Leadership is very difficult, especially when it comes to leading people. Everyone who has ever been a supervisor knows this basic truth. When time is of the essence, a supervisor must prioritise: how to allocate time and energy between being an expert, managing things and managing people.
Supervisors regrettably often spend their time in their own expert tasks and managing things instead of people. Many of our customers have achieved good results by aligning the everyday actions of supervisors towards people management. Getting business results by managing people – what does it mean? Doesn’t it simply improve the employee satisfaction score, while business is done by other means?
Think about it – what if the everyday work of supervisors consisted of skillfully-executed people-management actions, such as these: correcting underperformance, constructive ordering, coach-oriented management that fosters constant development of employee performance, preventing conflicts among employees, solving employee conflicts, guiding employees’ work towards the goals and the execution of strategy, signals and sanctions, understanding skill and desire as the foundation for guiding employee performance, taking the employee’s maturity into account when giving feedback, understanding the employee’s personality when giving feedback, the supervisor as the promoter of employee motivation, the skill to prioritise, delegate, use team time, act in a goal-oriented way, plan, manage interruptions, control delays. Phew!
Formal leadership is based on position and gives authority to perform managerial tasks. The authority to lead people is earned from the people being led. That is where your personality comes in. Before you can lead others, you must first be able to lead yourself. Understanding the diversity of people opens an interesting world for leadership.
Strategic leadership challenges supervisors on all levels. Executing the corporate strategy in everyday life requires that the supervisor has a wide perspective of the whole. A key question in leadership is how to make people internalise a goal, commit to it and achieve it by working in their role and carrying out their tasks. Functional structures are highly important, but without a working and winning culture, no structure can help you to succeed. The culture of a working community creates a spirit and the desire to win.
Rema Partners understands leadership. We have working tools and skillful people who can help our customers to develop in the difficult profession of being a leader. We offer our customers the most modern, scientifically valid tools for practically any requirement – strategic viewpoints, structural questions, understanding human diversity, scheduling and efficiency, coaching, development, influencing motivation, polishing various skills. We know how it is done.