| When one assumes a leadership position, he or she | | | | responsibilities. |
| assumes all the responsibility that goes along with it. | | | | Another function of the effective leader is to maintain |
| One of the responsibilities of leadership is to prevent | | | | proper communication with her staff. Through proper |
| errors from happening in the first place. If errors occur, | | | | and consistent communication between staff |
| it is not only the leader's responsibility but her obligation | | | | members and the leader, many errors can be avoided |
| to step up to the plate and take ownership of any | | | | or addressed before they become major problems. |
| problems or issues created by the error. | | | | No leader should ever be blind-sided by an error or |
| Part of the role of an effective leader is to train her | | | | problem if they have maintained good communication |
| staff to avoid making errors. While errors are | | | | with their staff. If a leader is faced with an error or |
| inevitable, proper training of staff should serve to | | | | problem that seems to arise out of the blue, she should |
| reduce their numbers, therefore preventing the leader | | | | ask herself why she didn't know about it sooner. Odds |
| from finding herself in the position to need to take the | | | | are the answer will be ineffective communication. If |
| blame. Therefore, the first question an effective leader | | | | ineffective communication is found to be the case, the |
| should ask herself when faced with an error is why | | | | leader should examine the current channels of |
| the staff member didn't know better in the first place. | | | | communication available to the staff. Does |
| Nine times out of ten, the answer will be that they | | | | communication flow both ways? Do staff members |
| were simply not properly trained. A well-trained staff is | | | | feel comfortable communicating upward? Do they |
| not only one that will produce fewer errors, but will also | | | | have many different ways to communicate with each |
| be more productive overall. The wise leader constantly | | | | other and with the leader? If the answer to any of |
| monitors the training needs of her staff and finds a | | | | those questions is "no" then there is a major |
| way to provide any additional training that is necessary | | | | communication problem which needs to be addressed |
| to help her staff function at it's best. | | | | and resolved. |
| Effective leaders also empower their staff members | | | | By assuming responsibility for all aspects of training, |
| to resolve errors as they arise. If she provides her | | | | empowering and communicating with her staff, the |
| staff with the proper training and then allows them the | | | | effective leader will find herself in a position of having |
| flexibility to handle and resolve errors, many of them | | | | to explain away errors much less often. She will |
| can be corrected before ever becoming problems or | | | | instead find herself with a smoothly flowing operation |
| issues that have to land on the leader's desk. | | | | with competent, confident staff members who can |
| Empowerment gives staff members a sense of | | | | either prevent or effectively handle any errors which |
| ownership of what they are doing and will lead to an | | | | may arise. At the very least she will be aware of |
| overall more productive and content staff as well. If | | | | them before receiving a surprise call from her irate |
| the staff doesn't feel they have to ask permission for | | | | boss demanding an explanation. Sometimes being able |
| every move they make, they will be able to more | | | | to say, "Yes, I am aware of the issue and these are |
| effectively deal with minor problems which in turn will | | | | the steps I am taking to resolve it," is a good way to |
| give the leader more time to focus on her big-picture | | | | avoid the issue of blame altogether. |