Home > Topics
> Training & Development Library >
Four steps to leadership
1) Assess context
a) Analyse strategic assets
- Get your team together to assess your strategic assets.
- Which ones give you the competitive edge? These can
include cultural, intellectual, operational and market capital
- Discuss how to preserve and build on these assets.
b) Scope external opportunities and threats
- Get your team together to assess any opportunities
or threats. These might be political, economic, social or technological.
- Discuss how to maximise the opportunities and minimise
2) Envision the future
a) Sense emerging future
- Let go of rigid thinking. Open your mind to new possibilities.
- Go for open dialogue about what is, and isnt
- Encourage everyone to notice changes in the marketplace.
- Sense the mood in your teams.
b) Create a shared vision
- Present a compelling reason for change
- Get your staff deeply involved in creating a shared
- Make sure this vision:-
- is realistic and credible
- will attract commitment and energy
- links to their hopes and dreams
3) Align people
a) Motivate through change
- Avoid telling people what to do.
- Encourage them to believe in the possibility of change.
- Emphasise that they have choice.
- Challenge people to be the best they can be.
- Indicate what isnt changing.
- Address any fears that people have about change.
b) Be authentic
- Be true to yourself.
- Deliver what you promise.
- Live your life according to your beliefs.
- Express what you truly feel.
- Dont brag or put people down.
4) Show the way
a) Decide priorities
- Think about how you typically spend your time.
- Analyse whats important and unimportant, and
whats urgent and non-urgent.
- Focus on the important.
- Spend 20% of your time on the important and non-urgent.
- Decide what you can delegate.
b) Turn knowledge into doing
- Make sure meetings are outcome-driven.
- Make it permissible to object and criticise.
- Establish mechanisms to track progress against defined
- Encourage a can-do attitude.
- Build in quick wins.
© Copyright Trans4mation 2003. Reproduced with permission. Any opinions or views contained in this article are solely those of the author and do not necessarily represent those of Training Reference.
Training Reference accepts no liability or responsibility for any direct, indirect or consequential loss
or damage caused by the user's reliance on any information, material or advice published on, or
accessed from, this website. Users of this website are encouraged to verify information received with
other sources. E&OE. All trademarks acknowledged. © Copyright Training Reference 2003 - 2006