th natural gifts. So, "the secret is to discover what people do well - and ask them to do more" (Rosen, p. 246). Once peoples talents are discovered, leaders must uncover this creativity. They do this by establishing an environment that allows people to make full use of their creative gifts. Leaders must support self-expression, spontaneity, innovation, independent thinking, and nonconformity. As Rosen explains, a leader "learns to uncover it (creativity), unleash it, and channel it in the best direction for the business" (1996, p. 256). Robert E. Koski, founder and chairman of Sun Hydraulics, gives some insight on creativity in the workplace. He says that a leader must eliminate "intimidation" and "hassle" factors that get in the way of peoples sharing their creative virtues with others. Also, it is important for leaders to give others the freedom to fail. An employee can learn a great deal from failure, and become much more effective. Under all these conditions, leaders provide employees the freedom to utilize their creativity to accomplish company goals efficiently and to the best of their ability. Scheduling and LeadersA leader must self-manage his schedule because he is the only one who can identify his roles (Covey, 1989). In business, a leader might have many specific roles. For example, one man might identify his roles as being Manager of New Products, Manager of Research, Manager of Staff Development, and Manager of Administration simultaneously. Once roles are clearly set, the next step is scheduling. Leaders use a variety of methods to plan ahead in order to keep up with the business cycle. Covey suggests planning two or three important tasks to accomplish in each of the roles during the upcoming week. Setting up time-blocks for specific events allow leaders to physically visualize the week on paper. This time-block strategy allows time for unanticipated factors, shifting appointments if necessary, and to concentrate on relat...
