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"You cannot teach a man anything. You can only help him discover 
it within himself." Galileo
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Your potential to be a Great Leader, to ignite passion, to 
inspire and move people--to be the kind of leader others CHOOSE 
to follow--is absolutely certain. The question is: How will you 
activate the untapped brilliance residing on your team?

Fact: "Only 20% of employees working in large organizations feel 
their strengths are in play every day - - that means that most 
organizations operate at 20% of their potential and capacity!" 
(Source:  The Gallup Organization)

Are you a GREAT People Manager?

If your organization happens to be operating at 20% capacity, 
what a tremendous opportunity to turn up the volume on the PEOPLE 
MANAGEMENT side of the business and start tapping the unrealized 
potential in every single employee!

Why not shift the energy from managing the work to coaching your 
people?


SHOW UP AS A PERFORMANCE MANAGER

The definition of a great manager is "someone who turns someone 
else's talent into performance," according to Marcus Buckingham, 
author of Break all the Rules and Now, Discover Your Strengths. 
"This is where my focus has been--not on whether someone can set 
a vision, change an industry, or inspire the troops (although 
this is all critical and wonderful).  My focus has been on that 
part of the leadership that relates to how you multiply yourself 
through someone else and how you turn someone else's talent into 
performance.  Most of those people who do this tremendously well 
are not necessarily people we put in the business press as 
heroes. We have interviewed over 80,000 great managers and they 
are wonderfully effective at being productive through their 
people--but they are not the Jack Welch's or Michael Eisner's."


The #1 Leadership Success Factor

True People Managers are an endangered species.  Yet, they are 
the most highly sought by the best organizations.  In a study by 
Chief Executive Magazine and The Center for Creative Leadership, 
People Management skill was cited as the number one success 
factor for CEOs, executive teams and mid-level managers alike. 
For all levels, people management skill was considered to be the 
main driver - 40 to 45 percent - of a leader's success.


What People Management Quality Sparks The Highest Performance?

Individualization.  Great People Managers know instinctively that 
the secret to great organizations is casting by individual 
strengths so that everyone can do a lot of what they do well."

Great managers and leaders seem to realize that people are 
endearingly unique. You don't have 20 sales people--you have 20 
individuals who happen to be sales people," says Cunningham. 
"You can either try to build your whole organization to try to 
fight against that or you can assume that your 20 sales people 
are the same and motivated by the same thing. You can either 
assume that--or you can ignore it and build your systems to try 
to prevent people from being different, which is what most 
companies do: 'Here is the right way to sell. Here are the 
certain steps to selling. Here are the 15 steps to leading and 
the 10 steps to managing.'  That is what most companies do. 
Unfortunately you end up fighting against the inherent 
individuality of people. People are not the same. Great leaders 
try to figure out and do a wonderful job of using people's 
endearing differences rather than fighting against them."


Put Your Strengths To Work!

1. Know Your Strengths: It's amazing the number of leaders I 
   coach who have been so focused on minimizing their weaknesses, 
   they've taken their strengths for granted. Some don't even 
   know how to articulate them. Which of your talents are 
   enduring and unique? Are you capitalizing on them?

2. Do a Strengths Review for each of your People:  Be a keen 
   observer and focus on what's different in each individual. 
   What strengths may be unnoticed or underutilized? Don't 
   know? Just ask: "Which of your skills, talents and 
   interests do you want to exercise more?" "Where do you 
   see an opportunity to put them into play?"

3. Delegate Weaknesses: Which of the items on your 
   "high-priority to-do" list could be the ideal developmental, 
   stretch assignment for one of your people?  One of your team 
   members could be chomping at the bit to dig into the very 
   issue you're avoiding!
 

Shary Hauer is the founder and Head Coach of The Hauer Group, 
Inc. She is a Master Certified Coach (MCC) of high-achieving, 
high-potential corporate executives who aspire to lead their 
organizations and lives masterfully. As the Executive 
Potentialist™, Shary guides leaders and their teams in 
cultivating positive behavior change tapping all of their 
potentials.  For the past 10 years, Shary has coached several 
hundred global executives throughout the U.S., Canada, Latin 
America and Europe.   

To get your Success Path aligned for 2006, enroll for a 
complimentary Executive Coaching Consultation.  And, sign up for 
your free subscription to the popular Potentialist™ Leadership 
Briefing. Visit http://www.thehauergroup.com.