Leadership

The Meaning of Leadership

What leadership Means: how to Define Leadership

Leadership has many meanings. This makes it very confusing. For example, we talk about leading a meeting, a discussion, a league, a golf tournament, a tour and so on.

If we want to understand the meaning of leadership, we need to sort through these confusions. When we talk about leading a tour, we really mean being a tour guide. Similarly when we lead a meeting, we are only being a chairperson or facilitator. But what about leading a league or market? The top player in these domains is a leader in a very real sense.

The Leadership Hierarchy

Most writing about leadership focuses on what it means to be at the top of a group hierarchy, the CEO, President, Chief, King, team leader, Managing Director or ruler. As a result, we tend to overlook other uses of the term. Whatever else we say about leadership, every usage focuses on one person as a central figure. That person moves us to do things we wouldn’t do otherwise. So, can we define leadership as whatever so moves us? Well, no, because then our definition is too all-inclusive. We don’t want to think of salespeople, teachers or our mothers as leaders just because they succeed in persuading us to buy something, do our homework or eat our vegetables.

Why is a teacher, salesperson or our mother not a leader? Because leadership is a group function and a group means having a common purpose. A salesperson does not show us leadership by selling us something because we are not a group. Our relationship is adversarial. Also, there is something about leadership that is not self-interested. Should we really regard a politician as a leader who convinces us to vote for her by offering to lower our taxes? Is buying votes really leadership or salespersonship? We tend to admire the leader who convinces us to do something we wouldn’t otherwise do by appealing to the greater good of the group, as Martin Luther King often did.

The Real Meaning of Leadership

Professional Development
Leadership has always been associated with power, traditionally the power to dominate a group. But, today, this power is fast evaporating. Now, we are more readily moved by the power of ideas, innovations. The awkward fact about good ideas is that no one can monopolize them. This makes leadership more like guerilla warfare, something local, small scale and fluid. The bottom line is that leadership promotes a new direction for a group and it does not have to be associated with an executive position. Anyone with a good idea to champion can show leadership upwards and sideways. Being a leader in this sense has nothing to do with managing a team.

How Management Got Trashed

Why management has come to be disparaged

Management was made the scapegoat when the Japanese became successful in the U.S. It is time to upgrade management to restore it to its rightful place.

Everyone wants to be a leader. No one wants to be a manager. Why is leadership glorified and management reviled? Someone said that you can manage things but only lead people. Leadership, as a result, is overburdened. It’s like saying get rid of marketing; sales can handle both functions. Where did we get this negative attitude toward management and how can we rid ourselves of it? Management’s fall from grace happened in the late 70’s when the U.S. was reeling from the shock of the Japanese commercial invasion. A scapegoat was needed and management was fingered for this role for being bureaucratic, controlling and risk averse. Management was said to stifle innovation, to preserve the status quo. The solution was to kill off management, to replace managers with leaders. Needing something to blame, we relished black and white simplicity even if it meant throwing out the baby with the bath water.

In earlier years, very little effort was made to distinguish management from leadership. Instead we debated the merits of various management/leadership styles as if the concepts were interchangeable. A common theme kept emerging – task versus people orientation. You could initiate structure or show consideration for people, be it theory X (people are not responsible) or theory Y (people are responsible). Later, you could be transformational or transactional. The former meant being inspiring whiles the latter merely exchanged rewards for work done. After the Japanese invasion, management got tarred with the bad guy side of these polar opposites while leadership was awarded the good guy role. Now we said that leaders are people orientated and inspirational while managers are task focused, controlling and mechanical. What were once mere styles became a way to differentiate leadership from management. It is time to correct this error and bring management back from the dead.

Why does this matter? Because replacing management with leadership suggests that leadership is a role or position. This makes leadership exclusively top down (you must be promoted to a leadership role to show leadership). But, if we define them both as functions – leadership to promote new directions and management to execute them, we spread the workload around more equally and explain how leadership can be shown upwards where the person showing leadership may not have the skills to manage a team. The truth is that management is just as critical as leadership. And managers can be as empowering and inspiring as they need to be to motivate people.

Leadership and Intelligence

The Essential Traits for Leadership Effectiveness

 Post heroic leadership places facilitation skills above intelligence. Gone is the heroic individual with the wisdom to cut through complexity single-handedly.

How important is it for a leader to be intelligent? The short answer is that it depends on how leadership is defined. If being a CEO means being a leader, the answer to the question is probably “yes.” But if leadership is defined in a different way, then the answer might be “no.”

The Relationship between Intelligence and Leadership

In the early years of studying leadership, the so-called “trait theory” took the view that there is a set of traits that marks leaders from non-leaders. Early traits claimed to be characteristic of leaders included intelligence, a drive to dominate others, being extroverted and having charisma. Today, people often point to the importance of emotional intelligence, facilitative skills and integrity. The trait theory implies that certain personal characteristics are necessary conditions for leadership, or at least, effective leadership. In later thinking about leadership, this approach was abandoned because it was felt that leadership effectiveness varied too much across situations and types of people being led. The feeling was that there were no universally necessary traits to be a leader.

More recently, trait thinking has been making a comeback. In particular, numerous studies associate intelligence with leadership effectiveness. Some thinkers feel that the more senior the executive the more important are general cognitive skills, the ability to grasp more and more complex information to make informed decisions.

The Move to Post Heroic Leadership

The work of Jim Collins, especially in his book, Good to Great, has helped to popularize a facilitative style of leadership. He called his version of post heroic leadership “level 5 leadership.” Collins did extensive research on companies that had moved from average to exceptional levels of performance over several years. He found the CEOs of such companies to be humble, to feel that they did not have all the answers. Collins used the slogan “first who then what” to explain how these CEOs worked. They got their best people together (first who) and conducted brainstorming sessions with them to develop new strategies for the business (then what). Collins used this slogan to contrast it with the more heroic leadership model where the CEO decides what needs to be done and then gets people to execute the new strategy. Collins expressed this style with the slogan “first what then who.”

Level 5 leadership is just one model of what has become known as post heroic leadership. The central theme running through all of such models of leadership is that the CEO needs to develop new directions by drawing out the best thinking of the organization. This approach to deciding strategic direction ties in the the “wisdom of crowds” idea, the view that groups make better decisions than individuals. Here, the most important skill for the CEO is to be a good facilitator. The need for intelligence in any one individual is not so strong if the best decisions are made by groups.

So, if leadership means that CEOs should call the shots based on their own thinking then, given the increasing complexity of today's world, they had better be quite intelligent. Conversely, if leadership means being able to draw the best ideas out of others, then CEO intelligence is not as important as facilitation skills.

Leadership Reinvented for a Digital Age

A totally different conception of leadership says that it has nothing to do with position. On this view, being a CEO means being a manager. A CEO can show occasional leadership, but only management is a role. By freeing leadership from position, it becomes clearer how all employees can show some leadership. The essence of leadership now is that it is simply the successful promotion of a better way, a new idea for a new direction. It can be shown by example when a front-line employee works in a new way or promotes more efficient practices or new products. It involves challenging the status quo. Such “thought leadership” can be very small scale and local.

The question of intelligence is very situational. It depends on the audience to which a person is trying to show leadership. More intelligence will likely be necessary to influence an intelligent audience. Such leadership is a matter of presenting hard evidence for a new product or strategy. An intelligent audience needs to see the person trying to show leadership to them as credible and technically sound in the business case being made. Conversely, an employee demonstrating a better approach to serving customers in a retail store can show leadership without the same degree of intelligence.

Crucially, however, major strategic decisions that take large, complex organizations in new directions are most likely to be sound if made by a group. Where leadership is defined as promoting new directions, the use of facilitation skills to help a group make good decisions can be seen as a management technique. This means that CEOs who use such skills to develop new strategies are wearing a managerial hat in so doing.

Thus, on two of our three ways of defining leadership, high intelligence is either not necessary or only situationally important.

Management as Investment

It makes sense to regard management as an investment activity. Managers have resources to invest, people, finances, material and human resources. Whenever they decide to hire new people, downsize, move into new markets or initiate new strategies, they are making investment decisions. The only reason we would want to regard this as leadership is if we were committed to a role based concept of leadership. But, if we want a theory of leadership that allows all employees to show it, then we must restrict it to the use of informal influence in the promotion of new directions. For example, when a front line innovator promotes a new product to the senior executive team, this is bottom-up leadership. But the front line employee has no authority to decide to develop this product. This means that leadership, whether shown top-down or bottom up must be restricted to influencing others to adopt a better way.

The Importance of Leadership and Management

Leadership and management are equally important. Management is needed to make the best use of all resources in developing and executing strategies. Leadership is essential for creating the future through innovation. Both leadership and management can be strategic. The difference is that leaders informally influence others to adopt new strategies while managers make new strategic decisions. For example, a knowledge worker might promote a new strategy to the CEO who is like a buyer, customer or investor in this context. When the CEO decides to adopt the new strategy, he or she is making a management decision. It is the initial promoter of the strategy who has shown the leadership. Of course, the CEO can both lead and manage by first selling a new strategy to the organization, then deciding to adopt it.

Although leadership and management are equally important, management has a much bigger workload because it needs to decide overall strategy and manage its execution by coordinating and motivating employees to get the best out of them. Leadership is a more focused activity. It searches for a better way and sells it to the organization.

Of course, this is not the conventionally accepted way of defining leadership and management but it is a good way of making sense of bottom up leadership which is clearly not a decision making activity.

Develop Effective Leadership Skills for Managers

Using Leadership Styles and Action-Centred Leadership for Objectives

Managers must develop effective leadership skills to lead teams and achieve set objectives. Understand basic leadership styles and action-centred leadership for results.

Many business leaders, consultants, practitioners and academics have written about leadership and being a good leader and that wealth of material is both a boon and bane. On the one hand information is readily available. On the other hand there are so many different definitions and interpretations that it can easily become confusing. Since there is more than one way to be a good leader developing leadership skills is about selecting ideas that are personally effective.

Action-Centred Leadership

John Adair's Action-Centred Leadership provides a simple and straightforward approach that focuses on task, team and individual. These are usually represented as three overlapping circles of competence. The leader uses each circle as needed according to circumstance:

1. Achieving the Task
2. Managing the Team
3. Managing Individuals

Achieving the Task

• Identify vision, purpose, direction and objectives
• Develop the plan and individual tasks to achieve the objectives including deliverables, measures and schedule
• Establish roles, accountabilities and success criteria or measures
• Identify and allocate resources, people, systems and tools to fulfill the plan
• Set quality standards and reporting methods
• Control and maintain activities, monitor and manage risks and issues
• Review and reassess the plan as needed

Managing the Team

• Agree on standards of conduct, behaviour and methods of working
• Set expectations and objectives for performance, delegation and teamworking
• Understand and work through team development
• Anticipate and resolve team issues and disagreements
• Assess and change as necessary the skills, experience and personality blend of the team
• Identify team development and training needs
• Provide feedback on team performance, coordination and collaboration
• Ensure effective internal and external communication

Managing Individuals

• Understand individual strengths and weaknesses, hopes and fears
• Assess, assist and support individuals, coach and develop them
• Agree, set and track individual performance and development objectives
• Give recognition and/or reward when appropriate

Complement Action-Centred Leadership by Using Leadership Styles

Leadership styles are effectively different ways to interact with individuals and teams to get the job done. A good leader will use these like a toolkit, using the right tool at the right time:

• Autocratic -- tell people what to do, needs to be used sparingly and in the right circumstances
• Bureaucratic -- follow rules, using established procedures and processes
• Charismatic -- persuade and charm people, lead by motivating people's enthusiasm and drive
• Democratic -- invite contributions to decision making and then make final decision
• Laissez-Faire -- leave people to get on with it using a very light touch to monitor progress
• People-Oriented -- focused on organising, supporting and developing people and managing relationships
• Servant -- meeting the needs of the team, solving their problems or removing barriers
• Task-Oriented -- focus on plan, tasks, roles and getting the job done
• Transactional -- people are paid to do the work to a set standard
• Transformational -- inspire people with shared vision

Develop Effective Leadership Skills

Start with something simple - like action-centred leadership and employing various leadership styles according to situation. Over time a good leader will integrate many different leadership skills, styles and behaviours into their own leadership qualities and consequently develop effective leadership.

Pseudotransformational Leadership Effects

Poor Leadership Can Lower Morale and Reduce Productivity

Although there are many definitions of leadership, the most common define it as a way to inspire followers and create a common purpose towards a shared goal. It is critically important to understand the various views of leadership when reviewing the leadership qualities in today’s workplaces. Most importantly, workplace leadership involves influencing those employees one supervises.

Leadership Characteristics

A leader who is dynamic, influential and motivating may be characterized as exhibiting authentic or genuine leadership. An authentic leader follows the same morals and principles that he or she wants the followers to emulate. When a leader is able to motivate individuals to work toward the goals of the company, authentic leadership and a more productive workplace occur simultaneously.

Although specific leaders may display authentic and genuine leadership, there are most certainly other leaders who develop the façade of authentic leadership. These particular leaders may be described as displaying characteristics of pseudotransformational leadership.

A pseudotransformational leader is someone who is self-consumed, power-oriented and often displays warped moral values. This type of leader may operate under the façade of leading the company toward the greater good; however, he or she is ultimately very self-consumed. When leaders display this type of leadership, they are only genuinely interested in pursuing their own interests, rather than working toward the collective good of the company.

Understanding Leadership

Understanding who is displaying genuine leadership and who is displaying pseudotransformational leadership is important to today’s workplace. By definitively defining which characteristics a person is exhibiting, a subordinate or follower can determine which type of leader they wish to emulate.

If one mistakenly believes pseudo-transformational leadership to be genuine, that person may also exhibit those same characteristics. Interestingly, it may not be until after a person leaves a particular workplace that they can reflect back upon their experience to determine if they were under genuine leadership or pseudo-transformational leadership.

In the United States’ individualistic society, pseudotransformational leadership can be prevalent. In fact, many leaders and managers display leadership characteristics while being motivated toward their personal goals, rather than the overall mission of the company.

This illustrates that morality plays a big role in leadership development and helps to determine if individuals develop into genuine leaders or pseudo-transformational leaders. With business scandals plentiful in recent years, it would appear that many of the CEOs at these companies displayed characteristics of someone with little or no respect for moral values in the workplace.

Organizations that employ leaders who practice pseudotransformational leadership are more likely to develop questionable ethics. By keeping these types of leaders in positions of authority, the organization itself is encouraging the behavior and it will filter throughout the organization.

For a business to achieve highly effective results and meet its goals, it must be keenly aware of who it hires and what types of leadership abilities these people have as they guide the company toward opportunities. Identifying those individuals who have the ability to display authentic leadership will mean success and sustainability for the future.

The Spiritual Wisdom of Tribal Cultures

Six Dimensions of Community Life in Business Today

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Feb 21, 2010 Paul Larson

The spiritual health of business organization today has been aggravated by the recent economic downturn and financial crisis.

The present context of leadership in business today is in the vortex of increasingly complex, uncertain, and dynamic business environments with multiple demanding stakeholders, value systems, and growing pressures.

What is beginning to show evidence of being lost is the fact that splendid leadership includes a spiritual dimension.

This spiritual dimension has been a part of leadership forever but in today's global economy, it is undergoing a transformation that speaks to the leadership and career challenges of business leaders.

The achievement of solid business results is not exclusive of this spiritual dimension either. If business leaders are not getting results they won't be leaders for long. Results are material consequences of actions and with the pressure for action increasing, it has become easier to overlook some of the spiritual consequences.

The Spiritual Wisdom of Tribal Cultures

Spirit cannot be heard, tasted, seen, or felt but if it is ignored, the context for leadership will be weakened. The spiritual dimensions of leadership are the source from which the greatest results are achieved.

In the religions of the world, spirit is the concept of an innate essence of a being and the different religions embrace spirit in diverse ways. When applied to leadership though, particularly in a business context, spirit is manifested differently and often quite weakly. So what can be used as a model to bring spirit back into the business enterprise?

Fortunately there is such a model and it is the spiritual wisdom of tribal cultures. Anthropologists have been able to identify three common features in the diversity of tribal cultures around the world.

1. They are earth-based. The relationship between the earth and the people is one of interdependence.
2. The acts of daily life, birth/death, and nature are all endowed with deep meaning through ritual and dance.
3. Lastly, tribal cultures view all the individual things that make up the universe like rocks, trees, mountains, rivers, people, animals, etc. as being interdependent.

This interdependence is not just a physical dynamic but a spiritual one as well. Unlike the concept of human souls which are believed to be eternal and preexisting, one's spirit according to tribal wisdom develops and grows as an aspect of living interdependently with the community.

Today, these same interdependent features of tribal spiritual wisdom can be applied to business leadership. Just as tribe members see themselves as interdependent with their tribe, today's leaders must see themselves in similar interdependent terms. The difference though is that interdependence is not with a tribe but with people the world over.

Six Dimensions of Community Life in Business Today

How can this happen? This approach works on the premise that results happen when leaders establish a deep, human, and emotional connection with people. Leaders manage meaning and that meaning is predicated on the spiritual wisdom of interdependence.

Globalization is forcing broad and deep changes in human relationships as organizations are being challenged to achieve greater results than ever before. When leaders understand that the best results come from processes reinforced with the spiritual dynamics connected to tribal wisdom they will arrive at their next competitive advantage.

Tribal wisdom is diminishing though because organizations want the latest and greatest. Companies are so engrossed in the new-newer-newest syndrome that their members are losing the knowledge and wisdom base that can only be captured by people.

A sound approach to sustainable development is an integration of tribal wisdom, knowledge, values, understandings, and practices that view sustainability as a continual process. This process balances the six dimensions of community life in business today. These dimensions are:

1. The actual facilities themselves
2. The culture within those facilities
3. The technology being employed
4. The economics of the business and its industry
5. The systems the organization is using
6. The interface of the organization with the environment

5 Categories For Effective Time Management

Don't Just Track Your Time; Manage It!

By Susan Ward, About.com Guide

See More About:

• time tracking
• time management
• increasing productivity
• working smarter

Many people mistake time tracking for time management. They religiously keep track of everything they do each day, for weeks or even months.

And then they stop doing it because they haven’t realized any positive changes.

But keeping track of how you spend your time isn’t time management. Time management is about making changes to the way you spend your time. For effective time management, you have to apply a time management system that will help you see where changes can and should be made.

Keeping track of your many daily activities is just a preliminary step to effective time management. The first step of time management is to analyze how you actually spend your time so you can determine what changes you want to make.

This is where many people’s attempts at time management fail. They look at a specific day in their Day-Timer or Outlook calendar or on their Palm which is packed with activities from 7 a.m. to 10 p.m. and don’t know what to do with it. So they fall back on the tried and true techniques and eliminate a few events and prioritize others. But they haven’t really managed anything; they’ve just rearranged it. All the perceived problems and frustrations of the day’s activities are still there – and at the end of their day they’re still frazzled and frustrated.

Manage Your Time With Time Management Categories

How do you actually manage time? The secret is in the categories. Look at your calendar for tomorrow. It’s probably already full of events and activities that you’re hoping to accomplish. As you work or afterward, you’ll be filling in the blank spaces.

Now look at the list and categorize it. How much time during your working day did you actually spend:

1) Putting out fires. An unexpected phone call. A report that’s necessary for a meeting that should have been printed yesterday. A missing file that should be on your desk. How much of your day was actually spent in crisis mode? For most people, this is a negative category that drains their energy and interferes with their productivity.

2) Dealing with interruptions. Phone calls and people dropping by your office will probably top the list when you’re assigning events to this category. Once again, for most people, this is a negative category because it interferes with (and sometimes kills) productivity.

3) Doing planned tasks. This is the most positive use of time during your work day. You are in control and accomplishing what you intended to accomplish. Planned tasks can include phone calls, meetings with staff, even answering email – if these are tasks that you have put on your agenda.

4) Working uninterrupted. You may not be working on a task you had planned to do, but you are getting to accomplish something, and for most people, this is a very productive, positive work mode.

5) Uninterrupted downtime. Those times during the work day that are used to re-energize and regroup. Lunch or a mid-morning break may count IF they’re uninterrupted. If you’re lucky enough to work with a company that offers on-site work-out facilities or nap rooms, that would count, too. Everyone needs a certain amount of uninterrupted downtime built into their day to be productive during their work time.

A Week Of Your Past Is The Key To The Future

Now that you understand the time management categories, it’s time to use them to analyze your “typical” work week. Using whatever calendar system you use for listing appointments and activities in your daily life, go back and select a recent typical week. Go through the entries of each working day and categorize them according to the time management categories above. Keeping a running total at the bottom of each day will make it easy to see just how you’ve spent your working time each day.

Now you have the data you need to make changes to the way you spend your time at work. Are you spending too much time putting out fires? Then you need to make the organizational or physical changes to prevent or defer these constant crises. Clean up and reorganize your desk, for example, so you can find the files you need easily, and establish a routine of putting the files you need for the next day out on your desk before you leave for the day. Not getting enough uninterrupted downtime during your working day? Then you need to build it in. For instance, stop eating lunch at your desk and physically leave the building for your stipulated lunch time.

By applying my work categories of time management, and making the changes you need to make to spend more of your time during your working day in the positive categories and less time in the negative categories, you’ll truly be able to effectively manage your time at work – and accomplish the true goal of time management, to feel better.

Time Management Tips for Inbound Phone Calls

Part 1: Time Management Telephone Tips

By Susan Ward, About.com Guide

Inbound phone calls can eat up a lot of time and seriously decrease your productivity by pulling you away from other tasks. But just as there are ways of handling outgoing phone calls that will improve your time management, there are ways of handling inbound phone calls to cut down on the amount of time you burn up speaking on the phone. These phone answering tips will help.

Time Management Telephone Tips For Inbound Phone Calls

1) Answer your telephone with a proper business phone greeting.

For instance, when answering the phone say something such as, "Cypress Technologies. Susan speaking. How may I help you?" This not only lets the caller know that they've reached a business, but puts the onus on him to answer the question, saving time on exploratory questions such as, "Is this Cypress Technologies?", and idle chit chat.

2) Think and prioritize as you speak.

Is the call best handled right now or later? Many of the telephone calls businesses receive are quick inquiries that are easily answered, such as, "How late are you open?" But others involve more complex and time-consuming answers. If that's the case, tell the caller so, and ask when it would be convenient to call her back to discuss it.

3) Use techniques such as paraphrasing and summarizing to keep phone calls on track.

If you're speaking to someone on the phone who seems to want to chat or stray from the point, say something such as, "So what I hear you saying is..." or "So the key points are..." or "Is (insert summary) a fair summary of what you were saying?" It's hard to be chatty with someone who refuses to chat.

4) Get in the habit of closing each inbound phone call with a summary of whatever action you and the caller have agreed to take.

While this will only take seconds in most cases, it can save you a lot of time by avoiding errors and the need to double-check. For instance, after a conversation during which you arranged a meeting with a client, you might say, "Good. I'll meet with you at your office at (insert location) at 10 a.m. tomorrow and we'll go over the samples together."

There are another six time management tips for handling inbound phone calls on the following page; click "next" to continue on to page two.

More Telephone Tips

Here are more time management tips to handle inbound phone calls efficiently. (See Time Management Tips for Outgoing Phone Calls for more time-saving ways to handle calls.)

5) Keep a message pad and writing implements by all your phones, so you can jot down details during the inbound phone call.

This is not only good time management at the time, helping to keep you focused on the call, but a help to time management later if you need to find and/or review the details of a particular conversation.

6) Give your clients and customers the email option.

Many of them will use email to contact you rather than phoning if they know what your email address is. Ensure that your company's email address is prominent on your business cards and on your website, if you have one. If you have their email addresses, send email to your current clients and customers, mentioning the email option and presenting it as a way to improve communications.

7) Use technology to manage the time you're spending answering the phone.

As a minimum, your business should have an answering machine and voice mail. Set these up with appropriate business scripts, and use them to answer the telephone for you when you're out of the office or need to work on something uninterrupted. Then schedule time to answer these telephone messages each day. In terms of time management, you'll gain valuable time by grouping telephone calls together.

8) If you're running a home-based business, get a separate business phone or line.

You need to have a second "business-only" telephone with its own "business-only" answering machine and/or voice mail. Not only is this more professional, but it will save you the time it takes to wade through messages and determining which ones are business-related.

9) It's always best to have a person answer the phone.

Having a machine pick up or worse, an automated "choose one of these numbers" system is a real turn off that will cost you business when people don't bother to leave messages or call back. If answering inbound phone calls is taking up too much time during your day, consider hiring a receptionist or a professional answering service to answer the phone for you. The cost of having someone else do it may be more than offset by the increase in your productivity and better sales.

10) Keep a written script of frequently asked questions (and answers) posted by your phone.

It saves you and your employees time if they don't have to search for answers or think about how to answer a particular request when answering the phone.

Telephone Tips Summary

Remember, the telephone is supposed to be a business tool, not an intrusive timewaster that rules your working day. Handling your inbound phone calls according to these time management tips will help you better manage your time, improve your productivity, and put your telephone back in its proper place - helping you run your business rather than

 Prepared by SRS...