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Zusatztext "First Among Equals is a treasure chest of extraordinary value. Open it up and between its covers you'll find an unparalleled source of wisdom from two highly seasoned and extraordinarily credible professionals. McKenna and Maister turn the often elusive and obscure concept of leadership into something tangible and accessible. With rich detail and straight talk! they offer practical lessons! usable tools! and case examples from the real world. This is advice and counsel you can trust! and every manager of professionals (no! every manager in any setting) should take it to heart." -- Jim Kouzes! coauthor of The Leadership Challenge and Encouraging the Heart Informationen zum Autor Patrick J. McKenna and David H. Maister Klappentext In this guide to managing in professional environments, two renowned consultants show professional group managers lacking formal authority how to lead colleagues to peak performance. 15 tables. Chapter One: Clarify Your Role How, exactly, do you add value as a group leader? Benjamin Haas is the managing partner in the Chicago office of the human resource consulting firm Towers Perrin, which has about 8,500 employees in seventy offices worldwide. He articulated the core truth about being a group leader: The reality is that a leadership role is fundamentally different from the individual contributor role. A leader has fundamentally got to be somebody who is effective at making things happen for other people. It´s a real different mind-set in terms of what you do and how you impact the business. A leader has to bring a certain energy and optimism to the business. Part of our job is to build energy and enthusiasm. A leader must create a sense of shared ownership. The kinds of people we´re managing want to feel like they are owners and not employees. Another key ability is to assess people and determine what´s going to be the right role for each individual that meets their needs and also allows them to contribute effectively to the organization. We could not agree more with these comments. Your job as a group leader is to help your people, and your team, win. Prior to becoming a group head, many people will have been asked to spend their whole working lives focusing on their own individual performance. The transition to being responsible for the performance of others is a difficult one for many to make, particularly since, in all likelihood, they still carry some client-service or production responsibilities. There is an issue here both of attitude (willingness to focus on other people and their success) and of skill (the ability to win influence over other people without being domineering). Skills can be taught; attitudes are harder to change. John Schoenewald, CEO of AFSM International, noted: To be effective, a leader must show he truly cares about others -- not only caring what the employee does but, as important, how he does it. I have seen leaders who are consumed with themselves and their personal goals. This is especially common in high-tech services. They don´t have time nor do they take the time for coaching, as they are goal-oriented and desire results through technical solutions. In the high-tech services industry, technicians as well as managers, for the most part, fall into the category of loners. They are individuals who would rather work independently. That´s why they choose a technical field and not the sales profession. This situation creates a challenge for effective teaming. Most technical teams I´ve managed have all the correct ingredients for success, but they try to achieve team results through individual efforts. The best group leaders see themselves as catalysts. They expect to achieve a great deal, but know that they can do little without the efforts of others. It is challenging to manage a group of people with differe...
