Motivation – not the leader’s job?

28 05 2007

“It’s not my job to motivate my people, they should do this by themselves. It’s my job to make sure things get done right and on time.”

“I’m not here to hold hands and baby the employees, I’m here to make them perform and bring me results”

Ever heard that, or said that?

These comments are typically from leaders or managers who don’t believe motivated people are important in their business organization or results.

More than likely, they don’t have the “people skills” required to motivate others.

Sustaining motivation and enthusiasm at the workplace is one of the important factors in assuring business and personal success.

Leaders who tell me that motivating employees is not part of their job description, or not required for success are blind to the reality of working with other human beings.

Which group would you rather lead and work with, Group A, apathetic and unmotivated or Group B, focused and motivated?

A large part of motivation comes from the individual, it has to start here. There is no magic pill to give someone the desire and will to do their job with vigor and energy, striving for the best results possible.

You either have it, or you don’t. Hiring decisions should include an evaluation of an individual motivation potential.

Reinforcement and refocusing of personal motivation comes from the workplace, and workplace leaders.

Superior leaders know how to maintain momentum over time, keep the organization motivated, enthusiastic and focused.

Excellent results come from organizations that are motivated and are able to sustain their enthusiasm over time.

Failure to accept your role as leader and motivator at work is a a sure sign that you are not doing your job, and that your people and organization will not be performing at their best.

Motivating others is difficult and requires important social skills including listening, communicating, applied psychology and the art of negotiating.

All successful leaders share these skills or know how to find the right people in their organizations to keep their people motivated.

On your checklist of important goals and objectives for the organization this year add “maintain employees motivation” if you want to achieve all the other items on the list.

Related Links

Motivation – Heroic Moments

How to motivate yourself on Monday

Leadership, do you want the job – or just the title and benefits





Leadership, do you want the job or just the title and benefits?

2 10 2006

Everyone wants to be in charge. Being the leader seems to be a universal goal of most people working today.

Do you really want the job, or just the title and benefits?

A leadership position requires the use of many abilities and skills which most of us do not have, or do not have fully developed. It requires sacrifice and discipline. A leaders life is filled with decisions that are not black and white.

It’s all about people, motivating, directing, and evaluating, listening and learning with them.

A leader is often lonely, but never alone. Highly criticized and analyzed by their own team and by outsiders. Must be flexible and adaptable, and at the same time firm and unwilling to compromise.

Are you ready for the job?

Guide vs. Signpost. Do you enjoying pointing people in the right direction, telling them where to go? This is not leadership. A signpost points the way, offers no resources or plan and no strategies on how to get there.

Leading others is far different from pointing the way. Leaders take responsibility for everything that happens during the journey, they prepare strategic and contingency plans, provide resources, and keep their people motivated and on the right road.

Teaching vs. Criticism. Able to see the flaws in others, their work and their results? The ability to find flaws is important only if you use these opportunities to teach others how to prevent or improve their performance or results. Pointing out flaws and errors for any other reason is not part of the leadership function.

Coaching vs. supervision. Telling others exactly what to do, and how to do it, is part of a supervisory role, not a leadership position. Leaders are coaches, they convince others to create and embrace goals and objectives, and to use approved systems and methods in order to achieve them.

Fair compensation vs. jackpot rewards. Do you think leaders and managers make a lot of money for doing nothing? Leadership demands personal responsibility and acceptance of risk. No one gets into a leadership position without sacrifice of some sort. These qualities are paid for and compensated with higher salaries and often perks and privileges different from the other members of the organization. It is compensation well earned, and the entire organization should understand this. It should never be looked upon as a jackpot, or undeserved compensation. If the organization does not view it this way, it’s time to modify the compensation packages or get a leader in place that leads and earns the respect and support of the others organization members.

Related Links

Leadership – who do you want to lead

What defines an exceptional leader

Leadership by default





Leadership – who do you want to lead?

27 09 2006

One measure of leadership is the caliber of people who choose to follow you. ~Dennis A. Peer

The semi-mystical mix of qualities, attitudes and behaviours that make or define a leader will provide plenty of material for business writers for years to come. The focus is often on what makes the person a leader or what actions define a leader.

How about looking at the situation from another point of view.

What kind of followers or team do you want to lead?

Are you seeking a group that can be easily manipulated and accept your commands without questioning your authority?

Do you want to lead a team of highly independent people who might question the goals and direction of the group at any time?

Do your followers believe you are the smartest, toughest or most courageous in the group?

What kind of people, attitudes, beliefs, and behaviours would your “ideal” followers have, and why?

Determining the qualities of the group you desire to lead, can provide insights into your leadership style and goals. It will give some definition of what leadership qualities you expect to project to others, and what qualities or responses you expect to see reflected in your team, and their behaviours.

Not many of us will be leaders; and even those who are leaders must also be followers much of the time. This is the crucial role. Followers judge leaders. Only if the leaders pass that test do they have any impact. The potential followers, if their judgment is poor, have judged themselves. If the leader takes his or her followers to the goal, to great achievements, it is because the followers were capable of that kind of response.” –Garry Wills in Certain Trumpets: The Nature of Leadership

Related Links

What Defines an Exceptional Leader

Leadership by default

There are no new management and leadership ideas





Fundamental leadership quality – the ability to learn

11 09 2006

“Highly effective, remarkable leaders must be continuous, lifelong learners.”  Kevin Eikenberry

An important skill or ability that is often neglected when we list the qualities of a leader is the ability to learn.  Leaders must have the ability to learn. The reasons for this are detailed at Talking Story with Say Leadership Coaching,  Why Learning is a Leaders’s Most Important Skill.

The 4 fundamental ideas presented include:

  • Leadership is complex, requiring multiple skills and specific knowledge.
  • The current situation does not require leadership, it’s stable.  In order to move away from the present and lead into the future, you have to know where and how.
  • A leader passes on their knowledge and insight to others.
  • The more you learn, the more effective you become as a human being and member of society.

Related Links

What Defines an Exceptional Leader 

There are no new management or leadership ideas
Talking Story with Say Leadership Coaching

The Kevin Eikenberry Group





What defines an exceptional leader

6 09 2006

Leadership is a theme that has and will continue to fascinate business people due to its imprecise, changing, ephemeral and elusive definition.

We all know it when we see it, but how do we incorporate leadership traits into our character and daily actions?

Exceptional Leaders must:
Create – A leader will create or promote an idea, a concept, or an ideology. They will concentrate and focus the group’s attention on goals and objectives. They provide a strategy and plan on how to achieve the goals.

Provide Resources – Leaders will provide the resources required to get the job done. These might be physical items (tools and equipment, technical and administrative assistance) or psychological resources (education and understanding, motivation, clear plans and objectives).

Sustain and Assist Growth – Leaders will modify and adapt to changing circumstances and environments. They will be attentive to the needs, opportunities and challenges that face their people and move quickly to support them.

Provide Closure – Leaders know when to end the campaign. They know when and how to gracefully finish and walk away from victories and lost causes, while maintaining the loyalty and motivation of their people.

Give it away
Steve Farber provided a thought provoking piece on a characteristic of leaders and leadership Greater than Yourself which puts forth the concept that great leaders are selfless and strive for nothing more than to make others greater than themselves.

He addresses the idea that a truly great leader gives away the information, contacts and resources that helped them into the leadership position. This in turn creates a new generation who build on this knowledge and experience. Through this mentoring they become greater leaders than their teachers.

In order for this to succeed the leader must be aware that they are creating and sharing in a goal well beyond selfishness and ego enhancement. They have to be willing to give without expecting anything in return (belief in a greater good) and to be supremely confident in their actions and the people around them. Steve calls this type of leader a “creator of masters”.





Curriculum Vitae (español) – Lee Iwan

29 08 2006

Lee A. Iwan

Lee.iwan@gmail.com

 

Desarrollo de Negocios – Executiva Internacional

Planeacion Estrategico * Operaciones * Descubrimiento de Oportunidades

Executivo con experiencia en posicionamiento estrategico, operaciones, gerencia, distribucion, desarrollo y descubrimiento, integracion del cadena de suministro, planeacion estrategia en nuevos negocios, negocios de rapido crecimiento y en organizaciones maduros. Orientada a resultados, lider decisiva, exitoso en la identificacion de mercados nuevos y la solucion pragmatico de problemas. Historia de éxito en incrementando ventas, participacion en el mercado global y utilidades. Prospera en ambientes dinamicos y fluidos mientras manteniendo enfoque y organización. Competencias incluyen:

Planeacion estrategica y su implementacion * Identificacion del mercados
Gerencia de Cambios * Gerencia de Operaciones
Desarrollo de Negocios * Portavoz * Liderazgo del Equipo

 

EXPERIENCIA PROFESIONAL

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
mayo 2005 – presente
Gerente de Negocios, Desarrollo y Descubrimiento

Executivo independiente reportando directamente al Director y Consejo de Administacion. Responsible por la visulaizacion, investigacion, creacion, comunicacion, seguimiento, analisis, planeacion y implementacion del desarrollo y descubrimiento de nuevos negocios y proyectos de diversificacion estrategicas.

Logros importantes:

  • Lider del negociaciones y proyecto, Joint-Venture farmaceutica (Mexico-Suiza), fabricacion y comercializacion, acuerdo firmada enero 2006.
  • Negociaciones para alianzas estrategicas para incrementar la posicionamiento global y nacional del empresa a largo plazo.

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
marzo 2000 – mayo 2005
Gerente de Negocios, Ventas y Proveedores Internacional

Responsable por descubrimiento de negocios y alianzas estrategica, participacion del equipos, inteligencia del negocio, estrategia para las Asia-Pacifco y America Latina, implementacion de ventas y desarrollo del mercado, control y manejo de distribuidores y agentes, gerencia de logistica y cadena de sumistro, comunicaciones internacionales, globalizacion del cultura corporativa, projectos especiales corporativas.

Logros importantes:

  • Creacion y implementacion de estrategia de ventas y promocion para el mercado en Asia-Pacifico. Ventas de US $ 5 M en 3 años.
  • Iniciado y mantenido alianzas estrategicas con proveedores internacionales, ahorros de USD $ 2 M, fortificamos posicionamiento.
  • Negocio representacions exclusivo de empresas de Sud Africa y EUA. Valor de ventas primer año US $ 2.5 M
  • Incremento competitivida utilizando el departamento de exportacion a manejar y empujar cambios culturales corporativas en planeacion, produccion, tiempo al mercado, cadena de suministro y logisticas, ventas, mercadotecnia y administracion.
  • Negocio descuentos en logistica, ahorros de USD $ 500 K

QUIMICA CENTRAL DE MEXICO S.A. de C.V., Gto. México
julio 1998 – marzo 2000
Gerente de Exportaciones

Responsable para ventas, distribucion, mercadotecnia y desarrollo del negocios en 20 paises, incluyendo America Latina, EUA, Europa y Taiwan.

Logros importantes:

  • Creacion estructura de precios bases y comisiones para agentes y distribuidores en America Latina, resultados incremento en lealtad y ventas de 8%.
  • Re-ingenieria de sistemas administrativas de comunicaciones, facturacion y envio del los productos para incrementa leatad con clientes y distribuidores y incrementar ingresos.

 

MARLY MEXICO SA de CV – Leon, Guanajuato, Mexico
1994 – 2005
Consultor

CLUB ROTARIO LEON – Leon, Guanajuato, Mexico
1997
Consultor

NUVIDA S.A. de C.V., León, Guanajuato, México
enero 1994 – julio 1998
Dueño – Presidente – Fundador

Presidente y Director de Operaciones para negocio de servicios. Clientes corporativos, gobierno y privadas. 80 empleados.

FOLLAS NOVAS S.A. de C.V., Silao, Guanajuato, Mexico
septiembre 1993 – junio 1994
Socio

Proyecto de produccion y supervision de operaciones

FLOWERS FLOWERS INC., Evanston, IL, EUA
marzo 1986 – agosto 1993
Dueño – Presidente – Fundador

Presidente y Director de Operaciones para innovadora start-up negocio de bienes y servicios para el consumidor. Ventas de USD $ 750 K anual.

AMLINGS FLOWERLAND, Niles, IL, EUA
junio 1980 – mayo 1986
Gerente de Sucursal

Responsable por operaciones del sucursal. 70 empleadas. Ventas USD $ 3 M anual.

 

EXPERIENCIA LABORAL DURANTE UNIVERSIDAD Y PREPARATORIA

RECORD CITY, Niles, IL, EUA

KAPS, Champaign, IL, EUA

UNIVERSITY OF ILLINOIS, College of Agriculture, Urbana, IL EUA

UNIVERSITY OF ILLINOIS, College of Life Sciences, Urbana, IL EUA

CRATE & BARREL INC., Chicago, IL EUA

SKIL SAW INC.., Wheeling, IL, EUA

UNITED PARCEL SERVICE, Northbrook, IL EUA

IWAN ELLIS PAINTING, Northbrook, IL EUA

FOLEY KOCH LANDSCAPING, Mount Prospect, IL, EUA

ALLGAUERS RESTAURANT, Northbrook IL EUA

DUNKIN DONUTS, Wheeling, IL EUA

JEWEL FOODS, Wheeling, IL EUA

DEPUSSEY CATTERY, Northbrook, IL EUA

EDUCACION

Bachelor of Science Agricultural Economics, University of Illinois – Urbana, IL, EUA

LOGROS PROFESSIONALES

Weblog: https://leeiwan.wordpress.com April 2006- Presente

Conferencia de la Industria de Cromo, Sud Africa, 2006

Mision Comercial, Mexico India 2005

Curso – Finanzas por no financieros, 2005

Consejero de COFOCE, Comité de proveedores, industria del calzado, 2000 – Presente

Participación en la certificación del ISO 9001:2000, 2004

Misión de Proveeduría, Moscu, Rusia 2004

Misión de Proveeduría, Estambul, Turquía 2003

All China Leather Exhibition, Shanghai, China, 2002 – 2005

Guangzhou Leather Fair, Guangzhou, China 2002 –2005

Misión Comercial México-Centro América, 2002

Asia Pacific Leather Fair, Hong Kong, 1999 – 2005

Linneapelle, Bolonia, Italia 1999 – 2005

Misión Comercial México-China, 2001

Misión Comercial México-Centro América, 2001

Misión Comercial México – China, 2000

Mision Proveeduria, Amsterdam, Holanda, 2000

Miami Leather Fair, Miami, EUA, 2000

FENAC, Leather Fair Novo Hamburgo, Brasil 1999

Miami Leather Fair, Miami, EUA, 1999

Curso – Resolución Miscelánea de Comercio Exterior 2004 a Fondo

Curso – Resolución Miscelánea de Comercio Exterior 2003 a Fondo

Diplomado – Modificaciones a La Legislación Aduanera 2003

Curso – Resolución Miscelánea de Comercio Exterior 2002 a Fondo

Diplomado – Logística de la Comercio Exterior, 2001

Curso – Resolución Miscelánea de Comercio Exterior 2001 a Fondo

Diplomado – Comercio Exterior, 2000

Curso – El Vendedor Estratégico

Periódico AM, Periódico. 1994 – 1996

Society of American Florists, Consejo Editorial, Washington D.C., EUA 1990 – 1992

Chicago-Dempster Merchants Association, Vice-Presidente, Evanston, IL EUA 1998-1990

Lee.iwan@gmail.com





Current Resume – Lee Iwan – March 2007

27 04 2006

 

Lee Iwan

International Business Development

Sales & Management Executive

Accomplished bilingual and bi-cultural executive with broad based domestic and international experience in business discovery and development; sales, marketing and operations for start-ups, growth and mature organizations.

Results oriented, proven success in new market identification, strategic thinking, negotiations and pragmatic problem solving. Track record of “hands on” leadership increasing communication, sales, efficiency and profitability.

Thrive in dynamic and fluid environments requiring enthusiasm, creativity, communication skills and organization.

Core competencies include:

Relationships and Communication

Team Leadership

Cross Culture Liaison

Innovation and Change Management

Global Focus

Entrepreneurial Focus

Contingency Planning

PROFESSIONAL EXPERIENCE

QUIMICA CENTRAL DE MEXICO S.A. de C.V. Leon, Gto., México July 1998 – Present

Business Manager, Strategic Business Discovery & Development May 2005 – Present

Serve as independent executive working directly with CEO and Board of Directors. Fully responsible for the visualization, research, creation, communication, follow-through, analysis, planning and implementation of new business development and corporate strategic diversification projects.

Key Achievements:

  • Project Leader, pharmaceutical joint venture (Swiss-México), manufacturing and commercial operations .
  • Spearheading strategic alliance negotiations to increase long-term market share and global positioning.
  • Ongoing negotiations with India and China for product representations, agencies and toll manufacturing.

Business Manager, International Business March 2000 – May 2005

Served as Business Manager, responsible for global sales and marketing, distribution and logistics, and all corporate international negotiations with clients and suppliers.

Directed export sales and market development, international supplier strategic alliances; leadership of export sales distribution and agency networks; cross-functional team participation; business intelligence; sales and marketing strategy and leadership for the Asia Pacific and Latin American regions; sales implementation and market development; logistics and supply chain management, cross cultural communications, “globalization” of company culture and corporate special projects.

Key Achievements:

  • Created and implemented commercial entrance for Asia-Pacific market, first 3 years revenue $ 5 M (US), projected annual sales growth of 200%.
  • Initiated and maintained strategic alliances with international suppliers, raw material cost savings of $ 2 M (US) fortified long term strategic positioning.
  • Negotiated exclusive agency representations in Mexico for South African and US specialty chemical manufacturers.
  • Increased company global competitiveness utilizing the export department to drive corporate cultural changes in strategic planning, production, time to market, supply chain and logistics, sales, marketing and administration.

Export Manager July 1998 – March 2000

Served as Export Manager, responsible for sales, distribution and marketing strategy and management for 20 countries including Latin America, US, Europe and Taiwan.

Key Achievements:

  • Created new commission and base price structure for agents and distributors resulting in increased loyalty and increased revenue of 8%.
  • Re-engineered department systems to increase revenue and customer loyalty through increased efficiency in communications, administrative processes and product shipping.
  • Managed international sales force in Latin America and Asia Pacific regions (18 distributors / agents).

NUVIDA S.A. de C.V., León, Guanajuato, México January 1993 – July 1998

Owner–President–Entrepreneur

Served as President for start-up specialty service business, corporate and government clients.

Key Achievements:

  • Alliance between private industry, State and Local government to create and maintain 100-acre interactive ecological area – Parque Explora.
  • Managed workforce of 45.
  • First workforce in the State to receive State Certification (training and operations procedures).

FLOWERS FLOWERS INC., Evanston, IL, USA March 1986 – August 1993 Owner–President-Entrepreneur

Served as President for start-up innovative luxury consumer goods and service business.

Responsibilities included: strategy and planning, management, sales and marketing, purchasing and operations.

EDUCATION

Bachelor of Science Agricultural Economics * University of Illinois – Urbana, IL 1980

PROFESSIONAL ACHIEVEMENTS

Board Member, State Chemical Industry Export Committee, COFOCE, February 2007 – Present

Weblog: Business South of the Border August 2006 – Present

Weblog: Lee Iwan Accumulated Experience April 2006- Present

Business Development Mission, Chennai, India, February 2007

Chromium Industry Conference, Cape Town, South Africa, February 2006

Commercial Mission, New Delhi, Mumbai India, November 2005

Course: Finance for Non-Financial Managers, 2005

Business Development Mission: Buenos Aires, Argentina, 2004

Board Member, State Leather Industry Consulting Committee, COFOCE, 2000 – Present

ANPIC, Mexican Leather Industry Fair, Leon, Gto., Mexico, 1999 – Present

ISO 9001:2000, Certification Process, 2003 – 2006

Business Development Mission: Geneva, Switzerland & Moscow, Russia, 2004

Business Development Mission: Istanbul, Turkey, 2003

All China Leather Exhibition (ACLE), Shanghai, China 2002 – 2005

Guangzhou Leather Fair, Guangzhou, China, 2002 – 2005

Business Development: Geneva, Switzerland, 2002

Commercial Mission: Mexico – Central America, 2000 – 2002

Asia Pacific Leather Fair, Hong Kong, 1999 – 2005

Linneapelle, Bologna, Italy, 1999 – 2005

Commercial Mission: Mexico – China, 2000 – 2001

Business Development: Amsterdam, Holland, 2000

Business Development: Guatemala, El Salvador, Honduras, 2000

Miami Leather Fair, Miami, FL, USA 1999 –2001

Business Development: Uruguay, Brazil, Argentina, 1999

FENAC, Leather Fair, Novo Hamburgo, Brazil, 1999

Course: Mexican International Commerce Legislation, 2001 – 2004

Diploma: Modifications in the Mexican Customs Legislation, 2003

Diploma: International Commerce – Logistics, 2001

Diploma: International Commerce, 2000

Course: The Strategic Salesperson, 1999

Periodico AM, Newspaper Columnist. 1994 – 1996

Society of American Florists, Editorial Board, 1990 – 1992

Chicago-Dempster Merchants Association, Vice President, 1988 – 1990

Lee.iwan@gmail.com