Good leaders have low employee turnover. Workforce stability is
a natural consequence of enlightened leadership. A stable, productive
workforce is relatively unusual in our turbulent times as we're
faced with labor shortages, worker mobility, and rapid change.
Leadership makes the difference.
So, what is enlightened leadership . . . and how does it work?
The first concern is whether the executive is actually a leader
. . . or just a manager in leader's clothing. Leadership is not
management. The two skills are distinctly different, though good
leaders also posses--and use--strong management techniques when
needed.
Leaders inspire, rather than direct. They coach, encourage, and
guide. Effective leaders earn agreement with their people about
what has to be done. They determine--with their team members--what
resources are needed to get the job done. The leaders provide
those resources, then get out of the way so their people can perform.
Enlightenment comes as the leaders are able to move psychologically
to a higher level. Now the intellect kicks in--the leaders are
using their heads and their hearts more than their hands and their
guts. They see a vision for the future, and they gain powerful
perspectives of the environment--of today and tomorrow--and how
that environment will affect the organization.
With a deeper understanding of the big picture, enlightened leaders
become more creative and more stimulating. They open opportunities
for their people to do great things--to learn, to grow, to make
a difference. These leaders share information and insights with
their people, so they also can see the big picture. Their followers
gain a purpose to their endeavors which makes work a lot more
fun.
Enlightened leaders cultivate the skills of their subordinate
leaders--
building
increasingly strong concentration on people, rather than numbers.
The coveted good numbers come when people are happy in their work
and their surroundings. It feels great to come to work; people
enjoy the experience and almost hate to go home at the end of
their day. The organizational culture is conducive to high performance,
safe and healthy, and overall a nice place to work.
People feel like they really belong in this kind of organization.
Leaders continually express a high degree of caring, sincerely,
about their people. Emphasis is placed on building and maintaining
positive relationships, most importantly between employees and
their immediate supervisors. A sense of team-ness and mutual concern
grows from this attention, feeding a culture of collaboration--people
helping each other (and customers) because they want to, not just
because it's a job.
Enlightened
leaders assure that everyone has the resources needed to perform
at a high level. Those resources include information (open book
management practiced here), tools, equipment, materials, time,
space, and a supervisor to cut through red tape and remove any
obstacles to high achievement.
Recognizing that people want to grow, enlightened leaders provide
a wide range of opportunities for learning and for new experiences.
They set the example by reading, participating in industry conferences,
and visiting with peers in customer, supplier, and industry organizations.
These leaders encourage their company to bring in outside experts
to provide new ideas, information, perspectives, and insights.
While learning helps to make things run more smoothly and more
effectively, people are also welcome to take courses on topics
that have nothing to do with work, but that help them grow.
Compensation is important to all of us. The money issue will always
be there. Enlightened leaders downplay the dollars and emphasize
other rewards, giving employees a more well-rounded compensation
package. Benefits are enriched far beyond the standard hospitalization
and major medical offering, responding to the needs and interests
of the employees. Individualized plans tailor compensation to
each person.
Those who can acquire and practice the principles of enlightened
leadership find that their people understand what is expected
of them, and deliver. They focus on results, rather than activity,
interacting comfortably with co-workers with open communication,
trust, and commitment.
All this is up to the leader. Some of the talent is natural; some
is acquired. The key is to bring these principles into action--throughout
the organization--to make a positive difference for all involved
. . . and for the world around us, today and tomorrow.
Roger
Herman is CEO of The Herman Group, a firm of Strategic Business
Futurists concentrating on workforce and workplace issues. The
Herman Group advises corporate leaders regarding employee retention
and organizational development to help them build workforce stability
and become Employers of Choice®. Prior to starting his firm,
Roger gained almost two decades of experience in sales, management,
and staff positions in both public and private sector organizations.
Since 1980, Roger has published 11 books, including his most recent
book, Impending Crisis: Too Many Jobs, Too Few People, which has
been on the business book bestseller list since December 2002
http://www.hermangroup.com
