How To Be  A Good Executive Leader - Business Coach London

How To Be A Good Executive Leader - Business Coach London

10 Nov 2021


How to be a good executive leader….

by Kieran Perry - UK Business Coach 

THE ORDERLY MIND PIANS AHEAD; IS NEVER CAUGHT UNREADY:

All disorderly minds are cluttered up with today's (or yesterday's) details, and never quite succeed in having time to work out tomorrow's plans. The result is lack of straight-line policy and effort, and lack of foresight and preparation - that is to say, being caught unready by serious developments that might have been foreseen.

 

THE EMOTIONALLY MATURE EXECUTIVE HAS NO HOT TEMPER, EXPLOSIVE TEMPERAMENT, FLUCTUATING MOODINESS, GROUCHINESS, TOUCHINESS OR UNRELIABLE DISPOSITION.

Executive work proceeds best under an equable temperament, whose fairness, clearness of mind, deliberation and analysis is always level. The good executive knowns to operate constantly without interruption. Explosions of anger are confessions of weakness, or defeat, of inability to cope with a situation or a person. Executives always knows what to do about a person or a situation, therefore he needs no anger, which is ineffectual, debilitating, disruptive. The good executive drills himself to use other disciplinary tactics than explosive emotion in handling employees; good rules, cool confrontation of employees with fact, patient educative talks, clear orders, strict account ability, careful checking of the discharge of responsibility by employees.

 

THE EXECUTIVE WITH INITIATIVE WON'T STAND PROCRASTINATION IN HIS ORGANIZATION.

Good executives and leaders know well that they are always fighting time; that time-waste, time-lag are serious enemies of their purpose. They know the adage "procrastination is the thief of time", so they first drive out of themselves all tendency to procrastinate, and then do everything to drive it out of their helpers. They do this (1) by setting strict time limits; (2) by constant check-ups, to spur and test the time schedule; (3) by education against the spirit and practice of lag and drag and drift in work and decision; (4) by weeding out of the organization the habitual, "constitutional" procrastinators.

"Too little and too late" is not only a military fault, it is often also a cause of business failure," or limiting of success. "Snappy business" consists in a large part in driving procrastination out of an organization, by competent executive education, discipline, action. The spirit of "manana" (tomorrow) is strong in ordinary human beings, and they need constantly a sharp leadership to overcome it. As in military matters, the secret of business victory is, "a decisive preponderance in a decisive place at a decisive moment.

 

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