YJA Convention 2000 07 LA Fourth

Author(s): Young Jains of America (YJA)
Publisher: Young Jains of America YJA USA

Page 47

"I take the initiative and seek responsibilities, and I face situations with boldness and confidence. I estimate the situation and make my own decisions as to the best course of action. No matter what the requirements, I stay with the job until the job is done, no matter what the results, I assume full responsibility.
2. ESPRIT de CORPS. Esprit de corps is the collective pride that personnel feel in the organization's history, traditions, reputation and mission.
To help develop esprit de corps: Make new co-workers feel welcome and explain to them the organization's history, mission and current status. Publicly recognize good performance on the part of both individuals and groups. Use competition to develop teamwork. Instill in others the concept that the organization must excel, not just exist.
"train my co-workers as a team and lead them with tact, enthusiasm and with justice. I command their confidence and their loyalty: they know I would not assign to them any duty I, myself, would not perform. I make sure they understand their jobs, and / follow through energetically to ensure their duties are completed fully. I keep my coworkers informed, and I make their welfare one of my prime concerns.
3. DISCIPLINE, Discipline is the attitude that results in prompt obedience to instructions and the starting of proper actions in the absence of instructions. In other words, discipline is doing what you're told and/or what you should do. Areas that indicate the state of discipline are:
"These things I do selflessly in fulfillment of the obligations of leadership and for the achievement of the group goal."
As you read each sentence of the Code ask yourself, "Is this what I do?" If not, then you know where you're weak and need improvement. Remember, this is only a guideline and not an encyclopedia of all you need to know to lead.
Attention to detail. Promptness in responding to requests or instructions. Proper relationships between seniors and subordinates. Individual and group dedication to excellence.
Discipline can be encouraged by:
INDICATORS OF LEADERSHIP
Let's assume you are put in charge of an established organization. How do you gauge the effectiveness of the previous leadership? How do you know which areas need improvement? Here are four useful indicators of leadership in assessing an organization:
Showing others, by your own conduct, that you are disciplined. Encouraging self discipline among your co-workers. Implementing a fair system for handing out rewards and reprimands.
1. MORALE. Morale is the mental condition of a group with respect to its cheerfulness and confidence.
4. PROFICIENCY. Proficiency is the level of skill exercised by individuals and organizations in the execution of their duties. Some ways to measure proficiency are:
The morale of an organization is made up of many factors. The feeling of co-workers toward their fellow employees, their supervisors, their job and the organization in general all indicate the state of morale. For an organization to function effectively and efficiently, morale must be high. Morale is checked easily by direct observation of your co-workers. Specific things to look for when evaluating morale are:
Degree of skill demonstrated in accomplishing tasks. Leadership ability of subordinates. Demonstration of a professional attitude. Promptness and accuracy in passing out instructions and Information. Ability to react quickly to changing situations.
Proficiency can be encouraged by:
Thoroughly training everyone in their jobs. Emphasizing teamwork and cooperation. Cross-training your co-workers in other jobs. Making subordinates learn the duties of their supervisors. Frequently checking and testing for proficiency.
Appearance. Personal conduct and the way co-workers treat each other. Amount of arguing that occurs. Frequency and presence of harmful rumors. Condition of the office and equipment. Response of the group to directions and memos. Job proficiency.
Motivation of the group toward its work. ..Amount of complaining that occurs about supervisors and/or
general procedures.
LEADERSHIP DEVELOPMENT
Aside from using leadership to accomplish the specific mission of your organization, there is no greater responsibility for a leader than to build other leaders. True leadership demands that you develop subordinates into leaders.
Other indicators of morale include:
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Absenteeism. Rate of retention of key personnel.
To help develop high morale:
One of your primary goals as a leader is to mentor and groom your subordinates so they can, one day, fully assume your duties if necessary. If you fail in this, your organization will probably last only as long as you are its leader. Those you train will carry on where you leave off and help take your vision further than you could hope to do alone. If your organization or movement is to survive, and flourish, YOU must continuously prepare its members eventually to lead.
Teach co-workers to believe in the organization's mission. Instill in your co-workers confidence in their leaders, their training and themselves. Promote job satisfaction by carefully considering job assignments. Keep your co-workers aware of your concern for them. Create an effective system to reward good performance. Make your co-workers feel they are essential to the organization. Maintain a professional atmosphere.
Poor leaders tend not to develop leadership in others. They fear that new, emerging leaders will threaten their own status. For the good of your organization, your cause and yourself, suppress this fear. After all, who is more valuable to an organization, one leader or a leader who can develop many other leaders for its purposes?
So when you achieve a leadership position, remember
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