Your Leadership Profle
Assignment#1 – Your Leadership Profile
JWMI 510 – Week 3
Having been a manager for years, it was enlightening to learn that doesn’t necessarily make me a leader. The readings of the first three weeks have laid out the differences between a manager and a leader. Leadership and management are two distinctive and complementary systems of action. Both are necessary for success (Kotter, 2001). With my recent promotion to Business Unit Controller, I will learn to combine the two to be a great leader. Management is about coping with complexity while leadership is about coping with change (Kotter, 2001). My DiSC profile of Di demonstrates my style to be drive, action, and encouragement. I am someone that takes actions, displays drive, and provides encouragement (Everything DiSC Management, 2008). I find this to be true in that I am constantly encouraging and driving my employees. I push them to do their best all the while providing compliments or corrections. I recently enacted a new closing policy for the department to ensure everyone is on track and we get closed and reported to our corporate office on time. I created a chart that hangs in the Finance hallway that lists all critical processes that each person does for close. Each morning and afternoon, we meet to discuss where everything stands. It is stressed during those meetings that if anyone is having problems to enlist the help of other members of the group as not to delay reporting. If a person does not do this, they are held accountable for slowing down the tight reporting schedule. Since this process has been enacted, we have not been late on reporting in over two years. Along the way, the employees have suggested improvements we can make to keep the process moving. Employees are encouraged to speak up with good or bad thoughts on what is going on in the department. This process is right in line with
Jack’s Rule #1 – Leaders relentlessly upgrade their team, using every encounter as an
JWMI 510 – Week 3
Having been a manager for years, it was enlightening to learn that doesn’t necessarily make me a leader. The readings of the first three weeks have laid out the differences between a manager and a leader. Leadership and management are two distinctive and complementary systems of action. Both are necessary for success (Kotter, 2001). With my recent promotion to Business Unit Controller, I will learn to combine the two to be a great leader. Management is about coping with complexity while leadership is about coping with change (Kotter, 2001). My DiSC profile of Di demonstrates my style to be drive, action, and encouragement. I am someone that takes actions, displays drive, and provides encouragement (Everything DiSC Management, 2008). I find this to be true in that I am constantly encouraging and driving my employees. I push them to do their best all the while providing compliments or corrections. I recently enacted a new closing policy for the department to ensure everyone is on track and we get closed and reported to our corporate office on time. I created a chart that hangs in the Finance hallway that lists all critical processes that each person does for close. Each morning and afternoon, we meet to discuss where everything stands. It is stressed during those meetings that if anyone is having problems to enlist the help of other members of the group as not to delay reporting. If a person does not do this, they are held accountable for slowing down the tight reporting schedule. Since this process has been enacted, we have not been late on reporting in over two years. Along the way, the employees have suggested improvements we can make to keep the process moving. Employees are encouraged to speak up with good or bad thoughts on what is going on in the department. This process is right in line with
Jack’s Rule #1 – Leaders relentlessly upgrade their team, using every encounter as an
References: Goleman, Daniel (1998). What Makes a Leader? Harvard Business Review, 93-102. Goodman, John (2008). Everything DiSC Management Assessment to Action, 2-26. Kotter, John P. (2001). What Leaders Really Do. Harvard Business Review, 85-96. Welch, J. (2005). Winning, NY: Harper Collins.