our customers?
3.Human skills are the skills necessary to work effectively with other humans. They are also the skills that enable one to understand past behavior, predict future behavior and guide, coach or direct the behavior of people to get what you want. Coaching must be without manipulation, through direct, open and honest communication.
The lack of Human Skills and Conceptual Skills are first and second in reasons for most business failure. The New American Leadership System™ deals with both.
Responsibility, Accountability, Authority and Power
Operational Definitions:
Accountability — The reward and/or punishment given out by the manager who assigned the responsibility and also expected that it be done well.
Authority — The decision-making and problem-solving power that is given or is taken freely without permission.
Power — Either positional or personal.
•The source of Positional Power is from above. Someone above determines that you are now the person in a position of authority.
•The source of Personal Power is within an individual. Personal Power is given to an individual from below, from the side and from above based on ability and skill to influence and persuade.
•In most organizations, Personal Power is more effective in achieving results than Positional Power.
Ownership vs. Rationalization
Ownership is taking full responsibility, accountability and authority for your own:
•Feelings
•Attitudes
•Knowledge
•Behavior
•Performance
•Relationships
•Skills
... or the lack of them ... . It is a can be and can do philosophy. With it you will accept yourself for your strengths and shortcomings and freely express your level of ownership and get it done.
Rationalization is the opposite of Ownership. It is:
•Blaming others
•Making excuses
•Explaining mistakes away
It is a can't do and can't be philosophy. With it you will not accept yourself for your strengths and shortcomings, and you will close out options to freely express your potential, and you cannot achieve high levels of success.
The New American Leadership System™ affords everyone the opportunity to become a manager and not a managee. It redefines the real world of organizational life so as to give power, freedom and authority to those who seek it. It is completely consistent with the rapidly changing needs of organizations and the people who will make them flourish in the coming decades.
Management of Behavior by the Measurement of Behavior
It is foolish to assume that the management of humans is a “ho-hum”. It is dangerous to assume that individuals, teams and total organizations are currently functioning at a high level. Experienced leaders know that errors or miscalculations have had a high cost for them and their companies. Ask them.
Managers and leaders can best utilize The New American Leadership System™ by checking out their assumptions and uncertainty about specific behavior and people's propensity to behave in a given way with concrete data ... human data ... provided by those humans involved with you at work.
Therefore, each and every New American Leadership System™ concept is measureable. The instruments we provide have been tested and proven valid and accurate, especially when leaders and managers who use them are seen by those involved as genuinely wanting to improve himself or herself, their immediate team and the whole organization's performance. After measuring these concepts, it is essential to rapidly initiate and complete “focused” management actions that will address the issues or problems honestly expressed by participants and then re-measure to assure victory.
Managing Motivation by Measurement – The New American Leadership System™ Way
Leaders who are afraid of conflicts or so security-oriented that they choose to avoid measuring and holding people accountable ultimately fail their organization and shareholders, and sometimes taxpayers.
We have developed, over many years, measurements that are relevant to most organizations. They are part of a system of management and organization improvement.
Measurement always works to motivate when leaders follow through on agreed-upon measurements and when the rewards/punishments are clearly and objectively applied to results achieved.
Measurements should be both objective and subjective. They should always be stretch targets in a dynamic organization.
The New American Leadership System™ measurements tell you, the leader and manager, exactly what to do with these measurements!
They are:
•Relevant to heads of all business units.
•Action- and training-oriented.
•Targeted to the goals of management.
•Able to distinguish between the way things are and the way people want them to be. These differences are significant to managers as target areas for improvement.
•A means to deal directly with responsibility and accountability at every level of management.
•Also important for self-improvement of non-managers.
•Easy to use and sometimes fun.
•A baseline and re-measurement to ensure people that the company is serious about improvement.
The New American Leadership System™ provides a complete set of measurement tools meeting the fore stated characteristics in each section where appropriate.
What Measures?
We briefly touch on the objective and normal business measures. They are clear in terms of budgets, expense/revenue ratios, completing projects on time with quality as determined by the user or customer, etc.
The subjective or qualitative measures are more powerful and used well by fine leaders. Admittedly, they are rarely used as a complete system as The New American Leadership System™ does.
We propose that leaders
