The editor said I had provided nothing new and that's why he was rejecting the article I had submitted. I admit my ego was a little bruised but more than that I was surprised. This particular editor professed to be an avid reader of leadership and management texts, so how is it he missed a very important point?
There is little if anything really new on the subject of leadership.
If the requirement was that only new information could be published, there wouldn't be much on the bookstore's shelves and Amazon would go out of business. I'm often amused by the many articles and blog posts I see professing to have discovered some new truth about leading people. It's almost always a technique or process that my mentors and bosses had taught me years ago. And it wasn't new then.
So, if there's nothing new, why should we read all the books and articles about leadership that are being published? Two reasons.
First, just because something isn't new doesn't mean we shouldn't study it. Though I do find a little amusement in the discovery of "new" leadership ideas and techniques I'm also happy that another leader has discovered them.
Second, and more importantly, even though there may not be anything really new, there are new approaches to established methods. In fact, this is where the majority of benefit lies in the huge number of leadership books available today and it's why I still seek out and study new books on the subject. Sometimes an author will present something in a way I hadn't considered providing a different angle on an old idea.
What books should you read? Sometimes I see questions like, "What is the one book you should read about leadership." There is no holy grail of leadership books. I have hundreds of books on my shelves and they all have some value of their own. I can't pick one and say it is the one that will magically turn you into a great leader. Here are a couple of things to look for.
First, look at the back of the book. It's here that the author presents a short synopsis of the work and frankly, it's designed to grab you. Watch out for those that claim to have all the answers, "the one book you need," or claim to have a new, undiscovered secret to success. It might be new to them, but the claim tends to show ignorance of the broader field.
Next, look at the author. You're looking for information about leadership. Therefore, it would stand to reason that the author should have some experience in leadership. I've found there are three types of leadership authors: those that have leadership experience; those who have experience in academia, have studied the subject, and may or may not have actual leadership experience; and those who have read a lot of other books, are just regurgitating what they've read, and have never actually led anything.
To learn how leadership really works, go for the authors with the experience. To get an overview of how leadership theories and practices are applied on a broader scale, read the academics.
Over the next four weeks I'll present some short reviews of books that I've found helpful and I feel are worth your time to read. It is by no means an exhaustive list but will provide a place to start.
Leading for Dollar$!
Excerpts from the introductory leadership course that will develop energized leaders, engaged employees, and more profits.
Leading Change
YOU THE COUNSELOR
One of your most significant responsibilities as a leader is taking care of the people under you: and it's also one of the hardest. As a rule, subordinates expect leaders to stay out of their lives, but do whatever is necessary to make those lives better. That contradiction can be confusing. You'll be required to counsel people in good times and bad, applaud their accomplishments and point out those times when they don't get it right. You'll develop your own techniques that work in your specific situations. What will make your coaching and counseling more effective is a good relationship with the people for whom you are responsible. Let's look at some basic leadership skills that will make your job easier.
1. Always be honest. Subordinates, or anyone else, only have to catch you lying once and your credibility is permanently destroyed.
2. Get to know your people. This can be hard! Some don't want you to know them. Some want you to know more about them than you ever wanted to know. You don't need to know every detail but make every effort to know as much as possible.
3. Communicate. Let your people know what you're thinking and what is going on. Keep them as informed as possible. This doesn't mean you babble on about everything you're thinking. You have to use your head with this. The point is employees are often left in the dark for no apparent reason which doesn't help morale.
4. Always remember that your subordinates are responsible for your success. They can make or break you. Treat them with the respect.
People like to be stroked. A kind word and a pat on the back go a long way. In their book, The Carrot Principle, Adrian Gostick and Chester Elton use example after example to show how recognition significantly impacts employee engagement. Their research shows; however, that recognition needs to be appropriate to the person and the event.
That doesn't mean you need to run around constantly spreading good cheer. Make your comments meaningful.
Don't put positive counseling off until tomorrow. It quickly loses its effect. Also, though the mantra is always to praise in public, watch reactions carefully. There are some people who are embarrassed by public recognition and your efforts could backfire. That doesn't mean they don't want to be recognized for their accomplishment, just that they'd rather hear it quietly from you.
Unfortunately, counseling isn't always pleasant. You will occasionally have to let someone know they aren't living up to what you expect. This must always be done in private. Never discuss a person's failures or shortcomings in front of other people.
1. Begin by telling the person something you like about their work. Stick to the job. Telling them you like their haircut or new blouse won't help much. You may have to think hard about this, but find something.
2. In a matter of fact way, state the problem. No emotion, don't dress it up, just state the facts.
3. Ask if the person is aware of the problem. At this point you will either get a simple acknowledgment or a denial.
3a. If the person acknowledges the problem, steer the conversation back to them by asking why they think the problem has occurred. Remember the caution about talking down to subordinates. Your goal here is to fix the problem. The best way to do that is for the person with the problem to find the solution.
3b. If the person denies the problem or tries to deflect it on to someone else, you need to take a different approach. Hopefully, you've done your research and know what the issue is and who is involved. Don't allow yourself to be sucked into an argument. Restate the facts as you see them, then state what your solution is. Give the person a chance to propose another solution.
4. Follow-up. No matter how minor the issue may have been, it's important to follow-up to ensure the solution worked. Also check to make sure the solution did not have some other, unforeseen, effect. Take this opportunity to do some positive counseling.
One thing you must always remember about counseling -- you are not a psychiatrist or clergy. Don't take on concerns that are beyond your expertise. Usually, you should stick to issues related to the work area. This is often easier said than done as personal issues often affect work performance. It's a very fine line between work and personal issues and you must determine how far you are willing to go. If the conversation turns to personal problems, as it often will, you're usually better off referring the person to an expert in that area. Unless the organization has specific people on staff, it's usually better not to refer to a specific person but rather to a specialty. Rather than "why don't you go see Reverend Jones," say "have you considered talking to your minister or a professional counselor?"
An often overlooked, but critical component of counseling is documentation. It is essential that you record the counseling for future reference or if further action becomes necessary. Don't forget, you can documnet positive actions too.
