| An acquaintance of mine coined the title
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| | the leaders worry about power and
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| phrase of this article in a discussion we
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| | politics.During his DREF interview, Chuck
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| were having regarding creating success in
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| | Steiner, former CEO of Branch Electric,
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| wholesale distribution. At the time, I
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| | said,"Refinements to industry practice,
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| perceived that to be "consultantese,"
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| | refinements to operation, excellence in
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| another cliché to be used in the
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| | what you do [and] continuous improvement
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| speaking arena. However, since that
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| | aren't words. They're a way of life.
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| original perception, I have come to
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| | When you understand that they're a way of
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| realize a deeper meaning in those
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| | life, then the change that you have in
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| words."It's time to stop thinking about
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| | the way you perform is beyond
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| power and politics
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| | comprehension because you just wind up
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| and start applying principle and
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| | operating at a different level, and if
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| process."Principle and process form the
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| | you can find a way to capture that in the
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| baseline of effective leadership. Power
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| | culture of your business, in the culture
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| and politics are old school and have
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| | that you emanate to your people, then as
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| traditionally led to ultimate failure. We
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| | this culture structure changes, you have
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| have experienced many unfortunate
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| | an opportunity for a superior level of
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| examples of this kind of failure
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| | excellence, and that's what in the end
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| recently, including Enron, Tyco and
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| | it's all about. Excellence breeds a high
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| WorldCom. Behind each of these failures
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| | level of profitability."Companies that
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| stands a towering figure: a CEO or
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| | put power and politics ahead of
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| business leader who may have embraced
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| | principles and process will create a
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| power and politics over principle and
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| | culture within the workplace that breeds
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| process. Most of the CEOs of these failed
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| | distrust and paranoia. Most employees
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| companies were considered great leaders
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| | devote a major portion of their lives to
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| at one time. That is scary. Remarkably,
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| | the job. Many "live to work" instead of
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| many of their qualities fit the
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| | "work to live." They need more from
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| definition of effective leadership.
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| | their job than just a paycheck. They
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| Leaders that cause this kind of
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| | deserve an environment that encourages
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| destruction can't reach the position of
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| | initiative and empowers them to use that
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| power they attain without demonstrating
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| | initiative. They need leadership that
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| admirable qualities. Generally, they are
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| | understands listening to their employees
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| very intelligent individuals. Perhaps,
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| | is a prerequisite for success. Executive
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| however, there came a time when their
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| | management has responsibility for the
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| focus shifted more to power and politics
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| | direction and results of the
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| than principle and process.Power and
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| | organization. The key role of the
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| politics in the business world can lead
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| | executive team is to establish and
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| to devastation if principle and process
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| | execute company strategy. The single most
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| are ignored. Principle is built on
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| | important determinant of long-term
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| integrity. Process keeps execution within
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| | success is effective leadership.
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| the realms of ethical business
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| | Effective leaders understand
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| practices.When a CEO begins to believe
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| | communication is critical to the success
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| their primary purpose in life is to
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| | model. That concept is based on
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| instill a belief in their vision, doing
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| | principle. Every employee must
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| everything possible to get everyone to
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| | understand and support the company
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| buy into it, with a paranoid belief that
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| | strategy. Managing for growth and success
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| those who don't rally to the cause are
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| | requires that leadership focus with laser
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| undermining that vision, they have lost
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| | light clarity on the determined
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| sight of principle and process. This
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| | activities that are going to produce the
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| practice is not only unnecessary, it is
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| | desired results. Focus from the
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| destructive. A true leader welcomes a
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| | leadership ensures that the process
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| challenge to their vison. It creates a
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| | necessary to achieve the predefined
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| balance, a reason to reflect upon
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| | activities required for success are in
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| personal values, intuition, and to make
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| | place and operational.Leadership in
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| sure the vision has foundation. Effective
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| | ActionSuccessful leaders believe in
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| leaders don't need 100% endorsement of
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| | principle and process. They take the time
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| their vision to carry out its execution,
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| | to listen, imagine and investigate
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| but what they cannot afford to give up is
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| | numerous alternatives. With the others'
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| the right and responsibility of the
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| | involvement they forge creative solutions
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| executive staff to question and challenge
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| | to difficult problems. They challenge
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| that vision.The National Association of
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| | their people to stretch, go beyond their
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| Wholesalers (NAW), funded by its
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| | previous boundaries and think outside the
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| Distribution Research and Education
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| | box. Successful leaders feed off their
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| Foundation (DREF), did a series of
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| | employees and allow their employees to
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| interviews with seven of the most
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| | feed off of them. They give credit where
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| successful CEOs known in wholesale
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| | credit is due. They give recognition as a
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| distribution. Listening to those
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| | means of gaining respect. They believe
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| interviews and reviewing the transcripts
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| | individuals can make a difference.
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| is what cleared my thought process and
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| | Through these methods, they learn to
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| provided real meaning to the phrase:"It's
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| | create new insights and possibilities.
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| time to stop thinking about power and
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| | They insist upon best practice and a
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| politics and start applying principle and
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| | process that defines responsibilities,
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| process."Leadership Models & The Ego
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| | provides clarity and embraces
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| FactorEffective leaders are driven by a
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| | accountability.Successful leadership
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| model. A model is a tool used to predict
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| | means creating a sense of urgency,
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| future outcomes of current decisions.
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| | getting mutual commitment to action.
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| Effective leaders build their models on
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| | Action steps are always clearly defined,
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| the sum of their experiences, knowledge
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| | precise and backed up by a commitment to
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| and deeds, as well as their mistakes.An
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| | the process necessary for execution.
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| emphasis on power and politics is more
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| | Often, due to the personification of the
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| likely to occur if personal objectives
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| | leader's own personality and charisma,
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| are ego-driven rather than profit-driven,
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| | employees are eager to leap into action -
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| based on principles, integrity and
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| | without forethought. A successful leader
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| ethics. Being ego-driven often leads to
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| | recognizes this possibility and takes the
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| putting personal needs ahead of business
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| | necessary steps to avoid this pitfall by
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| needs.During his DREF interview, Steve
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| | teaching precision in planning. They are
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| Kaufman, former CEO of Arrow Electronics,
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| | clear and explicit. They communicate with
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| stated that he did not invent the phrase
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| | encouraging clarity that commands
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| "Servant Leadership," but he leans
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| | ownership by everyone involved in the
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| heavily toward that methodology."The
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| | commitments made.Randy Larrimore, former
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| academics tell us a leader's role is to
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| | CEO of United Stationers, stated in his
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| serve those people that report to him.
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| | DREF interview,"I think you need to
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| He or she is not a dictator but their
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| | realize that the Leader, the President or
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| ultimate role is to serve, to allow those
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| | CEO puts their pants on just as you do in
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| people to achieve their goals. It's a
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| | the morning, and they make mistakes. The
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| style that starts by asking: What do you
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| | trick is to make fewer mistakes than the
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| want to accomplish, rather than telling
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| | next guy. I think it's easier sometimes
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| them what you want to accomplish. I would
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| | to apply knowledge that you've gained
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| say that the servant leadership model is
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| | [from] someplace else to an industry that
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| the one that I like."Larry Spears, CEO
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| | hasn't done some of those things. You
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| for Greenleaf Center for Servant
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| | can almost become a bit more of a hero by
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| Leadership said, "We are beginning to see
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| | transferring lessons learned than trying
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| that traditional autocratic and
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| | to invent new lessons."The successful
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| hierarchical modes of leadership are
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| | leader is constantly building advantages
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| slowly yielding to a newer model, one
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| | into his or her organization. The belief
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| that attempts to simultaneously enhance
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| | is that you don't always have to be
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| the personal growth of workers and
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| | better than your competition, but you
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| improve the quality and caring of our
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| | must be different. This concept demands
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| many institutions through a combination
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| | creativity and innovations. However, this
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| of teamwork and community, personal
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| | creativity and innovation must be built
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| involvement in decision making, and
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| | into the plans and the process that
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| ethical and caring behavior."Putting
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| | support it. It must be distinctive, yet
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| power and politics ahead of principle and
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| | it must be manageable and predictable.
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| process creates failure. This ego-driven
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| | This could involve anything from new
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| situation can lead to a death spiral
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| | technologies to market segmentation to
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| which often leads to panic response
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| | development of new channels. It is all
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| management. A restructuring plan is often
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| | about improvement and finding newer and
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| adopted. However, in an ego-driven
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| | better ways of doing things. It involves
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| situation, this restructuring is more apt
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| | cross-activity integration of process and
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| to occur from the bottom up versus the
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| | people. Activities must be linked across
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| top-down.In other words, revenue
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| | the entire value chain. Understanding
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| producing functions or revenue producing
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| | this concept is critical to leadership
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| people may be prematurely cut. These
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| | success. Yes, as I have learned to
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| people or functions may, at a minimum, be
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| | believe, it is essential that leadership
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| covering their variable expense and
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| | understands:"It's not about power and
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| contributing toward fixed expense to some
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| | politics, it's about principle and
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| degree. Eliminating a revenue producing
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| | process."Dr. Eric "Rick" Johnson () is
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| function creates a redistribution of
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| | the founder of CEO Strategist LLC. an
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| allocated fixed cost which may now
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| | experienced based firm specializing in
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| jeopardize the profitability of some
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| | Distribution. CEO Strategist LLC. works
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| other segment or division. This may
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| | in an advisory capacity with distributor
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| create pressure to close more branches
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| | executives in board representation,
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| or business segments, or cut deeper into
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| | executive coaching, team coaching and
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| other revenue producing functions, thus
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| | education and training to make the
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| creating "The Death Spiral."Focusing on
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| | changes necessary to create or maintain
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| principle and process indicates the right
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| | competitive advantage. You can contact
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| approach is to view restructuring from
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| | them by calling 352-750-0868, or visit
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| the top-down, including taking a serious
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| | for more information.Rick received an MBA
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| look at corporate and/or family
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| | from Keller Graduate School in Chicago,
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| overhead.Success CultureWholesale
| |
| | Illinois and a Bachelor's degree in
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| distribution organizations increasingly
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| | Operations Management from Capital
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| will be characterized by a large and
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| | University, Columbus Ohio. Rick recently
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| incredibly complex set of independent
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| | completed his dissertation on Strategic
|
| relationships between highly diverse
| |
| | Leadership and received his Ph.D. He's
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| groups of people. To be successful, you
| |
| | also a published book author with four
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| must determine how to get active
| |
| | titles to his credit: "The Toolkit for
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| involvement, innovation and creativity
| |
| | Improved Business Performance in
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| out of your employees. Success depends on
| |
| | Wholesale Distribution," the NWFA & NAFCD
|
| more than just "best practice" success
| |
| | "Roadmap", Lone Wolf-Lead Wolf-The
|
| drivers. Success demands a superior level
| |
| | Evolution of Sales" and a fiction novel
|
| of leadership - a level that requires
| |
| | about teenagers called "Shattered
|
| deep commitment. This commitment will not
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| | Innocence.
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| flourish in workplace environments where
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| |
|
