Leadership Development Resources
Here is a collection of tools to help you become the best leader you can.
The Art and Science of Management by Wandering Around
- Supervisor and key colleague huddles – check in with your boss or closest colleagues at least once a day – e.g. at start and end of day.
- One-on-one staff member connections – at least once with every person who works with you, at least every second week. 30 minutes minimum. Working lunches or coffee chats together also count. Even better if in their own place of operations, where possible.
- Regular meetings with your staff team– with standard agenda and good and open discussion (two-way dialogue request)s – at least once per month. Weekly if at higher leadership levels.
- Cross collaborative team meetings – at least monthly with other “potential silos”, in order to discuss continuous mutual understanding in “hand overs” and client or product transitions across to other work areas.
- Don’t forget your other partners – regular check in and drop in meetings with:
- Materials and Purchasing
- Conduct in Office/Operational “walking tours” – rotate and visit each key working area under your purview at least 2 hours per week. Higher level leadership may have to specifically plan and schedule different “walking tours” in order that you have toured all areas, by at least every Quarter – i.e. in a 13 week rotation.
- External ambassador visits – at least one meeting per week with other key stakeholders, vendors, funders, consultants, faculty members, etc.
- Other ideas to effectively “Manage by Wandering Around???
- Good relationships never get built through just emails or sitting behind your desk!
Question: Which of the following Leadership Actions have you carried out in the last month?
- Shared with my staff my enthusiasm about what they are doing and reminded them how it fits in with the work of the organization as a whole.
- Arranged for my team’s work to be allocated among individuals in such a way as to promote the satisfactory development of those individuals, as well as the accomplishment of the task.
- Told or reminded each individual about the purpose and importance of his or her work.
- Given each individual constructive comments on his or her work.
- Helped individuals to improve at their jobs (so as to become more capable of more challenging tasks).
- Reviewed people’s jobs with a view to making them more satisfying.
- Taken each individual’s views into account in agreeing/revising his or her targets or objectives.
- Involved individuals in decision-making where appropriate.
- Explained all decisions I have taken myself.
- Been responsive to suggestions or grievances.
- Ensured that individuals who have broken important rules or deadlines have NOT been allowed to get away with it.
- Monitored our operation and kept my team informed – in such a way that we all learn from experience (of our failures as well as our successes).
- Made sure that all members of my team know of events or decisions elsewhere in the organization (or outside) that may affect our operations.
- Defended my staff if their work has been criticized by someone outside the team.
- Shown my staff that I care about them as individuals and recognized that their work will be affected by what is happening in the rest of of their lives (and vice versa) – as will mine.