Leadership II

The Will to Get Ready to Win

Build

ing

Will The Key to Building will

is Building Skill.Over a thousand scientific studies of

what make people satisfied with there

work show that it is not happier

workers but productive workers that

are more satisfied!Productivity is the key to work

Satisfaction.

Build

ing

Will

SKILL is the KEY to WILL

"I would chiefly recommend, that an

implicit obedience to the Rules of Art, as

established by the practice of the great

Masters, should be exacted from the

young Students. That those models, which

has passed through the approbation of

ages, should be considered PERFECT AND

INFALLIBLE guides; as subjects for their

imitation, and NOT THEIR CRITICISM.

I am confident that this is the only

efficacious method of making progress in

the arts; and that he who sets out with

doubting, will find life finished before

he becomes the master of the

rudiments. For it may be laid down as a

maxim, that he who begins by

presuming on his own sense, has

ended his studies as soon as he has

commenced them"

(Reynolds, Discourse One, 1769)

Build

ing

Will

Train Your Creative Team, Constantly

When your team is not involved

with a heavy project, all efforts

should be maid to train your

the team. Training that

increases SKILL will directly

affect their WILL and increase

PRODUCTIVITY that will lead to

over all job SATICFACTION.

Build

ing

Will

Improved Skill Also Improves Quality

Do an experiment, separate

your team into two groups,

highly skilled and the less

experienced. Give them the

exact same task and the exact

resources and time. In the end,

the Higher Skilled will produce

the best overall quality.

The 4

Typ

es

Able and Willing Has done the task right before

Does many other tasks without

being told Never seems satisfied

Accepts the need to put in

extra time when necessary to

complete the job. Works out ways to get the job

done better Recent performance has been

satisfactory

The 4

Typ

es

Unable but Willing Has never performed the task

before, or can’t recall if they

had. Recent performance has been

enthusiastic, particularly on

similar tasks Pays close attention to your

instruction Watches others do same task

and asks questions Spends some of his own time

learning and practicing

The 4

Typ

es

Able but Unwilling Recent performance has been

off and on Has done the job right before,

but keeps asking for

instructions and assistance

Doesn’t appear to be

concentrating-work is sporadic,

poorly planned Takes every opportunity to be

absent from training Lacks Confidence in himself

and his work

The 4

Typ

es

Unable and Unwilling

Has never performed the task

to standards Recent performance has been

below standards, even with

assistance and training

Works only when closely

supervised Seems satisfied with below-

standard results Pays little attention to

instructions; half-listens

How

to Inte

ract

wit

h t

he 4

Typ

es

Able and Willing You work with this person as if

your were the “Coach” with a

good quarterback. They need

only the basic instructions, No

Close Supervision and you can

start Delegating tasks to this

person once they have earned

your trust. Give them the IMPORTANT

JOBS.

How

to Inte

ract

wit

h t

he 4

Typ

es

Willing but Unable Typically the new person, you

should approach this person as

a TEACHER. They will be

disoriented, and become

discouraged and frustrated

easily. These types need carful

handling patient instruction and

constant feedback. Start building Skill immediately

with small simple tasks and

then work your way up.

How

to Inte

ract

wit

h t

he 4

Typ

es

Able but Unwilling This is the person who will be the

biggest challenge. You know they

are good at what they do but they

just won’t jump in the pool. This

person should be approached more

as a Father. Typically all they need

is a nudge, a boost of confidence or

an opportunity. They may also have

other problems at home. Listen to

them. Or they could just be a Derb.

Shirking their duties and trying to

get over on you. To solve that,

force him to complete the task as

you supervise. They will feel they

have done something worthwhile.

How

to Inte

ract

wit

h t

he 4

Typ

es

Unable and Unwilling

This person should not be on your

team. Somehow they slipped through

the cracks or put something over on

someone and now they are your

problem. You should act like a Warden.

This person does not know how to do

their job and doesn’t care about

learning. They are a quitter.

However, instead of punishment, force

this person to complete their tasks to

standards. This may have the

advantage of turning them around.

Building Skill creates Will.

However, to much time spent on this

person is not “Leadership Effective”

Do not pass this person on, start the

paperwork to get them out, tomorrow.

Day

to D

ay

wit

h

the 4

Typ

es

Able and Willing Tell them what you want done.

Don’t waste time explaining

how. They already know.

Tell them when to start and

what the Deadline is.

Supervise easy. Let them work.

Give them your trust.

Always tell them how well they

have met the standards.

Stretch them out with a little

more responsibility each time.

Day

to D

ay

wit

h

the 4

Typ

es

Willing but Unable Tell them what you want done.

Tell them why. Tell them how and

show them how, where, what and

when to start and when to finish.

Encourage them to ask

questions. Show them the standards.

Demonstrate it if you can. Let

them see what the finished job

should look like. Supervise closely. Check

frequently. Help correct mistakes

and give them time. Reward heavy and punish easy.

Day

to D

ay

wit

h

the 4

Typ

es

Able but Unwilling Check first why they are unwilling. One

of two reasons, lack of confidence or

personal problem. If they lack Confidence: Tell them how

you would complete the task, give

encouragement, get them started,

handle them as Able and Willing.

Personal Problem: Arrange a time to talk

about it later. Be specific. Tell them what

needs to be done, when to start and

when to finish. Clearly spell out the standards

Spell out the rewards and punishments

Supervise closely Ensure task is completed to standards

Always follow through with rewards or

punishments.

Day

to D

ay

wit

h

the 4

Typ

es

Unable and Unwilling

Explain the task in detail

Double check they know what

to do Clearly spell out the standards

Clearly spell out rewards or

punishments Supervise HEAVY Check the standards, follow

through with rewards or

punishments If repeated efforts do not

resolve this person, let them go.

REFE

REN

CE

Small Unit Leadership

Col. Dandridge M. Malone, USA

(Ret.) ISBN: 0-89141-173-9