Evaluating key leadership roles

KEY LEADERSHIP ROLES

HOW TO FULFIL THEM

Expert: For in-depth understanding of the industry in which the organisation operates.

Strive for the best possible image, increase your knowledge in your specific field, use your expertise to improve technological strengths in key areas of the organisation.

Administrator: Ensures the smooth running of organisation operations.

Cut down on paper work and devise systems of to increase efficiency, set rules, systems, boundaries, and values in order to ensure effective control.

People Person: Make sure that staff and their training are a top priority, that their needs are met, their ambitions fulfilled.

Believe and act on the principle that success flows from the effective management of others, Seek to develop a climate of openness, work equally for everybody.

Strategist: Think long term and look to the future of the organisation.

Always ensure that you plan ahead, devise strategies and goals for the future, Concentrate systematically on where the organisation needs to get to in future.

Change Agent: Uses your knowledge of the importance immanence of change as key to organisational progress and advancement.

Be adventurous, focus on endeavour, enterprise and initiative rather than control, Seek to lead the process of change, actively encourage the generation of new ideas.

PERSONAL STRENGHTS

HOW TO DEVELOP PERSINAL STRENGTHS

Drive or Energy is the ability to put maximum mental and physical effort in order to reach your objectives and to keep on going until the objectives are achieved

Keep physically fit, join a gym or take up competitive sport.

Constantly work through lists of tasks and ensure their completion.

Self-confidence is your ability to carry out self-appointed and other tasks to your own satisfaction and that of your colleagues.

Learn to calculate and accept moderate risks.

Review your work at frequent intervals comparing plans with outcomes.

Money Management is the ability how read balance sheets, draw up budgets and accounts and to track paths to higher profits

Get good training in basic finance if necessary

Always work out in detail the financial consequences of plans and decisions.

Managing People refers to understanding how to get the best from your staff and encouraging them to use their initiative to achieve better results.

Ask for feedback regularly from your seniors, peers and subordinates.

Learn to look at situations through the eyes of others

Goal-setting means knowing how to set achievable targets that are high enough to stimulate exceptional effort

Bench-mark organisations with your own organisation and other industries to see where and what improvements can be made.

Self-determination is the belief your destiny and that of the business is in your own hands

Form long and short range goals for yourself and the organisation. Put your goals down on paper with plans for implementation

Self-evaluation is the ability to recognise and learn from you own mistakes, failures and to correct them while analysing the lessons you have learnt from them

Conduct regular honest examinations of your recent decisions and actions. If you discover any weakness draw plans to rectify them

Competitiveness refers to your will to win and take defeat as a challenge not a disaster, and the pursuit of high personal standards.

Take every opportunity to study successful businesses and individuals; and adopt, adapt and apply the techniques or qualities that make them successful.