Ingeniero

Páginas: 4 (793 palabras) Publicado: 9 de noviembre de 2012
Is Your Leadership Showing?

You're the CEO of your company. But do you look and act like a leader? Here are five ways to get started.
Most members of a team know when they’re doing their workwell. They often have a particular area of expertise, and they have deadlines and deliverables. 
For leaders, it’s a bit different. How do you show that you’re leading? Here are five competencies thatgood leaders demonstrate. They are related to one another, and each is framed with a question to help you think about opportunities to display leadership.
1. Visibility
We know that leaders need tobe seen by followers--from formal presentations and announcements, to a crisis, to simple “managing by walking around.”  The less-obvious occasions, however, are easily overlooked. They can be lostopportunities, or powerful expressions of leadership.
As a leader, when do you feel out of your comfort zone? Maybe it’s when you have to deliver bad or unpopular news, or mediate a conflict betweendirect reports, or perform a necessary task that you just don’t like. One CEO client told me that he found it hard to celebrate the “small to medium wins” that his team wanted acknowledged. He consideredthese victories just part of doing business. His solution was to ask his executives to publicize accomplishments up to a certain level, allowing him to save his praise for the really bigachievements.
Ask yourself, “How am I visible to others when I don’t want to be?” The answer is not to pretend to like being visible--far from it. Instead, ask yourself this question prior to an uncomfortableevent, and use it to help you prepare. Consider some behavioral options, and put yourself in a different mental space. Then you’ll be able to be visible in a more productive, less stressful manner.
2.Preparation
Many leaders are great at preparing the logistics of leadership (the facts and figures in a plan, or the pitch for a presentation). Too many leaders, however, don’t prepare regularly...
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