qikl&f 6th ed download

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Copyright 2001-2007 RoLoW. All Rights Reserved.

Quick

ReferenceGuide

LEADERSHIPand

FOLLOWERSHIP

(6th Edition)


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www.2cwp.com___________________________________________________________________________________________

Pray for those in authority. 1Timothy 2:1-2___________________________________________________________________________________________

This booklet is dedicated to the following people who

unknowingly mentored me over the years:

My loving wife! Arlis Williams (Boss)

Rob Shefcyk (Subordinate) Matt Grant (Subordinate)

Jack Poteet (Co-Worker) Michael Speaker (Boss)

Aaron Moore (Co-Worker) Charles Smith (Co-Worker)

Mike Harrison (Co-Worker) Daniel Bagnuolo (Manager)

Adrienne Goss (Subordinate) Bryan Cavin (Boss)___________________________________________________________________________________________

Quick Reference Guide to Leadership & Followership(6th Edition)

Copyright 2001-2007, RoLoW.

All rights reserved.

Written by: Ric HardleeEdited by: Pamel Asue

___________________________________________________________________________________________

No portion of this publication, in whole or in part, may be sold, copied,

or exchanged in any format (including paper or electronic versions)

without the explicit written permission of the publisher. Downloaded

versions may be printed only one time for personal single-use only; any

other printing constitutes a violation of this privilege and requires

purchase directly from 2CWP or its authorized booksellers, retailers, anddistributors.

Two-Cents Worth Publications

Visit our website at:

www.2cwp.com___________________________________________________________________________________________



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Table of Contents

LEADERSHIP...................................................2

ABC's of Leading...............................................3

R.A.R.E..............................................................4

F.L.O.P...............................................................5

C.A.R.E..............................................................6U.P.'s and D.O.W.N.'s........................................7

H.U.M.O.R.........................................................8

Rules for Supervisors.........................................9

FOLLOWERSHIP...........................................10

ABC's of Following.........................................11

S.I.K.E..............................................................12

F.E.A.R............................................................13

A.C.E.'s not D.U.C.E.'s....................................14

Rules for Subordinates.....................................15

DEFINITIONS.................................................16



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LEADERSHIP

Who exactly are our leaders?

They are the bosses, owners, supervisors, foremen,

managers, or directors who tell employees what needs

done, when it needs done, and ensure employees have the

resources needed to get it done. In essence, they are thepeople who tell you when to come to work, what to do

while you are there, and when you can go home.

Lead by example; not by intimidation.

Make no mistake though, leaders can also be those peoplewho arent placed in a position of leadership, but have

gained the respect and loyalty of co-workers, associates,

and customers. This is the highest level of leadership,

because it isnt commanded by job position or directed by

management, but has been earned by the ability of the

person to be attentive, sympathetic, and helpful to other

people.

Good leaders facilitate improvements not changes.

Copyright 2001-2007 RoLoW, All Rights Reserved.

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ABCs of LeadingAdmit your mistakes; no matter what the costBelieve in yourself, so others can tooCare about your people (genuinely)Dont pass the buckExpect errors, but accept near-perfectionForgive others as well as yourself for mistakesG ive recognition and praise On-the-SpotH

old yourself and others accountable for their decisions/actionsInputs should be considered from ALL your peopleJust dont forget when YOU were at the bottom of the food chainK iss up to nobody; be sincere and honestLook down on no one, especially in publicMean what you say, and say what you meanNever yell, except in Life or Limb situationsOpen your mind and heart, not just the door to your officePunish ONLY as a last resort, and then very carefullyQuestion the unknown, not the sourceReward innovation and productivityShare information with peers AND subordinatesTake a personal interest in your peopleUse common sense when delegating and making decisionsV ictory is a result of GOOD subordinatesWhy not? (Sometimes you just do it because you were asked!)Xtra rewards for the best workers, not just the ones you likeYour people ARE your most valuable resource, period!Z ip your lips when necessary (sometimes Silence is Golden)


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R.A.R.E.

Good leaders should be R.A.R.E. and not hard to find (rare).

Respectful

Accountable

Responsible

Educated

Being in charge doesnt excuse the actions of a leader. You

must be respectful of the professional and personal feelings of

both your bosses and your employees. You must be accountable

for any decisions or actions you conduct or direct. You must be

responsible when using the resources you control including

employees. You must be educated to the level necessary for theposition you are filling either through formal schooling, on-the-

job training, or a combination of the two.

Law of Numbers

If someone is over tasked, they willdo one of the following:

1) Complete all tasks in lesser quality.2) Complete some tasks to standards, the remaining of lower quality.

3) Complete some tasks and leave the rest unfinished.

4) Complete no tasks at all.


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F.L.O.P.

Good leaders dont F.L.O.P. when employees have good ideas.

Force

Lead

On

People

The person with a GREAT Idea shouldnt be burdened with its

development and implementation, unless it is in their area of

expertise and responsibility, and they have the desire to pursue

it. Many leaders tend to force the lead on people who come up

with the best solution. If it is something worth doing, direct it

toward the section or personnel who should be doing it (notnecessarily the ideas originator).

"A bad boss is like a snake in the grass.

You never know where they are;

they have no ears to listen with;they strike without warning;

and everyone is a target, even other snakes."


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C.A.R.E.

Good leaders should genuinely C.A.R.E. about their employees.

Concerned

Aware

Reasonable

Empathetic

There are many things you should be concerned about involving

your employees, but their physical well being and personal

happiness are by far the most important to them. You should be

aware of both their professional and personal needs/wants; be

reasonable when considering requests from employees; andempathetic when employees are having a rough time (either at

work or in their personal lives).

KYMS Syndrome

Tread lightly when reacting to the inputs and/or complaints of subordinates.More often than not, they will begin to believe your policy is to Keep Your

Mouth Shut!


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U.P.s and D.O.W.N.sGood leaders build UP subordinate's self-image

instead of tearing it DOWN.

Useful, Practical

NOT

DisOrganized, Worth Nothing

Subordinates should feel good about what they do. Supervisors

should task employees with useful and practical tasks for their

level of knowledge and experience. If you overburdenemployees, their work can become disorganized and they may

feel at fault. If you do not challenge, develop, or properly use an

employees skill set, they may feel they are worth nothing or

have no value in the organization or work place.

Often Praise is better than Seldom Promotion.


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H.U.M.O.R.H.U.M.O.R. the opinions/actions of subordinates.

Humble

Understanding

Mature

Open-mindedRelaxed

There are times supervisors should humble themselves when an

employee is more experienced or has better ideas than their own.

Supervisors should understand that everyone has a different

perspective on what is happening. Supervisors need to remain

mature and not act like children when subordinates disagreewith them. Supervisors need to remember that open-minded

means actually "thinking about" a subordinates ideas.

Supervisors need to stay calm and relaxed when subordinates do

not agree with their opinions or direction; over-reacting can

cause more harm than good.

Tell-Tale Signs

If the Captain insists on staying with the ship, but all the rats are jumpingoverboard, then the boat must be sinking.

Think about why employees are willing to leave your organization?


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Rules for Supervisors

1 -Listen

2 -Think About It

3 -Direct It

4 -One-on-One

1. LISTENDont just hear what your people are saying; listen, feel, andcomprehend the message they are trying to convey. Pay close attention

to both the words, gestures, and feelings.

2. THINK ABOUT ITAs the leader, you are responsible/accountable for the decisions being

made, but dont forget to give the most consideration to those people

who must suffer the impact of your decisions. The most weight in a

decision should belong to the people who must deal with itsimplementation.

3. DIRECT ITIf it needs to be done, get it done! Dont be afraid to have people do

their jobs. After all, isnt that what they are getting paid for? The best

workers shouldn't get stuck with all the work.

4. ONE-ON-ONEPraise in public, punish in private! Enough said. When was the last

time you publicly praised an individual for all their contributions to

completing the tasks at hand?


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FOLLOWERSHIP

Who are followers?

Any person who has a boss, supervisor, or leader is a

follower. They are the clerk, cashier, technician, server,

handler, stocker, sales person, janitor, or worker who

performs the tasks placed upon them daily or as a

specified reason for their employment. In short, they arethe people who get the job done each day by producing

the services or products under the supervision and

management of others.

Though most bosses are themselves followers, their role

as a follower is much different than as a leader. They

may not do the work themselves, but they must ensurethat it meets the requirements of their own bosses; that

production occurs at a satisfactory or profitable rate; and

that services meet or exceed the demands of the customer.

Personal Value

The difference between "trying to be important" and "being importantbecause you try" is the difference between "putting yourself before others"

and "putting others before yourself".


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ABCs of FollowingAssume nothing, consider just the factsBe yourself; give it your best shotCareer progression means improving yourselfDont gossip or spread rumors, stick to the factsExpect the unexpected, but plan for the task at handFocus on your accomplishments, NOT your failuresG ive it your all; especially if thats what you expect of your bossH

onesty is the best policy; dont lie to yourself or othersIntegrity counts; dont do the wrong thing (openly or secretly)Justify your ideas, not your feelingsKeep a record of your accomplishments; the boss may ask for itLook up to those who help others get aheadMake efforts to improve yourself, even if the job doesnt require itNo excuses or rationalizations; just the plain truth (good or bad)On-time is very important; dont be late for work or appointmentsPrepare for what is expected of you; put an effort into learningQuestion bad judgements, not everything you are told to doRespect others, so you can respect yourselfShine when you are in the spotlight, but give others their chanceTrust your peers/supervisors until they give you a reason not toUse the experience and knowledge of others, not just your ownV isualizing hastens understanding; a picture is worth 1000 wordsWIN, WIN, WIN; dont worry about losing until it actually happensXtra effort results in higher quality products; go the extra mileYou are the most important person in your lifeZero effort can result in zero promotion or no advancement


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S.I.K.E.

Employees should be S.I.K.Ed (psyched).

Sharing Information, Knowledge, and

Experience

More often than not, organizations have too few "real" Subject

Matter Experts (SME). Occasionally, the SME is a result ofhard work, dedication, initiative, and motivation. But most of

the time, SMEs are nothing more than Secret Knowledge

people. They rarely share information, knowledge, and

experience so that they become more powerful (needed) than

other employees. What they fail to realize is that the more that

people in the organization know as a whole, the more efficient

(and profitable) it will become.

THE TRUTH NEEDS TO BE HEARD!

When the "focus" of the receiver is only on the delivery, then all that will be

heard is silence.

In warfare, the focus needs to be on the delivery.

In human affairs, the focus should be on "receiving".


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F.E.A.R.

Employees should be F.E.A.R.ed but NOT Afraid!

Freely

Empowered

And

Recognized

Employees should not be afraid to Speak Up against bad ideas

or policies, and should feel free to suggest new ways of doing

business. This stimulates involvement by employees and a

higher commitment to the organization. When you empower

your people to do the jobs they are trained for, they become

more productive and relieve some of the burden onmanagement. This is often hard for many leaders, as they feel

they can only depend on some of their people, if any at all.

Recognize the individual ability, initiative, and motivation of

each employee and empower them accordingly. We all may be

equal, but we are not the same.

Knowledge is more powerful when shared with your team,

than when hoarded and hidden to brighten your own gleam!


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A.C.E.s not D.U.C.E.s

Be the A.C.E., not the D.U.C.E., of confrontations

Apologize if rightfully accused

Change your attitude if needed

Explain if justified in your actions

Disrespectful of other people

Uncaring of others' feelings

Critical of others' opinions

Embittered by others' decisions

It is very important to have good working relations with both

your bosses and your fellow employees. We should all strive to

balance our own thoughts and feelings with what is necessary to

maintain these relationships.

The path to truth is a straight line, but sometimes youhave to dodge many sticks, stones, and fists to get there.


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Rules for Subordinates

1 -Shut-up

2 -Think About It

3 -Accept It

4 -No Witnesses

1. SHUT-UPSometimes you just have to shut your mouth and listen to what someonein a leadership position has to say. You dont have to like it or agree

with it, just know when to be quiet.

2. THINK ABOUT ITSometimes its not a matter of right or wrong, but of who is the boss and

has the responsibility and accountability for the decision being made.

3. ACCEPT ITIt doesnt do any good to be ticked-off about things that you cant

change or dont agree with. Life goes on. Accept the decisions of your

leaders, but voice your opinion at the opportune moment if it becomes

available.

4. NO WITNESSESIf you need to holler, hit, or kick at something, just go outside by

yourself and scream. If you feel like doing something stupid to feel

better, DONT! The way your peers and leaders view you is very

important, and nothing or no one is worth doing something wrong

(illegal, inappropriate, or unauthorized).


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DEFINITIONS

Ability (able)What you are able to accomplish NOW.

Capability (capable)What you CAN accomplish if given adequate time, training, and

resources.

Dependability (dependable)Ability to satisfactorily complete a job without reminder and

unsupervised.

EmpowermentDecision making at the LOWEST level in the organization that feels the

impact of such decisions, unless otherwise dictated by Federal, State, or

Local Laws and Regulations.

HonestySaying what "needs" to be said and NOT just what they "want" to hear.

Inability (unable)What you CANNOT accomplish NOW, but CAN accomplish if given

adequate time, training and/or experience, and resources.

Incapability (incapable)What you will NEVER be able to accomplish.

IntegrityDoing the right thing even when no one else is around, no one else does

it, or no one else likes it because it makes them look bad.

Keep integrity above all other virtues, as it is the foundation

of all your values!


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About the authorRic Hardlee spent several years working in industrial manufacturing,learning to follow directions and observing leadership techniques of

many different foremen, shift supervisors and plant managers. This was

followed by a career of active duty military service, for a total of almost

30 years of experience as both a follower and leader. Early on Ric

learned to adapt to the well structured and disciplined environment of

the military. During his tenure, Ric directly supervised and managed

hundreds of different people with just as many personalities and

character traits. He was challenged with more personality types andleadership styles than you can imagine. This booklet is a culmination of

all those years experience following leaders and leading followers.



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How To Get Promoted ???

1) Tell the boss everything he wants to hear so he/she is happy.

2) Tell subordinates only what they need to know and no more.

3) Take credit for the accomplishments of others and subordinates.

4) Make yourself look good at the expense of others.

5) Pass-off ideas of others as your own to look more creative.

6) Underrate evaluations on subordinates who are fast-burners.

7) Blame subordinates when a tasking fails or productivity slows.

8) Pass-on most of your work to subordinates looking for promotion.

9) Take on responsibility to fix problems that belong to other sections.10) When addressing personal problems, console but dont take any action.

11) Change documentation and dates to cover your mistakes.

12) Attend all scheduled meetings, but be hard to find at all other times.

How To Work with Dignity,

Honor, & Pride!1) Tell the boss what he needs to hear about business operations.2) Teach subordinates what they should know about their jobs.

3) Give credit where due to peers, subordinates, and your team.

4) Make others look good when they deserve it even if you look bad.

5) Inspire creativity by supporting great ideas from peers & subordinates.

6) Give highest ratings to best performers; lower ratings as deserved.

7) Take responsibility for the actions and productivity of your team.

8) Do the job you are paid for; passing on tasks as expected.

9) Assist others resolving problems; develop means to prevent recurrence.10) Go out of your way to help your people resolve personal problems.

11) Be accountable for your mistakes & oversights and learn from them.

12) Attend all meetings, but be available on a consistent basis other times.

For Personal Use Only,Do Not Copy or Distribute without express written

permission of the Publisher, Two-Cents Worth Publications (www.2cwp.com)

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