Four E’s of Leadership

About 20 years ago, Jack Welch had described the 4 E’s that were required by effective leaders. The following can be called the ‘old’ E’s that were required:

1. Energy
Leaders need to have the capacity to be on the go, always engaged and ready for a challenge.

2. Energize
Leaders should have the ability to invigorate others and motivate them to do better.

3. Edge
Leaders should have the capacity to make yes-or-no decisions.

4. Execution
Leaders should have the ability to get the job done.

All the 4 E’s need to be wrapped in P for Passion for both life and work.

In today’s global economy, the 4E’s have been revised as follows:

1. Empathy in global market and across cultures
This would mean establishing a corporate calendar that would include everyone’s holidays. It would also imply learning and respecting each other’s mannerisms e.g. ‘namaste’ in India and bowing in Japan.

2. Experimental
Companies need to adopt risk-taking in their profile. They need to encourage their employees inventiveness. They also need to explore new ideas, products and markets even when the rewards may not be immediate.

3. Example
Leaders need to set by example the corporate values that they want to be shared across the board by all the employees. They need to serve as role models.

4. Excited to Win
Leaders need to be always tuned in to the next challenge and have the desire to win. They need to demonstrate the hunger to go to the next level.

Source: Winning: The Answers Confronting 74 of the Toughest Questions in Business Today

Delegation

Delegation is a basic skill required by Managers. It is on a par with other activities like planning, budgeting etc. If they don’t learn to delegate, they will remain swamped with work. They need to learn to ‘let go’ so that other employees can also learn and move on to the next rung in the ladder. This would help the manager also get more time to himself and perform other tasks.

Luecke and Macintosh have specified a five-step plan that can be used to effectively delegate job assignments.

First, determine the ‘what’ i.e. it needs to be determined which are the tasks, processes, decisions and projects that can be delegated. Then, this would mean assigning the tasks to others who have the skills and necessary mind-set to take up the tasks. However, one needs to make sure that any jobs that have assigned to one specifically by one's boss are not delegated to others unless he is ok with it. One also needs to ensure that not all the “dirty jobs” are assigned to others. A couple of them should be kept with oneself so that the subordinates do not get upset about it.

Second, determine the ‘who’ i.e. identify the right person to whom the job can be reassigned. Reliable people should be selected and they should have the bandwidth to do the task. Training should be provided to the person, if required.

Third, delegate. The manager needs to ensure that the person to whom the task is passed on understands the task, its importance in the big picture and is ready to take on full responsibility for it. The person should be provided with the required authority and resources so that he can perform the task.

Fourth, monitor i.e. the manager needs to monitor the progress and provide feedback at regular intervals. Do not try and take the task back through micro-management. Instead, provide feedback on how the staffer can modify his behavior.

Fifth, evaluate performance i.e. the performance of the staffer needs to be evaluated. Due recognition should be given. It can be monetary, promotion as well as praise. If the job is not getting done to satisfaction, it needs to be evaluated and ensured that same mistakes are not repeated.

The above steps should help the manager to pass along tasks that can be done efficiently and professionally by others.

Source: The Busy Manager’s Guide to Delegation: Richard A Luecke and Perry Macintosh