Great leaders are not always born that way.

Unfortunately, many management training programs don’t sufficiently emphasize leadership development, but instead focus on fundamentals and the day-to-day tasks that confront managers within the organization.

If you’re currently a manager or about to become one, you need to think about more than accomplishing tasks if you want to become a true leader.

As writer Kerri Harris points out in Fundamentals of Leadership: Communicating a Vision:

“Experts have long studied the subtle differences between general management, leadership, and truly great leaders. Thomas Cronin, author of, Thinking About Leadership observes, ‘Managers do things the right way, while leaders are more concerned with doing the right thing.’ “

Harris goes on to say:

“There are recognizable characteristics in great leaders and simple strategies anyone can adopt to improve employee performance and change the work environment for the better.”

Harris’ article takes a look at how having vision and then communicating it is the foundation of leadership and contributes to the makeup of a truly great leader.

What are some of the characteristics of true leaders that set them apart from other managers? We’d love to hear your thoughts!

Continue reading Fundamentals of Leadership: Communicating a Vision

Being asked to take the reins of a brand new documentation department is a challenge that many professional technical writers relish, even though the training and development activities they participated in may never have prepared them for such a rewarding challenge. This article looks at forming a new documentation department, team or group and determining what’s needed, when it’s needed and what resources are available to help the new group carry out its mission.

Five Questions to Ask Yourself While Creating a New Documentation Department

by Eric Butow

Congratulations! You’re the manager of your company’s emerging documentation department — and your work has just begun. To create effective documentation for your customers, you not only have to build a sound team, but also build working relationships with all other departments in your company.

In my contracting travels, I’ve set up two new documentation departments in two very different settings. My first was a documentation department for a startup networking software company in 1999. The company’s only previous documentation was a slim manual written by a programmer.

In 2004, I helped set up a new documentation department at the financial aid division for a major bank. Over the years, this division had been passed along to different parent banks — the newest of which was shocked to find that no one had written documentation about financial-aid processes, and no documentation about the software they had used during the division’s last 20 years! As a result, the new parent organization decided that relying on the institutional memories of its employees was a major risk, so the documentation department was born.

When you create your own documentation department, you should ask yourself five simple questions that will help your new department show its value to the company as quickly as possible. These questions are similar to those that a good reporter must answer when documenting a story — who, what, where, why, and how? — and they are as important for a documentation department manager as they are for an ace journalist.

The questions are:

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by Kerri Harris

Today’s business climate of outsourcing, in-sourcing, virtual teams, and ROI-driven objectives can leave a manager at any level feeling powerless. Yet, we often see examples of those who can elicit unwavering support from their teams, driving highly effective projects, and getting the best performance from employees despite ever-increasing workloads. What is it about these individuals that makes them stand out as great leaders? Generally, the answer is the difference between a strict management model and one that includes basic principals of leadership. There are recognizable characteristics in great leaders and simple strategies anyone can adopt to improve employee performance and change the work environment for the better.

Experts have long studied the subtle differences between general management, leadership, and truly great leaders. Thomas Cronin, author of, “ Thinking About Leadership ” observes, “Managers do things the right way , while leaders are more concerned with doing the right thing. ” A focus on managing projects and deadlines leaves little room for leadership activities, but it can be done in a step-by-step approach beginning with awareness and a little common sense.

The remainder of this article addresses the following areas:

• Personal Evaluation
• Creating a Shared Vision
• The Collaborative Process
• Communicating the Vision

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by Whitney Potsus

Whether the documentation department has a staff of one or a team of 12, visibility within the company is a frequent concern. The reasons for this concern range from personal to professional. You want to be remembered when promotions and bonuses are handed out. You want new challenges to add diversity to your workload, and new projects to add skills to your resume. You want to defend your turf against budget cuts and layoffs during lean economic times. And you want to be more than an afterthought that lives in the back 40 of the cubicle farm.

You’ve probably come to this article looking for specific ideas of what you can do in your organization to raise the technical communications group’s profile. And there will be some of those. But trying to provide specific recommendations for raising your group’s profile in your company is a little like giving someone else marriage advice. Unless you’re sitting in the thick of things every day, participating in the maintenance of the relationship, it’s difficult to offer ideas that are compatible with and cognizant of all the variables in personalities, skills, strengths, and weaknesses, communication styles, schedules, aspirations, and so on.

In here, you will find suggestions to mull over as you try to determine the best ways to expand your influence throughout the company. Because when you talk to other technical communicators and documentation managers, what you often hear is “ Be careful what you wish for…you just might get it .”

Following, we’ll address:

• Taking Time to Focus
• What Solutions Do Customers Need?
• What Twirls Your Beanie?
• Mapping Your Goals
• Cited Readings & Resources

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