“What Leaders Really Do” Kerry V. Ranson “Management is about coping with complexity. Leadership, by contrast is about coping with rapid change.” John Kotter Leadership is all about facilitating individuals, groups and organizations through transition and change. Effective Leaders Need; Coaching skills to facilitate individuals through transition and change, Facilitator Skills to enable and guide teams through transition and change, Team Developer skills to assist and accelerate team progress and the skills while working on New Projects & Initiatives to create an environment that fosters collaborative synergy in the organization. Below is a list by skills of what a leader needs to do in being able to push the envelope and handle change as well as moving an operation to the next level. So, take this and use in your daily, weekly and monthly endeavors. This a great tools for managers with new teams or even taking over new hotels. As a coach, one must: Develop trust and confidence Collaboratively define purpose of a coaching conversation Know how to lead team member through a self-analysis discussion Discover underlying beliefs and assumptions that may be blocking personal progress toward goals Give effective supporting and adjusting feedback Support team member in stretching beyond what is habitual or comfortable Draw from a variety of integrated skills and techniques to coach on a specific block Regularly set standards of excellence for themselves, as well as those they coach Make themselves available to those who work with them to observe, teach and support As a Facilitator, one must: Create an atmosphere of openness to others point of view Clarify purpose / outcome / intended results for meeting Be prepared and organized for meetings Design and manage a straightforward meeting (e.g. staff, brainstorming) Design and manage complex and problem solving meetings Listen well to others and demonstrate understanding Uncover the reasoning or feeling that lie beneath a speaker’s opinion or concern Draw quiet group members into conversation without putting them on the spot Help the Group reach agreements that stick (such as Action Plans, solutions, etc.) Deal effectively with routine disturbances in a meeting (i.e. interruptions, rambling, etc) Resolve serious difficulties and conflicts effectively Efficiently record group agreements, actions and minutes Educate group or team on how to work more effectively together Behave neutrally when required and contribute to content when appropriate As a Team Developer, one must: Helps a team clarify its mission / purpose Helps clearly define roles and accountabilities Supports team in developing their vision Helps team to establish regular feedback mechanisms to improve effectiveness Can identify typical team problems Intervenes to improve team effectiveness Working on New Projects or Initiatives: Take initiative to learn new skills Be open to learning from others Willing to take RISKS; stretch beyond what is easy and comfortable Actively seeks feedback from others on performance Willing to ask for help from others Admit when you don’t understand or have knowledge in an area Follow through on development practices Communicate openly about challenges, difficulties and areas for growth So, get out there and lead and keep this little cheat sheet close to you because you never know when you will get side tracked or lose your way. Follow the 4 step process and lead your team to its pinnacle.