Читать книгу Seven Disciplines of A Leader - Wolf Jeff - Страница 14

Jim, an engineer at a pharmaceutical plant, was loved by everyone he worked with. When people in production had a problem, they would seek him instead of their manager for help. Jim was outgoing, pleasant, and well-grounded in the technical components of his job. He always had a smile on his face, a kind word for everyone, and a positive attitude. He went out of his way to show people how to do things correctly. And when anything extra needed to be done, Jim always volunteered. He was the first person in his department to arrive each morning and usually the last person to leave. With 15 years of industry experience under his belt, he knew what it took to be successful. He had all of the basic traits and talents to be an effective leader, yet no one ever considered him leadership material.

One day, the process engineering department manager suddenly left without giving notice, and the company was hard-pressed to find a replacement. Executives didn't believe anyone inside the company could step up, so they planned to recruit from outside.

One employee asked the obvious: How about considering Jim for the job? After much debate, the execs decided to take a chance on him, with the condition that he receive leadership training to enhance his skills. They called Jim into the conference room and asked him if he was interested. He initially stated he wasn't interested, saying he enjoyed doing what he had always done and didn't want to make a change. Besides, he told them, he had never been a manager or leader, and he didn't know what to do.

The executives asked him to reconsider, as the new job represented a major step up in his career, as well as an opportunity to share his knowledge with others. After giving the promotion much thought, Jim changed his mind and decided to accept the position. The management team was pleased, and they began a highly structured program through which Jim could develop his leadership skills. They sent him to seminars outside of the company and provided a coach to work with him. Company executives understood that they needed to provide Jim with the right tools if they wanted him to succeed.

After a few months of intensive training, a once-reluctant Jim was eager and ready for his first day of leadership. He felt both excited and nervous as he arrived early Monday morning and proceeded to stand at the entryway to his department. He greeted everyone by their first names as they walked through the door and asked about their weekend, family, and children. He made a concerted effort to learn about his employees' outside activities and personal interests.

Jim had worked over the weekend to learn something about each employee, and he came through the door prepared. His ability to demonstrate that he cared about his staff and that he viewed each member as an individual started him off on the right foot with his department. Jim's leadership training and coaching paid off on the first day of his new job, creating a buzz among employees about the newly promoted manager's genuine interest in his staff's personal and professional lives.

During his first week, Jim held one-on-one meetings with each team member, followed by weekly team meetings. Each session had a specific agenda, and he enthusiastically solicited input from team members. The group was excited and motivated because Jim demonstrated a basic leadership principle: People make an organization, and engaging them creates loyalty.

Over time, Jim's department developed a reputation for highly motivated, energized, and productive people. Company employees jumped at the chance to transfer into Jim's department. One of Jim's secrets of success is that he understood what his people wanted, not just what he wanted, and he acted accordingly. He proactively asked his staff for feedback about his leadership style and effectiveness. He quickly learned that what was important to him wasn't necessarily important to them.

Jim asked questions: What can I do to make you happier here? What do you find challenging about your work? What's energizing about your work? How can I be a better leader for you to be successful? What resources do you need that you currently don't have? What motivates you to work hard? Do you feel appreciated and receive the praise and recognition you feel you deserve?

Over time, Jim was deemed one of the best managers in his company, a designation that continues to this day. He continually works to improve his leadership skills and understands the premise that Walt Disney espoused 55 years ago: It takes people to make the dream a reality.