Except for the last, the points below all apply to organizations with a number of staff members. But even a one-person organization needs some management planning. When do bills get paid? How do you relate to other organizations and entities? Will you have a bank account? These are all management issues. If you are a really small organization, you may not need a formal plan, but it's still important to do some planning. The general answer here is that your organization is too important for you to leave things to chance.
If there's no plan, everyday tasks may fall through the cracks, emergencies may arise with which no one knows how to cope, responsibilities may not be clear, and--the bottom line--the work of the organization may not be done well or at all. A good management plan helps you accomplish your goals in a number of ways:. This is the second reference in this section to consistency between the organization's philosophy and its management plan, and it won't be the last.
This issue has been the downfall of many an organization. Some organizations that are inconsistent on this matter simply fall apart amidst wrangling among staff, director, and board. Many more change to become exactly what they initially hoped never to be: dictatorial, or more concerned with income than with the services or support they provide to their target populations and the community. For an organization, as for an individual, living your principles is not a small matter.
It is what defines you as either a respected and admired member of the community, or as a hypocrite who isn't worthy of attention. You simply cannot give too much thought to how your management structure mirrors the principles of your organization: it could be a matter of life and death for the organization. The management philosophy of your organization defines how you view management and how you want your organization to function.
What will work best for, and best reflect the character of, your organization? If the organization is very small -- one or two people -- this may simply not be an issue. But if it's larger, what do you need and want? Is it important that the organization be extremely efficient, and that decisions can be made at the drop of a hat? Is it important that the organization be open, and that staff and others feel valued?
You need to think carefully about what kind of model will get you what you want, and not get you what you don't want. A community-based literacy program with several sites was in danger of losing a large amount of funding because of state budget cuts. The organization convened a meeting to which all interested stakeholders, staff, students, board, and supporters were invited. The group discussed the situation and decided that the bottom line was that no sites should be closed, and that any cutbacks should reflect this thinking.
The board and director took this decision as organizational policy, and made contingency plans accordingly. Even those staff members who were in danger of being laid off as a result of the cuts felt good about the decision because they knew it had been arrived at through careful discussion involving elements of every part of the organization, including themselves.
12 Leadership Lessons From Special Operations To Apply For The New Year
Funding ultimately came through, and no program cuts were necessary. This is how collaborative management can work. If you're a new organization, and just forming, you'll need to make some serious choices. If you're designing a plan for an organization that's already operating, your choices may be easy or they may be even more difficult.
Does your current model work for you? If the answer is "Not as well as we'd like," then you might consider making some changes. But how much can you change, and how fast? Before you make changes, it's important to negotiate them with those who'll be affected. If they don't agree to a new set of rules, you'll have a difficult time putting those rules in place.
Try to look at change as a process that occurs over time. If you want to change the style or philosophical structure of your organization's management -- especially if you want to change it drastically -- you may have to start with small elements and work toward a larger change. That may seem frustratingly slow, but it may lead to better results in the long run. Although the number of management models described in this section is limited, there are, in fact, infinite varieties combining aspects of two or more.
The issue here is not what box you can fit into, but what you think will work for your organization, given the people involved and the work that needs to be done. You might want to be collaborative in some areas and not in others. Your board may set some, but not all, policy. Try to consider what results particular aspects of a model will have, and don't be afraid to try something new.
Roles and relationships are crucial to the smooth operation of the organization. There are a number of questions you need to ask as you define these in a way that suits your organization and gives you the management results you want:. A classic problem in non-profit organizations of all sorts is the struggle for power between the director and the board.
Such struggles are not inevitable -- in fact, many, perhaps most, organizations never experience them -- but they are common enough that avoiding them should be a priority. Good directors are usually strong individuals, and good boards are usually made up of strong individuals. If they all work together, they can create a powerful organization; if they wrestle for control, they can handicap, or even destroy, an organization. Therefore, clearly describing the scope and limits of everyone's authority is extremely important.
A young organization that was essentially a collaborative had a board chair who had had considerable experience on the boards of other, more traditional, organizations. She viewed her role, and that of the board in general, as "The Boss," and felt that it was her and their prerogative to dictate policy without discussion.
12 Lessons On Leadership From The Last Great Emperor
The director, on the other hand, was passionate about the collaborative nature of the program, and saw the board as only one element of many in the governance structure. Although they were personally quite fond of each other, the clashes between board chair and director were monumental and often public. The conflict was difficult for everyone, and wasn't effectively resolved until the board chair's term ended, and she was replaced by someone much more sympathetic to the collaborative model.
It was only at that point that the organization actually jelled, and was able to plan its future development. Spelling out the answers to these questions in job descriptions, board information, employee handbooks, etc. Another is to be extremely careful to describe the roles and relationships when hiring a director or staff person, or when taking on new board members. Most important is to try to hire people who share the organization's concept of how it should operate. If you hire an authoritarian as the director of a collaborative organization, you will have serious difficulties no "may" or "might" here.
By the same token, if you hire someone who doesn't clearly understand what kind of management philosophy you have in mind, or who isn't capable of fostering the relationships necessary to make your model work, it won't work. Hiring the right people is probably the most important thing you can do to make sure that the management plan you've devised is successfully carried out. An alternative to choosing and developing a particular management structure is to hire the person you're sure you want and go with her management preferences.
This works best if the organization and the staff has no passionate philosophical leaning toward one model or another. Hiring a terrific person who's a bad fit with the organization is often worse than hiring someone far less competent who's a good fit with the organization. The right person, on the other hand, can -- with charisma, excellent interpersonal skills, and effective management -- bring a resistant organization around to a new way of thinking.
It's a tough call, especially since it's seldom possible to get a complete picture of the person you're hiring from a resume, some references, and one or two interviews. How can you be sure that the people you hire will do the job you want them to do? The short answer is that you never have an absolute guarantee, but there are a number of things you can do to increase your chances.
Whatever the management looks like, there is usually some agreement about what in an organization needs to be managed. The broad categories are people; money; supplies and equipment; activities; and relationships with the outside world funders, the media, the community, target population, etc. Each of these categories should have a set of policies and procedures that addresses whatever you can think of that might come up in that area. Another, and extremely important, responsibility of management is to pursue the goals of the organization.
In general, these goals are subsumed in the five areas mentioned. If a goal, for instance, is the acceptance of the organization in the community, that goal becomes part of relating to the outside world. If a goal is to provide ever-improving service to a particular population, that goal becomes part of the management of the organization's activities. The reality is that you should never lose sight of your organizational goals, because they define all five of these categories of management for your organization.
Not all of these management areas have to be addressed by the same person, although in small organizations they probably will be. In larger organizations, there are often assistant directors or program directors who oversee one area or another. If the organization is large enough, the director may delegate much of this work. As with the rest of this section, considering each of these management categories has to be done with an eye toward the mission and philosophy of the organization.
There is plenty of room here for making policy that's inconsistent with what you say you believe in, so it's important to ask yourself how what you're developing will fit in with your mission statement. If you're an empowerment organization, a restrictive and punitive personnel policy doesn't make sense, for instance.
If one of your goals is to help low-income people learn how to manage money, your own money management should be as organized and efficient and frugal as possible no fancy furniture or expensive offices. You need to practice what you preach, or the lesson is lost. People are the most valuable part of any organization, and often the most difficult to manage. Personnel management encompasses a number of areas:. Although you may hate the thought of it, your organization is, in many ways, a business, and you have to manage your finances just as any other business does if you're going to continue to operate.
Fiscal management includes:. What your organization actually does is usually the reason it exists. Keeping careful track of what goes on and how is therefore fundamental to the success of the organization. Among the management necessities here are:. If your organization aims to serve the community in some way or is dependent on the community for resources or good will then your management plan better include some ways for the organization to become recognized as part of the community.
This tactic can easily be adapted to any topic where you want the audience to imagine a positive outcome, or a vision of a better tomorrow. It can be used, as well, to ask them to imagine being in someone else's shoes. Add a little show business. According to research , percent of Americans quote movies, primarily comedies, in conversation. One of the primary reasons is to entertain. Here are a couple of examples: "There's not a lot of money in revenge" from The Princess Bride and "The first rule of leadership: everything is your fault" from A Bug's Life.
Arouse curiosity. You can start with a statement that is designed to arouse curiosity and make the audience look up and listen to you attentively. Bestselling author Dan Pink does this masterfully in one of his talks. He says: "I need to make a confession, at the outset. A little over 20 years ago, I did something that I regret. Something that I am not particularly proud of, something that in many ways I wished no one would ever know, but that here I feel kind of obliged to reveal.
In the late s, in a moment of youthful indiscretion, I went to law school.
Use quotations differently. Many speakers start with an apt quotation, but you can differentiate yourself by stating the quotation and then adding a twist to it. For example, "We've all heard that a journey of a thousand miles starts with a single step. But we need to remember that a journey to nowhere also starts with a single step. For example, in a presentation on price versus quality, I have often used a quote from my grandfather, who used to say: "I am not rich enough to buy cheap. Quote a foreign proverb. There is a wealth of fresh material to be culled from foreign proverbs.
Chances are your listeners have never heard them so they have novelty appeal. Here are some examples: "Our last garment is made without pockets" Italy ; "You'll never plow a field by turning it over in your mind" Ireland ; "The nail that sticks up will be hammered down" Japan , and "Paper can't wrap up a fire" China.
Here is a site for foreign proverbs. Take them through a "what if" scenario. A compelling way to start your presentation is with a "what if" scenario. For example, asking "What if you were debt-free? It can intensify their desire for your product or service. Using a "what if" scenario as an opening gambit is easily adaptable to almost any presentation.
Tell them a story. Stories are one of the most powerful ways to start a presentation. Nothing will compel listeners to lean in more than a well-told story. Science tells us that our brains are hardwired for storytelling. But the story needs to be brief, with just the right amount of detail to bring it to life. It must be authentic and must have a "message," or lesson, to support your viewpoint.
Above all, it must be kind. As Benjamin Disraeli said: "Never tell an unkind story. Martinuzzi is the founder of Clarion Enterprises Ltd. Photo: iStockphoto. Skip to content. Queen Elizabeth II. Culture is about performance, and making people feel good about how they contribute to the whole. Tracy Streckenbach. My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better. Individual commitment to a group effort — that is what makes a team work, a company work, a society work, a civilisation work. Vince Lombardi. Everyone talks about building a relationship with your customer.
I think you build one with your employees first.
What is Leadership?
Angela Ahrendts. The lightning spark of thought generated in the solitary mind awakens its likeness in another mind. Thomas Carlyle. Many ideas grow better when transplanted into another mind than the one where they sprang up. Oliver Wendell Holmes. Reid Hoffman. When people talk, listen completely. Ernest Hemingway Click to tweet. So much of leadership ability is about how other people experience themselves in your presence.
A great leader has a presence that makes other people bigger. Shane Parrish. I suppose leadership at one time meant muscles; but today it means getting along with people. Mahatma Gandhi. You who are journalists, writers, citizens, you have the right and duty to say to those you have elected that they must practice mindfulness, calm and deep listening, and loving speech. This is universal thing, taught by all religions. Leadership should be born out of the understanding of the needs of those who would be affected by it.
Marian Anderson. I have no methods. All I do is accept people as they are. Joan Rivers Click to tweet. Treat people as if they were what they ought to be, and you help them become what they are capable of being. Johann Wolfgang von Goethe. The key is to keep company only with people who uplift you, whose presence calls forth your best. One of the toughest things for leaders to master is kindness.
Your number one customers are your people. Look after employees first and then customers last. Ian Hutchinson. Dispirited, unmotivated, unappreciated workers cannot compete in a highly competitive world. Francis Hesselbein. I consider my ability to arouse enthusiasm among men the greatest asset I possess. The way to develop the best that is in a man is by appreciation and encouragement.
Charles Schwab. Trade your expectation for appreciation and the world changes instantly. Tony Robbins Click to tweet. And, for that moment, they are. Likable leaders communicate on a very personal, emotional level. People want to know they matter and they want to be treated as people.
Pamela Stroko. High-integrity leaders not only welcome questioning and criticism — they insist on it. Jack Welch. Ben Simonton. Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job. Ken Blanchard. The way your employees feel is the way your customers will feel. Sybil F. Jaachynma N. You must unite your constituents around a common cause and connect with them as human beings.
Beth Revis. I have three precious things which I hold fast and prize. The first is gentleness; the second is frugality; the third is humility, which keeps me from putting myself before others. Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself before others and you can become a leader among men. Mary Kay Ash. Change before you have to. Jack Welch Click to tweet. In the end, it is important to remember that we cannot become what we need to be by remaining what we are.
Leaders should always expect the very best of those around them. They know that people can change and grow. In life, change is inevitable. In business, change is vital. The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be.
The things we fear most in organizations — fluctuations, disturbances, imbalances — are the primary sources of creativity. Margaret Wheatley. We cannot change what we are not aware of, and once we are aware, we cannot help but change. Never doubt that a small group of thoughtful, concerned citizens can change the world.
Indeed it is the only thing that ever has. Margaret Mead. The domain of leaders is the future. It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. Charles Darwin. If you realize that all things change, there is nothing you will try to hold on to. If you are not afraid of dying, there is nothing you cannot achieve. The essence of strategy is choosing what not to do.
Michael Porter Click to tweet. Effective leadership is putting first things first. Effective management is discipline, carrying it out. To have power is to possess the capacity to control or direct change. All forms of leadership must make use of power.
The central issue of power in leadership is not Will it be used? But rather Will it be used wisely and well? Al Gini. Now, here are some of the best quotes from Peter F. Drucker, the founder of modern management. Effective executives do not make a great many decisions. They concentrate on what is important. Effective executives […] want impact rather than technique.
And they want to be sound rather than clever. Effective executives do not start out with their tasks. They start out with their time. And they do not start out with planning. They start by finding out where their time actually goes. It is more productive to convert an opportunity into results than to solve a problem — which only restores the equilibrium of yesterday.
Above all, effective executives treat change as an opportunity rather than a threat. What we need is a way to identify the areas of effectiveness of possible significant results , and a method for concentrating on them. It is to direct the resources and the efforts of the business toward opportunities for economically significant results.
Effective executives put their best people on opportunities rather than on problems. Every analysis of actual allocation of resources and efforts in business that I have ever seen or made showed clearly that the bulk of time, work, attention, and money first goes to problems rather than to opportunities, and, secondly, to areas where even extraordinarily successful performance will have minimal impact on results.
Time is the scarcest resource, and unless it is managed, nothing else can be managed. I have never encountered an executive who remains effective while tackling more than two tasks at a time. Problem solving, however necessary, does not produce results. It prevents damage. Exploiting opportunities produces results. The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must direct himself toward performance and contribution, that is, toward effectiveness. The focus on contribution by itself supplies the four basic requirements of effective human relations: communications; teamwork; self-development; and development of others.
Effective executives do not race. They set an easy pace but keep going steadily. The less an organization has to do to produce results, the better it does its job. To be effective every knowledge worker, and especially every executive, therefore needs to be able to dispose of time in fairly large chunks. To have small dribs and drabs of time at his disposal will not be sufficient even if the total is an impressive number of hours. Without an action plan, the executive becomes a prisoner of events. And without check-ins to reexamine the plan as events unfold, the executive has no way of knowing which events really matter and which are only noise.
The people who get nothing done often work a great deal harder. In the first place, they underestimate the time for any one task. They always expect that everything will go right. Yet, as every executive knows, nothing ever goes right. The unexpected always happens—the unexpected is indeed the only thing one can confidently expect.
See also: focus quotes , Tim Ferriss quotes On productivity, effectiveness, etc. A boss loves power; a leader loves people. Amit Kalantri Click to tweet. No man will make a great leader who wants to do it all himself, or to get all the credit for doing it. Andrew Carnegie. A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs. Robert Townsend. A good leader leads the people from above them.
A great leader leads the people from within them. There is a difference between being a leader and being a boss. Both are based on authority. A boss demands blind obedience; a leader earns his authority through understanding and trust. Klaus Balkenhol. I always believe that ultimately, if people are paying attention, then we get good government and good leadership. And when we get lazy, as a democracy and civically start taking shortcuts, then it results in bad government and politics. I think you lead by optimism and enthusiasm and energy.
Patricia Ireland. Amit Kalantri. Managers do things right. Leaders do the right thing. People ask the difference between a leader and a boss. The leader leads, and the boss drives. It is so easy to break down and destroy. The heroes are those who make peace and build. A good leader can engage in a debate frankly and thoroughly, knowing that at the end he and the other side must be closer, and thus emerge stronger.
The cynics may be the loudest voices — but I promise you, they will accomplish the least. Few things kill likeability as quickly as arrogance. Rather than being a source of prestige, they see their leadership position as bringing them additional accountability for serving those who follow them. Kindness is weak when you use it in a self-serving manner. Self-serving kindness is thin — people can see right through it when a kind leader has an agenda.
If you want to be a leader whom people follow with absolute conviction, you have to be a likable leader. Tyrants and curmudgeons with brilliant vision can command a reluctant following for a time, but it never lasts. They burn people out before they ever get to see what anyone is truly capable of. What you do has far greater impact than what you say. Steven R. Covey Click to tweet. That one can truly manage other people is by no means adequately proven.
Indeed, executives who do not manage themselves for effectiveness cannot possibly expect to manage their associates and subordinates. Management is largely by example. Disagreement, especially if forced to be reasoned, thought through, documented, is the most effective stimulus we know. The best way to lead people into the future is to connect with them deeply in the present. Jack Ma alibaba. It is much more powerful to get others to agree with you through your actions, without saying a word. Demonstrate, do not explicate. Great Groups need to know that the person at the top will fight like a tiger for them.
Courage can be contagious and hope can take on a life of its own. Michelle Obama Click to tweet. All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.
John Kenneth Galbraith. True leadership lies in guiding others to success—in ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well. Bill Owens. If you would convince a man that he does wrong, do right. But do not care to convince him. Men will believe what they see. Let them see. Henry David Thoreau. Gordon Tredgold. The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on. Walter Lippmann. To have long-term success as a coach or in any position of leadership, you have to be obsessed in some way.
Pat Riley. I cannot trust a man to control others who cannot control himself. Robert E. Lee Click to tweet. Consistency is the true foundation of trust. Either keep your promises or do not make them. Remember, teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability. Patrick Lencioni. If people believe you have a plan, that you know where you are going, they will follow you instinctively.
True leaders actually do very little leading. Instead, they create and maintain a framework that allows others to lead, create, and grow. Neil Strauss. Humans are ambitious and rational and proud. We are willing to follow leaders, but only to the extent that we believe they call on our best, not our worst. Rachel Maddow. Leaders must always put their people before themselves. If you do that, your business will take care of itself.
Sam Walton Walmart. Divorced from ethics, leadership is reduced to management and politics to mere technique. James MacGregor Burns. This is what creates trust, what enables you to get the task done. A leader takes people where they would never go on their own. Hans Finzel Click to tweet. A man can only lead when others accept him as their leader, and he has only as much authority as his subjects give to him.
All of the brilliant ideas in the world cannot save your kingdom if no one will listen to them. If you talk to a man in a language he understands, that goes to his head.
See a Problem?
If you talk to him in his language, that goes to his heart. No, the idea that wins is the one with the most fearless heretic behind it. People look to me to do things for them, to have answers. Tupac Shakur. Leaders can conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts. John Gardner. Emotions are not a choice. Behavior is.
Mark Manson Click to tweet. At the center of your being you have the answer; you know who you are and you know what you want. A strong leader avoids becoming over-confident to the point of impaired judgment. Daniel Lubetzky. The most dangerous leadership myth is that leaders are born — that there is a genetic factor to leadership.
This myth asserts that people simply either have certain charismatic qualities or not. Leaders are made rather than born. Fear is a useless emotion. Make decisions based on hope and possibility. Whether you come from a council estate or a country estate, your success will be determined by your own confidence and fortitude.
Always stay true to yourself and never let what somebody else says distract you from your goals. Ayn Rand Click to tweet. Life is essentially an endless series of problems. The solution to one problem is merely the creation of another. Mark Manson. You and everyone you know are going to be dead soon. And in the short amount of time between here and there, you have a limited amount of fucks to give. Very few, in fact. To be authentic is literally to be your own author, to discover your own native energies and desires, and then to find your own way of acting on them.
Mary Barry GM. Every leader has the responsibility to hone his or her integrity. Many times, there are integrity traps that have a tendency to catch well-meaning leaders off guard. Being a leader requires being confident enough in your own decisions and those of your team to own them when they fail.
The very best leaders take the blame but share the credit. Tim Ferriss. Vincent Van Gogh. It is during our darkest moments that we must focus to see the light. The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy. Martin Luther King Jr.
Scientists have shown that achievement depends less on ability in doing research than on the courage to go after opportunity. Move fast and break things. Unless you are breaking stuff, you are not moving fast enough. Cautious, careful people, always casting about to preserve their reputation and social standing, never can bring about a reform. Susan B. But to practice leadership, you need to accept that you are in the business of generating chaos, confusion, and conflict.
Ronald Heifetz. Not taking failures personally allows us to recover — and even to thrive. You have to take opportunities and make an opportunity fit for you, rather than the other way around. Sheryl Sandberg. Out of suffering have emerged the strongest souls; the most massive characters are seared with scars. Kahlil Gibran. I believe that the most important single thing, beyond discipline and creativity is daring to dare.
Richard Branson. Progress will come in fits and starts. You have to think outside the box. You keep pushing because you believe in yourself and in your vision and you know that it is the right thing to do, and success will come. The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.
Wisdom equals knowledge plus courage. You have to not only know what to do and when to do it, but you have to also be brave enough to follow through. Jarod Kintz. No pressure, no diamonds. Thomas Carlyle Click to tweet. Remember: the time you feel lonely is the time you most need to be by yourself. Douglas Coupland. Eleanor Roosevelt. Jean-Paul Sartre Click to tweet.
Whoever is providing leadership needs to be as fresh and thoughtful and reflective as possible to make the very best fight. Faye Wattleton. Sonia Sotomayor. Treat a man as he is and he will remain as he is. Treat a man as he can and should be and he will become as he can and should be.