Hello, I am new to my position as dept supervisor of a tech. college.I have a direct report that holds the required license but not the knowledge that goes with it. The D.R. is having trouble with the subject matter. I have tried to coach the D.R. to bring the D.R. up to the required level. At what point do you stop coaching and dismiss?

I was hoping to get some pointer's on how I can become better about delegating tasks to my staff? I am new to my Program Director position and I find that I am having problems delegating to my team. Your help in this matter would be greatly appreciated. Pam

If you visualize leadership as a process of attending to 4 “quadrants” you will have the bases fairly well covered. They are Human Resources, symbolic, structural and political. “Human resources” deals with the importance of relationships, it involves servant leadership, empowerment and identifying individual’s strengths. “Symbolic” is what one traditionally associates with “leaders”. It involves casting and communicating a vision, inspiring, and modeling. “Structural” involves environmental scanning, analysis and assessing needs which along with getting to know your people from the HR quadrant informs the vision. Finally, the “political” quadrant involves establishing coalitions, networks and collaboration.

Leadership involves getting others to follow and endorse your vision of change for the good.

What do you think about a younger person leading a team of people that has individuals older than the leader/supervisor/administrator, ect.

I was recently promoted to manager of my department. I have two people working in my department I am in charge of managing. They have taken over the tasks I used to be in charge of. I am finding it difficult letting go of my old duties, because I feel as if it is not being done correctly. Is there any advice on how to give direction without sounding as if you are nagging. Especially incases when you feel as if this something you have explained before.

The most dificult task is geting people to be in the right "mind set" people think of a meeting and imediately assume the worst; come in with a "negative attitude"

I has been said a leader should be able follow as well as lead, but if the people who the leader is leading it is very hard for the leader to follow. So the point of every getting on borad of the company mission, in my option should be key.

This is very important to success. Effective leaders are good communicators. Get the point across and don't play games.

I recently took over as leader of a team. Their previous leader accepted a new job and had to step down. What is the best practice for taking over a leadership role from someone else? Should I stick with the decision making process, meeting format, and other rules that the previous leader had in place? I am afraid to change too much because I am the newest member of the team and don't want to shake everything up right away.

I am a team leader for a group of Online Teachers. Each of us works from home and we never meet in person. We have regular meetings that take place over the phone. Does anyone have any suggestions or insights for leading a team that never meets in person? I have trouble encouraging participation. It seems easy for individuals to hide behind their phone receiver and talk very little. Also, do you have any tips for making a phone meeting seem more personal?

Some team members are difficulty to deal with. I don't have enough time to discuss her/his concerns (about 2 hours every time). What should I do?

What is the best way to deal with an IT manager who is negative towards all employees and other management?

Tackling complicated issues requires that we break it down into manageable parts. I love the saying we dont eat an elephant in one bite. Breaking issues up makes it seem like a problem that can be solved.

How you can decide on how long will your meeting be for?

Being firm with employees up front and you will gain respect quick!!

Change is a good thing.

Positive change in todays world

Information sharing/ best practices

If we can always agree to to the best we can, then most times we can come together to do the job, but this does not always happen.