The New Work of Leaders


Our traditional view of leaders—as special people who set the direction, make key decisions, and energize the troops—is deeply rooted in an individualistic and nonsystematic worldview. Especially in the West, leaders are heroes—great men (and occasionally women) who rise to the fore in times of crisis. So long as such myths prevail, they reinforce a focus on short-term events and charismatic heroes rather than on systematic forces and collective learning.

Leadership in learning organizations centers on subtler and ultimately more important work. In a learning organization, leaders’ roles differ dramatically from that of the charismatic decision-maker. Leaders are designers, teachers, and stewards. These roles require new skills: the ability to build shared vision, to bring to the surface and challenge prevailing mental models, and to foster more systematic patterns of thinking. Leaders are responsible for building organizations where people are continually expanding their capabilities to shape their future—that is, leaders are responsible for learning.

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.

People as Numbers


Generally, it is accepted that modern human resource planning should have a wider perspective, in tune with the philosophy of HRM, including ‘softer’ issues such as competence, commitment and career development. Modern human resource planning continues to use the ‘hard’ techniques of manpower planning but also includes a new focus on shaping values, beliefs and culture. Anticipating strategy, market conditions and demographic change.

Nevertheless, in line with the tradition of formal, observable and ‘objective’ planning, numerical measurement and forecasting having been favored over quantitative studies on opinion, attitude and motivation. ‘Hard’ data allows managers and planners to sit in their offices and wait for information. ‘No need to to go out and meet the troops, or the customers, to find out how the products get bought … all that just wastes valuable time.’ The growth of information technology and management information systems has made numerical data readily available and possibly further discouraged collection of qualitative information. Numbers give a comforting feeling of unarguable objectivity and allow managers to detach themselves from shop-floor emotions. It is much easier to sack a number than a real human being.

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

Is this Meeting Genuinely Necessary?


A “maybe” response indicates only limited need for the meeting and shows that further thought is required. Only a “yes” is a positive justification for calling a meeting.

 

The same question needs to be asked before attending a meeting. If the meeting is not necessary and you can avoid it, do so. If you have to attend, try to use the time to shorten your workload to compensate for the lost hours.

 

Many managers find it hard to judge if a meeting is needed or superfluous. There are some guidelines:

1.    Is the meeting being called to exchange information or viewpoints?

a.       If the meeting is to discuss viewpoints, it is probably a necessary conference. If the meeting is strictly to distribute information, the meeting is probably unnecessary. Meetings are most effective when used to find solutions or resolutions to conflicts. A meeting held for the sole purpose of imparting information had better have some pretty spectacular revelations. This in all likelihood should be classed as an inspirational conference, because important news is seldom passed along without editorializing or explanations. Inspirational meetings are difficult to conduct, because they are based on emotion, but there are times when the troops need boosting or, conversely, deflating.

b.      Training meetings appear to be an exception to the don’t-meet-to-exchange-information concept. They are not. Distributing information in advance allows the meeting to be used for developing concepts and testing individual understanding. This is a better use of everyone’s time. This is not to downplay the importance of instructional sessions. It is just to set this category of communications apart from other meetings.

c.       Information, facts, figures, sales data, market intelligence, production numbers, personnel reviews, and more, can be disseminated more effectively by memo than meeting. Chances are, the memo is going to be written anyway passed out at the meeting. Distributing a memo is okay if there is other business on hand, but calling a meeting solely as a means of handing paper to other managers is inappropriate.

d.      Meetings are at their best when used to generate expressions of viewpoints or concepts, or to develop a policy.

e.       Meetings are at their worst when used to check individual progress on various projects. There are few more mind-dulling experiences than to sit at a conference table and hear about the status of tasks that are not even remotely connected with yours. These sections often turn into excuse contests with rambling dissertations on the reasons behind delays or problems.

f.        Meetings are generally not an efficient way to dispense information. If this is the primary reason for the gathering, then rethink the need for convening.

2.    Can one-on-one conversations or even one-on-two conversations accomplish what needs to be done? Or is a larger group necessary?

a.       There’s a difference between a meeting and a conversation between two or three people. A conversation is relaxed, informal, and rarely has the time constraints posed by a meeting. Those present sense the difference.

b.      Decisions are rarely made in conversations. In fact, some managers and executives become agitated when two or three members of a committee converse and come to a consensus without the others present. This nervousness is not assuaged by a follow-up memo which details the conversation or even by the fact that the decision may be nothing more than a unified front, in no way binding upon the group.

c.       If conversation will suffice to avoid another meeting, then have the talk. Inform the other committee members or interested parties. Those smart enough to advance in management will welcome one less meeting on their schedule.

3.    Is this meeting being called because someone or some group doesn’t have enough to do? It happens all the time. Workloads in an organization can be unbalanced. This week, Production has more than it can handle, while Sales is costing. One way to fill the day for Sales is to call a meeting. This is more common than anyone dares admit.

4.    Is the agenda for the called-meeting vague? Or worse, is there no agenda at all?

a.       As a basic rule of meeting skill, do not go to a meeting where there is no agenda. If you have to attend, go prepared for the worst.

b.      If a manager cannot express on paper what the meeting is about, there probably shouldn’t be a meeting at all.

c.       If you are asked to a meeting and no agenda is given to you in advance, find the person who called the meeting and ask for one. If it is verbal, take notes.

d.      Many times, the person discovers he or she has vague ideas about why the meeting is needed. This experience can benefit both of you.

5.    Is there any reason to meet other than the fact that your group has a set, regular, once-a-week mandatory meeting? Top management often wants certain employees to get together each and every week, to discuss items of importance, or to match timing, balance workloads, and do ongoing, necessary house-keeping.

a.       After a few sessions, these meetings fall into a routine and small talk dominates.

b.      The day before, the manager should do a little checking. Is there actually a need to convene? Could a more limited gathering accomplish the same thing? Would a memo suffice? Could matters be handled by a phone call? If the answer is yes, skip the meeting.

 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