The role of a leader
When the leader; the “world-class” leader fulfils his/her role; i.e. leads, guides and coaches; utilising his resources available to him; the required work (work = adding value), becomes like a symphony. The leader is likened to a conductor of an orchestra, everyone is doing or playing his/her role. The end result is a harmonious sound of music. Proper people management results in ensuring that people and organisations perform at their very best and that value is added in every aspect of the process. One needs to take ownership; take responsibility.
What needs to be looked at when creating this value adding input is the following:
– Contribution: how staff interact in the event
– Content: what is being added and when (timing)
– Channel: who does the work and how does it flow
– Competencies: what needs to be known and done
For the above to be effectively implemented and communicated; we first need to take a look at the current status quo and what is needed to effect the necessary change required to instil value adding principles and or paradigm. This will be effectively achieved through MBWA.
The art of MBWA (Management by Walking Around) a manager’s responsibility:
It is the manager’s responsibility to motivate his subordinates; which would require of him to know what the needs of his staff are. His function is to assist his staff in accomplishing and achieving set job requirements. To achieve required outcomes; there has to be S.M.A.R.T. (Specific; Measurable; Achievable; Realistic; Timed) goals and or targets.
The manager can do that by managing staff well; by being a good coach and mentor; thereby giving the necessary support, assistance and training. The manager is not only responsible to ensure that expected goals are achieved by MBWA principles; but his responsibility is to ensure that his staff is trained and equipped in said principles; thereby ensuring that they appreciate its relevance and value adding properties. MBWA is a necessary skill that is required and to be practiced by all stakeholders. It is a paradigm that has to be practiced and lived on a daily basis to add value and to be effective.
MBWA opens the eyes of the blind… it gives sight to those that have previously been unable to see their surroundings and assists in kaizen initiatives (continuous improvement programme).
There is a difference between work and being busy; (being busy for the sake of being busy = waste of time). Likewise there is a difference between looking at your surroundings and really seeing. You can look at something without seeing (understanding) what is really in front of you.
Let us start this process by looking at what motivates people to get up everyday and go to work or their business.
Abraham Maslow has divided people’s needs into five levels of motivational factors.
- Basic needs; the need for warmth, food and shelter; this is basic survivalist requirements .
- The need for safety; this is important in both the home and working environments, i.e. is my belongings and person safe from harm and or influences from external factors.
- The need to belong; this involves belonging to a community; church; school; organisation; company; family and country; how much am I valued within my immediate circles.
- Esteem needs: this involves such things as self respect; status and recognition.
- The need for self actualisation: the need to fulfilling destiny and purpose; becoming that which I am capable of becoming.
When your staff / employees do not see any benefits for themselves in what what they do, they inevitably withdraw from adding or wanting to add value to the business and or processes.