Leadership መሪነት

Introduction

መግቢያ

Leadership is not status or position. Leadership is all about achievement of the right results. Leaders
are doers, who take responsibility and make a difference. —Peter Drucker

መሪነት ደረጃ ወይም አቋም አይደለም ፡፡ መሪነት የሁሉም ትክክለኛ ውጤቶች ስኬት ነው። መሪዎች
ሃላፊነትን የሚወስዱ እና ለውጥ የሚያመጡ ሰሪዎች ናቸው፡፡ ፒተር ድሩከር

The success of any organization and the execution of its programs depend on effective leadership.

In this challenging economy, leadership is especially important, not only for absorbing and managing
employees' uncertainty about the future but for engaging employees, deepening their organizational
commitment, and increasing general job satisfaction. የየየየየየ የየየየ የየየ የየ የየየ የየየየየ
የየየየ የየየ የየየየ የየ የየየየየየ የየ የየ የየየ የየየ የየየየ የየየየ የየየየ የየየየ
የየየየየ የየየ የየየየየየየ የየየየየየ የየየ የየየየየየየ የየ የየየየ የየየየየየ
የየየየየ የ የየየየየየ የየየየየየየ የየየየ የየየየየ የየ የየየየየ የየየ የየየየየ
የየየየየየ የየየ የየየየ የየየ የየ የየ

“Leadership is often regarded as the single most critical factor in the success or failure of institutions”
(Bass and Bass, 2009, p. 11). Repeatedly, leadership has been shown to influence employee morale,
productivity, job satisfaction, organizational commitment, stress, and resilience (Allen, 2012; Britt et al.,
2004; Cunniff, 2013; Dirks and Ferrin, 2002; Everly, 2012) When leadership is effective, it can create “a
climate of trust, growth and development, which can enhance performance” (Bates et al., 2010, p. 33)
የየየየ የየየየ የየ የየየየየ የየየ የየየ የየየየ የየየ የየየ የየየ የየየየ የየየየየ::
የየየየየየ የየየየ የየየየየ የየየ የ የየየየየየ የ የየየ የየየየ የ የየየየየየ የየየየየየ
የ የየየየየ የየ የየየየየየየ የየ የየየየ የየየየ የየየየ የየ. የየየየ የየየየ የየየየየየ
የየ የየየየየየ የየየየየ የየየየ “የየየየ የየየየየየ የ የየየየየ የየ የየየየ የየየየየ
የየየ” የየየየ የየየየ. የየየየየየ የየየየ የየየየ የየየየ የየየ የየየየ የየ የየየየየየ
የየ:: A successful organization depends on effective leaders.

Alternatively, poor leadership (which the literature divides into abusive and passive leadership styles 3),
including lack of supervisor social support, can have adverse effects on employees (Kelloway et al.,
2005. Kelloway et al. (2005) concluded that although poor leadership itself is likely to increase stress,
poor leaders are also likely to contribute to other stressors in the workplace, including workload and pace,
role conflict and ambiguity, career concerns, work scheduling, interpersonal relations, job content, and
control. Ineffective leadership can also lead to decreased organizational commitment and high turnover
rates in an organization. Talented people leave organizations when their supervisors and leaders are not
perceived as sharing their values, do not demonstrate concern for employees, and do not “create a sense
of purpose, hope, direction, and trust” (Gantner, 2012) የየየ የየየ የ የየየ የየየየ (የየየየ
tsadabi የየ የየየየ የየየየየ የየየየየ የየየየየ) የ የየየየየ የየየ የየየየየየ የየየ
የየየየየየ የየ የየየየ የየየየ የየየየየ የየየየ):: የየየ የየየየ የየ የየየየየ የየየየ
የየየየ የየየየየ የየየ የየየየየ የየየ የየ የየየ የየየ የየየየ የየየየየ የየየየየ::
የየየ የየ የየ የየየየየ የ የየየ የየየ የየየየ የየየየ የ የየየ የየየ የየየ የ
የየየየየየ የየየየየየ የ የየየ የየየ የየ የየየየየ የየየ የየየየ የየየየ የየየየየ የየየ
የየ የየ የየየየ የየየየ የየየየ የየየ የየ የየየየ የየየየየ የየየየ የየየየ የየየየ
የየየየየ የየየ የየየየየ የየየየየየ የየ የየ የየየየ የየየየየ የየየየ የየየየየ
የየየየየየ የየየየየየ. የየየ የየየየ የየየ የየየየየየየየየ የየ የየየየየየ የየየየየየየ
የየየ የየየየ የየየየየየየ የ የየየየየየ የየየየየ የየየየየ የየ “የየየየ የ የየየየ የ
የየየየየየ የየ የየየየየየ የየየየ የየየየየየየየ” የየ የየየ የየየየ የየየ የየየየየ
የየየየ የየ.

ADDRESSING LEADERSHIP GAPS IN AGAR. በ AGAR ውስጥ የመሪዎች መሪ ክፍተቶችን

መፍታት ፡፡

The organization’s leadership has observed a number of gaps regarding leadership in Agar that need to be
addressed. Leaders are not born, they are grown; thus, to address deficiencies in leadership, Agar must
institutionalize leadership development in its components Agar The leadership development program
needs to delineate not only expectations of employees but what employees can expect of the organization

It is essential that Agar take a strategic approach to leadership development, including planning and goal-
setting, implementation, and evaluation of results የየየየየ የየየየ የየየየ የየየ የየየየየ
የየየየየየ የየየየ የየየየየየ የየየየየየ የየ የየየየ የየየየየየ የ የየ የየየየየ የ
የየየየየ የየየየየ የየ የየየየ የየየየየ የየየየየ የ የየየየ የየየየ የየየ የየየየየ የየየ
የየየየየ የየየየየ. የየየየየ የየየ የየየየየየ የየየየየየ የየየየየየየ የየ የየየየ
የየየየየ የየየየየ የየ የየየየየየየ የየየየ የየየየየየ. የየየየ የየየየየ የየየ
የየየየየየየ የየየየየየ የ የየየየ የየ የየየ የየየየየ የ የየየየየየ የየ የየየየየየ
የየየየየየ የየየ የየየየየ የየ.

The organization’s leadership believes that leadership is the key to the advancement of resilience in the
Agar’s workforce and needs to be one of the first points of focus for Agar investment of time, money and
human as well as material resources Before rolling out programs that specifically address resilience,
Agar needs to ensure that it has in place a leadership base that can ensure effective implementation of
such programs Leadership permeates all facets of the organization and correlates with effective
communication, culture, and issues of trust and morale Information presented in the leadership's open
meetings and reports, obtained during committee site visits to Agar components, and a comprehensive
review of our meeting suggests that there is substantial dissatisfaction with and distrust of leadership in
Agar And the committee found inconsistent approaches to leader selection, development, and education,
especially at the middle-management or frontline levels The evidence suggests that this has had an
important adverse effect on employee morale and engagement, which the committee believes will prove
detrimental to workforce readiness and resilience. የየየየየ የየየየ የየየየ የየየ የየየ የየየ
የየየየየ የየየ የየየ የየየየ የየየየ የየየ የየየ የየ የ የየየየ የየ የየ የየየየየ የየየ
የየየየ የየየየ የየየየየየ የየየየየየየየ የየየየ የየየ የየየ የየየ የየየየ የየየየ የየ.
የየየየየ የየየየየየ የየየየየየ የየየየየየየ የየየየየየ የየየ Agar የየየየየየ የየየየ
የየየየየየየ የየየየ የየየየየ የየየየየየየ የየየየየ የየየየ የየየየየየ የየየየየ
የየየየየየ. የየየየ የየየየየየ የየየየየ የየ የየየየየ የየየ የየየየ የየየየየ የ የየየ
የየ የየየየ የየ የየ የየየየ የየየየ የየ የየየየየየ የየ. የየየየየ የየየ የየየየየየ የየ
የየየየየ የየየ የየየየየ የ የየየየ የየየየ የየየየ የየየየየ የየየየ የየየ የየየየየ የየየ
የ የየ የየየየየየየየ የየየየየ የየየየ የየየየ የየየ የየየየ የየየየየ የየየየየየየ የየ
የየየየየየየ የየየየ የየየየ የየ. የየየየ የየየየ የየየየየየ የየየየ የየየ የየየየየ የየየ
የየየየየ የየየ የየ የየ የየየ የ የየየ የየ የየየየየ የየየየየ የየየየየየየ የየየየየ
የየ. የየየየየ የየየየየየየየየየ የየ የየየየየ የየ-የየየየ የየ የየየየ የየ የየየ
የየየየ የየየየ የየየየየየ የየየየ የየየየየ የየየ የየየየየ የየየየየ የየ የየየየየ የየየ
የየ የየየ የየየየየየ የየየ የየየየ የየየ የየ.

What are the basic competencies expected from leaders ከመሪዎች የሚመጡት መሰረታዊ ብቃቶች
ምንድናቸው?
In general the management hierarchy classified in to three

 Lower level (Operational level)

 Middle level (tactical level)
 Higher level (Strategic level)

Each level of leadership requires different competencies. This competencies are explained by using the
Competency model.

There are at least five different domains or primary areas of focus of leadership, each of them requiring
somewhat different skills in leadership. የየየየ የየየየየ የየየ የየየየ የየየየየ የየየየየየ
የየየየየ የየየየ የየየየ የየየየየ የየየየ የየየ የየየየየ የየየየየየ የየየየ የየ ፡፡ This is
often forgotten. የየ የየየየ የየ የየየየየ For example:

1. Leading yourself requires skills, for example, in self-confidence, assertiveness and stress
management. የየየየየ የየየየ የየየየየየ የየየየየ የ የየየየ የየየ የየየየየየ የ
የየየ የየየየየየ የየ የየየየየ የየየየየ

2. Leading other individuals requires skills, for example, in delegating, mentoring and coaching.
የየየ የየየየ የየየየ የየየየየ የየየየየ የ የየየየ የየየየየ የ የየየየየየ የየ
የየየየየየ

3. Leading groups requires skills, for example, in team building, facilitation and team performance
management. የየ የየየየ የየየየ የየየየየ የ የየየየ የየየየ የየየየ የ የየየየየ
የየ የየየየ የየየየየ የየየየ የየ

4. Leading organizations requires skills, for example, in strategic planning, organizational change
and organizational performance management. መሪ ድርጅቶች ክህሎቶችን ይፈልጋሉ ለምሳሌ ፣

በስትራቴጂካዊ እቅድ ፣ በድርጅታዊ ለውጥ እና በድርጅታዊ የአፈፃፀም አስተዳደር ፡፡

5. Leading communities requires skills, for example, in community organizing and collaboration.
የየ የየየየየየየ የየየየ የየየየየየየ የየየየየ የየ የየየየ የየየ የየየየየየ
የየየየየ ፡፡

The skills in leading can increase in complexity as the primary focus of leadership expands. Also, the
types of the skills can overlap and be highly integrated with each other as the primary focus expands.
የየየየየ የየየየየየ የየየየ የየየ የየየየየ የየየየየ የየየየየ የየየ የየየየ የየየየየ
የየየየየ የየ የየየየ የየየየ የየየ የየየየየየ የየየየየ የየየየየ የየ የየየ የየየየ
የየየየየ የየየ የየየየ የየየየ የየ

Unfortunately, we too often focus primarily on that second domain and then make strong assertions about
what are always the most important leadership skills, forgetting that it really depends on the primary
focus of the leadership. የየየ የየየየየየ የየ የየ የየየየ የየ የየየየየየ የየየየየየ የየ የየ
የየየየየየየ የየየየ የየየ የየየየየ የየየየየየ የየየየ የየ የየየየየየ የየየየየየ የየ
የየየ የየየ የየየየየ የየየየየ የየየየየ የየ የየየየየ የየየየ የየ የየየየየየ
የየየየየየየ የየ

The competency Model is divided into three main groups: የብቃት ሞዴሉ በሶስት ዋና ዋና ቡድኖች ይከፈላል

፡፡

o Core Competencies የየ የየየ

o Leadership Competencies የየየየየ የየየ

o Professional Competencies የየየየየ የየየ

These three groups of competencies can be thought of as the Pyramid of Leadership, which collectively
form the basic requirements for becoming a leader. የየየየ የየየ የየየየ የየየየ የየ የየየየ
የየየየየ የየየየየየየ የየየየየየ የየየየየ የየየየ የየየ የየየየ የየ

Since this site has a lot of readers interested in the training/learning craft, the Professional Competencies
have been directed toward learning and training leaders. የየ የየየ የየየየየ / የየየየ የየ የየየየ
የየየየ የየ የየየየየየ የየየየ የየየ የየየ የየየየየ የየ የየየየየ የየ የየየየ የየየየየ
የየየየየ የየየየየ የየ

The Diagram below shows the Pyramid of Leadership, while the table below it explains each level in
more detail: የየየ የየየ የየየ የየየየ የየየየ የየየየየ የየየየ የ የየየ የየየ የየየ
የየየየየ የየየየየየየ የየየ የየየየ የየየየየ የየየየየ-
Core Competencies

These are the personal skills required at all levels of leadership. Essential competencies provide the
foundation that a person needs to become a leader. እነዚህ በሁሉም የአመራር ደረጃዎች የሚፈለጉ የግል

ችሎታዎች ናቸው ፡፡ አስፈላጊ ብቃቶች አንድ ሰው መሪ ለመሆን የሚፈልገውን መሠረት ይሰጣሉ ፡፡Without a strong

foundation, the sides of the pyramid will soon crumble and fall as the base gives away. ጠንካራ መሠረት

ከሌለ የፒራሚድ ጎኖች መሰረታቸው ወድቆ ወድቆ ይወድቃል ፡፡

Communicating የየየየየ

Basic Communications መመመመመ መመመመመመ

o Expresses oneself effectively both orally and in written form. በንግግርም ሆነ በጽሑፍ በግል እራሱን
 በግልፅ ይገልጻል ፡፡

o Communicate plans and activities in a manner that supports strategies for employee involvement.
ለሠራተኞች ተሳትፎ ስልቶችን በሚደግፍ መንገድ እቅዶችን እና እንቅስቃሴዎችን ያነጋግሩ

o Actively listens to others ሌሎችን በትኩረት ያዳምጣል

Negotiating መደራደር

o Skillfully settles differences by using a win-win approach in order to maintain relationships.

ግንኙነቶችን ለማስቀጠል ሁለገብ ሁሉን ተጠቃሚ የሚያደርግ አቀራረብ በመጠቀም ልዩነቶችን በደንብ

ያስተናግዳል ፡፡

Teamwork የቡድን ሥራ

o Uses appropriate interpersonal style to steer team members towards the goal. የቡድኑ አባላትን ወደ

ግብ ለመምራት ተገቢውን የግለሰባዊ ዘይቤ ይጠቀማል ፡፡

o Allocates decision making and other responsibilities to the appropriate individuals. የውሳኔ

አሰጣጥን እና ሌሎች ኃላፊነቶችን ለሚመለከታቸው ግለሰቦች ያመቻቻል ፡፡

o Organizes resources to accomplish tasks with maximum efficiency. ተግባሮችን በከፍተኛ ብቃት

ለማከናወን ሀብቶችን ያደራጃል ፡፡

o Influences events to achieve goals beyond what was call for. ከተጠየቀው በላይ የሆኑ ግቦችን

ለማሳካት ዝግጅቶችን ያደርጋል ፡፡

Creative Problem Solving የፈጠራ ችግር መፍታት

o Identifies and collects information relevant to the problem. ከችግሩ ጋር ተያያዥነት ያላቸውን

መረጃዎች ይለያል ፣ ይሰበስባል ፡፡

o Uses brainstorming techniques to create a variety of choices. የተለያዩ ምርጫዎችን ለመፍጠር

የአእምሮ ማደንዘዣ ቴክኒኮችን ይጠቀማል።

o Selects the best course of action by identifying all the alternatives and then makes a logical
 assumption. ሁሉንም አማራጮችን በመለየት የተሻለውን የድርጊት አካሄድ ይመርጣል ፣ ከዚያ

አመክንዮአዊ ግምት ይሰጣል ፡፡

Interpersonal Skills ሁለገብ ችሎታ

o Use Emotional Intelligence to identify, assess, and control the emotions of oneself and of others.
የእራስዎን እና የሌሎችን ስሜቶች ለመለየት ፣ ለመገምገም እና ለመቆጣጠር ስሜታዊ ብልህነት ይጠቀሙ

o Treats others with respect, trust, and dignity. ሌሎችን በአክብሮት ፣ በመተማመን እና በክብር

ይይዛቸዋል ፡፡

o Works well with others by being considerate of the needs and feelings of each individual.
የእያንዳንዱን ግለሰብ ፍላጎቶች እና ስሜቶች ከግምት በማስገባት ከሌሎች ጋር በጥሩ ሁኔታ ይሠራል ፡፡

o Promotes a productive culture by valuing individuals and their contributions. ግለሰቦችን እና

መዋጮዎቻቸውን በማገናዘብ ውጤታማ ባህልን ያበረታታል።

Manage Client Relationships የደንበኛ ግንኙነቶችን ያቀናብሩ

o Works effectively with both internal and external customers. ከውስጥም ሆነ ከውጭ ደንበኞች ጋር

በብቃት ይሠራል ፡፡

o Gathers and analyzes customer feedback to assist in decision making. በውሳኔ አሰጣጥ ላይ ለማገዝ

የደንበኞችን ግብረመልስ ሰበሰበ እና ትንተና ይተነትናል ፡፡

Self-Direction የራስ-አቅጣጫ

o Establishes goals, deliverables, timelines, and budgets with little or no motivation from superiors
(self-motivation rather than passive acceptance). ከአለቆች ብዙም ተነሳሽነት በሌለው ወይም ምንም

ዓይነት ግቦችን ፣ ማድረስ ፣ የጊዜ ገደቦችን እና በጀት በጀት ያወጣል (ስሜታዊ ስሜትን ከመቀበል ይልቅ

በራስ ተነሳሽነት)

o Assembles and leads teams to achieve established goals within deadlines. በተጠናቀቀው የጊዜ ገደብ

ውስጥ የተቋቋሙ ግቦችን ለማሳካት ቡድኖችን ይሰበስባል እንዲሁም ይመራል ፡፡

Flexibility ተጣጣፊነት

o Willingness to change to meet organizational needs. ድርጅታዊ ፍላጎቶችን ለማሟላት ለመቀየር

ፈቃደኛነት።

o Challenges established norms and make hard, but correct decisions. ፈታኝ ሁኔታዎችን ያቋቋሙ እና

ከባድ ፣ ግን ትክክለኛ ውሳኔዎች ፡፡

o Adapts to stressful situations. ከአስጨናቂ ሁኔታዎች ጋር ይጣጣማል ፡፡

Build appropriate relationships ተገቢ ግንኙነቶችን ይገንቡ

o Networks with peers and associates to build a support base. የድጋፍ ቤትን ለመገንባት ከእኩዮች እና

ተባባሪዎች ጋር ኔትወርኮች ፡፡

o Builds constructive and supportive relationships. ገንቢ እና ደጋፊ ግንኙነቶችን ይገነባል ፡፡

Professionalism ሙያዊነት

o Sets the example. ምሳሌውን ያሳያል ፡፡

o Stays current in terms of professional development. ከሙያዊ እድገት አንፃር ወቅታዊ ሆኖ ይቆያል ፡፡

o Contributes to and promotes the development of the profession through active participation in the
community. በሕብረተሰቡ ውስጥ በንቃት በመሳተፍ ለሙያው አስተዋጽኦ ያደርጋል እንዲሁም ያበረታታል

Financial

o Does not waste resources. ሀብቶችን አያባክንም ፡፡

o Looks for methods to improve processes that have a positive impact on the bottom line. በታችኛው

መስመር ላይ አዎንታዊ ተፅእኖ ያላቸውን ሂደቶች ለማሻሻል የሚረዱ ዘዴዎችን ይፈልጋል ፡፡

Business Acumen
 o Reacts positively to key developments in area of expertise that may affect our business.

o Leads process improvement programs in all major systems falling under area of control. በንግዱ

ላይ ተጽዕኖ ሊያሳድሩ በሚችሉ ሙያዊ መስኮች ቁልፍ ለውጦች ላይ አዎንታዊ ምላሽ ይሰጣል ፡፡

Leadership Competencies የአመራር ብቃቶች

These are the skills needed to drive the organization onto the cutting edge of new technologies.
Leadership Competencies form the basic structure that separates leaders from bosses. ድርጅቱን ወደ አዳዲስ

ቴክኖሎጂዎች ዳር ለማድረስ የሚያስችሉት እነዚህ ችሎታዎች ናቸው ፡፡ የአመራር ብቃቶች መሪዎችን ከአለቆች

የሚለይ መሠረታዊ መዋቅር ይፈጥራሉ ፡፡ These skills create the walls and interiors of the pyramid. Without
them, a leader is just a hollow windbag, or as Scott Adams of Dilbert fame best characterizes it, "a pointy-
head boss." እነዚህ ችሎታዎች የፒራሚድ ግድግዳዎችን እና ውስጣዊ ክፍሎችን ይፈጥራሉ ፡፡ ያለ እነሱ መሪ አንድ

ባዶ የንፋስ ቦርሳ ነው ፣ ወይም ከዲልበርት ዝነኛ ስኮት አዳምስ ስኮት አዳምስ በተሻለ ሁኔታ እንደሚገልፅ ፣ “ዋና ባለ

አለቃ”።

Leadership Abilities መሪነት ችሎታዎች

o Displays attributes that make people glad to follow. ሰዎች ለመከተል ደስ የሚሰ makeቸውን ባህሪዎች

ያሳያል ፡፡

o Provides a feeling of trust. የመተማመን ስሜት ይሰጣል ፡፡

o Rallies the troops and builds morale when the going gets tough. ወታደሮቹን ያስወግዳል እናም ጉዞው

አስቸጋሪ በሚሆንበት ጊዜ ሀዘንን ያሰፋል ፡፡

Visioning Process የማየት ሂደት

o Applies effort to increase productiveness in areas needing the most improvement. በጣም መሻሻል

በሚፈልጉባቸው አካባቢዎች ምርታማነትን ለማሳደግ ጥረትን ይተገብራል ፡፡

o Creates and set goals (vision). ግቦችን (ግቦችን) መፍጠር እና ማዘጋጀት (ራዕይ)።

o Senses the environment by using personal sway to influence subordinates and peers. የበታቾችን
 እና እኩዮቻቸውን ላይ ተጽዕኖ ለማሳደር የግል መሻሻል በመጠቀም አካባቢውን ያስተላልፋል።

o Gain commitment by influencing team to set objectives and buy in on the process. ግቦችን

ለማውጣት ቡድን በማበረታታት ቁርጠኝነት ይኑርዎት ፡፡

o Reinforces change by embracing it (prevents relapse into prior state). እሱን በመተባበር ለውጥን

ያጠናክራል (ወደ ቀድሞ ሁኔታው እንዳይመለስ ይከላከላል)።

Create and Lead Teams ቡድኖችን ይፍጠሩ እና ይመራሉ

o Develops high-performance teams by establishing a spirit of cooperation and cohesion for

achieving goals. ግቦችን ለማሳካት የትብብር እና የትብብር መንፈስ በመፍጠር ከፍተኛ አፈፃፀም

ያላቸውን ቡድኖችን ያዳብራል ፡፡

o Quickly takes teams out of the something and norming phases and into the performing phase
ቡድኖችን በፍጥነት ከአንድ ነገር እና ከደረጃ ደረጃዎች እና ወደ አፈፃፀም ደረጃ በፍጥነት ይወስዳል።.

Assess Situations Quickly and Accurately ሁኔታዎችን በፍጥነት እና በትክክል ገምግም

o Takes charge when the situation demands it. ሁኔታው በሚፈለግበት ጊዜ ይወስዳል።

o Makes the right things happen on time. ትክክለኛ ነገሮች በሰዓቱ እንዲከናወኑ ያደርጋል

Foster Conflict Resolutions (win-win) የማደጎ የግጭት አፈታት (ሁሉን ተጠቃሚ የሚያደርግ)

o Effectively handles disagreements and conflicts. አለመግባባቶችን እና ግጭቶችን በብቃት ይረዳል ፡፡

o Settles disputes by focusing on solving the problems, without offending egos. ራስ ወዳድ

ሳያስቆጠር ችግሮቹን በመፍታት ላይ በማተኮር ክርክር ይፈታል ፡፡

o Provides support and expertise to other leaders with respect to managing people. ሰዎችን

ከመቆጣጠር ጋር በተያያዘ ለሌሎች አመራሮች ድጋፍ እና ችሎታ ይሰጣል ፡፡

o Evaluates the feasibility of alternative dispute resolution mechanisms. ተለዋጭ የሙግት መፍትሄ
 ስልቶችን አቅም ይገመግማል።

Project Management የልዩ ስራ አመራር

o Tracks critical steps in projects to ensure they are completed on time. በሰዓቶች መጠናቀቃቸውን

ለማረጋገጥ በፕሮጄክቶች ውስጥ ወሳኝ ደረጃዎችን ይከታተላል ፡፡

o Identifies and reacts to the outside forces that might influence or alter the organization's goals.
የድርጅቱን ግቦች ላይ ተጽዕኖ ሊያሳድሩ ወይም ሊቀይሩ የሚችሉ የውጭ ኃይሎችን መለየት እና ምላሽ

ይሰጣል ፡፡

o Establishes a course-of-action to accomplish a specific goal. አንድ የተወሰነ ግብ ለማሳካት የትግበራ

እርምጃን ያወጣል ፡፡

o Identifies, evaluates, and implements measurement systems for current and future projects.
ለአሁኑ እና ለወደፊቱ ፕሮጀክቶች የመለኪያ ዘዴዎችን ይለወጣል ፣ ይገመግማል እንዲሁም ይተገበራል።

Implement Employee Involvement Strategies የሠራተኛ ተሳትፎ ስትራቴጂዎችን መተግበር

o Develops ownership by bringing employees in on the decision making and planning process.
በውሳኔ አሰጣጥ እና በዕቅድ ሂደት ውስጥ ሠራተኞቹን በማስገባት ባለቤትነትን ያዳብራል ፡፡

o Provides the means to enable employee success, while maintaining the well-being of the
organization. የድርጅቱን ደህንነት በሚጠብቅበት ጊዜ የሰራተኛ ስኬት የሚያነቃቃበትን መንገድ ይሰጣል

፡፡

o Develops processes to engage employees in achieving the objectives of the organization.

ድርጅቱን ዓላማዎች ለማሳካት ሠራተኞቻቸውን የሚያሳትፉ ሂደቶችን ያወጣል ፡፡

o Empower employees by giving them the authority to get things accomplished in the most efficient
and timely manner. ነገሮችን ውጤታማ በሆነ እና ወቅታዊ በሆነ መንገድ እንዲከናወኑ ሠራተኞችን ስልጣን

በመስጠት / ኃይል መስጠት ፡፡

Coach and Train Peers and Subordinates ማሰልተን እና ማማከር እኩዮች እና የበታች

o Recognizes that learning happens at every opportunity (treats mistakes as a learning event).
ትምህርት በእያንዳንዱ አጋጣሚ እንደሚከሰት ይገነዘባል (ስህተቶችን እንደ የትምህርት ዝግጅት

ይመለከታል)።

o Develops future leaders by being involved in the company mentoring program. በኩባንያው

አማካሪ ፕሮግራም ውስጥ በመሳተፍ የወደፊት መሪዎችን ያዳብራል ፡፡

o Provides performance feedback, coaching, and career development to teams and individuals to
maximize their probability of success. የስኬት አቅማቸውን ከፍ ለማድረግ ለቡድኖች እና ለግለሰቦች

የአፈፃፀም ግብረመልስ ፣ ስልጠና እና የስራ እድገት ይሰጣል።

o Ensure leadership at every level by coaching employees to ensure the right things happen.
ትክክለኛ ነገሮች መከሰታቸውን ለማረጋገጥ ሠራተኞቹን በማሠልጠን በየደረጃው መሪነት ማረጋገጥ ፡፡

o Ensures performance feedback is an integral part of the day-to-day activities. የአፈፃፀም

ግብረመልስ የዕለት ተዕለት እንቅስቃሴዎች አስፈላጊ አካል መሆኑን ያረጋግጣል ፡፡

Professional Competencies for Leaders የመሪዎች ሙያዊ ብቃት

These are the skills and knowledge needed to direct the systems and processes that a leader controls.
Professional Competencies form the mortar that binds the pyramid together. Without some knowledge of
the technical skills that they direct, the pyramid soon begins to fall apart and the organization begins to
operate in damage control mode.

Each organization requires a different set of professional competencies for each leadership position.
Although leaders do not need to be the Subject Matter Experts (SME) for the tasks that they direct, they
must have a basic understanding of the systems and processes that they control. Again, each position
requires a different set of skills and knowledge.

NOTE: Primarily leaders with professional competency are expected to guide the activity and direction of
the institution. Therefore it is expected that to have the following competencies: -

Leading the organization: ድርጅቱን መምራት-

  Open-minded and flexible in thought and tactics ክፍት አስተሳሰብ ያለው እና በአስተሳሰብ እና

በስልጠናዎች ተለዋዋጭ

 Cultural interest and sensitivity ባህላዊ ፍላጎት እና ስሜታዊነት

 Able to deal with complexity ውስብስብ ነገሮችን መቋቋም ይችላል

 Resilient, resourceful, optimistic and energetic የመቋቋም ፣ ሀብታም ፣ ብሩህ እና ጉልበት

 Honesty and Integrity ሐቀኝነት እና ጽኑ አቋም

 Stable personal life የተረጋጋ የግል ሕይወት

 value-added technical or business skills እሴት-ተኮር ቴክኒካዊ ወይም የንግድ ችሎታዎች

 managing change ለውጥን ማስተዳደር

 solving problems and making decisions ችግሮችን መፍታት እና ውሳኔ ማድረግ

 managing politics and influencing others ፖለቲካን ማስተዳደር እና በሌሎች ላይ ተጽዕኖ ማሳደር

 taking risks and innovating አደጋዎችን መውሰድ እና ፈጠራን መውሰድ

 setting vision and strategy ራዕይን እና ስትራቴጂውን ማዘጋጀት

 managing the work ሥራውን ማስተዳደር

 enhancing business skills and knowledge የንግድ ሥራ ችሎታን እና እውቀትን ማሳደግ

 understanding and navigating the organization ድርጅቱን መረዳትና ማሰስ

Instructional Design የትምህርታዊ ንድፍ

o Conduct needs assessment and analyze for performance needs. ፍላጎቶችን ግምገማ ያካሂዱ

እና ለአፈፃፀም ፍላጎቶች ይተንትኑ።

o Design for maximum performance. ለከፍተኛ አፈፃፀም ንድፍ።

o Evaluate using formative and summative methods throughout entire process. በጠቅላላው

ሂደት ውስጥ ውህደትን እና ማጠቃለያ ዘዴዎችን በመጠቀም ይገምግሙ ፡፡

Consulting ምክክር
 o Determine stakeholder's needs. የባለድርሻዎችን ፍላጎት መወሰን ፡፡

o Negotiate a solution. መፍትሄ ላይ ይደራደሩ።

o Ensure solution fulfills a business and/or organization requirement. መፍትሄው የንግድ ሥራ እና /

ወይም የድርጅት መስፈርቱን ማሟላቱን ማረጋገጥ ፡፡

Instruction ትምህርት

o Plan and prepare for instruction ለትምህርቱ እቅድ ያውጡ እና ይዘጋጁ

o Demonstrate effective presentation and facilitation skills. ለትምህርቱ እቅድ ያውጡ እና ይዘጋጁ

o Provide clarification and feedback. ማብራሪያ እና ግብረ መልስ ይስጡ ፡፡

o Provide retention and transfer of newly learned skills and knowledge. አዲስ የተማሩ ችሎታዎች እና

ዕውቀት ማቆየት እና ማስተላለፍ ያቅርቡ።

10 points that the leaders always bear it in mind

1. Plan to adapt

One of the most important, and often neglected, points about operational planning is that it should give
you a platform from which to adapt and change when things don’t pan out the way you thought they
would. Put together the best plan you can, but try to avoid falling in love with it, and then rigidly forcing
it onto a situation that’s already changed. A good plan should fit the situation, not the other way around.
When the facts on the ground start changing, your plan should adjust accordingly. I’m not saying you
should immediately abandon your plan as soon as things change, just that a plan should be more of a
platform to operate off of, rather than a scripting of future events.
The realities in the field have a funny way of toying with prior expectations. The celebrated quote
by Helmuth von Moltke (‘Moltke the Elder’) that “No plan survives contact with the enemy” holds very
true - as his nephew, ‘Moltke the Younger’, painfully found out in 1914 (WWI history buffs - I’m a huge
one myself - will know what I’m talking about). If you prefer an updated version of this, Mike Tyson
captured it perfectly with “Everyone has a plan till’ they get punched in the mouth”. I’m not saying you’ll
get punched every time you go out into the field, but the likelihood of it is very high, and your plan
should reflect that.
Good security leaders have a flexible mindset, and the best leaders I’ve seen not only know how to roll
with the punches, but actually enjoy rolling with them.

2. Simple!

As soon as you take into account that the reality in the field will almost always differ from expectations,
and that original plans will often have to be modified, you should realize that plans must be simple. If a
plan is too complex, it will be very difficult to tweak and adjust it on the fly. You yourself might be OK
with it, but the plan is not just for you - you have a whole security team to lead. If they already have to
deal with a complex plan, it’s very likely you’ll lose them as soon as you start making adjustments to it.
A good plan is more of a platform than a script. Keep it simple!

3. How to deliver a good pre-operational briefing

Many field security leaders tend to struggle when it comes to pre-operational briefs. They understand
exactly what needs to be done, and why, but get all twisted up when they try to convey it to their
subordinates.

A concise and effective brief should cover:

1. The strategic mission - what the client needs.

2. Our tactical mission - what we’re here to do, and how it serves the larger strategic mission.

3. Methods and tools of achieving our tactical mission.

4. Parameters, boundaries and limits to our tactical mission.

5. Methods of communication.
These five points should be generally applied to the mission as a whole, and specifically applied to each
individual post.

Very importantly, be sure to cover the Why factor. Beyond the methods of achieving the mission, do you
(the operator) understand why the mission is important and why your specific role is important for
accomplishing this mission?

If possible, test your team members by asking them to brief you back on the above mentioned. This will
show you if they’re able take ownership of their individual missions, and perform well even without
constant supervision.

4. Work for your subordinates

Many people miss the point that leadership is a type of relationship, and just like any other relationship,
it’s a two-way street. Yes, team members work for their leader, but a leader also works for their team
members. In many ways, a leader needs his/her subordinates more than they need him/her. Leadership is a
strange kind of business where the quality of your performance is evaluated on the basis of what other
people (your subordinates) do. You yourself could be a fantastic security operator but your leadership
skills are not judged by how well you operate, they’re judged by how well your team members operate. In
a weird kind of way, your reputation as a leader is held hostage by your subordinates. I’m not saying your
relationship with your subordinates should be like some hostage negotiation, just that beyond the warm
camaraderie you should develop with them, you should also keep in mind how much you need them.
Take good care of your team, and treat them well.

An interesting thing that happens when you take good care of your team is that it gets noticed by clients -
and they tend to really like and respect it. Most people think that a service provider only needs to take
care of their client, but I’ve gotten many compliments over the years for how well I take care of my
teams, and how well the teams tend to perform because of this. So, once again, take very good care of
your team.

5. All-or-nothing type leadership

A common security leadership mistake I’ve seen over the years is the ‘you’re in or out’, ‘my way or the
highway’ style of management. On the face of it, this might look like a solid, no-nonsense type of
leadership, but I beg to differ. I’m not saying there aren’t situations where things simply must be done a
certain way, no arguments, I’m saying that if you’re in it for the long haul, this type of leadership isn’t
really sustainable - or good. All or nothing is just too simple - too simplistic actually - and leaders who try
to tell you that this is just their style, that they don’t babysit or hold hands, are actually telling you that
they don’t really know how to properly lead. Anyone can set rules and then kick out subordinates who
deviate - a machine could do that. Leadership is about motivating people, and getting them to willingly
sign on to the mission. No, it’s not always simple, and no, it’s not hand-holding either, it’s just good
leadership.

6. How to handle weak team members

Almost any security leader has to face the fact that you’re not always going to have an A-Team under
you, and that you can’t always just get rid of weaker team members.

From my experience, the best way to handle underperforming security operators is to pull them aside, tell
them how important they are to the mission, and how you personally need them to deploy the top-notch
skill-set you know they have. Is there a bit of mental Jiu-Jitsu going on here? You bet your ass there is. It
doesn’t matter if you don’t necessarily feel the operator has a good skill-set, this kind of encouragement
tends to put some wind behind people’s sails. They might still be weak, but at least they’ll try harder, and
make it easier for you to accomplish the mission.

Now, does this type of motivation always work? Of course not. And there might eventually be a need to
take stricter measures with a weaker team member, but reserve those unfortunate options for later - after
you’ve tried the positive approach. Remember, leadership is mostly about guiding and motivating, not
reprimanding and firing.

One common mistake you’ll want to avoid is sending weak or untrustworthy team members out of sight,
to man some quiet back entrance. It’s probably a good idea to give them a less critical job, but keep in
mind that the seemingly appealing idea of posting them out of sight might do more harm than good. You
usually need solid operators for the slow, boring corners, where operators aren’t closely observed and
managed. Keep your friends close and your enemies closer. If you’re stuck with an untrustworthy
operator, post them where you can keep an eye on them.

7. Leading up the chain

I’ve talked about leading down the chain of command - motivating your subordinates - but you should
also try to lead up the chain of command, all the way up to the clients who hired you. You obviously have
to be very tactful here, but it’s very important to instill calm, control and a feeling of security in your
client. That’s after all what they hired you for. Many people tend to forget that at its core, under all the
layers of physical operations, systems and protocols, security is a feeling we are hired to provide - not for
us, for our clients. And a good security leader knows how to instill this feeling in their client.

8. Self-control

Simply put, if you can’t control yourself, how will you control, or lead, others? Think of it from their
perspective - why would a subordinate want to follow someone who can’t control themselves? It’s not
that they can’t follow you, it’s that they probably won’t want to - and getting people to want to follow
you is what leadership is about.

The biggest problem in maintaining self-control is that you often don’t realize when and how you tend to
lose it. The key to fixing this is to develop good self-awareness and empathy. Try to look at yourself
from the outside. How do you appear to others? How are you coming across? How is your tone of voice
affecting the people you’re addressing? How would you be affected by it if you were being addressed in
that manner? Try to notice how fast and loud you’re talking. Try to notice what expression you have on
your face.

The key to self-control is self-awareness.

9. Calm down. Slow down

Now that you got the self-control thing going, use it to calm down and slow down. Many people tend to
forget how important this is, especially during stressful crunch-times. A calmer disposition has two
important functions: First, it will help you make better decisions. It’s like being a quarterback - even
when everything is erupting around you, and you’re about to get tackled, calm down, look around and
make a decision. The second function has to do with the above mentioned self-reflection thing.
Regardless of whether you personally can handle a frenzied pace of running and yelling orders, how do
you think you come across to your subordinates and clients when you do this? I get it, you want to set a
good example, lead from the front and create a good tempo, but the line between that and coming across
as confused and frantic is quite thin and easily crossed. It’s usually more important for a leader to instill
calm and control, and it starts with calming and controlling yourself first.

Slow down. Take a few deep breaths. Do you need to go to the bathroom? When’s the last time you had a
drink of water or grabbed something to eat? Run your index finger over that little area between your
eyebrows. Is it creased up in a frown?

Calm down. Slow down. Look around, and make better decisions.

10. Know thyself!

Leadership is all about people, and understanding people starts with understanding yourself. Beyond
understanding how leadership works in principle, if you want to learn how you yourself can be a good
leader, you’ll have to figure out what kind of leader you are. Leadership comes in many forms, and from
many types of people. Try not to emulate too closely leaders who are very different from you. You’ll
probably just have a bad time struggling with it, and then come across as phony.
Know who you are, and be you.

Some people have a permanent leadership disposition that comes across both on and off the job, while
others (like me) have to switch it on when the need arises. Some leaders are older and more distinguished,
while others are younger and more energetic. Some lead with lots of gusto, while others have more of a
quiet intensity to them. Whatever the case may be, know who you are and figure out your personal style
of leadership.

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