutions do you have currently for meeting and exceeding customer expectations?

7) How do you develop staff capability within your organisation?  Are there potential gaps between actual and expected performance?  Do you need a customised staff development solution for legal compliance?  

If you would like some assistance with any of these issues, please contact us.  We would be delighted to partner with you to develop a customised solution for your business.

Website:
 www.leadershipmanagementsolutions.com.au

 Email:
 info@leadershipmanagementsolutions.com.au




Copyright Leadership and Management Solutions 2013






Bridging the performance gap


Do you have underperforming employees?  Underperformance can be linked to several factors. What is the cause of underperformance? There are many possibilities.  Sometimes a performance gap may be due to employee attitudinal factors, organisational culture factors or it may be a skills deficiency.

A "performance gap" exists when the actual performance on a KPI is below the planned or expected level of performance. Examples of KPIs include return on investment (ROI), product or service quality, and extent of customer satisfaction.





Central to the concept of bridging the performance gap is identification of the divide between actual performance and expected performance standards. Performance management is a process for developing a shared workforce understanding regarding the objectives to be achieved at the organisational level.  Effective performance management centres on aligning the organisational objectives with the employee's agreed measures, skills, competency requirements, development plan and delivery of results.  In performance management, the focus is on improvement in order to achieve the overall business strategy and to create a high performing workforce.

Would you like to know how we can assist you in creating a high performance business?  Please visit our website.

http://www.leadershipmanagementsolutions.com.au







Copyright Leadership and Management Solutions Pty Ltd 2013

Effective delegation: A key component of leadership



You've made an unusual discovery - there's not enough time left at the end of the day. The bottom line of course, is your list of important things to do never gets smaller. In any company, the CEO's to-do list has the potential to grow infinitely.

What's a senior executive to do?

You have doubtlessly concluded your next level of company performance requires a managerial change. And hopefully, you have realized the changes necessary are with you. As CEO (or, on a divisional or departmental level - senior executive) your jobs include holding the vision; inspiring your senior management and your staff; fostering key relationships with customers, vendors, investors and the public, etc.

You now need to let go of some cherished things like product design, hiring, perhaps day-to-day sales - many things you handled in the past, often out of necessity - and focus yourself on your role as CEO. What about all these things you used to do? Delegate them. Assign the job to someone else.

There are five components to successful delegation.

1. Give the job to someone who can get it done.
2. Communicate precise conditions of satisfaction.
3. Work out a plan.
4. Build accountability.
5. Get employee buy in.


Often timeframes are dictated by external circumstances. Still, your employee must sign on for the task at hand. If you say, "This must be done by next Tuesday," they have to agree that it is possible. Ask instead. "Can you have this by Tuesday?" To you this may seem a bit remedial, but the step is often overlooked. Whenever possible, have your delegate set the timeline and create the plan. You need only provide guidance and sign off.   If you skip any one of the above steps, you dramatically reduce the likelihood things will turn out the way you want them to. On the other hand, if you rigorously follow the steps, you greatly increase the odds in your favour. Isn't this more work than doing it myself, you ask. No - it isn't.

Like to know more?  Visit our website.

http://www.leadershipmanagementsolutions.com.au



Copyright Leadership and Management Solutions Pty Ltd 2013


Why leaders need to know their team



Leadership can be a very challenging task. As leaders we don’t always get to choose who is on our team. Quite often a leader inherits a team, of which most of the members have been there far longer than the leader, and may even know more about the work than the leader. Irrespective of the situation, one of the responsibilities of a leader is to motivate the team to all work together towards the common goal. This can be a daunting and at times frustrating challenge. Quite often the team is comprised of very diverse members, each with their own strengths, weaknesses, and work styles. The team dynamics are also often complicated by internal disagreements and personal conflicts. The leader, not only has work with this group of people but also needs to achieve the results expected by their superiors.




Leaders can greatly benefit by being able to identify the types of personality characteristics of team members. By understanding the basic personality types, the leader can use individual strengths of members for the good of the team, as well as assign tasks that individual team members naturally excel in. A leader can also learn to communicate in a way that is motivating, by taking into account the needs, values and working preferences of different team members.

A good leader will see the greatest results by working and utilizing the strengths and working style characteristics of the personalities on the team. By correctly positioning the individual member strengths and compensating for weaknesses, the leader can bring the team into a productive balance and harmony.    By facilitating each team member to function in their areas of natural strength and motivating them by communicating in a way that inspires harmony and team work, the leader is well on the way to achieving extraordinary results.

If you would like to achieve extraordinary results for your team, please contact us.

http://www.leadershipmanagementsolutions.com.au


Copyright Leadership and Management Solutions Pty Ltd 2013

Empowered Leadership

 


It seems that every decade or so there is some new fad the runs through the business world in terms of supervision and in the world of diversity management, downsizing, outsourcing, generational work conflicts and the information age, things are even more complicated than ever before.

No longer does a one size fits all leadership model really work. We can’t treat everyone the same and expect that everything will just “work out” somehow. Managers and leaders must have a framework with which to manage their workers in an inclusive way that acknowledges everyone’s unique and specific position on the job.

Empowered leadership is the way to do just that. Empowered leadership shares the power between management and the workers, thus empowering both groups. Conventional wisdom tells us that when those in power relinquish some of that power by sharing it or giving it to their employees, then they would lose something when in actually, they gain.

Think about it. When people rule with an iron hand, they generally instill fear in those who work for them. Do you do your best work when you are afraid?  The absolute best a manager can hope for with coercion is compliance. If compliance is enough, then coercion might work in the short term, however it is more than likely to backfire and develop an us versus them mentality.

When leaders and managers seek to empower their workers, they will gain their loyalty. Workers want to give their supervisor their best when they are listened to and respected. Without fear, their minds can be creative and innovative. Giving away power only increases a manager’s power.  As a manager, you have a two-fold job—you are to represent your employees’ desires, opinions and suggestions to management while at the same time communicating management’s issues, concerns and expectations to your employees. This is not an easy line to walk.

You will never get the best from your employees if they don’t respect you. You cannot be a doormat for your employees to walk over. If they believe you have no bottom line or non-negotiables, then they will never be satisfied and always asking for more.

Set the bar high. Expect great things from each and every one of your workers. If you only expect mediocrity, mediocrity is exactly what you will get. Set the standards and lead by example. If your workers see you giving it your all, it will be difficult for them to perform below standard. Always enlist the help of your employees to set the goals, with the underlying premise being continual improvement.

As a manager, you have the responsibility to create a need satisfying workplace for yourself and your workers. You cannot emphasize one to the exclusion of the other without there being undesirable consequences.

When you focus on production only and forget the human capital, you will end up with resentful, resistant, angry workers. On the other hand, when you only focus on the people end and allow production goals to be compromised; you will have workers who do everything they can to take advantage and to get out of doing the work. After all, if you the manager don’t value production, why should they?

Somewhere in the middle, when you are walking that very fine line between relationships and production goals, you are practicing empowered leadership and that’s where you will get the most from your employees.

Visit our website:

http://www.leadershipmanagementsolutions.com.au




Copyright Leadership and Management Solutions Pty Ltd 2013

Developing Leadership Skills



What skills and attributes does a successful leader need?

Ethical behaviour: learning about the ethical issues and concerns that impact on your business sector; adopting a balanced, open-minded approach to the ethical concerns of others; considering the ethical issues and implications of all personal actions and organisational activity; raising and discussing ethical issues before proposing or agreeing to decisions; resisting pressures from the organisation or its partners to achieve objectives by unethical means.

Strategic Thinking: learning and understanding how the different functions, physical divisions, and layers, of the organisation should work together: understanding the complexities of, and the changes happening in, the external environment, and considering how the organisation can best respond the these; understanding the strengths and weaknesses of the organisation, and the opportunities and threats facing it; understanding how the strategic objectives are influenced by all the current and forecast influences that will impact on the organisation; understanding that the operational objectives and targets must be in line with and support the strategic objectives of the organisation; being aware of and responding to the behaviour of current and potential competitors.

Support for Corporate Goals : helping to create and communicate a vision which can be understood and supported by people at all levels; helping others to understand and contribute to the strategic goals; giving visible personal support to the strategic direction and specific goals set by the organisation.

Effective Communication: being responsive to messages and signals from the internal and external environments; making effective use of communication channels from and to all levels within the organisation; pro-actively encourage the exchange of information within the organisation, and amongst suppliers, customers and partners; listening to others, including those with opposing views, carefully and thoughtfully; selecting personal communication styles that are appropriate to the different situations and audiences.

Gathering Information : establishing multiple channels and networks which generate a constant flow of information, from within and outside the organisation; regularly and consistently gathering, analysing, challenging, and using the information gathered.
Making Decisions, by: establishing a consistent approach to the analysis of information; drawing on personal experience and knowledge to identify current and potential problems; consider a range of solutions before selecting the final one; ensuring that the selected decision is feasible, achievable, and affordable; considering the impact of the decision on all stakeholders, at all levels, before approving implementation.

Developing Effective Teams, by: appreciating the contribution of others, at all levels in the organisation; ensuring that individuals and teams are kept informed of plans, developments and issues that will affect them; ensuring that individual and team development schemes are given appropriate priority; providing personal support for the implementation and maintenance of development activities for individuals and teams at all levels.

Assertive Behaviour: understanding and responding to personal roles and responsibilities; adopting a leading role in initiating action and decision making; taking personal responsibility for decisions and actions; being properly prepared for involvement in activities and events; being confident and professional in dealing with change and challenges; refusing unreasonable demands; defending and protecting individuals and teams from unfair or discriminatory actions; remaining professional in manner at all times.

Results focussed: contributing to the establishment of an organisational culture that demands high standards and high levels of performance; focusing on objectives and planned outcomes, at all times; dealing with issues and problems when they arise; planning and scheduling personal work and the work of others in ways which make best use of available resources; delegating appropriately; giving personal attention to the critical issues and events.

Self management: reflecting regularly on personal performance and progress; pro-actively asking for feedback on personal performance; changing personal behaviour in the light of feedback received; being responsible for your own personal development needs.

Presenting a Positive Image: adopting a leading role in initiating action and decision making; behaving in a professional manner at all times; being open-minded and responsive to the needs of others; visibly working towards personal and career development goals; adopting an ethical approach to all personal and organisational activity; being supportive to colleagues; demonstrating fairness and integrity at all times.

These essential attributes are many, and difficult to maintain consistently, but they are the attributes needed by, and expected of, our business leaders. The size of the organisation, the business sector, whether public or private, is of no consequence. The leaders of all organisations should be role models for others, be visible champions of high standards of professional and ethical behaviour, be leaders who others in their organisations can be proud of, and be leaders that competitors are envious of. Not many of these characteristics are imbued in our leaders by default. They have to be learned, can be learned, and should then be continuously developed and enhanced. With these personal attributes in place, and being demonstrated in behaviour and actions, business leaders will be more effective and more successful.

Like to know more?  We can customise a business solution for you or your staff. Visit our website.

http://www.leadershipmanagementsolutions.com.au






Copyright Leadership and Management Solutions Pty Ltd 2013

Becoming a Leader who inspires


No one succeeds in life by following others.

An important part of success in life is the ability to lead. It is important that we not only be able to lead others but be willing to lead ourselves. No one succeeds in life by simply following others. Sometimes we simply must strike a bold new path for ourselves.
Being a good leader is more than simply being at the forefront of the crowd. A leader must act. Too often in Australia, we simply accept that someone looks or sounds like a leader and too rarely do we actually look at the actions that leader performs -- and that is the true test of leadership.  However, in order to become good leaders ourselves, we need to concentrate on actions rather than simple appearances.

First, be alert to new potential. "Reality" is not absolute but rather subject to constant change. Think about inventors, explorers, and agents of social change who have achieved greatness. Some might simply say that certain people are successful because they are lucky to be in the right place at the right time. Maybe so, but if they hadn't had their eyes open for the opportunity, then it wouldn't have mattered if they were in the right place.

Second, accept inspiration from wherever it comes; even your opponents. The wisest leaders constantly study their competition.  Too many times though a certain study, many concentrate on finding a weakness to exploit. If you want to a be a leader of positive change don't fall victim to this trend. Instead, if you find a weakness, make sure to avoid that pitfall yourself. If you find the strength then find a way to strengthen your own qualities to match.

Third, learn something new and promote in new ways every day. This means you must continually seek to expand your horizons, internally and externally. Feed your mind with new lessons and knowledge, but constantly expand your social horizons as well. Seek out and meet new people and immerse yourself in new social situations. You never know when these new experiences will help you in your leadership role.

Fourth, search for and find answers in subtle clues. Look beneath the surface and constantly question. This is an extension of the third step in that you are seeking new knowledge. But this also means that you will need to step off the traditional paths of knowledge. Don't simply read books in the literary canon or the bestsellers list. Take seminars rather than classes as there is more room for questioning and debate. Seek out the unconventional thinkers, teachers, and writers.

Fifth, improvise if no existing solutions are available. No excuses. Necessity is the mother of invention. How do you know it won't work if you've never tried it before? Remember, not all approaches need to come from the front. Look at your problem from all sides and systematically attempt different solutions in various combinations.

Do you want to further develop your leadership potential?  

Contact us:

http://www.leadershipmanagementsolutions.com.au







Copyright Leadership and Management Solutions Pty Ltd 2013

Foundations for Effective Leadership


If you were to build a house, you would start with strong foundations.

So, what does this have to do with leadership?

A good listener, enthusiasm, passion, shows appreciation, a visionary, role model, trusting, integrity, organized, knowledgeable, credibility, persuasive, charisma, team building, clarity of purpose, problem solver, attitude of service, leads by example, patience, willing to act without complete knowledge, understands followers, consistent, empowers other people, and adapts to change.

This is essentially the same list that I receive time after time when I ask this question. From this information comes some useful insights.

1) The list contains characteristics relating to the human side of leadership.  That's interesting because I often hear people diminish this side of leadership with terms like "soft" or "touchy feely." Actually, applying these characteristics requires more strength than not.

2) The list excludes characteristics such as stern, mean, serious, short tempered, vindictive, tough, angry, harsh, punitive, controlling, violent, or ruthless. And that's interesting because many popular representations of leadership emphasize at least one of these "hard" characteristics. In fact, these characteristics are the refuge of those who lack the strength (or the skills) to apply the human side of leadership.

3) How would you rate yourself as a leader compared to the list of positive characteristics? If you were to survey the people who report to you, how would they describe your leadership? Would they list characteristics from the "soft" list or from the "hard" list? Could you become more effective by improving upon any of the "soft" characteristics? And how about the other leaders in your organization? Do they truly maximize human potential?

People want leaders who treat them with genuine compassion, courtesy, and respect. They want leaders who help them become more successful. They want leaders who inspire them with a vision for a better world and show them how to go there.

Like to build strong leadership foundations for your business?  Contact us.

http://www.leadershipmanagementsolutions.com.au







Copyright Leadership and Management Solutions Pty Ltd 2013

Effective Leadership for 21st Century Businesses



The essence of 21st Century leadership is capitalising on strengths, minimising weaknesses and actively scanning and proactively seeking business opportunities.  Of paramount importance is clear business communication and using powerful language.

Leaders need to foster a "can do" mentality and avoid unclear instructions and communications.  Furthermore, leaders need to avoid indirect language as it undermines the communication message.



Using language that suggests there is another reason for why someone should do something rather than simply that you want them to do it makes people look weak so, “needing” someone to do something is in fact rarely authentic – and should normally be replaced by “I want you to do X please” or an alternatively straight communication.

Finally, the message must be clear.  Leaders need to "walk the talk"of the organisation.  However, in order to do this, the leader must be clear  and consistent about the organisational talk and communicate the message effectively to his or her staff.

Find out how we can assist your leadership communications skills.

http://www.leadershipmanagementsolutions.com.au





Copyright Leadership and Management Solutions Pty Ltd 2013

How business can benefit immensely from Leadership Programs



If you are planning on developing leadership skills for yourself or your team our Leadership programs will enable your career to soar. Our newly developed and experienced  leaders are instructed on how to lead people, make a difference in their work, and fulfill leadership expectations.
 




So how are our leadership development programs different from all of the others?  Our programs provide new and experienced leaders with the key tools for leading effectively, while at the same time making the program specific to the development needs of each attendee.  Most programs on the market do not focus on the transformation process existing and aspiring leaders must go through to maximize their effectiveness.


If you would like to know more about our customised leadership solutions, please visit:

http://www.leadershipmanagementsolutions.com.au



Copyright Leadership and Management Solutions Pty Ltd 2013

How Executive Coaching can work for you



Does your company need re-energising? Is revenue low, morale declining, and your leadership tactics no longer making an impact?  If so,this may be the perfect time to look into leadership coaching.

A good executive coaching program should do more than just set you up with a speaker reading over a PowerPoint presentation. Team up your senior leaders with a good corporate coaching program, and you could be discussing fostering relationships, building strategy, and improving revenue and communications. It’s easy to connect in an environment where you can be creative and think laterally.




A good leadership system can make all the difference in your organisation. It effects communication, human performance, accountability, delivery and measurement. A one-on-one approach, and a program that is tailored to suit your organization’s specific needs, is your best choice in executive coaching.

To find out how an executive coaching program can work for you, please visit:

http://www.leadershipmanagementsolutions.com.au

Alternatively, you can email:

http://leadershipmanagementsolutions.com.au/Contact-Us.php




Copyright Leadership and Management Solutions Pty Ltd 2013