Posts Tagged ‘ “Exportable Performance Players” ’

Twelve Power Steps to Developing Tactical Legendary Leader Status!

Executive Summary:  Summarization of Tactical Leadership Traits

As a leader, one is measured both on how one strategically approaches responsibilities and how one tactically fulfills each action undertaken. As a leader, the tactics one deploys have a direct affect on the net outcome of any performance, personally or from the team one leads.

In the business world today, the performance of every person in every position must be finely tuned to such a level that everything within a leader’s sphere of influence can be addressed with precision. This will free up one’s mental and physical energies when unexpected circumstances occur.

In studying peak leadership performers today, one will notice there are a minimum of twelve tactical leadership skills that every leader will engage in and every aspiring leader must understand, practice, enhance and deploy:

  1. Decision Making
  2. Meeting Management Effectiveness
  3. Change Management and Facilitation
  4. Attitude Effectiveness and Influence
  5. Communication Effectiveness
  6. Personnel Assessment
  7. Diffusing Defensiveness
  8. Leader as Counselor
  9. Tactical Daily Administration Efficiencies
  10. Conditioning Others for Success
  11. Motivation and Motivating Skills
  12. Deploying Exportable Skills

As a leader, there is a myriad of ways to tactically deliver and execute each of these twelve core leadership Actions, Behaviors or Characteristics. Consider this an essential ABC Plan for effective tactical business leaders in the new marketplace. The ABC Plan represents the following: 

  1. A – Actions required by a leader to tactically execute the functionality of any position or task. Also, the actions required of a position or task that an individual will be expected to deploy to be successful.
  2. B – Behaviors required to be possessed by an individual. Also, subsequent competencies or actions needed to fulfill expectations of a position.
  3. C – Characteristics of a peak performer in a position or executing a task.

As you asses your own effective leadership ABC’s, in which of these twelve tactical ABC’s do you feel competent, and which ones may serve as guideposts for improvement? Consider the same assessment as you evaluate your talent pool from which you grow tomorrow’s leaders today.

This concludes ideas on tactical leadership effectiveness.   For the entire tactical tools, order the forthcoming hardback, Building a Tactical Leader.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

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The “Exportable Performance Player” Validates Effective Tactical Leadership!

Should you invest in developing the skill set of your human capital and have it potentially leave you, or not provide it with continual skill development and have it remain?

As a tactical leader, the answer is simple. Continually developing “Exportable Performance Players” for your organization is the ingredient that spells success and profitability. No matter which business one is in today, the continual need to refine and fine-tune individuals’ core competency skill sets is a minimal must to be relevant tomorrow.

Recognize the value of an individual to your business as an asset, much like leading- edge technology, equipment, facilities and market share. People are today’s most valuable asset.

Every player within your organizational diagram (whether identified from a global perspective or within individual strategic business units, lines, divisions, departments, areas, etc.) must be seen as an asset.  They should be viewed as having unique skill sets that may have specific application to what they do, and these skill sets must also be observed for exportable application.

A tactical leader continually asks whether he or she has created an atmosphere that is conducive for individuals to welcome, embrace and seek out ongoing skill development (technical, non-technical, degreed or non-degreed, certification or non-certification) that would then be exportable with them should they need to make a career transition. Consider:

  1. Can an individual with his or her present skill set make a horizontal move within your organization and bring immediate value to their new team?
  2. Can an individual make a vertical move within your organization and shepherd others to greatness with his or her always relevant skill set?

How exportable are you and those that you lead based upon unique skill sets, experience and performance platforms?

As a tactical leader, you may need to work with other stakeholders within your organization to create an atmosphere in which everyone becomes fanatical about on-going and continuous skill set development. Consider whether your organization has developed peak performers with exportable skills:

  1. Has the executive team willingly embraces skill development initiatives and has defined career development pathways for everyone?
  2. Has the rhetoric of all influencers (management, unions, senior employees and new hires) moved from excuses and nay-saying to outright endorsement and instances whereby everyone welcomes and actively participates in on-going training?
  3. Has the union leadership enthusiastically embraced any training opportunity to make any member/employee more valuable (and thus, exportable) to his or her functionality?
  4. Is the overall attitude of employees to welcome and hold one another accountable to the use of new skills for continually increased efficiencies in everything that is undertaken within an organization?

A few years ago, a study by the American Society for Training and Development revealed that the amount of time organizations inAmericainvested into training initiatives for their human capital was less than two percent of the annual employee work time each year. A true test for today’s tactical leader is to correctly and continually provide the sequential skill improvement and enhancement necessary for each individual to do two critical things:

  1. Become the very best they can be (present tense and future) at the task for which an organization has employed them.
  2. Attain their personal goals, whether within your organization or onward toward another place in life.

Knowing whether or not employees have truly relevant exportable skills can be answered by this question: “If an employee on your present team were to leave you and go to another business unit within your organization or to a new employer, and you were that person now to consider hiring them, would that employee bring with them truly cutting edge skills that could be immediately drawn upon to elevate the level of performance of the new environment?”

A player performing at peak levels of effectiveness is a sign that a great leader has invested daily, tactically and wisely into an individual. A player that can take those skills and move onward, upward or outward and continue his or her reign of success is an even greater testament of great leadership.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter

http://JeffreyMagee.com

The “Exportable Performance Player” Validates Effective Tactical Leadership!

Should you invest in developing the skill set of your human capital and have it potentially leave you, or not provide it with continual skill development and have it remain?

As a tactical leader, the answer is simple. Continually developing “Exportable Performance Players” for your organization is the ingredient that spells success and profitability. No matter which business one is in today, the continual need to refine and fine-tune individuals’ core competency skill sets is a minimal must to be relevant tomorrow.

Recognize the value of an individual to your business as an asset, much like leading- edge technology, equipment, facilities and market share. People are today’s most valuable asset.

Every player within your organizational diagram (whether identified from a global perspective or within individual strategic business units, lines, divisions, departments, areas, etc.) must be seen as an asset.  They should be viewed as having unique skill sets that may have specific application to what they do, and these skill sets must also be observed for exportable application.

A tactical leader continually asks whether he or she has created an atmosphere that is conducive for individuals to welcome, embrace and seek out ongoing skill development (technical, non-technical, degreed or non-degreed, certification or non-certification) that would then be exportable with them should they need to make a career transition. Consider:

  1. Can an individual with his or her present skill set make a horizontal move within your organization and bring immediate value to their new team?
  2. Can an individual make a vertical move within your organization and shepherd others to greatness with his or her always relevant skill set?

How exportable are you and those that you lead based upon unique skill sets, experience and performance platforms?

As a tactical leader, you may need to work with other stakeholders within your organization to create an atmosphere in which everyone becomes fanatical about on-going and continuous skill set development. Consider whether your organization has developed peak performers with exportable skills:

  1. Has the executive team willingly embraces skill development initiatives and has defined career development pathways for everyone?
  2. Has the rhetoric of all influencers (management, unions, senior employees and new hires) moved from excuses and nay-saying to outright endorsement and instances whereby everyone welcomes and actively participates in on-going training?
  3. Has the union leadership enthusiastically embraced any training opportunity to make any member/employee more valuable (and thus, exportable) to his or her functionality?
  4. Is the overall attitude of employees to welcome and hold one another accountable to the use of new skills for continually increased efficiencies in everything that is undertaken within an organization?

A few years ago, a study by the American Society for Training and Development revealed that the amount of time organizations inAmericainvested into training initiatives for their human capital was less than two percent of the annual employee work time each year. A true test for today’s tactical leader is to correctly and continually provide the sequential skill improvement and enhancement necessary for each individual to do two critical things:

  1. Become the very best they can be (present tense and future) at the task for which an organization has employed them.
  2. Attain their personal goals, whether within your organization or onward toward another place in life.

Knowing whether or not employees have truly relevant exportable skills can be answered by this question: “If an employee on your present team were to leave you and go to another business unit within your organization or to a new employer, and you were that person now to consider hiring them, would that employee bring with them truly cutting edge skills that could be immediately drawn upon to elevate the level of performance of the new environment?”

A player performing at peak levels of effectiveness is a sign that a great leader has invested daily, tactically and wisely into an individual. A player that can take those skills and move onward, upward or outward and continue his or her reign of success is an even greater testament of great leadership.

-Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

The “Exportable Performance Player” Validates Effective Tactical Leadership!

Should you invest in developing the skill set of your human capital and have it potentially leave you, or not provide it with continual skill development and have it remain?

As a tactical leader, the answer is simple. Continually developing “Exportable Performance Players” for your organization is the ingredient that spells success and profitability. No matter which business one is in today, the continual need to refine and fine-tune individuals’ core competency skill sets is a minimal must to be relevant tomorrow.

Recognize the value of an individual to your business as an asset, much like leading- edge technology, equipment, facilities and market share. People are today’s most valuable asset.

Every player within your organizational diagram (whether identified from a global perspective or within individual strategic business units, lines, divisions, departments, areas, etc.) must be seen as an asset.  They should be viewed as having unique skill sets that may have specific application to what they do, and these skill sets must also be observed for exportable application.

A tactical leader continually asks whether he or she has created an atmosphere that is conducive for individuals to welcome, embrace and seek out ongoing skill development (technical, non-technical, degreed or non-degreed, certification or non-certification) that would then be exportable with them should they need to make a career transition. Consider:

  1. Can an individual with his or her present skill set make a horizontal move within your organization and bring immediate value to their new team?
  2. Can an individual make a vertical move within your organization and shepherd others to greatness with his or her always relevant skill set?

How exportable are you and those that you lead based upon unique skill sets, experience and performance platforms?

As a tactical leader, you may need to work with other stakeholders within your organization to create an atmosphere in which everyone becomes fanatical about on-going and continuous skill set development. Consider whether your organization has developed peak performers with exportable skills:

  1. Has the executive team willingly embraces skill development initiatives and has defined career development pathways for everyone?
  2. Has the rhetoric of all influencers (management, unions, senior employees and new hires) moved from excuses and nay-saying to outright endorsement and instances whereby everyone welcomes and actively participates in on-going training?
  3. Has the union leadership enthusiastically embraced any training opportunity to make any member/employee more valuable (and thus, exportable) to his or her functionality?
  4. Is the overall attitude of employees to welcome and hold one another accountable to the use of new skills for continually increased efficiencies in everything that is undertaken within an organization?

A few years ago, a study by the American Society for Training and Development revealed that the amount of time organizations inAmericainvested into training initiatives for their human capital was less than two percent of the annual employee work time each year. A true test for today’s tactical leader is to correctly and continually provide the sequential skill improvement and enhancement necessary for each individual to do two critical things:

  1. Become the very best they can be (present tense and future) at the task for which an organization has employed them.
  2. Attain their personal goals, whether within your organization or onward toward another place in life.

Knowing whether or not employees have truly relevant exportable skills can be answered by this question: “If an employee on your present team were to leave you and go to another business unit within your organization or to a new employer, and you were that person now to consider hiring them, would that employee bring with them truly cutting edge skills that could be immediately drawn upon to elevate the level of performance of the new environment?”

A player performing at peak levels of effectiveness is a sign that a great leader has invested daily, tactically and wisely into an individual. A player that can take those skills and move onward, upward or outward and continue his or her reign of success is an even greater testament of great leadership.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com

The “Exportable Performance Player” Validates Effective Tactical Leadership!

SERIES: Part One of a Two-Part Article

Should you invest in developing the skill set of your human capital and have it potentially leave you, or not provide it with continual skill development and have it remain?

As a tactical leader, the answer is simple. Continually developing “Exportable Performance Players” for your organization is the ingredient that spells success and profitability. No matter which business one is in today, the continual need to refine and fine-tune individuals’ core competency skill sets is a minimal must to be relevant tomorrow.

Recognize the value of an individual to your business as an asset, much like leading- edge technology, equipment, facilities and market share. People are today’s most valuable asset.

Every player within your organizational diagram (whether identified from a global perspective or within individual strategic business units, lines, divisions, departments, areas, etc.) must be seen as an asset.  They should be viewed as having unique skill sets that may have specific application to what they do, and these skill sets must also be observed for exportable application.

A tactical leader continually asks whether he or she has created an atmosphere that is conducive for individuals to welcome, embrace and seek out ongoing skill development (technical, non-technical, degreed or non-degreed, certification or non-certification) that would then be exportable with them should they need to make a career transition. Consider:

  1. Can an individual with his or her present skill set make a horizontal move within your organization and bring immediate value to their new team?
  2. Can an individual make a vertical move within your organization and shepherd others to greatness with his or her always relevant skill set?

How exportable are you and those that you lead based upon unique skill sets, experience and performance platforms?

As a tactical leader, you may need to work with other stakeholders within your organization to create an atmosphere in which everyone becomes fanatical about on-going and continuous skill set development. Consider whether your organization has developed peak performers with exportable skills:

  1. Has the executive team willingly embraces skill development initiatives and has defined career development pathways for everyone?
  2. Has the rhetoric of all influencers (management, unions, senior employees and new hires) moved from excuses and nay-saying to outright endorsement and instances whereby everyone welcomes and actively participates in on-going training?
  3. Has the union leadership enthusiastically embraced any training opportunity to make any member/employee more valuable (and thus, exportable) to his or her functionality?
  4. Is the overall attitude of employees to welcome and hold one another accountable to the use of new skills for continually increased efficiencies in everything that is undertaken within an organization?

A few years ago, a study by the American Society for Training and Development revealed that the amount of time organizations inAmericainvested into training initiatives for their human capital was less than two percent of the annual employee work time each year. A true test for today’s tactical leader is to correctly and continually provide the sequential skill improvement and enhancement necessary for each individual to do two critical things:

  1. Become the very best they can be (present tense and future) at the task for which an organization has employed them.
  2. Attain their personal goals, whether within your organization or onward toward another place in life.

Knowing whether or not employees have truly relevant exportable skills can be answered by this question: “If an employee on your present team were to leave you and go to another business unit within your organization or to a new employer, and you were that person now to consider hiring them, would that employee bring with them truly cutting edge skills that could be immediately drawn upon to elevate the level of performance of the new environment?”

A player performing at peak levels of effectiveness is a sign that a great leader has invested daily, tactically and wisely into an individual. A player that can take those skills and move onward, upward or outward and continue his or her reign of success is an even greater testament of great leadership.

Dr Jeff Magee
Facebook (Get a FREE copy of my Performance Execution Ebook)
Twitter
http://JeffreyMagee.com