The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.

The primary audience for this corner of the Internet is people who are either managers or becoming a manager. A common debate in leadership discussions is what is the difference between the two? For me, in this context, a manager facilitates those under him/her to reach the organizations goals under normal circumstances. A leader, however, inspires people under him/her to meet their goals under adverse circumstances or, under normal circumstances, exceed their goals and set new standards.

A manager knows his job; a leader knows her people. A manager sets out tasks to accomplish; a leader sets objectives to achieve. A manager maintains work place culture; a leader improves work place culture. A manager keeps pace with her staff; a leader sets the pace. This list could go on but suffice to say that a manager preserves the status quo while a leader seeks to improve the workplace.

The ability to see room for improvement then take the proactive, positive steps to facilitate that improvement comes naturally to some people. That doesn’t mean only these people can be leaders. If this skill doesn’t come naturally to you, what can you do to change this? The answer is simple in theory, but scary in practice for the “un”-leader. But, in following these basic steps, it is possible for even the most timid of individuals to transform into a leader.

The first step is to clearly, simply define the change. What is the current situation and how might your change improve that situation. Questions that are important to answer include:

•       What will it cost?
•       How long will it take to make this change?
•       Have other, similar companies done this?
•       How long will it take to recover those costs?
•       How much training will it take to carry out the change?
•       Will it bring disruption will it bring to our customers?
•       How will it benefit the customer?
•       Can we trial or demonstrate the change before making a final decision?
•       How will it improve our profits (as your organization defines profits)?
•       For larger companies, is this a change based on local customer preferences or is it something that would benefit the entire organization?
•       Why do you believe in this change?

It doesn’t matter if you are working in a small town store or an international conglomerate. This first step is crucial. Do your homework. Anticipate other questions that may arise. If questions come to which you don’t have an answer, be honest – “I do not have that answer, but I will find out and get back to you as soon as possible” is a perfectly acceptable response.

Be ready to be the test case, the guinea pig, so to speak. This may mean putting in extra hours. That’s what leaders do. It will probably mean more responsibilities but leaders welcome those. It may mean repeating the same information in new ways to a reluctant boss; do so patiently. Always remember, it’s not about you. The purpose of your proposal is to improve where you work.

This leads to another critical point – it doesn’t matter how good your place of work is, things change. New technologies come out, new processes are developed, new people come into the workplace. Companies, large & small, that lead the way recognize that improvement is never a destination, but a journey. What makes it a leader today may make it obsolete tomorrow. Leaders at all levels of the organization (even a small town store) are the ones who anticipate tomorrow’s changes and are ready with the solutions before they are “needed”.

There is more to say about the subject of leaders and change, as well as tools that will be shared along the way. What is important today is to recognize that leading is not limited to a few, but open to anyone with the insight and the willingness to see and act.