Stumbling on Leadership


Using today’s methods of managing the technical development process, the most important decision top management makes on a new product is the selection of the group leader. The second most important decision is to stay out of the way and let the leader lead.

But who is a leader? Or, better, who will develop into a leader? The person has a non-authoritative position; that is, a leader has no line authority over such co-workers as peers, peers’ subordinates, temporary employees, vendors (subcontractors, suppliers), customers, and bosses. The leader leads in a milieu that can change from supportive to hostile overnight, with parameters that are almost completely unknown (e.g., competitive reactions), and with a new and even more inexperienced team of people.

Yet that person can overcome virtually every obstacle. That person alone can enthuse and motivate a group of people to do what seems impossible. Fortunately there is lots of this leadership around, managers with successful track records in this work and many managers who are as yet undiscovered. Unfortunately, it is almost impossible to pick out the undiscovered.

Compounding all of this is the conviction of some firms that a new products project actually needs two leaders, a creative, inspiring type for early on, and a tough disciplinarian for the later stages. Very rarely do we find people who can do both.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

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Entrepreneurial Success


Successful entrepreneuring is not and never has been reducible to a set of formulas or rules. Without exception, the experience is a profoundly personal process. Entrepreneurial success begins with a single individual’s intense commitment to customers, and it involves according to that person’s distinctive capabilities and temperament. The Ted Turners and Fred Smiths of this world don’t just build companies, they shape them in original, subjective, and sometimes peculiar ways.

No matter how many business courses you take or how many business books you read, you can never plan success. Fortunately, you can invite it. It comes to those who are deeply and personally engaged in the process of following a vision of what they and their enterprises can becom. Successful ideas, innovations, and new directions reveal themselves a bit at a time. They are discovered in the process of “doing,” of living out an emerging vision. Successful companies evolve, as do the people who dream them.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Organizational Compassion


Although little, if anything can be done to avoid certain disasters, fortunately, there is something that leaders and managers can do to help everyone involved return to business as usual. Specifically, company officials should create an environment in which people can express their emotions in which they can do something to alleviate their own and others’ suffering. In other words, they should express organizational compassion.

 

To be as compassionate as possible, organizational officials should pay attention to the four dimensions: greater scope, more generous scale, more rapid speed, and greater specialization of response are indications of an organization’ compassion competence. This is important insofar as it helps employees heal emotionally when times are tough. For example, an organization would show compassion when it (1) treats an ill employee by doing lots of things to help, such as sending flowers, delivering meals, providing financial support, helping with child care, and so on (broad scope); (2) does these things generously, such as providing the amount of help needed as opposed to only limited amounts (extensive scale); (3) acts quickly, such as by leaping into action to provide help right away (rapid speed); and (4) specializes its action, such as by catering to the unique needs of this particular sick individual instead of offering a fixed, standard package of benefits (greater specialization).

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight