PMETH Consulting

Monday, November 14, 2005

“Some people are meant to be followers…"

“Some people are meant to be followers…Not everyone is meant to be a leader.” That is what some people say when I talk about the importance of leadership development. There is some truth to this; the greatest of leaders, are meant to be leaders and some people are meant to be followers.

But anyone in a position in which he or she has decision-making authority and/or has underlings (that is, anyone in a leadership position), has a responsibility to learn to lead.

Leadership gurus talk about the difference between leadership and management. And there are differences, but if you are in a management position, if you make pivotal decisions at your company, if you oversee, manage, direct, or evaluate people in any way shape or form, it is your responsibility to demonstrate leadership skills on a daily basis.

Leadership is largely about the ability to work with people and get the most out of them and it is every manager’s – supervisor, senior staff person, executive, director – whatever your title is, if you oversee people, it is your responsibility to learn how to work with people effectively and get the most out of them.

So learn to lead – for everyone’s sake!!!!

Saturday, August 13, 2005

Why Do Some Companies Flourish While Others Are Only Mediocre

I believe that any company in a proven industry that fails, fails because of poor leadership. And any company that is mediocre is mediocre because of poor leadership. That is, any reason you can think of for a company not meeting corporate goals could be corrected good leadership.

Companies often blame their performance, or lack there of, on factors that are “out of their control”. I’m not arguing the fact that there are indeed factors that occur that are out of managements control. For instance, take the airline industry. The events and factors outside of managerial control that have hit since 1972 include fuel shocks, interest rate spikes, deregulation, wars and 9/11. And yet the No. 1 performing company of all publicly traded companies in terms of return to investors for a 30-year period from 1972-2002 is an airline. According to Money magazine’s retrospective look in 2002, Southwest Airlines beat Intel, Wal-Mart and GE – all of them! Is Southwest just lucky? I don’t think so.

As long as there are companies that do what you do that are better and more profitable than you, you have to ask yourself why. I believe the answer is LEADERSHIP, LEADERSHIP, and LEADERSHIP. Who makes the decisions? The leaders–not the staff members. Who determines the culture/environment? The leaders–not the staff members. If people are motivated, energized and passionate about what they do, the environment gets much of the credit—as do the leaders who created it. On the other hand, if people drag their feet, go through the motions and produce the bare minimum possible, the environment shares much of the blame—as do the leaders who are presiding over it.

My question for this blog is why do you think some companies flourish despite the economic environment and other factors beyond managerial control while others are mediocre or going down the tube?

I’d love to hear your thoughts.

Happy Blogging,

Lisa