THE ROADS TO SUCCESS
The Road to Success is just like any other road. Unless you know where you are going, you may have a lot of adventures, or misadventures, but you will never feel the glow of achieving a goal, reaching a dream, or just knowing yourself better.
when could i use the PRINCIPLES
- You undertake a new role or position that needs you to make immediate decisions
- When you develop a strategic plan that will involve significant change for many people
- You need to train new managers or leaders so that they understand your philosophy and ethics
- An issue is developing into a conflict situation that threatens to create community disharmony
The Road to Success is just like any other road.
Unless you know where you are going, you may have a lot of adventures, or misadventures, but you will never feel the glow of achieving a goal, reaching a dream, or just knowing yourself better.
Be confident enough to back yourself because you have done your homework, and others understand your dreams, visions and expectations.
The homework part is the easy part. You do your research, talk to the right people—those with information or facts you should know, consider it all and come up with a plan, a project or an idea.
time consuming, exasperating or confusing – . it can be all of these things.
The most difficult part of achieving success is often communication. Your road will be blocked if you don’t understand this, and you don’t address your personal communication issues, you may be in for a rocky road.
SOME PRACTICAL EXAMPLES
Take Tony for example. I worked with Tony for a couple of years, he looked diligent, he put in a lot of hours and produced lots of fine paper work. The bosses loved him; loved his work. Tony’s mistake was that he never really valued other staff, nor was he a good communicator. To him, communication was a one-way street, and he was doing all the talking.
After several years, Tony was promoted to a senior management position. He set about implementing everything that had been bugging him about the business for many years. Everything, in his words, that other managers had failed to address or implement.
As a result he overspent the budget and was unable to develop significant priority areas. He understood this new leadership position to be one of getting things done. The only problem was, he was the only person who knew his goals and priorities. Staff became very disgruntled, and before too long, good and great, staff members were seriously looking around for other positions. Tony did not appreciate the implications of his approach—nor did he value the skills and knowledge of other staff members! Team leaders could see their decisions were undermined, their roles devalued in the eyes of other staff, and they were unsure of the company direction. The final result was that, after a year Tony not only left the company, he left the country looking for success in a different type of career.
I have mentored and trained several Tonys. The most common traits they share is
1. shirking staff performance reviews,
2. being reluctant to acknowledge other valid points of view, and
3. a strong reluctance to train co-workers, or enhance the skills or knowledge of co-workers.
Their beliefs and values generally revolve around the appearance of their performance, not the performance itself.
Your challenge for this topic: identify your leadership/management style – its Chapter 1 of my book Stepping Up, Jennifer M Ryan on the Xlibris Bookshop site – then rank and rate the importance of the following leadership characteristics.
1– objective analysis
2—understand your role and the role of others
3—key areas, ideas, beliefs, values
4—priorities related to your goals
5— use of consensus and commitment
6—improve staff performance, problems
There was one ‘Tony’ who responded well to coaching and mentoring. He began to analyse what he was doing, and why, as he compared his current results with his personal expectations. This Tony was a teacher, a math teacher. One of the ‘he who must be obeyed’ mob.
Tony was discovering that teaching requires many things, but patience, commitment and the taking of opportunities were high on the lists of must have qualities. To his credit, he took training opportunities that arose, he talked to other staff members and was brave enough to try out new ideas.
Eventually, it did take some time, he understood that treating everyone the same was not the same as treating everyone equally. After this, his time in the classroom became a lot more productive.
Rebecca, is another story – she overcame roadblocks by being proactive and her desire to understand her role.
A new staff member she had taken on a very challenging role. One she was ready for in terms of skills and knowledge but one that she was not personally convinced she could do. During our induction, and follow-up sessions, she constantly sought to clarify and understand key areas related to her job description—areas of responsibility, dispute resolution, and how decisions were made.
After two years, I was happy to recommend her for a promotion she was seeking. It was not that she never made a mistake. Of course she did. One of the main things in her favour was that she analysed what she did, the company goals related to her actions and everyone knew where she was coming from. She communicated well, and often.