Developing Your LeadershipMost people will tell you that there is a difference between leadership and managers. However if you ask them what that difference is, then they are a little less sure. Some people say that they have an intangible quality, that special something, that you either have or don't have. Time management guru Peter Drucker aptly describes the difference: "Management is doing things right; leadership is doing the right things." To use the metaphor of a ladder, management is about using resources to climb a ladder as quickly as possible, while "doing the right things" is ensuring that the ladder is leaning on the right building.Sometimes, we can get so busy with managing that we are miss what the true mission of the company may be, and as a result we may be striving for the wrong objectives. When we think about a leader, we usually think of them as providing a vision, getting results through people or challenging the status quo. But this only describes what they might do – it does not tell us how to become one. Developing these qualities, that special something, is not as intangible as most people think. However what you need is to have convictions which are clearly defined and you also have to have the courage to see these transform into reality. Regardless of what group, whether they be employees, co-workers or a team on the field, what the members of the group are looking for is someone they can place their trust in. Someone who is not simply working for themselves but for the welfare and the greater good of the group - the group is looking for someone they want to follow. When you have people who want to follow, and they have placed their trust in you, only then do you move into a leader role. Where to start.One of the first steps is to understand what your values and convictions are. In essence what do you believe in? What is important to you?Once you have identified what is important to you ask yourself: How am I putting those beliefs into practice every day? Are these beliefs that I have synchronized with the team or organization that I work for. Does the organization support my values and beliefs? Are there areas where they are not well matched? What resources do my employees need to create a personal and organizational success? This questioning process occurs regularly. As you make changes to yourself and the immediate organization and also, over time, the larger context, these questions will need to be revisited. At the same time, as your convictions align with your behaviors, it is important to foster a collaborative environment within your immediate organization/team. Seek input from employees. What do they need? What are their goals and dreams for the job they have in your organization? Talk to your customers - what are their needs and what more can the organization do to enable their success. Analyze the trends in the workplace. Communicate with people, and most importantly listen to what they say. Are there possibilities and untapped potential that you can realize? Leaders are made, not born. It is a choice; it is a commitment to your values and the conviction to put those values into practice.
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