Introduction
Leadership : Having organizational authority and being a leader are two different things, although the first is often mistaken for being the same as the second. A leader tends the health of the organization by tending its growth and development and by taking care of the people in the organization. After that, the rest of it almost takes care of itself. Managing the Business Formula : Describing the essence of a successful operation gives you its Business Formula. Leaders must be very careful not to make detrimental changes to the Business Formula either intentionally (in the name of progress or change for change’s sake) or unintentionally (under the banner of improving efficiency). Any changes to the organization’s Business Formula must be made very intentionally, carefully, and with a great deal of thought. Internal and External Communication : Very intentionally managing communications with members of the organization, with external stakeholders, and especially with customers goes a very long way to properly building these vital relationships. As with every other important area of operations leaders should have specific, well thought out and clearly delineated communication plans for both internal and external stakeholders. Managing Innovation : Every organization grows and develops or else they die out. As with every other important area of operations leaders should have specific, well thought out and clearly delineated plans for Managing Innovtion. The organization should neither neglect investing time and resources into innovation nor should it allow unrestrained, unguided efforts at innovation. Innovation benefits from planning, scheduling and budgeting. Governance : No part of life in the organization should be subject to the whims of various leaders. Everyone should be accountable to someone else and all actions should be directed by foundational principles owned and clearly communicated by the organization.
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