G F Leadership Plan Summary
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Gretta Fennell outlines her leadership and management plan in three parts: raising the leadership bar by leading with integrity and sharing goals, building strong relationships through genuine care and trust, and setting others up for success by providing growth opportunities and mentorship. She aims to fulfill her personal mission of helping others and making a difference by motivating through her strengths of listening, reflection, and building relationships while addressing her weaknesses of confidence and cautiousness to change.
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G F Leadership Plan Summary
- 1. G R E T A F E N N E L L C O M 5 7 0 LEADERSHIP AND MANAGEMENT PLAN
- 2. INTRODUCTION • Core Values • Helpful, honest, having integrity, spiritual, courageous • Personal Mission Statement • “To be faithful to God; loving to my family; helpful to others; true to myself; and have the courage to make a difference. • Strengths • Listening, Self-reflection, building relationships, trustworthy, integrity, motivating others • Weaknesses • Confidence, cautious about change, sometimes overly serious
- 3. THREE PRIMARY STEPS • Raise the “Leadership” Bar • Build Strong Relationships • Set Others Up for Success “People are watching you, regardless of whether you know it or not. And you are having an impact on them, regardless of whether you intend to or not” (Kouzes & Posner, 2012, p. 332).
- 4. RAISE THE “LEADERSHIP” BAR • Lead with Integrity • Be Inspirational • Share a Common Goal “The most successful managers harness the drive, virtuosity, and spirit that come with employing humans, even as they understand the inevitable chinks in their armor ” (Wagner & Harter, 2006, p. xii).
- 5. BUILD STRONG RELATIONSHIPS • Genuinely Care about Others • Get to Truly Know Others Well • Strengths, Weaknesses, Interests • Show Respect • Build Trust “Of prime importance among those resources are the people involved—effective management of people is essential if we are to take full advantage of their skills and aptitudes. It is not just a question of using skills and aptitudes for the benefit of the firm but also of providing encouragement and motivation for the people concerned, which maintains the benefit to the firm in the longer term” (Muir, 1995, p. 6).
- 6. SET OTHERS UP FOR SUCCESS • Provide Opportunities for Growth • Encourage Professional Development • Mentor Peers and Others • Upward, Downward, Laterally “Leaders are not so much responsible for directing specific team actions as they are responsible for develop the underlying individual and team capabilities that enable teams to self-manage their actions” (Kozlowski, 1998, p. 134).
- 7. CONCLUSION • Raise the “Leadership” Bar • Build Strong Relationships • Set Others Up for Success “The managers who are best at getting the most from people are those who give the most to them. Those who create the greatest financial performance start with the least pecuniary motivations. They work hard to do the right thing for their people, and they end up doing well. That is the hear of great managing” (Wagner & Harter, 2006, p. 203).
- 8. REFERENCES Cannon-Bowers, Converse, C., & J. A., Salas, E. (1993). Shared mental models in expert team decision making. Current issues in individual and group decision making. Lawrence, Hillsdale, NJ. Knorr, R. (1993). A strategy for communicating change. Journal of Business Strategy. Kouzes, J. M., and Posner, B. J. (2012). The leadership challenge: How to make extraordinary things happen in organizations. (5th Ed.) San Francisco: Jossey-Bass/Wiley. Kozlowski, S. W. J. (1998). Training and developing adaptive teams: theory, principles, and research. American Psychological Association. Washington, DC. Muir, J. (1995). Effective management through delegation. Work Study. 44(7). Wagner, R. & Harter, J. K. (2006). 12. The elements of good managing. New York: Gallup Press. Zaccaro, S. J., Rittman, A. L., Marks, M. A. (2001). Team Leadership. The Leadership Quarterly. 12(4).
Notas do Editor
- The presenter created the following leadership and management plan according to her own core values, and personal mission statement, strengths and weaknesses. She recently developed solid core values and mission statement to guider her in actions and decisions. Something that arises often is her desire to help others and developing the courage to have an impact. Her strengths and weaknesses were derived from the Guardian profile on the Keirsey Temperament Model. This shows that she has some great leadership abilities, but also must continue her own personal and professional growth to consistently develop as an effective leader and manager.
- Three primary steps the presenter identified are: Raise the Leadership Bar, Build Strong Relationships, and Set Others Up for Success. They all overlap, impact each other, and are key components to effective leadership within an organization. As Kouzes and Posner (2012) explain, “people are watching you, regardless of whether you know it or not. And you are having an impact on them, regardless of whether you intend to or not.” It is vital that leaders are aware of themselves and the impact they have on others around them.
- Raising the leadership bar is a catalyst for all others steps. A leader should set the example for others to follow by leading with integrity, being inspirational to others, and sharing a common goal. Leading with integrity is having the gumption to do what is right in difficulty situations, while being true to oneself. Being inspirational can take on many forms, but starts with a strong mission and vision to make a difference. Sharing a common goal is getting others to work together, willingly and enthusiastically.
- Building strong relationships creates a foundation for a manager, leader, and team to work effectively together. Without trust and respect, other steps will be ineffective. Building relationships takes work, effort, and genuine care for others. It is knowing how others work and what drives them. It is understanding where they are having difficulty. One simple solution is to walk around through the organization and talk to employees. Ask questions, “How are you?” and listen to their answer. Correspond with them as human beings. People have a deep need to work and a leader must harness that. Building relationships also means making expectations clear so they know what is expected. Know that each an employee can fulfill the task. As Muir (1995) explains, it is taking “full advantage of their skills and aptitudes.” Placing a round peg in a square hole is ineffective, so is placing an engineer in a law firm. Know what works for each employee.
- Setting others up for success involves coaching them to do the same. Provide the right materials and support for employees in the organization to excel and managers and the organization will see long-term benefits. The presenter finds a great deal of importance for professional development. It is something to continue throughout ones’ career, regardless of age or position. Mentoring takes on many forms, but it is key to provide feedback and praise. Also, it doesn’t just travel down the ladder, it travels in all directions. It takes the entire team to be successful and the entire team to watch out for each other.
- In conclusion, raising the leadership bar, building strong relationship, and setting others up for success are key components to a successful leadership and management plan. All steps are closely integrated with each other. If one step is removed, the plan will be unsuccessful and disjointed. They build upon each other and depend on success in each step.