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“If your actions inspire others to dream ing when the tough times arrive,abdicat-
more, learn more, do more, and ing responsibility, throwing their hands
become more, you are a leader.” up and saying there was nothing they
People are perceived as
could do.
— John Quincy Adams
leaders when their Discipline. Leadership requires disci-
eveloping leadership is not an
D
pline — a consistency in values, actions,
intentions and actions easy task. And before one can and language. To be a leader, one must
help others to become leaders, practice the behaviors required for
are informed by effective leadership. The key word is
it is necessary to define the concept —
which is not an easy task, either. It is not “practice.” The average manager receives
a desire to enhance
a term one can apply to oneself, but a five days of training per year, with little
the lives of others concept based on the perception of or no follow up to establish the skills
others. Managing others does not nec- taught in these sessions.1 There are few,
through individual essarily make someone a leader, either. if any, expectations that managers will
There are many characteristics that actually apply these skills on the job.
relationships, business make people successful individual con- These managers are about as likely to be
tributors and team members, but lead- leaders as someone who takes a week-
outcomes, community long guitar class is to be a musician.
ership requires a larger definition of
change, and so on. oneself and one’s place in an organiza- Interpersonal Abilities. Leaders use
tion. People are perceived as leaders their interpersonal capabilities to influ-
when their intentions and actions are ence those around them. They do not
informed by a desire to enhance the force anything, but rather ask the ques-
lives of others through individual rela- tions that allow people to think differ-
tionships, business outcomes, commu- ently about the topic at hand.
nity change, and so on. Interpersonal abilities are revealed in
many ways — for instance, effective lis-
THE KEY CHARACTERISTICS tening instills trust; strong written and
Courage. Former British Prime oral communication establishes credi-
Minister Tony Blair famously said, “The bility. Being able to read people and
adjust one’s style based on the body
art of leadership is saying no,not yes.It is
language of others creates an environ-
very easy to say yes.” Leadership shines
ment of candor and openness. All of
during times of adversity because that is
these skills allow for solid, ongoing rela-
when the courage to take an unpopular
tionships, which in turn provide part-
stance is most needed.Being honest and
nerships and the foundation by which
making tough decisions does not always
work gets done.
make people feel good. Leadership is
not for the meek. People often claim Interpersonal ability is often des-
positions of leadership,but then do noth- cribed as a soft skill, but soft skills are at
Established Reputation.
New Name.
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