Mastering Takeaway Leadership :: essays research papers

Mastering "Take past Leadership"Effective managers remove obstacles for employees -- and then step aside to let them do their line of c floriditsThe recent flurry of chief operating officer firings (Hewlett-Packards (HPQ) Carly Fiorina, Mercks (MRK) Raymond Gilmartin, Boeings (BA) Harry Stonecipher) has again raised the issue of leadership.Its tempting to ask Has the job of CEO for a mega gild become too complex to handle? Is it ask too much of just one person to expect him or her to build fruitful relationships throughout an industry and the financial community, deliver revenues and sugar that excite the stock market, launch ambitious initiatives for the long term, and avoid product, financial, and familiar scandals -- all while presenting a perennially pleasant personality?The tell is no, it isnt expecting too much, in part because all of that comes second to a CEOs preponderant responsibility. That should be to shape the organizations goals, to communicate them thr ough m both levels to the people who ar charged with soundting the work done, and to demand -- and reward -- behaviors that demonstrate the companys respectable values and standards. This is one of those "simple, but not easy" tasks, and its a tiny one to master. Often, CEOs get credit for everything good that happens in a company when, in fact, their greatest impact comes from influencing the people who report to them.OBSTACLE REMOVER. I had a boss, John, who understood this well. I havent heard a better exposition of leadership than the one he shared with his team at an offsite meeting. He said "As your president, Im here to help you be successful. You already screw the companys goals and how your job fits into that picture. If any of that is unclear, Ill expect to hear from you. My job is to take away any obstacles that keep you from succeeding. Then, its just you and the goal line. If theres an obstacle between you and any of our targets, I need to know about i t."What sorts of obstacles was John referring to? Things like red tape, office politics, hierarchical nonsense (a vice-president wont return a directors phone call, for instance), dissimilitude about direction, territorial disputes, and so on. Johns speech was short, but it left tether critical impressions     1       Everyone knew that the usual complaints and excuses (the guy wouldnt call me, I couldnt get the information, I was held up by HR) wouldnt fly in Johns organization.