leadership mr. amory wong carson graham secondary (ib) school
TRANSCRIPT
LeadershipMr. Amory Wong
Carson Graham Secondary (IB) School
Styles
Autocratic
Democratic
Lead-by-example
Mentor
Macro-manager
Micro-manager
Autocratic
Military or military-like (police, firefighters, search-and-rescue, …)
Team Coach, Film Director, Executive Chef (not always)
Used when coordination of many people is vital
Often used when there are many rules to follow
Used frequently when time is limited
Must give and ask for loyalty for this style to work
Must make team members feel valued
Democratic
Gives team members satisfaction and ownership
Used when team is skilled and/or self-directed
Used when creativity or problem-solving is required
Requires time otherwise there is a risk of incompletion
Leader is generally responsible for overall vision, maintaining focus, schedule, and morale
Outcome can be better than your original vision
Risk mutiny if no vision or control
You must make the final decision!
Lead-by-example
Generally very effective
Used by team captains, smaller military-like units, middle managers
Can often be used with autocratic or democratic
Demonstrates that everyone is in the same boat
Be sure not to have a double-standard
Show that you are willing to do less desirable work
Make sure to spend some time leading
Mentor
Not everyone is interested in dead-end jobs
Mentoring allows team members to gain responsibilities and skills
Set achievable goals
Help them self-assess
Share your experiences (good and bad)
Encouragement to work through difficulties
Generally monthly or longer between meetings
Macro-manager vs Micro-manager
In general, it is best to be a macro-manager
Makes the team feel responsible
Frees up your time for vision and morale
Don’t be completely hands-off
Micro-manager
When training someone for new skills
When re-training someone who has failed
When the project is in trouble
Competition vs Teamwork
Allowing individuals to be competitive
Allowing groups to be competitive
Successful teamwork can instill as much satisfaction as winning
Giving Instructions
Give oral and written instructions whenever possible
Give vision
Allow questions
Chair the meeting to ensure that there is focus and order
Don’t run meetings without an agenda
Don’t let a meeting drag on
Only invite the relevant people into a meeting
Do an early follow-up then a later one
Giving Feedback
Sandwich feedback – positive, wish, positive
Let people know when they are doing a good job
Give your people the credit they deserve
Constructive criticism – don’t be afraid to tell people their work isn’t good enough, but be specific on how they can improve
It’s better to let people know about poor performance than have resentment from other team members
For negative feedback
don’t be angry
be specific about what is wrong
give time for them to think about a response
Building a Team
Choosing like-minded vs different people
Always more difficult when you can’t select your team
Find positive people – it only takes one negative person to hurt morale
Experience – provides stability and knowledge that the job will get done
Inexperience – provides enthusiasm and new points of view
Letting bad team members go is more productive for the team – it also lets the people find a position where they can be productive
Concluding Remarks
Always use opportunities to watch and learn others leading
Coaches
Bosses
Teachers
Movies and Shows
Case studies
If you are going to be an employee, use this info to look for a good boss
This takes practice!