Leadership is seen in action when the manager of one team approaches his counterpart in another and initiates a conversation about how the teams might cooperate to meet a common goal. Leader is a manager who makes an effort to get to know his staff by holding occasional meetings with no agenda. He facilitates dialogue in order to solicit what’s on the minds of his direct reports.¡ Leader is a manager who takes the time to “teach” his people, new and old, the norms of his organization and his expectations of and for his people.Since most of us are Java programmers, you know 4 P’s of Java i.e. Public, Private, Protected& Package. But do you know 5 P’s of Leadership? They are: 1) Pay Attention to What’s Important 2) Praise What You Want to Continue 3) Punish What You Want to Stop 4) Pay for the Results You Want 5) Promote the People Who Deliver Those ResultsPay Attention to What’s Important:Your job as a leader is to concentrate on what’s most important so that it gets taken care of.Then let the rest of the stuff take care of itself.What you’re after is the 20% of stuff that gives you the biggest bang for the buck. Whatunderlies all of this is something called Pareto’s Law. He formulated something he called"The Law of the Unequal Distribution of Results." You probably know it as the 80/20 rule.The 80/20 rules says that there’s 20% of the stuff you do that gets you 80% of the results. Thetrick is finding that 20%. Once you’ve found it you then have to pay attention to it.Praise What You Want to Continue:Praise is your extremely useful leadership tool. In technical terms, praise is a positiveconsequence that follows a positive action. It’s a reward for something done right. Use praiseto get people to continue to do things or to take positive action. That’s where it’s best used.Remember, too, that praise is a tool that is most effective when it’s used infrequently. If it isoverused, praise tends to lose its force. So, don’t worry so much about praising everythingthat people do right, but do praise when it is right to do it.That’s important, because most of us came up in a world where we didn’t praise enough.Seek out opportunities to praise but don’t get paranoid about it.Punish What You Want to Stop:Punishment is the mirror image of praise. It’s a negative consequence that follows negativebehavior. The good shall be rewarded and the unjust shall be punished in proportion to theirdeeds.
Punishments – negative consequences – are the tools you use to get people to stop stuff. Becareful though, because you may fall prey to the hot stove guideline. "A cat who sits on a hotstove will never sit on a hot stove again. But it won’t sit on a cold stove either”.Pay For the Results You Want:Pay is one of the tangible ways you can reward people for doing good job. It’s another formof praise in visible, tangible form. Don’t limit your thinking about pay to just money, though.Pay people with time off, recognition, choice assignments, small gifts, and special bonuses toencourage the behavior you want.Look for ways to pay for the results you want. Pay and praise are the things that get theengine of progress going.Promote People Who Deliver The Results:This one just makes sense. The problem is that lots of organizations forget about it. Theymaintain reward and promotion systems that reward the old behavior, even while they’retrumpeting the new behavior in memos, meetings, and executive retreats.A much more experienced and wiser management consultant suggested me, "When you firstgo into an organization, pay attention to who it is they promote. Listen to the stories that folkstell you about who gets promoted and rewarded and why. That will tell you just abouteverything you need to know about what the real organizational priorities are."What do your folks say about the folks who are promoted? Do they feel they got promoted onmerit because of their performance or because they just happened to "know somebody" orworse.Key Drivers of LeadershipThose three words—autonomy, initiative, and responsibility—form the essence of whatpersonal leadership truly is.
Autonomy:Autonomy is the willingness to lead others. It is a driving force behind leadership becauseautonomy is the inner drive that pushes a leader forward.Initiative:Initiative is the willingness to take action, to make something happen. Without initiative,there is inertia. A leader’s responsibility is to move people, either physically or ideologically.Some define this characteristic as being a “self-starter.” Initiative also is the key motivator ofthe entrepreneur. Entrepreneurs are those individuals who look for possibilities where otherssee closed doors. Initiative is the inner drive that says, “Yes, I can make it happen.”Responsibility:Responsibility is the willingness to be accountable for consequences. “Success has manyfathers, but failure is an orphan.” When a project exceeds expectations, it’s easy to takecredit. When the project tanks, it takes a measure of character to assume responsibility.Leadership is built upon responsibility; without it there is no leadership.It is ok if God says, “Don’t worry I am behind you”, but for leader it is other-way round.We have seen what Leadership is, but it is also important to knowWhat Leadership Is Not “Leadership is not hitting someone over the head.” Raising your voice and shouting does not produce respect. It may generate fear, but it does little to enhance personal dignity of the person. Yet many managers in leadership positions like to rule by fear. How many times have you heard a manager say, “I need to yell. It’s the only way to get things done”? Sure, yelling might stimulate an employee to continue working, but it certainly will not encourage him to contribute any more than the minimum effort. Shouting says, “I’m in charge, you’re not, so do what I say.”Advice for other Leaders interested in succeeding Take lead of the activities, drive from the front and set examples for others to follow. Plan ahead and track the things to closure Go extra mile to become differentiator to achieve the desired results.