Page 95 - Great Communication Secrets of Great Leaders

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LEADING WITH E-COMMUNICATIONS
CHAPTER 5
whom you regularly coach. Face-to-face communications is
paramount, but you can use email to:
Clarify points raised in a coaching session.

Provide feedback on specific points.

Deliver ongoing e-coaching that is specific, able to be

acted upon, and timely. (Remember, always open on a
positive note.) 73
2. Establish a web site that can serve as a leadership resource.
Consider providing the following materials:
Leadership programs: Descriptions of programs available
within your organization.
Leadership evaluation tools: Career development tools
and self-assessments.
Best practices: Descriptions of effective leadership
within your organization. (Be certain to include examples
of personal leadership from people who are not yet in
leadership positions.)
Heroes of the workplace: Stories of men and women who
have made a positive difference in the organization.
Write them up as short features.
Leaders’exchange: A virtual gathering place where peo-
ple can share ideas about leadership.
3. Create a work/life discussion about how virtual technology
should be used. Operate from the principle that e-technology
should be an enabler, not a disabler, i.e., focus on how tech-
nology can work for you, not against you. Begin with a team
meeting where people discuss how to use technology to their
advantage. Outline some parameters for email and virtual col-
laboration. Continue the discussion on your web site.

PETER DRUCKER—MANAGEMENT UNBOUND
He is known as the Sage of Claremont, referring to the school in southern Cal-
ifornia where he lives, teaches, and writes. He is still vigorous in his early
nineties, and people come from around the world to hear him. And he comes
to the world via satellite lectures. “I like bigness,” he says. Today he splits his
consulting time between fee-paying and pro bono clients. And in the process
he is continuing to do what he has done for seven decades: persuade, nudge,
and cajole organizations to regard workers as resources and management as
the enabler of organizational effectiveness. He is Peter Drucker.