Developing People...
Inspiring Success

"Cooperation 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."
Earl Nightingale

Volume 1, Issue 8-- September 2004

In This Issue

Feature Article  |  Resources  |  Survey Results  
  Survey  |  What's New  |  About Regina

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Feature Article - Leading When You Are Not the Boss

As 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.

What 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:

  1. They 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.
  2. They are well connected. They know where to go for information, both inside and outside of their organization, and they are willing to share information.
  3. They 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.
  4. They 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.
  5. They understand how to manage conflict. They look beneath the conflict to identify solutions. They know when and how to utilize various approaches when resolving conflict.
  6. 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.
  7. They provide feedback. They coach people both formally and informally and view this as a natural part of any relationship or process.

People 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.

John 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.


When 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.

Work 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

August Survey Results - Leading When You Are Not the Boss

57% of respondents DISAGREED that when interacting with people they often tell them what to do.

100% of respondents AGREED that when interacting with people they typically ask them for their ideas.

57% 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, or rewards.

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.


Each 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.

What's New

Interested in hearing Regina speak? Here are some upcoming programs that are open to the public:

October 11, 2004, 11:00 a.m. - 12:00 p.m.Lexington, KY
The Tests of Leadership: Innovative Ways to Evaluate Yourself as a Leader

October 29, 2004,11:20 a.m. -- 12:20 p.m. OakBrook, IL
Climbing the Corporate Ladder: Barriers to Advancement Facing Women in Banking

October 29, 2004, 2:00 p.m. -- 3:00 p.m. OakBrook, IL
Leading When You're Not the Boss

Contact us at for information on how to register.

About Regina
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.
Email Regina

What our clients are saying...
"Regina 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.  ~  
 651-453-1007  ~  Inver Grove Heights, MN  55076