Gary Winters

Coach  Workshop Facilitator Author

Should you stand in front or off to the side?

Many folks think of leadership as the ability to take people from one place to another – a higher level of effectiveness working together, a new level of performance, or some other version of the “promised land.”

The focus, when we think of leadership that way, is on the leader’s vision of the future. His or her task, therefore, is to enroll or enlist us – get our enthusiastic support – of that vision. Once we get on board, we will “follow the leader” from here to there.

Examined from that point of view, leadership seems to be a series of actions that the leader does to us in support of that vision.

The leader’s job is to create a compelling vision, clearly communicate that vision, keep us on track, intervene if we stray off course, and reward us for any appropriate steps we take along the way.

But another view of leadership sees the leader as someone who acts in service to others.

Here, the leader is a series of actions that the leader does for us.

Picture the typical organization chart and you’ll probably see a pyramid, with a leader on top and the rest of us underneath, looking up. Now take that pyramid and turn it upside down, and you’ll have an image of the service-oriented leader who sees him/herself as someone whose responsibility is to serve the rest of us.

Does a servant leader still have a vision? Of course. Do they still want to take us from “here” to “there”? Certainly.

They just approach the task differently.

The more traditional leader starts out in front of us, and stays there – creating the picture of the promised land, scanning for obstacles that could keep us from getting there, and slaying dragons along the way.

While the servant leader also starts out in front, he or she then steps aside, believing that the full measure of achieving the vision will be far greater than he or she could imagine.

The first leader focuses on developing our skills, the second focuses on releasing our potential.

At the risk of one too many metaphors, all roads lead to Rome. Differing leadership models aren’t a case of one being better than the other; find what works for you and go for it!

“What ELSE Your Boss Never Told You” is the sequel to the very popular “What Your Boss Never Told You.” Packed inside are more tips, techniques, and insights about the challenging, but rewarding leadership position.

“What ELSE Your Boss Never Told You” is written in a conversational tone, as though you and the author were enjoying a cup of coffee and talking about the issues that emerge for new leaders. It stands alone, and/or could be read before or after the first volume, “What Your Boss Never Told You.” You can start with any chapter and read in any order you like.

if you search for a book on management, you’ll find a staggering 600,000+ books currently available. How can you narrow that down? “What Your Boss Never Told You” is the best place to start.

No textbook here – this book is short and sweet. It’s designed to help you “unpack” your new job and be effective from the first day with your new team. It contains twenty-one chapters filled with the wisdom Winters has gathered from real managers – effective, successful leaders in organizations much like yours.

Leaders make decisions every day – big and small. Most know that if they include others in the decision-making process, the quality of those decisions – and the commitment to them – will likely improve. That said, they also know it’s impractical, if not impossible, to include others in every decision they confront.

“To Do or Not To Do” tackles the question of when to make decisions on your own, and when to involve your team. It gives you a deceptively simple but proven method to determine, when you are facing a difficult decision, how to decide how to decide.

Far too many meetings are dreadful, mind-numbing, energy-draining, productivity-sapping, colossal wastes of time. As someone once said, “To kill time, a meeting is the perfect weapon.”

Here’s the deal: if you’re willing to learn and apply the techniques in “So, How Was Your Meeting?”, you’ll call fewer meetings, while vastly improving the ones you do lead. They’ll take less time, have more balanced participation, produce better decisions, and result in concrete action items for follow-up afterwards.

While there are thousands of books written for people about to retire, this may be the only book for people who manage soon-to-retire employees. Written in a casual, conversational style, “Managing the Soon To Retire Employee” will give you everything you need to know to move forward with confidence and grace.

You can be successful with Sooners. It won’t happen by chance, and it’s not a matter of pulling some management “trick” out of your hat. But you can learn how to do it, and you can apply what you’ve learned right away.

Managing friends or former peers can be awkward. When you become the boss, everything about these relationships can suddenly be uncomfortable. There’s a new set of ground rules to establish – as manager, you are going be accountable for the work performance of friends or former co-workers on the team, and they are going to have to adjust to the fact that they now report to you. Everyone involved can feel awkward and hesitant about the future. 

Have you been approached by management with an offer to promote you to supervision? Or, are you mulling over the possibility for the future? Find yourself not sure whether to accept the promotion?

If so, you’ve come to the right place. Help! They Want to Make ME a Supervisor will help you sort out a very big question: Should you accept the offer to become a supervisor? Once you’ve read this book, you’ll be confident that you’ve made the best decision for you and for your organization.