Sun.Star Pampanga - - PERSPECTIVE! -


The main cri­te­ria for some­one to move up in a com­pany or school are to be a strong leader. Strength in the work­place can some­times be mis­un­der­stood as be­ing dom­i­neer­ing or just or­der­ing peo­ple around.

If the teacher wants to be a strong leader, there are some steps to take that can help them to gain that ob­jec­tive

Set the right ex­am­ple. If the man­age­ment team is smartly dressed and punc­tual in the morn­ings, then this will en­cour­age your staff to repli­cate this be­hav­ior. Be­ing a good role model for your busi­ness is vi­tal if you want your staff mem­bers to be as pro­fes­sional as you are. Lead by ex­am­ple in everything you do at work. It can be very dif­fi­cult to rep­ri­mand a mem­ber of staff for some­thing if you are a ha­bit­ual of­fender.

Con­tin­u­ous de­vel­op­ment of your lead­er­ship skills. In or­der to be­come a great leader, you have to un­der­stand your own at­tributes and lim­i­ta­tions. Seek­ing con­tin­u­ous self-im­prove­ment means that you will be strength­en­ing your own skill set and en­sur­ing that you have the right skills to be an ef­fec­tive leader.

Be tech­ni­cally pro­fi­cient. Be­ing an ef­fec­tive leader also means you need to stay one step ahead of your team when it comes to tech­nol­ogy that may im­pact your in­dus­try. Sub­scribe to in­dus­try blogs and read whitepa­pers that will help you keep up to date with tech­no­log­i­cal ad­vance­ments in your sec­tor.

Make sound and timely de­ci­sions. It is im­per­a­tive that you are in a po­si­tion to make in­formed de­ci­sions quickly. By en­sur­ing you are up to speed with good prob­lem solv­ing, de­ci­sion mak­ing and plan­ning tools, you will be in a po­si­tion of strength to lead your team.

Seek and take re­spon­si­bil­ity for your ac­tions. As a leader, your team will look to you for guid­ance and in­spi­ra­tion and ways to take the busi­ness to new heights. When things go wrong, they will turn to you to take cor­rec­tive and de­ci­sive ac­tion.

Pos­i­tive At­ti­tude. A pos­i­tive en­vi­ron­ment is more likely to cre­ate a more en­gaged and pro­duc­tive work­force. By dis­play­ing en­thu­si­asm and con­fi­dence, a good leader will un­der­stand the im­pact that they can have in this work­ing en­vi­ron­ment. Ob­vi­ously, it isn’t al­ways pos­si­ble to have a pos­i­tive at­ti­tude to­wards ev­ery task that a leader is likely to tackle how­ever, the more neg­a­tiv­ity you can keep from im­pact­ing your work­force, the more likely you are to see pos­i­tive re­sults.

Keep your team in­formed. Your team will look to you to keep in­formed at all times, so try to keep abreast with everything hap­pen­ing in your busi­ness and in your sec­tor. You will then be in a po­si­tion to cas­cade that in­for­ma­tion down to your team who will hope­fully ap­pre­ci­ate your ef­forts.

Get to know your team. Man­age­ment dic­tates that you have a de­gree of sep­a­ra­tion from your team. You should al­ways bear in mind that your team will be made up of in­di­vid­u­als who have dif­fer­ent out­looks and abil­i­ties and will be at dif­fer­ent stages of their ca­reers. There­fore it is vi­tal to un­der­stand what makes them tick and to re­mem­ber that what mo­ti­vates one, won’t nec­es­sar­ily mo­ti­vate an­other.

Don’t be afraid to del­e­gate. One of the key skills a team man­ager has to quickly learn is the im­por­tance of del­e­ga­tion. Suc­cess­ful del­e­ga­tions be­gin by match­ing peo­ple with tasks. If there are gaps in team mem­ber’s skill sets, a good leader will quickly be able to iden­tify and man­age these gaps.

En­sure that tasks are un­der­stood, su­per­vised and com­pleted. Be­fore you del­e­gate a task to any­one in your team, it is vi­tal that you un­der­stand what is in­volved in the task and what a sat­is­fac­tory out­come will look like. If your team is ask­ing ques­tions about the task, try to en­sure you are armed with the an­swers. By not hav­ing the nec­es­sary in­for­ma­tion to hand, you could lose re­spect from cer­tain team mem­bers in your team. At the end of the day, peo­ple want to be led by those they re­spect, who have a clear sense of di­rec­tion for the busi­ness.

— oOo—

The au­thor is Teacher III at Dap­dap Re­set­tle­ment El­e­men­tary School Di­vi­sion of Tar­lac Prov­ince

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