mercoledì, settembre 28, 2005

Lo smart leader 

  • Smart leaders understand the impact market evolution is having, both on the marketer and the role and scope of marketing within the organization. They understand that to drive customer delight over the next decade the entire organization must be rallied. They recognize that marketing is likely to lead this charge, and seek to position the department and individuals accordingly.

  • Smart leaders know how to translate the plight of the marketer and the marketing organization to senior executives. They engage other leaders to break bottlenecks and improve the operational environment and business culture. They are advocates for accountability, effective process, standards and methodologies that help things run smoothly.

  • Smart leaders don't treat talent like a commodity. They recognize the skill sets of each individual and put them to work accordingly. They appreciate the contribution of creative, visionary, strategic thinkers and balance this vision with analytic thinkers who bring fact-based analysis to the table. They know when to stretch individuals beyond comfort zones—and when to acquire new talent. They appreciate the power of outsourcing and use it effectively to speed results, increase manpower and augment skill sets as necessary.

  • Smart leaders know the value of investing to retain good people. They work actively to attract, engage and retain people with the skills to get things done. They allocate dollars and time to ensure that training, education and knowledge sharing occur to expand team competencies and keep minds sharp. They implement performance-based incentive programs to ensure that results are rewarded and effort is recognized. They recognize the difference between everyday accomplishments and superhuman feats. They use real and emotional capital to reward performers individually in the ways that matter most.

  • Smart leaders understand that working smarter is more important than working harder. They understand that marketers must work with their heads more than they work with their bodies (going to meetings, taking notes, pushing reports). They know the difference between an effective workday and a long workday, and engrain within each employee a focus on working efficiently and accountably.

  • Smart leaders listen. They tune in to what people say and what remains unsaid. They consider individual, team and general morale. They know how to tap into an undercurrent of pessimism and infuse it with hope, relief, advocacy and understanding. They understand that the majority of problems that have an effect on marketing come from outside the marketing department, and respond as sympathetic and fierce advocates.
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