Managers-Net

Leadership Charters

Pre-amble

Leadership and management of people is complex. It is not a question of being a good leader or an effective manager. In most organisations it is appropriate for all persons in a position of responsibility to exercise good leadership and to be an effective Manager.

Modern organisations often issue guidance on leadership to employees in a 'Leadership Charter'; such a 'charter' is often the bi-product of an 'excellence' review via the Business Excellence Model (BEM) or EFQM - the European Foundation for Quality Management framework, or some equivalent methodology.

A well led organisation is characterised by:

a strong sense of direction and purpose, shared by all staff;
well understood values and beliefs, explicitly or implicitly stated, that form the basis for management behaviour;
a focus on customers, processes and improvement techniques, so that people can concentrate on adding value and pleasing customers;
pro-activity, learning, problem solving and innovation at all levels;
a high degree of trust in each other, in management, and in other functions and departments;
people who are highly motivated, and who possess a great sense of self-worth and achievement;
managers who listen, encourage, develop and help their people.

The difference between delight and disappointment can be very fine.

Illustration:

A woman rang a department store to ask the weight of a parcel requiring collection, because she was pregnant. The person dealing with the enquiry immediately offered to have the parcel delivered ................... resulting in a delighted customer.

Clearly evidence of an empowered employee, demonstrating good leadership of the employee.

The significance of organisation culture in leadership:

Good Leaders:

coach their people to develop their capability;
practice good communication, both downwards, upwards and across the organisation structure, and listen to the concerns and aspirations of the staff;
are conscious of their own behaviour and the need for consistency of words and actions;
practice the principles of continuous improvement, coaching and encouraging their staff to do likewise;
actively seek improvements to efficiency and effectiveness and respond positively and quickly to proposals from their staff;
break down barriers that obstruct people's commitment, involvement and pride in their work;
bring the organisations' vision to life by relating it directly to people's activities;
provide feedback, encouragement and recognition.

Leadership - Key responsibilities:

Leading by example of behaviour, commitment, direction setting and inspiring people to believe they can make a difference. How will you know if you are succeeding in your efforts to lead? People will follow by volition not by order.

Leadership - being a Leader:

Behave as you want your people to behave;
Be decisive, objective and consistent;
Confront and deal with difficult situations and behaviour;
Demonstrate responsibility and integrity;
Work continuously to promote excellence;
Be self-confident and self-aware and build the confidence of team members;
Demonstrate a grasp of the broad technical issues for which the team is responsible;
Carry people with you - communicate face to face, honestly, persuasively and confidently;
Exercise informed professional judgements, get people behind them and be prepared to back them;
Ensure that the managers you manage also adhere to these standards.

Leadership - Leading your Team - create an environment in which:

You are visible, approachable, supportive, open and honest with people in your team;
You treat people with respect and earn the trust and respect of others;
Learning and the sharing of knowledge is promoted;
You reach out through intermediate managers to all your people;
You understand what makes them tick - their views, needs and aspirations;
Innovation (finding better ways of doing things) is encouraged and acknowledged;
Good ideas are valued;
The need for and the benefits of change are understood and accepted.

Here are some indicators of failure:

You have failed if:

There is a perception of working harder/longer hours, or no evidence that anything has improved;
Changes are perceived as cost cutting;
Apparently directionless change or change lacking in cohesion - a series of programmes;
Insecurity/uncertainty - people distancing themselves;
No reduction in internal rivalry, turf wars, or parochialism;
Changes being imposed top-down.

Leadership:

You need to give it because your people need it

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