Is there such a thing as a leadership-expert afterall an ex is a has been and a spirt is a drip under pressure
Below is the introduction to our Leadership Skills E-Book
Welcome to The Ultimate Leadership Training Consultancy
We are a training course provider with a global reach. The Leadership and management programs we write are changing the culture in some of the largest companies around and our trainers and authors are all specialists in their field and experienced business leaders and managers.
Leadership Skills E-Book
What makes a leadership-expert?
Hi thanks for picking up my leadership skills book, you’ve either sat and completed one of my 12-month leadership masterclasses (and got it for free) or found it online and thought it could help you in your quest to become a better leader, and I really hope it will. And well done for opening it, Keep Educating Yourself is KEYto running a successful business and developing your team.
So why write the book in the first place? I wrote it for a couple of reasons
These are the books I want to write, a book that answers issues and arms managers with practical tools to manage and lead their teams, build their business and generate profit. There are obviously no guarantees, you have to actually go and do some work, I can’t do it for you. However, if you do need a consultant to visit your business to help with problem solving, business building, team building or vision and mission implementation then please don’t hesitate to contact me (I work all over Europe), and if it’s something I can’t help with I bet I know someone I can put you in touch with.
So, what about this leadership? What makes a leadership-expert?
I know when my management career started, it was one September back in the day, a “few” years ago, and if I thought about it or dared to admit I could probably tell you the day and year (I know it was a Monday). But I can’t tell you when I became a leader.
If you are my manager, I have to do what you tell me to do. If I don’t, I could lose my job, but I don’t necessarily follow you. Leadership is a decision you make not a seat you sit in. You can’t be promoted to leadership; you have to promote yourself (from within) – it’s a choice. Sounds a bit heavy but this is where your Emotional Intelligence is a factor.
A lot of clients ask me if I think Leadership is something you are born with – the born leader. I don’t believe it is. I think it’s a skill you develop, it’s something you learn which means that with the right information anyone can become an effective leader and I know this e-book will help you – so let’s get started.
So why me? What do I know? What’s my background? Am I a leadership-expert?
I would describe myself as a business and team development specialist (I love concentrating on the team’s performance to generate profit and rewards). I’m not a leadership-expert - but I do know how to lead.
– I was once told an Exis a has been and a spirt is a drip under pressure! I don’t profess to know everything (my wife and kids might disagree)??! I specialise in Management and Leadership development, Team and Business development, Marketing, Coaching and delegation, change management and HR. My training delivery and consultancy style is direct and supportive, and I speak from bloody nose experience rather than ivory tower philosophy.
I have had successes and failures; I’ve rushed in where only fools dare and sometimes it’s worked and sometimes it’s blew up in my face. Saying this though, I am hugely positive and have a great outlook on life, I’m a goal setter and a goal achiever – I don’t have a “bucket-list”, I have a “book-it” list and there is a huge difference.
I currently direct and lead two companies. The first is a property management company and the second is my publications company, which this book is part of. I have published five other books, two of which are hiking guides rather than just business management and Marketing literature – so time management is not just a buzzword, it’s a way of life.
My Leadership Philosophy
Firstly, I think it’s important for me to explain my philosophy on team management. I’ve always had the goal to work myself out of a job, do nothing, get everyone else to do my work – OK the last two points are garbage, but think about it. If you manage to work yourself out of a job it means that you have successfully developed your managers and team to do the work for you, the work they were employed to do – you’ve delegated and by doing so you have created future leaders. So many businesses I visit are top down, the traditional pyramid. Pyramids are great for death and burial chambers, not very productive for business.
There will always be things that you have to do, after all you have the overall responsibility for the team, but it doesn’t mean you have to do everything!
In the picture you’ll see I had four managers who were each responsible for roughly 10 team members and I was responsible for mine as well as the mangers. Throughout my management career I have insisted that all team members, whatever their role in the business, received a monthly one to one with their manager, which culminated in the annual appraisal and personal development plan (PDP).
Ten monthly one to ones for anyone is tough so we trained key staff up to supervisor, team leader and key staff trainer. This meant that each manager had three others within their team to help the one to ones and performance management.
As I said to my managers – “Your team your responsibility”.So, the managers delivered the above positions their one to one and in turn they delivered a one to one with two team members, simple really, and anyone can deliver two one to ones a month.
One of the learners on one of my leadership programs informed me that this was a chain of command, which is absolutely right and for it to work each level had to teach the one below their role. So, for example, when I went on holiday one of the managers stepped up into my position. Their team leaders took over for them and the supervisor took over from the team leader. If we needed a “relief” supervisor a member of the team was on standby (in training). No one was paid any more for this temporary responsibility, it was CV fodder for them to use for the next step.
This chain of command also works well with communication. If a team member had an issue they went to their respective supervisor. If they couldn’t resolve the issue, they took it to their team leader to resolve and then up to their team manager if they couldn’t resolve it. Finally, it came to me, which was rare. This meant that everyone was exposed to decision making, creative thinking and problem solving.
I visited a large hotel near the Lords Cricket ground in London to deliver some training. I spoke with the general manager during lunch who told me that he had about 400 emails a day from his team. This caused him loads of stress and took him away from managing. I introduced him to the chain of command theory (and a couple of other email management ideas) and he now receives around 35 (internal) emails per day from his team. He was finally manging his tech and his team, they weren’t managing him.
I had another client who has a large company in Chesterfield, Derbyshire. One day I was sitting in her office when a team member knocked on the door who said they couldn’t work the Wednesday because, of whatever reason they gave. My friend said, “OK leave it with me and I’ll sort it”. The doors always open in her office?? Two hours later the same team member came by and asked if my friend had sorted his problem out yet. The answer was no, followed with a “come back in an hour” and a giggle from me in the corner. Who’s managing who? The team member is asking the director (my friend) of a multi-million-pound business if she has sorted out the problem. My advice to all managers and leaders is to stop creating over dependant teams. Train and develop everyone in the team to bring a solution not a problem. The previous issues could have been resolved instantly.
Team member: Hi, I can’t work next Wednesday because of (whatever the reason was) but Fred can cover me if you’re OK with me changing shifts/the rota.
Director: That’s fine, thanks for bringing the solution, how’s your day going?
The chain of command works well with training and developing the team as well. I love visual matrixes rather than hidden ones on line. I remember at school we had a swimming chart. All the kid’s names were down the left-hand side of the chart and all the swimming achievements were along the top. Every time you “Got your pin” in the pool, you put an actual pin on the chart so at a glance you could see who had achieved what.
I adopted the same for my teams. Everything I wanted them training in was listed along the top and their names were added to the chart down the left-hand side. Each team of ten had their own colour, and everyone could see who was trained in what (and who wasn’t). The chart was right outside the staff room next to the comms board. I (and the team members) held the managers accountable for the training within their team and they all had a Key Staff Trainer to help, so there were no excuses. They also kept me on my toes as I was responsible for the training and development of my own team!!
A lot of people say, “Ah but Adrian our industry is different”. Why? don’t teams or people in other industries want to move on? Some people say, “Ah but Adrian you were lucky”. LUCK stands for Labour Under Correct Knowledge – which is effectively all I did, and there is no reason you can’t do the same, unless you stop yourself of course. It's not about being a leadership-expert, it's about application of proven leadership-expert techniques.
If you haven't seen Simon Sinek's leadership-expert talk about Leadership you can find it here
Thanks for visiting our leadership-expert page, here's a link to our homepage remember it's not about just being a leadership-expert, it's about developing leadership-expert traits:
Top leadership trait number one - You have to decide to become a leader
Top leadership-expert number two - You have to communicate more (one to one's and appraisals are just the start)
Top leadership-expert number three - See every team member as a 10 out of 10
Top leadership-expert number four - Set out the vision and communicate it
Top leadership-expert number five - Develop future leaders
Please contact us to discuss any training requirements you have, we either deliver for you or sell you the course for your team to deliver themselves