Just because you can do something doesn’t mean you should. I know it feels quicker or more rewarding to do it yourself: to answer that question, respond to those emails and/or solve the problem of the day. However, every time you jump in and do something that others could do, you detract from your own work, work that only you can do. You also hinder others from learning, leading and working at their appropriate level.
We each have only eight to 10 good working hours per day, so it’s imperative we leverage ourselves first, and then coach and develop others to do the same.
START WITH YOU
What are the two or three crucial things someone at your level of leadership needs to be spending the majority of their time on? • What is your real job?
• What is it that only you can do from your title and position of power?
• Where do you need to show your face because your presence matters enormously?
• What communication can only come from you?
Where do you currently spend the majority of your time?
• Look at your calendar. What changes need to occur?
What do you do that really needs to be owned by others?
• Who else can do those things?
Who really needs to own those tasks?
• Who do you need to hire/teach, coach and develop to lead those responsibilities and own areas of the business?
What is your plan and timeline to ensure this occurs?
• What communication about these changes – your Strategic Leadership Development Vision (SLDV) – needs to occur (with whom, when and how)?
COACH YOUR TEAM
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Denne historien er fra August/September 2020-utgaven av The CEO Magazine India.
Start din 7-dagers gratis prøveperiode på Magzter GOLD for å få tilgang til tusenvis av utvalgte premiumhistorier og 9000+ magasiner og aviser.
Allerede abonnent? Logg på
In The Best Of Corporate Health
Under the leadership of chairman and managing director Dilip Surana, micro labs is showing no signs of slowing down in its quest to become one of the world’s leading generic pharmaceutical companies.
“OUR FOCUS IS ON OUR CUSTOMERS.”
BONFIGLIOLI TRANSMISSIONS COUNTRY MANAGER KENNADY V KAIPPALLY TALKS INNOVATION, CUSTOMER SATISFACTION AND THE POWER OF A STRONG BUSINESS CULTURE.
WE ALL TREAT EACH OTHER WITH RESPECT.“
WHEN COVID-19 STRUCK SOUTH ASIA, BD INDIA MANAGING DIRECTOR PAVAN MOCHERLA FOUND WAYS TO KEEP HIS ASSOCIATES SAFE WHILE CONTINUING TO PRODUCE THE TOOLS HEALTHCARE WORKERS NEED TO COMBAT THE VIRUS.
WE ARE ENJOYING A CONSTANT DEMAND FOR OUR PRODUCTS.
POTATO WAFERS AND OTHER SNACK FOODS HAVE PROVEN TO BE THE GOLDEN TICKET FOR CO-FOUNDER AND MANAGING DIRECTOR OF BALAJI WAFERS, CHANDUBHAI VIRANI.
Walking on water
RELIABLE ACCESS TO ELECTRICITY CAN UNLOCK OPPORTUNITIES FOR INDIA’S RURAL COMMUNITIES. AS CHAIRMAN AND MANAGING DIRECTOR OF NATIONAL HYDROELECTRIC POWER CORPORATION, ABHAY KUMAR SINGH IS DETERMINED TO DO AS MUCH AS HE CAN FOR THIS CAUSE IN THE NEXT TWO YEARS.
LEAN MACHINE
AS CEO, THOMSON JOSEPH HAS EQUIPPED TRÜTZSCHLER INDIA WITH THE TOOLS TO DO MORE WITH LESS. WHAT A TIMELY JOURNEY IT HAS PROVEN TO BE.
THE CUSTOMER IS KING.
AS EXECUTIVE DIRECTOR OF THE DISTILLERIES COMPANY OF SRI LANKA, ROYLE JANSZ UNDERSTANDS THAT THE RECIPE FOR SUCCESS IS A BLEND OF CONSISTENT QUALITY AND TREATING CUSTOMERS LIKE ROYALTY.
The WARTIME CEO
LEADERS MUST ADOPT THE MENTALITY OF BEING AT WAR IF THEY WANT TO SURVIVE THE NEXT 24 MONTHS, SAYS EXPERT LYNDALL SPOONER.
Challenges excite me.
WITH A FOCUS ON DIFFERENTIATION AND VALUE CREATION FOR ITS CUSTOMERS, ASHWANI SHARMA, PRESIDENT AND CEO OF ASEPTO, UFLEX GROUP’S ASEPTIC LIQUID PACKAGING ARM, SHARES HOW THE BRAND HAS TRANSFORMED THE ASEPTIC LIQUID PACKAGING INDUSTRY.
A MATERIAL WORLD
WITH 40 YEARS’ EXPERIENCE AT MATERIALS MANUFACTURER TORAY INDUSTRIES UNDER HIS BELT, CHIEF REPRESENTATIVE FOR INDIA SHIGEKAZU SUENAGA HAS LEARNED THAT FEW THINGS ARE MORE IMPORTANT TO A BUSINESS THAN INNOVATION, COMMUNICATION AND CONSISTENCY.
