Learning to lead - final 10 tips
"Leadership is about making things possible, management is about making them happen."This neat quote comes from Lord Karan Bilimoria who founded Cobra Beer, a drink which interestingly, was born and raised in Britain.
For the start-up entrepreneur the distinction between manager and leader is, of course, unrealistic; we're expected to cover all bases in the early stages. And nor is leadership just for leaders - those qualities can and should be displayed in both our personal and professional lives.
Below are the final 10 tips (10 more can be found in previous blog) about leadership gleaned from a two-day session on the Lloyds Bank School for Social Entrepreneurs Programme at the Eastern Enterprise Hub in Ipswich courtesy of Chris Lee:
- Luke Gusman's enterprise story is remarkable
- Appearance and first impressions are important. Luke Gusman suggests 70% of people trust people with glasses and 83% think people with glasses are more intelligent... so he wears glasses.
- Deal with the boring bits of your job eg admin and paperwork regularly - to avoid last minute panic and to give others time to be helpful.
- Your business accounts are yours - even if you don't like finance, make sure you know enough to understand the figures and to query anything that doesn't look right.
- Leadership can be lonely. Find someone - a willing mentor - with whom you can download things that might be troubling you.
- Don't make false promises - over-committing when you're starting out can undermine trust; you can get a reputation for being flaky. Don't be afraid to turn down business if it takes you beyond your capacity and competence.
- Work-life balance is essential. If you must keep busy most of the time, do so with outside interests that are quite different from your day-job. Starting a new business alongside a fulltime job is not recommended.
- Being 'the responsible person' where the buck can stop is important. Ensure your governance structure enables development and growth (rather than blocking it)
- Take people with you (hearts and minds stuff). Others need to understand the social / enterprise mix and aim for staff ownership of the vision.
- Be able and prepared to let go - it's easy to fiddle, but you must demonstrate trust and confidence in the staff body.
For interesting insights into the difference between social entrepreneur visionary and social entrepreneur leader, go to http://bit.ly/1iCcmJD
Disclaimer: SEEE does not necessarily share the views of this blog.