18 leadership tips for business leaders and managers
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Copyright LEAP 2016
Leadership and management development
18 tips for business leaders and managers
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Copyright LEAP 2016
Leadership and management development
Pt. 1 tips for the business owner
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Leadership and management development
1. Have a vision
• The defining feature of all leaders is that they have a clear vision of the future.
• Manager’s deal mainly in the here and now but great leaders are future focused. They know what they want to achieve and this is their primary motivation.
• Many business owners are frustrated because their staff don’t seem to share in that vision.
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2. Communicate your vision• It sounds obvious but this is an area that is not often well
thought out by business owners. • If you want people to follow you then you must inspire them. • The best way to do this is to get them to share in your vision. • Involve them in shaping the vision, make them take ownership
for fulfilling the vision, recognise and reward their efforts.
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3. Set standards
• You can set targets and have business objectives, but the best way to get people to do what you want them to is to establish a set of core values or a single core value.
• The core value is what you “hire and fire” by. • A well-defined and articulated core value allows people to make their
own decisions based on that value. • They should always know what is the right thing to do.
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4. Take a balanced scorecard approach• When we set business objectives most business owners and managers are
concerned with the financial performance of the business. • While this is understandable, the balanced scorecard approach demands that you
also look at three other critical areas, Process, People and Customers. • This approach forces you to look at how to get more from your processes in terms
of efficiency and cost. • It demands a higher performance from your people and greater engagement with
your customers.
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5. Measure, measure, measure• The old phrase that what gets measured gets managed is true! Make
sure that you have the right measurements that truly indicate performance.
• Most companies have a few measurements or key performance indicators (KPI’s). When companies adopt a culture of measurement they usually go to extremes and have too many measurements.
• Identify a handful of core KPI’s that everyone understands and buys into.
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6. Discipline, discipline, discipline• You need to create a disciplined culture. • Many companies claim to have management meetings but they don’t happen on a regular
basis.• They only happen when there is a crisis or if they do occur there is no set format to the meeting
and you end up talking about the wrong things. • The best way to overcome this is to have your core KPI’s reviewed on the same day and time
every month (e.g. the second Tuesday of each month). • There is no excuse for people to come unprepared and they will focus on their performance
throughout the month knowing that their KPI’s will be reviewed.
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7. Delegate, delegate, delegate• This is the single biggest issue that business owners have. They don’t trust their people to do
the job as well as them. • If they are not capable then you have the wrong people and address that issue now before
it’s too late. • If you have the right people then communicate your expectations clearly, coach them. That’s
your responsibility. • If you are not sure if you have the right people or not then find out quickly and if that means
that something gets screwed up then so be it. The cost of carrying someone on your team may be greater in the long run.
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8. Ask yourself ‘what would happen if....?’• A good question to ask yourself is if I had to leave this business for six
months or a year what would happen? • This can help you focus on where the weaknesses and the strengths are
in your organisation. • The difficult part is to follow through and set the business up so that it
can survive without you. • It’s a challenge but it is one worth taking.
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9. Welcome complaints• Customers who complain do you a great service; they tell you where you can
improve.• Too many companies have a culture where they defend themselves against
complaints; they hide the bad news and try to reduce the number of complaints by putting in a complicated complaints process.
• If you can create a culture of welcoming complaints it can be a powerful indicator of how open an organisation is, how confident your staff are in dealing with negativity and encourages them to take positive action.
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10. Find the best way to measure customer satisfaction• Many companies carry out customer satisfaction surveys, measure the number
of complaints or just use anecdotal evidence on customer satisfaction. • The best way to measure customer satisfaction is to use the Net Promoter
Score. • This is a simple and effective way to consistently measure customer satisfaction.
Ask your customers “how likely is it that they would recommend your service or product to a friend or colleague on a scale of 1 to 10?”
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Net Promoter Score
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Net Promoter Score
• Those who score 6 or below are your detractors, in other words they will tell people to stay away.
• Those who score 7 or 8 like you, but could easily be pulled away by a better offer. • Those who score 9 or 10 are your promoters. • By subtracting your % of promoters from your % of detractors you get your Net
Promoter Score• As this is becoming more commonly used in business you may also use the score to
compare yourself to other companies.
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Pt. 2 tips for the manager
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1. Coach others to success• The core talent of a great manager is to coach others to
success. • The manager’s responsibility is to steer the employee towards
roles where the employee has a greater chance of success. • This results in success for the individual, the team and the
organisation.
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2. Release your teams unique talents• Select the right person• Select for TALENT not simply experience, intelligence or determination• Set expectations: define the right outcomes not the right steps• Motivate the person: focus on strengths not on weaknesses• Develop the person: help him/her find the right FIT not simply the next
rung on the ladder
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3. Clarify your message• It doesn’t matter what you thought you said, what you
meant to say, what you could’ve said, what you should’ve said.
• The only thing that matters is what the person heard.
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4. Time management
• If time was money then the future would be a promissory note – don’t rely on it
• The past is a cancelled cheque – forget about it• The present is a bank note – use it well• How you experience time and how you use it depends on what you
expect from it.
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5. Understand what communication is…• 7% words• 36% tone• 57% body language!
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6. Steps to effective delegation• Find the right person: in terms of existing and potential abilities, attitude,
personality, etc.• Consult first: allow others to be involved in deciding what is to be delegated.• Think ahead: don’t wait for a crisis to occur and then delegate. Try to
delegate in advance.• Delegate whole tasks: where possible, delegate a complete task to someone
rather than just a small section of a task.
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Steps to effective delegation continued• Specify expected outcomes: make it clear what outcomes or
results are expected from the person.• Take your time: especially if you have been under-delegating
or are dealing with less experienced staff. • A gradual transfer of responsibility will allow both you and
your subordinate to learn what is involved.
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7. Prioritise
• Learn to prioritise so you focus on the right things and not just doing things right.
• Use the 4 Quadrants of Time Management to help you.
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The 4 Quadrants of Time Management
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8. Avoid being a dysfunctional team• Build trust• Address conflict early• Build commitment• Establish accountability• Focus on results
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