Some experts say that each leader has ninety-nine followers. Communicating with staff members will help them know if these people are in the 1-99 category. The two extremes may require different communication modes, so everything between them. The same tool can be used to identify your company's leaders. Each of these expectations will be different for both your views and yours.

One of the most neglected skills in management is the ability to recognize – recognizing their potential in humans. Many companies have highly qualified employees who are treated as if they were from school. The 1s are treated as 99s. This is a fatal step! This is a good way for the company to lose what Robert E. Kelley, in the book of Golden Collar Work, entitled "Golden Collar Worker – Accumulation of New Labor Force"

. Knowing this 1/99 ratio will help identify if the individual fits 1% or 99%, or somewhere between the two. Some people are already there and are not using their full capacity. They may not be recognized or actually killed.

An example of not recognizing a leader who is already formulated when a person joins a company individually after having been dealing with their business for years. In holding this business, this person is most likely to have learned and gained the ability of management or leadership. But in times of hardship, the person may temporarily be in a lower position or in church work. The recruitment manager takes over the position at the time of the conversation, takes up the person, and never looks at absorption, despite all the leadership / leadership skills being well illustrated.

As a worker shares and presents his knowledge in work and problem solving, the management does not take into account the current position. In other words, an individual can be an assignment employee, but he has many years of experience in high performance executives, presenting, selling sales, managing a sales team and overseeing financial statements, forecasts, and budgets.

This is not uncommon in this day and age. Many lost their businesses in the eighties and nineties and never came back because business was no longer like the sixties and seventies. They may have to work for a while at lower jobs until they return to their level. But during this time, they are taken over by themselves, instead of being in production critical positions.

These types of entrepreneurs can not wait for years to move up, they are already trained, they are thinking of higher levels – the level of officials and subordinates is completely frustrating for them. "When expanded, the mind can not return to its original size." They need to be recognized and move quickly. Companies need to take these gold mines immediately or lose them. Unfortunately, most drivers lose them because they have not trained skilled and talented people. They were there by carrying out their work, knowing their services or their product line, but unfortunately, they only know their "line". They did not train themselves beyond that.

I remember making a short-term contract for a multi-million dollar company. In my interview with the Operations Leader, I asked Ph.D. in my summary. We talked briefly about it and went on. I hired it, and a few months after I finished the contract, the same manager asked me for my phone number if you needed some information. When I handed him my contact, he saw the Ph.D. and with a surprised glance and voice he said, "Ph.D.?" I said, "You knew that!" You completely forgot. It was so insignificant when he heard it. I've been there all the time, I've never been to my level. I had to do my work with the interviewee, nothing else, nothing less. My comments and comments were nothing to say, even if they were good and did not look any further. I was there to do a concrete job, and that was it.

Always senior management must create the environment to recognize these people – the company's own benefit. Unfortunately, most drivers do not see this. Some of the immediate executives or supervisors may even threaten themselves who know more than they are and will not be able to promote their abilities. The less questions they ask, the less they talk about, the better these leaders. Just do what you need to do. Andrew Carnegie reads: "There is a man here who knows how to get people better in his service than himself."

I know that it is an organization where the senior management has given sarcastic remarks to executives at executive meetings such as "we all have a manager, but the company has to take external consultants to solve the problems." And they did. they come and go.They walk around their interviews and excavations and then make recommendations and the executives who are staying there for years have been expected to follow them

Yet the top leadership did not listen to the suggestions and ideas of leaders who knew what to do (a prophet they do not accept their own country.) They only needed the leaders to listen to them and say, "All right, let's do it, collect it behind them, support them, encourage them, give them the environment to do it – in other words empower them There is no company in this company (and many companies) to create a "brainstorming" or "think tank" meeting where everyone should be encouraged to move their mind without knocking.

What external counselors come up with the majority of cases are already suggested or thought by their own people, but they have never been released.

In a company, a reminder was sent daily to the email addressed to everyone. He announced that all external correspondence with immediate effect should be sent to the Secretary-General for review and logging. Imagine being a manager with such a mandate! It was a world-class organization. Talk about empowering people. It calms down and downhill. Needless to say, no one meets this dramatic command. However, it was not an organization but a department head who was simply not ready to lead – and no one was there to prepare him.

There are many leading and potential leaders there. The ratio depends on the company and the company. Some organizations may attract more attractive leaders than the average 1/99. Its proportion can be from 99 to 99 or 99 to 99. In many high technology companies today, every employee is a manager-level employee. These companies specialize in high-caliber people. These companies are able to identify their proportions and provide the right environment to direct these special people to appropriate positions. But first, leaders need to develop themselves in the direction and recognition of people and not be afraid of "snooping" or "fishing" around these existing talents. / Dmh

Source by Dr. Diane Hoffmann

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