There are four productivity roles for a leader to manage his or her daily agenda. Some require more energy; some other is merely to get started. You are all familiar with these four, but you would probably imagine a different distribution of these. Yet, this first role is the one that needs most attention.

Sales may not be the first productivity role but is certainly the one that is most frequent used. A leader needs to be in constant contact with clients and new prospects. Existing clients that will buy the new direction to follow and prospects that will be gained along the line. Sales is also about selling that idea. And to convince that this idea is the best one to choose. Most of the energy a leader uses should be focused on this productivity role. Some leaders will have this natural charisma, that does most of the sales job for them, but not all leaders are equally endowed with the same natural talent.

Negotiating is the next role. The leader is the intermediary between one group of people, perhaps a team and some first movers that are walking already just behind the first man (m / f). The difference between this role and the sales role is the fact that the negotiator should align the various coalitions. Where some will just buy an idea, others need something in return. So you should negotiate.

The third role is the producer. Leaders need to be creative up to a certain extent. This is a less prominent requirement, because too much creativity will be followed by a loss of supporters. The leader shouldn't do everything by him or herself but rather ignite the fire for others to start. It is even possible that the idea is already there and that the leader will make it commercial (again the sales role).

The last role is the supporter, the coach that supports other on their way. The man (m/f) behind of the troops, taking care that nobody gets lost. You should be able to count on that.

2006 Hans Bool