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    Leadership 101
    Leadership 101
    Leadership 101
    Ebook215 pages44 minutes

    Leadership 101

    By TONY HARRIS

    ()

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    About this ebook

    Whether you have just been appointed captain of your sports team, the head of an organising committee or director of a work division, the mantle of leadership can feel heavy. Inevitably, this new position will bring responsibilities you've never experienced before. Fortunately, there are many brilliant books written about leadership. Less fortunately, you are unlikely to find the time with all your new responsibilities to read them all, or indeed, any of them. So, Tony Harris has brought over three decades of his experience to create a book of 101 observations each in a mere 101 words, designed to help, remind and encourage anybody who suddenly finds themselves in charge. Many have been there before you and doubted their own suitability but they made it and, with a little sound advice, so will you.
    LanguageEnglish
    PublisherClink Street Publishing
    Release dateJun 2, 2022
    ISBN9781914498817
    Leadership 101

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      Book preview

      Leadership 101 - TONY HARRIS

      8

      01 /

      ON HOW TO SHOW UP

      The elevation to leadership can appear daunting, requiring, as it does, certain necessary changes. However, it is important to understand what kind of leader you are.

      Are you hands-on? Are you demonstrative?

      Do you communicate regularly or only in special circumstances?

      These constitute only a fraction.

      Think hard about your operating style because you need to retain the characteristics that brought you to this point. Don’t become someone you’re not.

      Your team needs consistency and consequently the ability to adapt without fuss to your methods. If you’re erratic they cannot settle nor find a suitable working rhythm that brings results effortlessly.9

      10

      02 /

      ON RETURNING THE FAITH

      Because those around you have faith in your ability, you will have earned your leadership position. It is their trust that has put you where you now find yourself.

      Of course, modesty forces you to question how this has been achieved – only an arrogant leader could think they were guaranteed elevation. You are allowed to remind yourself that you are genuinely there on merit.

      Not believing in yourself will be distracting and will hamper your own efforts and those of your team. Their trust deserves your robust and sure-footed leadership.

      Reward their confidence in you by reflecting the same in yourself.11

      12

      03 /

      ON GETTING STARTED

      The leader of any enterprise always strives to create a perfect result, where every element and component has been stress-tested until it works in perfect synchronization.

      Your output is the objective.

      Input is different.

      The temptation to delay while waiting for all elements to be in place is understandable. However, to get your project underway is more important. There will undoubtedly be adjustments, alterations, and outside factors previously unconsidered, and time can become your biggest enemy. Your schedule always needs flexibility, so kick off when enough – not all – is in place.

      Because it’s not how you start, it’s how you finish.13

      14

      04 /

      ON DAY ONE

      They say you never get the chance to make another first impression but that is not entirely true for new leaders. The mistake is to think that you must assert your authority immediately, whereas you should actually be prepared to build an air of mystery around yourself initially.

      Leadership requires perspective, so allow your new environment to adapt to you, while you adapt to it. Let your team sample your abilities gradually – not with a bombastic opening salvo.

      Your informed decision-making will give them enough opportunity to form an impression of your operating style that is accurate and more considered.15

      16

      05 /

      ON SYMBOLS OF CHANGE

      When embarking on a new leadership position there is no better way of demonstrating that you mean business than making a positive change quickly – however small.

      It may be a process, a routine or even something as trivial as seating arrangements, so take your team’s counsel. If you can quickly gauge something simple that could be corrected without any undue stress, then make it happen. This change will inevitably make your team feel you listen, you collaborate, and you’re geared to making things happen.

      Even the smallest alteration to the previous dynamic can clearly signify there’s a new sheriff in town.17

      18

      06 /

      ON BREAKING WITH THE PAST

      People do not always accept change; either through fear of the unknown or a lack of appetite for learning something new. Often this is buried under shrill claims of tradition and history.

      Your duty is to improve operations. So don’t be hidebound by what you are told has worked in the past, but clearly is far less effective now. It requires sensitivity naturally to break long-cherished methodologies

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