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Some Good Skills for Executives and Leaders
By Tiffany Chang
"Better executives decision and the development of good leaders are important in any age or in any organization, but the changing face of business and government makes both more important today than perhaps they have ever been before. The decentralization of private companies, public agencies, and even community groups has spread the responsibility for decision-making more broadly at the same time that it has created greater accountability for each individual decision made," said President Dr. Tony Lei of Washington Business and Technology Institute.
"The following skills for executives and leaders are helpful: (1) When you are thrust into a responsible position with accentual warning and even less preparation, clearheaded thinking about why you have been appointed to an office and what those who have placed you there expect of you is prerequisite to clear-minded, if not predictable, decision making. (2) Ask what actions are called for in the position, what strategies have worked in the past, and how others have previously responded to the challenges you now face. (3) Realizing your leadership potential depends on making a match between your vision and an organization. The challenge is to find the right opportunity, pick the right moment, and make the right move. (4) Remember personal traits are important to executives and leaders, but such leadership skills as persuasive speaking, persistence in achieving one's agendas, and personal confidence can be developed in office; much of leadership is a learned capacity that need not be limited by birthright or prior experience. (5) Moving yourself through varied and increasingly responsible management experiences develops the personal confidence and diverse skills required to master different, more ambitious arrays of tasks. (6) Pick your associates well, back them fully, empower them with both accountability and responsibility, and they will produce far more than you ever will achieve on your own." *1
There are some more tips to be added: (1) Knowing where you want to go and what your values are can be essential to getting there, to ensuring that all of your interests and concerns are factored into fast-moving decision. (2) Recognizing people's diverse motives for participating is an essential first step in mobilizing their contributions. (3) If you expect those who work for you to exercise their own judgment, provide them with the decision-making experience now. (4) If your leadership depends on theirs, devolving responsibility and sharing stories is a foundation upon which it will reside. (5) A new position of leadership will engender the experience you lack on arrival, and seeking feedback on your performance in the position will ensure that you take advantage of the experience. (6) Thinking strategically when confronted with a crisis or challenge is a learned skill that requires sustained seasoning. *2
The faculty joined President Dr. Tony Lei of Washington
Business and Technology Institute in congratulating our Executive Advisor, CongresswomanShelleyBerkley'sfirst wedding anniversary:
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*1. Michael Useem, The Leadership Moment, (New York: Times Business, 1998), 273-282. *2. Ibid. |
