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This chapter is from the book

Believing in the Task or Project

As a manager, you should recognize that your success in leadership with regard to managing tasks depends largely on two things: whether you believe in what you are doing and whether those who report to you believe in what you are doing. You have to be convinced that what you are undertaking is necessary if you want to be convincing to those who report to you. If you are not sold on the idea of the task, it will show in how you organize and manage the task. If you are excited about doing something, it will show in your organization or development of that task or project. You will be motivated to outline the steps that will be most efficient in completing the task because you recognize the value and really want it to be completed. You will put energy and time into planning and will choose the best resources to accomplish the task. You will schedule meetings to go over all the details to make sure everyone understands what is needed. Your level of detail and organization clearly shows everyone how much you believe in what you are doing. This carries over in not only displaying traits of your leadership but also communicating the importance of this task within the organization.

Those on the team will see that you believe in the task, and if it is important to you, it will be important to them. They will derive their loyalty to the project based on what they see in your leadership. They generally look to you as an example, so you need to ask yourself some important questions concerning your mind-set in overseeing a task or project:

  1. Do you believe it is doable?
  2. Do you believe that the human resources are competent enough to complete it?
  3. Do you believe that the organization really needs this done and will benefit from it?
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