Leadership Done Right

Brandon W. Jones

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Management

The Difference Between Managers and Leaders

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Have you ever wondered what the difference is between leadership and management?  There is a big difference.  “Managers figure out what they want done and get people to do it.  Managers try to get people to do what they did yesterday, but a little faster and a little cheaper with a few less defects.”  That is not leadership.

[youtube=https://www.youtube.com/watch?v=Xx2SV2bYSfU]

Leaders do so much more for organizations.  Leaders create a vision that takes the organization in a new direction.  Their vision leads change, improvement, and ultimately success.

What do you think it takes to be a great leader?

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Sounds Of Silence

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As the article, “Sounds of Silence”, points out, there are many times when organizations don’t create an environment that is conducive to constructive criticism. What does it take to set up a system that encourages feedback from the employees to the management? What can be put in place within a system to eliminate the system communication barriers? Is it possible to have a strong leadership team within an organization and still be able to have the good communication from the bottom up?Sounds of Silence

The Sounds of Silence

I think that the answer is yes. It is possible to have good communication from the bottom up if the right system features are in place within a system. One system feature that could be put in place to facilitate the communication from the employees to management would be management forums. During the management forums, the employees would be able to ask questions of the middle and upper level management teams. [Read more…] about Sounds Of Silence

The Men’s Wearhouse: Success In A Declining Industry

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The case study, “The Men’s Wearhouse: Success In A Declining Industry,” discussed some of the techniques used by The Men’s Wearhouse during the late 1990’s that helped them to be successful through what was a recession. The management team put their people as their number one priority.

Men’s Wearhouse

In an industry where people put their marketing and selling as the focus of the organization, it was unusual for Men’s Wearhouse to place their people as their number one priority.The Men’s Wearhouse - Success In A Declining Industry

Currently we are facing one of the deepest economic recessions that we have had in a very long time. With the current situation, it is very common for layoffs to occur and people to be unemployed. This brings up the question of whether or not people are still the most important asset in the workforce.

Innovation, Customer Relations, and Growth

I would like to answer with a resounding YES! People are the source of innovation, customer relations, interaction, and growth. This case pointed out three principles that the Men’s Wearhouse followed that would greatly help people in today’s economy. The three principles are:

  1. Maximize the individual’s self-esteem
  2. Servant leadership is to listen carefully and to demonstrate understanding
  3. Management should ask for help in solving the problem

If each of these principles were followed in today’s economy, we may have not had the recession that we currently have. In line with the first principle, when the individual’s self-esteem is maximized, the collective morale of the organization increases. As the morale increases, it is very important that the people know where to direct their motivation.

Motivation

In order to direct the motivation in the right way, the second step must be followed. Management must follow the principle of servant leadership. In addition to listening carefully and demonstrating understanding, a servant leader must go and be with the people they lead. By being with the people they lead, they are able to create a stronger working relationship. The leaders are also able to lead by example when they are with those they lead.

Problem Solving

The third principle is to ask for help in solving the problem. By taking suggestions from the workforce, the management team can gain additional perspectives. With the additional perspectives, it is possible to make a much more educated decision.

Each of the three principles helps to emphasize the importance of the people within the organization. The people are the most important asset of any organization. The people are the source of the success within the organization. Without the people, the buildings and clothes are just buildings and clothes. People are essential for an organization to function properly.

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Evidence-Based Management

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The case study, “Evidence-Based Management,” was very interesting to me. In the case there were three points that stuck out to me. They were:

  1. Demand evidence.
  2. Examine logic.
  3. Treat the organization as an unfinished prototype.

Evidence-Based

When each of the points is followed, the organization will be on its way to progress towards becoming an evidence-based organization.

Evidence Based Management

When it spoke about demanding evidence it really made me think about how the organization can be bettered when changes are based in concrete evidence. It explained the importance of having relevant evidence. The evidence must come from data and experimentation from within the company. [Read more…] about Evidence-Based Management

Specialty Medical Chemicals

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In the case study, Specialty Medical Chemicals, there are some significant systemic problems. There were three main areas of problems that were occurring in the case. The three areas were: the management approach taken by CEO Carl Burke, the response of the existing vice presidents, and the system as a whole.

Specialty Medical Chemicals

Specialty Medical Chemicals

When Carl Burke became the CEO, he was an outsider to the company. He first took the approach of, “I am just going to ride the wave for a little while and see where it takes me before I make any drastic changes.” As he did this, he found that the company wasn’t performing as he felt it should. Because he had spent his entire career with a single company, his overall outlook was very narrow-minded. He felt that all companies should operate the same way that he was used to operating at Merck. Although it was important for him to come in with his own ideas, it was equally as important that he come in with a little more flexibility. [Read more…] about Specialty Medical Chemicals