STRUCTURED LEADERSHIP MODEL

{(Foreword: In this article, I cite the actual example of a successful sales leader of an international financial services conglomerate in Singapore.  The contents represent my observations of his structured leadership model, as documented in my personal file while I was holding a business management role. Although his model was aimed at developing his team members toward achieving sales scores, yet the example offers some methodology insights which can be adopted by leaders of other vocations. I believe similarities prevail as a matter of leadership process, regardless whichever field a leader is in.}}

To be an astute leader, a structured leadership process or system must be at hand. The process may either be administered by the leader himself or by sub-leaders under his overview cast, depending on team size. An upper echelon corporate leader managing a large team may delegate the grooming efforts directed at ordinary subordinates to his sub-leaders based on his set parameters. However, he should regularly guide his sub-leaders to ensure they play their role effectively. Occasionally, when warranted so, he executes some aspects personally to create better impact.

Let us now study the model practised by the Singapore leader. We can then translate the example into a generic structure for relating to other leadership roles. Be highlighted that the model consists of two segments – one for leading new team members (less than six months after induction), the other for encouraging senior/incumbent members (more than six months in the team).

**LEADERSHIP PROCESS APPLICABLE TO NEW MEMBERS

11)       Select the befitting practical sales tools and reference materials for perusal by new members. E.G. sales activity reports; prospecting tool; method for handling objections; customer needs analysis format; closing skills/methods; after-sale periodic review signals /format etc.

22)      Training time-table & Syllabus:

(a)    1^st 30 days: E.G. pre-sales preview and briefing; joint field work to call on selected potential customers; various product technical aspects; use of relevant forms and product brochures; product contractual provisions; proper sales process/cycle/best practices etc.

(b)    31- 60 days: E.G. soft skills role play; case study; observational feedback; activity analysis etc.

(c)     61 – 90 days: E.G. monitoring/tracking discussions; counselling; identifying member’s strengths & weaknesses; proposed improvement actions etc.

(d)    91 – 180 days: weekly progress update dialogues; ad-hoc advice whenever needed/sought; meetings together with senior members; graduation appreciation event.

**LEADERSHIP PROCESS APPLICABLE TO INCUMBENT MEMBERS

11)      E.G.: weekly or fortnightly meeting (depending on need or situation) to disseminate and discuss updates, issues, new announcements.

22)     Fixed day per week for one-on-one discussion with an incumbent upon request or when needed.

33)     Monthly meeting on production and activity progress analysis of the team. Brainstorming on ideas and action plans for moving forward.

44)      Performance recognition event, biannual or annual depending on need or situation.

(Note: Incumbents are mature enough to carry out their tasks more independently, unlike newcomers. Hence their programmes are less intense.)

As the overall size of this “supreme” leader’s direct team and sub-teams was large (a few hundred members at the time of my observation study on his model), he appointed a few seniors to assist in implementing the various programmes. He would personally go hands-on for special occasions which required his personal attention.

Obviously, his model was directed at two prong purposes:

-          ++ Support members to achieve their personal goals, i.e. their short range and longer range goals. More time was spent to groom new members toward this end.

-         ++To meet the overall/macro goals of the team.

This real example, in my opinion, may pose as a generic structured leadership prototype for other vocations and enterprises to emulate, in the form of the following sequential steps:

# Establish a proper reinforcement programme for leading and developing both new and incumbent personnel.

# Appoint moderators and assistants to help in implementing the various aspects of the programme.

# Formulate a “memorandum of understanding” which spells out the members’ commitment for full participation and the leadership’s commitment for diligent delivery over a set time-table.

# Plan achievement recognitions for the year to honour achievers.

# Adhere to the principle of primarily relying on the three key “pillars”, plus harnessing selected supplementary factors befitting the work environment, that bolster efforts to achieve the individual and team goals. Refer to the graphic below………

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-          CONCLUSION

Revered leadership entails a structured process for executing various development activities benefiting a team. As emphasised in my previous sharing on “Define Leader & Leadership”, it is not as simplistic as A-B-C.

Look around at lasting successful leaders you know – you would acknowledge they have a system in place, whether very orderly structured or with some flexibility. The more orderly, the more vibrant the result scores. Comparatively, ad-hoc and random leadership activities will only bring in ad-hoc and random results – the best attainment will be fluke shots that are transient, without any lasting impression.

Change in leadership due to retirement, resignation, or other reasons is normal in the corporate world. If a sound structure is already in place, the new leader should have no qualms to follow through the same process. If one is not yet available, then the new leader appointed to maneuver the helm imperatively needs to establish a model to cater for the team’s objectives. Any new leader may have the prerogative to revamp an existing structure for purpose of meeting new business requirements and trends – provided the proposed revamped model is better than the old.

Of course, a leader must first be equipped with the necessary knowledge and skills before he could even define his structure for him to lead vibrantly. This means it is essential he upgrades his prowess as the fundamental leadership prerequisite.

The focal point is this ………. so-called leaders who act randomly without relying on an infallible process are never profound at leading. A model must prevail for effectively and efficiently goading team members toward achieving personal and team goals. That is the noble leadership objective.

Reflective Quotes:

“A person who is worthy of being a leader wants power not for himself, but in order to be of service.” (Sam J Ervin – US Senator 1954 – 74)

“The growth and development of people is the highest calling of leadership.” (Harvey Firestone)

“What you do has far greater impact than what you say.” (Steven Covey)

“Processes sometimes include tools that help create and reinforce desired behaviours or habits.” (Steven Covey)