isn't getting people to do what you want them to do, it's getting
them to want to do what you want them to do."
Volume 1, Issue 8--
In This Issue|
| Resources | Survey
Survey | What's New
| About Regina
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Leading When You Are Not the Boss
an organizational consultant, the leaders that I find that are
most in demand today are those that can motivate and engage employees
that are outside of the scope of their functional responsibilities.
The same holds true for the non-profit organizations I work with.
make these leaders effective? Leaders who are effective in leading
others -- particularly when they are not in a boss / subordinate
relationship -- typically exhibit the following behaviors:
are ethical in their actions. They are clear about
their values, goals, and expecations. They do what they say
they will. They are willing to admit to mistakes.
are well connected. They know where to go for information,
both inside and outside of their organization, and they are
willing to share information.
are good collaborators.
Rather then tell people what to do, they ask people for their
ideas. They offer ideas as part of a broader solution. They
model or demonstrate the behaviors they would like to see.
use personal influence effectively. They get people
to do things for them because they want to, not because they
have to. They are not controlling, manipulative or impatient.
They relate with people on a personal level and help bring
the vision alive for them.
understand how to manage conflict.
They look beneath the conflict to identify solutions. They
know when and how to utilize various approaches when resolving
They learn from experience. They continually
examine outcomes -- both good and bad. They place a high value
on lessons learned and quickly utilize these learnings to
make adjustments as appropriate.
They coach people both formally and informally and view this
as a natural part of any relationship or process.
exhibiting these behaviors are able to create an environment of
trust and an environment where people feel connected to their
work. As organizational hierarchies continue to flatten out and
as leaders continue to have increased span
of control, success in leading others where you do not have direct
authority or power over them, will become critical.
F. Kennedy once said, "It is time for a new generation of
leadership to cope with new problems and new opportunities. For
there is a new world to be won." Those who exhibit the behaviors
outlined above will be well positioned to handle these new problems
and opportunities. Those who master them, will be well positioned
for success. What are you waiting for?
Copyright 2004 Regina
Barr, Red Ladder, Inc.
All Else Fails: Finding Solutions to Your Most Persistent Management
Problems, by Kevin E. O'Connor and Frank C. Bucaro. This
book offers a fresh approach to problem solving by helping you
develop a positive strategy that focuses on solutions, not problems,
at work and other environments.
With Me, by Gini Graham Scott. This book explains the
author's proven conflict resolution model, and elaborates on how
this model can work in resolving conflict in your work place.
This web site features an article that discusses "three keys
to leading" in the workforce -- insightful entertaining.
This website offers a variety of tips and articles for leadership
and change management
Survey Results - Leading When You Are Not the Boss
of respondents DISAGREED that when interacting with people they
often tell them what to do.
of respondents AGREED that when interacting with
people they typically ask them for their ideas.
of respondents AGREED that it's usually better not to to persuade
people; it's usually better to inform them.
86% of respondents
AGREED that their motivation to take charge and get things done
comes from an inner drive versus a drive motivated by money, prestige,
Only 14% of respondents
AGREED that when confronted with a problem they typically focus
on the problem and not the solution.
Where one sees an
obstacle another sees an opportunity. 100% of respondents AGREED
that they fall into the "opportunity" category.
month we will be asking for your input on a short survey. This
month we'd like your feedback on this ezine. We hope you'll take
a moment to give us your thoughts so that we may continue to provide
content that is interesting and useful.
in hearing Regina speak? Here are some upcoming programs that
are open to the public:
2004, 11:00 a.m. - 12:00 p.m.Lexington, KY
The Tests of Leadership: Innovative Ways to Evaluate Yourself
as a Leader
2004,11:20 a.m. -- 12:20 p.m. OakBrook, IL
Climbing the Corporate Ladder: Barriers to Advancement Facing
Women in Banking
2004, 2:00 p.m. -- 3:00 p.m. OakBrook, IL
Leading When You're Not the Boss
for information on how to register.
Regina Barr, President of Red Ladder, Inc., holds a BBA in
finance/management and an MBA in management/ marketing. An advocate of lifelong
learning, she is currently enrolled in the Master of Arts in Human Development
at St. Mary's University in Minneapolis, MN. Her focus: leadership and issues
facing women in business. Regina has over fourteen years in the financial
services industry where she has a broad range of leadership experience in
product, sales, and marketing.
What our clients are saying...
has a confident and enthusiastic presentation style. She offers
real-world examples of leadership situations that can be applied
in both professional and volunteer areas."
... Patty Reynolds, Executive Assistant, Champion Air
Copyright (C) 2004 Red Ladder, Inc. ~ firstname.lastname@example.org |
651-453-1007 ~ Inver Grove Heights, MN 55076