August 11, 2012 | Author: PM Hut | Filed under: Leadership
Leadership Coaching: Leadership That Adds Value to the Organization
By Mike Krutza
Be a valuable leader
As a leader, put your accountabilities and expectations in place. Set up a spreadsheet listing your projects and personal goals. Track them by the week, month, and quarter. Doing so allows you to assess the current status of each project, where you can work to exceed management’s expectations, and how the work can quantify your value to the company.
For example, you have a project due next month. Make it your goal to complete it two weeks early. By bringing in the project early, your immediate manager will notice that you are working at a higher level and standard than your peers. Your stated and achieved goals and objectives, along with your standards of hard work and high quality, will translate into your value added to the company. And the people in power will notice.
The brown nosing employee
Of course, with your commitment to setting and exceeding high standards expect, some grousing among your peers. A friend once complained about a new employee who he said was brown-nosing the manager. The friend said the new employee had met with everyone in the department, asking what they were working on. He used that information to develop a list of his own projects, which he gave to the manager. If that wasn’t bad enough, the new employee started scheduling department meetings to update everyone on the progress of his projects.
When the time came for performance reviews, the new employee didn’t wait for the manager (who was notorious for never conducting reviews) to schedule one. Instead, the new employee wrote his own review, went over it with the manager, and had the manager sign it. He then photocopied the performance appraisal, had human resources put the original in his file, and kept the copy.
The boss thinks that your “cruising” is not “working”
The friend was outraged by what her colleague had done. It was pointed out that the new guy wasn’t being a brown-noser. He was merely establishing his brand -as a hard worker willing to go above and beyond his job description for the betterment of the department and company-with his manager. If you were the manager, the friend was asked, and it came to a decision where you had to downsize one person, who do you think you would choose? Would it be someone who had been with the company for a while and was more or less on cruise control, or the new person who has been there six months and has a list of all his projects, goals, and objectives, where he was with each of those, and a performance appraisal on file? The friend got the point.
Mike Krutza specializes in executive coaching with individuals and teams. Visit Mike’s website here.
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