Leadership and Management Principles In any organization, success is a result of: Identifying internal and external stakeholders and exceeding their expectations. Hiring and supporting strategic leaders and high-performance personnel who have ‘a positive attitude, a passion for their work, and the ability to take an organization from Good to Great. Upholding a standard of collegiality, diplomacy, teamwork, and ethical conduct from everyone in the organization. Devising smart strategies that build quality, distinctiveness, and economic sustainability, and then implementing those strategies wisely and skillfully. Openly communicating and sharing information with everyone in the organization to create and sustain a culture of trust and group cohesion. Creating an environment in which people enjoy their work. Solving problems quietly and inspiring hope loudly. Partnering with high-performance organizations that perform their functions at igh level for a fair price. Focusing on core mission activities, critical success factors, core competencies, and key business processes, and minimizing the resources expended everything else. ‘Acquiring necessary and appropriate facilities, equipment, and technology. Building a brand name for quality outcomes that are valued in the marketplace. Setting clear and measurable objectives, measuring performance, and ‘communicating progress clearly and widely for everyone to see. Balancing innovation and discipline. Always trying to do more with less (see Less is More by-Jason Jennings). Creating a culture of initiative, innovation, continuous improvement, and accountability—allowing people to make mistakes—and expecting them to learn from their mistakes. The Requirements of Teamwork Everyone must commit oneself to be a member of the team. Everyone must understand to whom the team is accountable. Everyone must understand who is responsible for the team’s final decisions. ‘Team members must respect the diverse perspectives of other team members. Everyone must feel safe in sharing his or her thoughts and opinions with other team members. ‘Team members should debate important issues vigorously and thoughtfully without becoming personal with their comments. ‘Team members must agree to support the team’s final decisions after all the thoughts and opinions of team members are heard. ‘Supporting a decision means ta implement a decision to the best of everyone's ability and to positively communicate the rationale for the final decision in the most constructive manner possible.Tearh members agree to critique the strengths and weaknesses of team members privately within team meetings and to compliment the strengths of team members publicly to engender trust and mutual respect within the team. Big Mistakes / Problems Falling to work hard. Failing to serve others with an attitude of humility. Failing to pick up trash. Having a personal agenda incongruent with the organization’s agenda. A breach of confidentiality. ‘A breach of honesty or trust. Losing one's cool. Having a persistently negative attitude. Taking issues personally. Being territorial, Putting the needs of a unit ahead of the needs of the institution. Failing to support or help 2 team member. Failing to acknowledge one's own weaknesses and the compensating strengths of diverse team members. Falling to maintain an orderly and clean work environment. Acceptance of mediocrity within one’s area of responsibility. Wasting money or other resources. Being late to meetings. Missing agreed-upon deadlines. Falling to hire people who are smarter than you. ‘The inability to keep things simple. ‘Overspending one’s budget. An unwillingness to try new things. ‘The inability to answer a question directly and succinctly. Not doing what you say you will do. Using external stakehdlders or students to leverage positions of self-interest. Lacking courage to tell people what they need to hear—not what they want to hear. Using personal relationship(s) with board member(s) to pursue a personal agenda. Failing to put students first. et