August 2013

In This Issue
Creating a Culture for Manager Excellence

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The theme for the August issue of Pathways to Success is about Leaders and Managers. Both roles are critical to an organization's success. "Leaders and Managers" discusses some common differentiators between Management attributes and Leadership attributes. For business entrepreneurs and start-ups, do you know what these are? Do you know how and when to employ these attributes? August's second article provides insights into a Leader's responsibility in building a culture that promotes Manager Success. Each month it is my hope that you can find insight and a reason to self-reflect from these articles.

Please to colleagues and friends if you found them valuable. And, if you haven't done so already, please sign up on my website to receive continuing editions. Thanks for your continued support and interest! Enjoy reading! 

Steve Terusaki, President of SEIDO ConsultingSteve Terusaki
SEIDŌ Consulting
In many discussions on Leaders and Managers the focus is based on an EITHER - OR argument. If you are a LEADER, you focus on X; if you are a MANAGER, you focus on Y where X and Y are often on different ends of the spectrum.

As in most things in life, reality does not exist in either Black or White. "Leadership" issues and "Management" issues merge in a "grey" zone where each perspective is important to the success of the organization. If your organization is one where the individual is both the Leader and the Manager, it is important to understand when and which hat to wear so that these differing attributes can be brought to bear at the correct time and in the correct place for the organization.

Let's review 8 differentiators between Leadership attributes and Management attributes:

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Creating a Culture for Manager Excellence
"So much of what we call management consists in making it difficult for people to work." - Peter Drucker

For business leaders great managers are a critical asset for the organization's success. The business leader must address Drucker's assertion that management is only about making it difficult for people to work. Creating the management team and setting the environment where managerial excellence is possible rests on the shoulders of the business leader. When the environment is established correctly, the role of the manager is to institute processes and protocols, and monitor those operations to facilitate the work; it is not about being an obstacle to work. In so doing, the business leader and the organization win.

Here are a few simple prescriptions that the business leader should consider in creating an environment that promotes manager success:

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