Recognized Supplier Guide ‘18

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AUGUST 2018 THE SHOP 63 experiencing individually and as a group. While often minor, these frustrations serve as mini barriers to productivity and effi- ciency. Frustrations are often not discovered unless a leader takes the time to observe what is actually occurring. They may be considered minor parts of the work process that employees fail to mention due to their insignificance. However, when considered collectively and cumulatively, smaller frus- trations have the power to hemorrhage an organization's productivity. OBSERVE FIRSTHAND WHAT'S OCCURRING Reports and meetings cannot take the place of the leader personally observing what is happening within their division or unit. A casual walkthrough does not provide sufficient opportunity to clearly observe and internalize what is actually occurring at any point in time. Close observation allows leaders to iden- tify certain occurrences that produce either a positive or negative impact upon the organization. Only when leaders practice visible leadership and openly interact with their employees will a true picture of the organizational unit's overall progression and advancement emerge. Without this firsthand insight and knowledge, leaders cannot effectually move any part of their organization forward. ENCOURAGE OPEN COMMUNICATION Visible leadership and open interactivity brings leaders out of their comfort zones and away from their desks. Being an inter- active leader puts them on an equal plane with their employees, which makes them much more accessible and approachable. When this occurs, employees feel more comfortable talking about frustrations, concerns, problems and issues that may not otherwise be disclosed. This open communication directly drives the flow of knowledge and information that leaders need to be successful. PROVIDE INSIGHT INTO SOLUTIONS When leaders become fully interactive, and observe and communicate with their employees, they gain insights into existing problems. Leaders use these insights to much more easily reach solutions to the immediate and pressing problems facing their employees. Minor frustrations are quickly remedied and eliminated to minimize productivity losses. Change transformations in any organiza- tion entail countless daily decisions. Open interaction facilitates the decision-making process by encouraging employees to make cooperative or independent judgments in the name of reaching objectives and elimi- nating needless frustrations. PROVIDE INSIGHTS ON PROBLEMS & OPPORTUNITIES Leaders typically have the advantage of the macro view of their organization. Some- times they are focused on this larger picture to the extent that they forget they can— and should—look for and watch what is actually transpiring on their front lines. While this field of vision will vary by the level occupied in the organization, leaders have the advantage of obtaining increased knowledge through a wider perspective that is not available to their employees. Leaders who are active and visible in their organizations can witness what is hap- pening and identify potential problems and opportunities because of it. Their position often allows them to act on this knowledge to either eliminate a potential problem or tap an opportunity. In either case, a frontline perspective helps leaders and employees save their company money. The only sure way to accomplish any of this is to take full advantage of applying all the available knowledge obtained from a more micro view of the organization. SHARE IN SUCCESSES & FAILURES An essential role for leaders is to act as a motivator and cheerleader. While corporate When leaders develop an inter- active presence and work to achieve active visibility, they can fully apply their leader- ship skills and capabilities.

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