1 - BE EQUAL TO THE TASK
A boss must be an
excellent generalist. Not the best technician, the best financier, nor
the best commercialist of the enterprise. He is just as the head of an
orchestra. He doesn't play the parts of his musicians but masters and
coordinates all the partition. And gives a rhythm.
2 - HAVE A STRATEGIC VIEW
It is very important
for a boss to be foresighted; be able to set medium and long term objectives
and anticipate stages of attaining these objectives.
It is also very important
that this view be discussed and shared with subordinates.
3 - BE A GOOD COACH
The capacity of coaching
is one of the essential qualities of a good leader. A leader must know
how to incite his subordinates to progress towards the objectives set.
4 - BE INTUITIVE AND HAVE
TECHNICAL EXPERTNESS
A good leader is one
who "knows" things and people well. He must also have technical
expertness. Instead of being satisfied with a pyramidal foresight of his
enterprise, he must take hold of the entire organisation in terms of the
state of mind of the entire staff , on how strategic decisions are apprehended.
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5 - HAVE A HIGH CAPACITY TO
LISTEN AND COMMUNICATE.
A good leader listens
to everyone around him : his customers, his suppliers, his subordinates,
his bankers, … Each of them contributes at enriching and assisting
in the progress of the enterprise. To incite people to talk, they must
be given confidence, be listen to and be available. Listen signifies start
by doing, but also … talk! It is important to give a precise feed-back,
to talk of positive as well as negative things.
6 - BE PROUD AND HUMBLE AT
THE SAME TIME
A good leader must
be happy as a boss. He is that person who does not ask what the enterprise
can do for him but what he can do for the enterprise.
Proud, a good leader
must also be humble. Humility is a fantastic asset. It permits an appraisal
of success without being blinded, to remain conscious of risk, to always
be alerted that an enterprise is fragile.
7 - KNOW TO DECIDE
A good boss must be
able to decide and remain firm on a decision taken.
However a manager
must create favourable conditions so that decisions taken be accepted
and executed.
Conclusion
: The essentials of the job of a manager is summarised in two missions
:
- Define the strategy
of the enterprise,
- Create an atmosphere
that favours creativity and the involvement of all.
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1) IN THE ELABORATION
AND IMPLEMENTATION OF MANAGEMENT PROCEDURES
WHAT SHOULD BE AVOIDED
- Copy procedures
existing in other organisations;
- Not to involve the entire staff in the elaboration;
- Not to accompany procedures with adequate management tools;
- Not to take into consideration the organisational structure of the enterprise
or project and the nature of activities.
WHAT
SHOULD BE DONE
- Involve the entire
staff and an external consultant in the elaboration of a manual of procedure;
- Establish the implementation of the manual of management procedures
through adequate internal communication and a system of control;
- Adapt or review management procedures in function of the evolution of
the organisation;
- Put in place adapted and efficient management tools to serve as a daily
piloting instrument.
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2) IN THE ELABORATION
AND FOLLOW-UP OF THE BUDGET
WHAT
SHOULD BE AVOIDED
- Not to analyse activities;
- Not to take into consideration the extent of expenditure of the previous
year in case of repeated activities;
- Not to associate subordinates in the elaboration;
- Not to request for estimates or proforma invoices during investments;
- Not to take account of the impact of inflation.
WHAT
SHOULD BE DONE
- Take into account
the financial envelope put at the disposal of the organisation by the
various Donors;
- Take into account the budget of the previous year;
- Take into consideration the programme of activity and the operational
calendar
- Take into account of the incidence of inflation;
- Take into account realistic self-financing objectives.
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