IN SUMMARY, each of these functions must be approached with sound judgment, either resulting from experience with poor judgment, or better still from solid wisdom, which circumvents the negative aspects. Each of these functions must also be approached proactively using every tool and all the available resources.

Finally, the above challenges must be met with maturity in two key areas, interpersonal skills and leadership skills. This implies sophistication, a ripeness of attitude, in relating to any given situation, that each member of the leadership team has gained as a result of experience and a willingness to continue their own personal growth process.

Interpersonal Skills

Interpersonal skills are of paramount importance. Leadership must treat individuals fairly, developing solid working relationships with them across all levels. This may appear to be blatantly obvious, but sadly is all too often overlooked in the name of accelerated organizational progress. Managers and supervisors must be willing to facilitate conflict resolution, as well as to confront issues surrounding relations between teams or departments, particularly during the period of growth or change in the administrative process.

Leadership Skills

A great leader has a sincere concern for the success of people he leads, treating staff members as individuals, giving credit, taking pleasure in making people look good. A great leader keeps the objective as simple as possible, in order to promote understanding, always acts as a role model, and stands out of the way, letting others get on with their jobs, not interfacing unnecessarily.

A true leader will make the difference between an effective administrative transition and the failure of an otherwise brilliant plan. Do not overlook the advantage of adjusting the needs of the plan to allow for the needs of the people. It is not necessary to prioritize purpose over people, or vice versa. If leadership has done its homework, everyone in the organization will arrive at the vision simultaneously.