| Am I the most effective leader I can be? Is my | | | | His people understand what has to be done and they |
| organization well led? Do I always have to be present | | | | go about doing it without him being physically present. |
| for my organization to get the job done? These are | | | | This is a truly effective leader.Clearly understood |
| questions that every leader should be asking himself. | | | | standards and expectations are key. Without them, an |
| The truly honest answers may not always be | | | | organization will only do what it is told to do on a |
| pleasant.For smaller to medium sized organizations | | | | recurring basis. With no one physically there to tell |
| departments that are part of a larger enterprise, my | | | | them what to do, it will flounder. An effective leader |
| three key indicators of effective leadership will enable | | | | sets clear standards and expectations allowing a |
| a leader to determine if he is being effective. For the | | | | well-trained organization to function effectively during |
| senior leaders of large enterprises, such as Fortune | | | | his occasional absence.I've frequently heard workers |
| 500 companies, more indicators, such as increasing | | | | say "We work better without the boss; he only gets in |
| shareholder wealth, would be needed to assess | | | | the way." However, the truth is the vast majority of |
| effective leadership. However, large enterprises should | | | | workers want their leader to succeed and be |
| use these three indicators to measure the | | | | effective. Part of that success is your organization |
| effectiveness of their junior to middle level leadership. | | | | being able to survive your occasional absence without |
| All three must be present to indicate truly effective | | | | a drop-off in effectiveness. A department with |
| leadership.The first indicator is Proficiency which I | | | | organizational discipline succeeds despite the |
| define as the "the organization knows the job | | | | occasional absence of its leader. Additionally, your |
| thoroughly and does it well." Proficiency is a result of | | | | boss should notice the well-trained, disciplined team that |
| both individual and group training. All organizations know | | | | you have developed when you are away.My third |
| that individuals must be trained, but individual training | | | | indicator of effective leadership is High Morale, defined |
| should be tailored to improving the organization's | | | | as "Employees exhibit a positive state of mind; they |
| effectiveness. An individual's training must contribute | | | | are proud to be part of the organization."High morale |
| positively to the organization.Additionally, in my book, | | | | indicates that proficiency and organizational discipline |
| Small Unit Leadership, I advocate group training | | | | are well received, indeed, expected by the people in |
| whenever possible, even as a conference room | | | | the organization. Organizations can have proficiency |
| exercise if necessary. Athletic teams and military units | | | | and organizational discipline without high morale, but the |
| use individual training to get to a common language | | | | proficiency and organizational discipline will come from |
| understanding and they then train as a team for | | | | fear or another negative leadership trait. Experience |
| maximum effectiveness. Why can't other | | | | tells me that negative leadership works for only short |
| organizations? It might require some creativity, but | | | | periods of time.Conversely, for a time, there can be |
| that's not a bad thing.Also, a leader must never | | | | high morale in an organization without proficiency and |
| assume proficiency. Train as necessary, but always | | | | organizational discipline. However, a lack of proficiency |
| inspect for proficiency. Many potentially great leaders | | | | and organizational discipline will eventually lead to |
| never moved forward in their careers because they | | | | chaos, never allowing the organization to reach its |
| failed to exercise one of my principles, "Inspect what | | | | goals and objectives.High morale by itself will not allow |
| you expect." This includes inspecting for proficiency.My | | | | an organization to attain its goals. However, it will |
| second indicator of effective leadership is | | | | confirm that, if the organization is meeting its standards |
| Organizational Discipline, which I define as "In the | | | | and expectations, then the leader is using positive, |
| absence of the leader or key personnel, the | | | | forceful leadership.Drawing on his experiences in the U. |
| organization executes well and initiates appropriate | | | | S. Marines, in the corporate world, as a coach, and as |
| action." Many leaders believe that to be effective, they | | | | a small business owner, Greg Ballard has published his |
| must be present nearly all the time. They believe that | | | | book Small Unit Leadership, a concise, yet definitive |
| when they take vacation that their organization will | | | | guide for new, junior, and middle level leaders. His |
| struggle without them. However, when a truly effective | | | | accumulated knowledge and insights greatly benefit |
| leader takes vacation, his organization can run for a | | | | not only individuals in positions of responsibility, but also |
| period of time without his physical presence. This is | | | | those companies or organizations that have multiple |
| because he has set clear standards and expectations | | | | levels of leadership. |
| and has ingrained a sense of responsibility in his people. | | | | |