Man­ag­ing & Lead­ing For Ex­cel­lence

MAN­AGE­MENT AND LEAD­ER­SHIP ARE TWO SIDES OF THE SAME COIN. LEAD­ER­SHIP IS ABOUT SET­TING THE VI­SION, CRE­AT­ING THE AS­PI­RA­TION AND SET­TING THE DI­REC­TION TO CRE­ATE A BET­TER FU­TURE. LEAD­ERS KNOW THE WAY, GOES THE WAY AND SHOW THE WAY. MAN­AGE­MENT IS ABOUT MAK­ING

Insurance - - CONTENTS - Text Dr Wil­son Tay | Prin­ci­pal Con­sul­tant & Fa­cil­i­ta­tor | Omni View Con­sult­ing (M) Sdn Bhd

In lead­ing and man­ag­ing, we con­sider the qual­ity, char­ac­ter­is­tics and be­havioural as­pects of man­age­ment lead­er­ship to achieve su­pe­rior per­for­mance. Over the last decade, there has been too much em­pha­sis on “hero” or “iconic” lead­ers, while “ser­vant” or “man­age­ment” lead­ers who go about achiev­ing great re­sults qui­etly are of­ten for­got­ten. These hum­ble and quiet achiev­ers are re­ferred to as the Level 5 lead­ers in Jim Collin’s book Good to Great. They go about build­ing prof­itable, sus­tain­able busi­nesses and ac­com­plish great re­sults in an unas­sum­ing way. These man­age­ment lead­ers achieve great out­comes be­cause they have learned the “se­cret code of man­age­ment lead­er­ship” com­pris­ing the 28 per­sonal com­pe­tency req­ui­sites and per­form­ing habits for ef­fi­cient man­age­ment and ef­fec­tive lead­er­ship. Through this mas­tery, they are able to en­list their su­pe­ri­ors, fel­low man­agers and work­ers to work zeal­ously to­gether to pur­sue a com­mon mis­sion and shared vi­sion through plan­ning, ex­e­cu­tion and de­liv­ery.

MAN­AGE­MENT LEAD­ER­SHIP

Many man­age­ment writ­ers have in­cor­rectly distin­guished man­agers as those be­ing able to per­form tasks that only deal with the ef­fi­ciency of the busi­ness, and lead­ers as those who can un­der­take tasks which fo­cus on the ef­fec­tive­ness of the busi­ness. How­ever, great man­age­ment lead­ers pos­sess the ca­pa­bil­i­ties of both an ef­fi­cient man­ager and ef­fec­tive leader. Both lead­er­ship and man­age­ment are sym­bi­otic, and their ef­fec­tive out­come depend­ing on the sit­u­a­tion. Hence, man­age­ment lead­er­ship is the ex­er­cise of both

High per­form­ing lead­ers

be­come suc­cess­ful be­cause of the rev­er­ence and sup­port from their team of com­pe­tent

man­agers.

these ca­pa­bil­i­ties and com­pe­ten­cies through in­di­vid­ual high per­for­mance within an un­der­stand­ing of per­sonal, op­er­a­tional and strate­gic re­quire­ments. One char­ac­ter­is­tic of great man­age­ment lead­ers is that they are not only good lead­ers but also good fol­low­ers when the sit­u­a­tion arise. If nec­es­sary, they can be just one of the team play­ers, al­low­ing oth­ers to as­sume the lead­er­ship role as they truly un­der­stand the lead­er­ship role.

TRAITS OF MAN­AGE­MENT LEAD­ERS

High per­form­ing lead­ers be­come suc­cess­ful be­cause of the rev­er­ence and sup­port from their team of com­pe­tent man­agers. Out­stand­ing man­age­ment lead­ers al­ways ac­knowl­edge that they stand on the shoul­ders of the great man­agers that they have. No great man­age­ment leader can achieve a sus­tain­able su­pe­rior out­come on his or her own. There is now a re­newed clar­ion call for man­agers to pur­sue and pro­mote “man­age­ment lead­er­ship” or “man­ager­ship” through con­tin­u­ous pro­fes­sional de­vel­op­ment and life-long learn­ing. The irony of busi­ness is that man­age­ment lead­ers are not train how to be ex­cel­lent man­agers and lead­ers. Many are pro­moted to their level of in­com­pe­tence with­out the nec­es­sary train­ing. In to­day’s volatile, un­cer­tain, com­plex and am­bigu­ous (VUCA) busi­ness en­vi­ron­ment, the chal­lenge for the man­age­ment leader is to master the abil­ity to learn faster than the rate of change hap­pen­ing around us.

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