• Defining leadership and the practical effects of manager intervention on staff motivation.
• Understanding that managers lead and that leadership is a management role.
• Setting out the difference between leadership approaches and leadership styles.
• Introducing some practical leadership interventions for managers.
• Introducing leadership approaches and how to select the right approach.
• Discussing how to do leadership day to day.
Career management in the SME has huge benefits in engendering commitment to the firm and engagement with the job. But top management must first commit to the concept. There are many approaches. Here's how.
There’s a very basic problem in SMEs concerning staff succession and promotion. It’s that there’s apparently nowhere to go – everyone is in a job and no one is about to move over to allow ‘promotion’ of those below. It’s ‘dead man’s shoes’. But it doesn't have to be so. Here's why not.
We’ve all heard the phrase “Called to the ministry” describing how someone became a priest or vicar. But it extends further. Many say that they knew from a young age just what job they wanted to do. Once in work, many people comment that they feel so motivated by the job they do that they’d do it even if they weren’t paid. Calling extends to many careers. So how does a calling come about and how do hiring managers attract those with a calling?
Whilst the argument in favour of developing staff is strong, it’s not universally accepted. As this article shows, the argument rests on the various costs and benefits and ultimately on the ability of staff to ‘make the grade’. Both sides of the argument must be considered. To understand what’s needed in your own firm, you need to be able to determine market need for skills and knowledge in each job and jobholder and from the need, determine the capability you’ll put in place. Then plan and execute.
Intuitively we know that it’s worthwhile telling our staff how we think they are getting on. Intuitively too, we believe that we should all be tasked through objectives so that we strive for excellence. We know too that appraisal and objectives are linked – without the former, the latter would not be achieved. But what’s that link and how does it affect the staff and managers in an SME as they go about their business day to day? How do they both link to the firm’s strategy?