Rock Products

JUL 2019

Rock Products is the aggregates industry's leading source for market analysis and technology solutions, delivering critical content focusing on aggregates-processing equipment; operational efficiencies; management best practices; comprehensive market

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www.rockproducts.com ROCKproducts • July 2019 • 17 Every company wants to develop the leaders of tomorrow. By creating opportunities for talented and motivated employees to grow professionally, organizations give members of their workforce the ability to become more productive and add greater value over time. However, even though the task of leading others is often deemed a priority within organizations of all sizes and types, a significant percentage of employees today find themselves promoted to supervisory roles without formal leadership training of any kind. It's an overlooked problem for many companies, and it's one they simply can't afford not to address. "What's your most valuable asset? It's people," said Terry Tennant of Attainment Inc., speaking to attendees at 2017's ConExpo-Con/Agg. "And often we find there's much better systemized training for people on all sorts of technical things, but not leadership. And you have to ask yourself, why is that?" With that fact in mind, here are the three secrets to under- stand about fostering organizational leadership: 1. Leaders Aren't Born, They're Developed Without proper training, employees working in supervisory roles tend to rely on their technical acumen in their day-to- day activities, rather than their leadership skills. Even worse, they often end up doing the work of their subordinates, instead of zeroing in on their own responsibilities. Ultimately, company leaders end up feeling overwhelmed and organiza- tional productivity decreases over time. According to Tennant, an organization can measure just how effective a leader is by simply assessing how well their team performs when the leader is not present. It may seem simple enough, but it actually requires determining if one or more symptoms of a situation where leadership development is needed. In these situations, the leader: • Is not holding some or all of the team members accountable. • Uses the power of the position, rather than coaching. • "Puts out fires" rather than finding longer-term solutions. • Works long hours, and does not feel like they can take a vacation. • Makes decisions or solves problems his or her people should. • Finds himself or herself in situations where people are often asking a lot of questions. • Sees employee performance suffer when not there. "The role of a leader requires him or her to avoid managing by crises," said Tennant. "Leaders need to manage by goals, and they need to be able to plan accordingly. All too often, leaders fail to realize their job is to get work done through others, and so they don't communicate clear expectations, hold employees accountable, provide feedback and training, or consider what motivates others to be productive." 2. It's All About the Team In ensuring his or her team is performing to the best of its abilities, a leader must be willing and able to ask if poor per- formance is being caused by the employee: • Not knowing what to do (due to lack of communication). • Not knowing why a certain task or responsibility is import- ant (due to lack of communication). •  Not possessing the requisite knowledge or ability (due to lack of training or a poor hiring choice). • Not wanting to do it (due to lack of motivation). "As a leader, you need to be able to find the real cause of poor performance," said Tennant. "Those who can't shouldn't be in a leadership role without formal leadership development. The cost is simply too high." 3. Managing Others Begins With Managing Yourself Wasted leadership productivity is a problem of great sig- nificance for many companies today, largely because many people tasked with managing and motivating others are either unwilling or unable to manage or motivate themselves. According to Linda Tennant, Terry's wife and business partner, becoming a successful leader starts with the development of effective time management skills. Ultimately, she said, to be successful, leaders need to spend roughly 80% of their time on the job conducting the following six "high-payoff " tasks: • Achieving business financial goals. • Communicating company values, vision and goals. • Identifying high payoff activities, key performance indica- tors and scorecards. • Providing employee performance feedback/coaching. • Helping employees develop motivation, career plans and training plans. • Developing, documenting and improving processes. While it's incredibly difficult to set aside an appropriate amount of time each day or week to focus on high-payoff tasks and activities, it's also vitally important to do so. Source: Today's Construction & Tech Trends 3 Secrets to Successful Leadership Development

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