A person can be a good leader (he leads teams/persons) and, at the same time, a bad manager (he organizes): in that case, he needs a superior who is a good manager.
On the other hand many good managers are very bad leaders, therefore they should be assigned roles in which they do not lead persons. continue reading
To begin with, a strategic plan exists in the leader’s mind.
A strategic plan should be very simple, therefore you need no tools, nor you need to communicate it to everyone in the firm, for your strategy is the core of your business; why give away your more treasured secret? Keep it for decision-makers.
Employees need to know other things, i.e., what the firm wants to do and obtain: that can be called strategy, but it is not your strategic plan.
The best practice is to operate as I have said; it will not “sit on the shelf” because it will be an important “document”, implemented directly by decision-makers.
As for small businesses, why complicating their life with tons of documents? Decision-makers should know what they want and … put it into practice.
In my opinion, assessment tools have a very bad impact.
If you are to decide and let a tool decide on your behalf instead, your people will get a bad impression, especially if the tool comes from other firms.
On the other hand, if you really need a tool to identify possible leaders in your organization …
Example: a tool deciding a person could get blocked in decisional environments. Try to guess? That person did practice “extreme sports”, i.e, he/she would have been dead had that been true. Nonetheless, he/she experienced problems in that occasion.
Quite simply: be a leader. Forget modern fads about team-leading, wonderful tools which are supposed to take decisions, and so on. You are a man who is going to lead men: never forget men are persons. Very important: the most important person in a team is … the team leader! Take care of yourself.
