Government Connections - Spring 2015 - (Page 27)
Leadership in the
BY TED MILLER,
CHME, CHSP, CGTP, CGMP
STarWooD hoTelS anD reSorTS
Question: i would like to pursue a director's position that might
be coming available in my section. My current position does have
some leadership responsibilities, but this position would require
far more leadership. how do you suggest i prepare myself if
i choose to pursue the position?
Answer: To pursue the next position in your section, i would
consider how well you know the current director and how you
perceive his or her leadership abilities. if you feel that individual
was successful, examine what qualities you possess that
mirror that individual. Think about the situations that arose
when the current director had to make a difficult decision and
how comfortable you would have been handling the situation.
leadership is not a case of how well you are liked, but how you
are respected by your peers and superiors.
Question: We have a director who is not very engaged with his
section. We rarely have staff meetings, and when we do, he is
less than inspiring. how would you suggest we operate in such
Answer: first, let me tell you that your situation is rather common
and is more prevalent in certain types of organizations. in this
case, let me suggest you operate on the basis of "it is easier
to beg forgiveness than ask permission." in other words, make
the decisions and take the actions that you feel are the most
appropriate and use your own leadership skills to advance the
organization. When there is a lack of leadership, then you must
take the initiative so the organization does not fail. however,
i caution you to be discreet in your actions as flaunting your
actions with other staff can be detrimental.
Question: We are anticipating some situations in the next few
months that will require certain staff to be reassigned, thus
creating some potentially challenging working groups. My
concern is that some of the decisions i may need to make will not
be popular, but i want to keep a cordial atmosphere, if possible.
Do you have any suggestions on how i should approach this?
Answer: The first thing i will tell you is "if you are in command,
then command" and make the best decision you feel possible.
When you are in a leadership position, not every decision you
make will be popular and you may lose some staff based on the
situation. you must remember that you are making a business
decision and not running a fraternity. Many staff that may leave
due to organizational changes were not truly dedicated to the
group or not willing to understand the changes and organizational
needs. They may be looking for an easy job where they can make
the minimum contribution.
Question: There is something i have always wanted to ask and
never seemed to find the right one to ask: how do you truly
Answer: leader is a combination of knowing how to give
direction and the ability to be a mentor to a subordinate or
another leader. giving direction comes from the conviction
of knowing what must be done and how your group can best
accomplish each task. it is speaking with authority without being
overbearing or demeaning. it is talking to the group and not at the
group. it is the ability to recognize when someone is struggling
and being willing to help them. it is understanding that many
people may know more than you on certain subjects and they
are an asset to the group and you should not feel threatened by
their knowledge. finally, it is the ability to understand that people
make mistakes and if handled correctly becomes a learning
experience for everyone involved.
Table of Contents for the Digital Edition of Government Connections - Spring 2015
Successful Leadership: SGMP Members Talk Leading in the Government Meetings Industry
Need to Know: 2015 SGMP National Education Conference
The Importance of Traditional Follow-Up in a Non-Traditional Business World
Meet a Member
Government Connections - Spring 2015