Think of the many senior executives of recent years who crashed and burned after a long race at the top. Or maybe the people you knew or with whom you had contacts were the originators of change initiatives in their companies, before suddenly finding themselves unemployed. And you? In what types of management positions have you been? Have you ever felt like participating in Survival of the Fittest?
The fact is that directing, it is living dangerously. Although leadership can be exciting and glamorous, it is also possible to get rust or get out of the action. This survival guide for leaders offers tips to protect you so you can carry out your initiatives.
Different approaches to leadership
First of all, it's important to understand the type of approach your business needs depending on your particular situation. Different circumstances require different approaches to leadership. One way to become a leader is to know what role you need to play to better serve your organization.
Recovery: When an organization is in trouble, it needs leaders who take things into their own hands. Difficult circumstances or an existential threat require that people act now, without having the time to debate the choices of action, without the possibility of reaching a consensus around the approach and without worrying about the tradition. The relief manager can make things better and create bad will along the way. But when survival is at stake, this approach is necessary.
Agent of change: a reversal is a change of 180 degrees; the organization is moving in the wrong direction. An agent of change must adjust the organization's orientation by degrees, from more than 1 degree to less than 180. The strategy is not entirely correct and needs to be adjusted significantly. The business model is not producing the expected results and the market adoption strategy needs to be significantly modified. There is not much time in the world to debate choices and build consensus, but there is still time to get support from other leaders to help make a difference. When things do not work, a leader must make changes.
Execution: In certain circumstances, a leader capable of performing and producing results is required. The organization is not in danger and needs real change only better execution of what is already in place. This choice is often overlooked by new leaders, who believe that they must be a leader in turnaround or an agent of change. But sometimes, all that is needed for the leader to help the organization realize its full potential is to create a responsibility for the execution of what is already in place. The person in charge of the execution has the time to reach a consensus, to build traditions and to stimulate bigger actions.
When your organization needs better execution, being a recovery leader or change agent will prevent you from producing the results you need. The opposite is also true: if something is really broken, the execution is not enough to realize the potential of the organization.
Choice of leadership and consequences
- Strength: It is tempting to think that strength does not belong to the leader's toolbox, but that it should not be part of the range of choices a leader has. But an officer may, from time to time, need to use force in emergency situations. If the threat is great and does not allow time, ordering and asking people to respond may be the right choice. You may have to force people to do what is necessary in extreme circumstances.
You should only use this choice in the rarest cases and always make sure you do not need it. The military needs this choice. The same goes for police and firefighters. Business people almost never do it.
- The threat of force: The threat of force, demanding something or other threatening consequences, should not be a wise choice – and never take it lightly. The price of relationships is too high and the efficiency too low. Ultimatums are a horrible way to produce results and destroy the team you lead in the long run. This is the choice of last resort, and good leaders should rarely exercise it.
If you have reached the point where an ultimatum is needed, you have made mistakes as a leader and let a problem escape too long.
- Handling: Handling is another extremely negative choice. Unlike strength, there is never any reason to use manipulation to produce results. This hurts your relationships and shows your team that you want what you want, and that you will do the Machiavellian moves necessary to get your result. Manipulation is the sociopath's choice.
Handling is at the center only because it's something less than strength and to remind you that it's a choice you can make without knowing it. . . continue reading.
- Persuasion: You may be surprised to find the persuasion so close to manipulation. It does not carry the same baggage as "manipulation", but the only thing that separates the two is your intention. Make a rational and reasoned argument to convince someone is not negative. But anything that is misleading or self-oriented quickly turns persuasion into manipulation. Persuasion, in the positive sense of the word, is a choice it will need.
You will need to present reasoned and rational arguments to convince others as a leader. But there are better choices that will limit the amount of persuasion needed.
- Influence: Influence is better than persuasion. When you have influence, your relationship does the work necessary to help you achieve results through others. Your character makes it easy for people to follow your example without you having to persuade, manipulate, or control them.
When you have influence, you never have to worry about whether the people you are leading are doing what they should be doing. they would not do otherwise. They know that you care about them and they never think of letting you down.
- Inspiration: There is a higher choice than the influence. This choice is an inspiration. When you lead by inspiration, you help people find and develop the best version of themselves. You help them find meaning in their work and help them identify their purpose. The more you opt for this choice, the less you will need to rely on other less important but sometimes necessary choices.
When you inspire people, not only will they never disappoint you, but more importantly, they will not let you down.
The higher you get on this spectrum, the closer your relationship with those you lead will be, the better your results will be, the faster and faster your growth will be, the more leaders you will create and the greater your legacy will be.
Responsibilities of a chef
Here are 9 responsibilities of a chef.
Benevolence: No one wants to follow a leader who does not care personally. They do not want to follow someone who does not care about something that creates meaning, purpose, and mission. It's your job to care so deeply that your passion is overflowing and literally creates followers.
Listen: leaders spend time listening. Listening is one of the ways to learn. You constantly introduce new ideas and new information to improve your own performance as well as that of the organization and people you lead. Great leaders know that they do not have the monopoly of good ideas and are looking for them from the outside.
Reading: Leaders read. Leaders learn about the type of organizations they lead. They read about leaders and other leaders. They read news, fiction and fiction. They synthesize everything they read, finding links and themes that they can use to become better and more effective leaders. You must surround yourself with a pile of books, magazines and newspapers.
Reflection: leaders spend time thinking. They literally take the time to think. Even if it means that they have to unplug and move off-site to have the necessary time, they should do nothing other than engage in an internal dialogue with themselves, to ask themselves questions and think about the answers. Thinking is one of the most difficult tasks that a leader can accomplish.
Helping others grow: Leaders help others grow. You help others find in themselves something they did not know they were there. Great leaders help guide the people to whom they lead their best performance and challenge them to go beyond anything they thought possible. You must see something inside the people you lead and help them to become one.
Define values: Defining values is what allows the leader to share what is important, what matters and what is needed for the people and the organization they lead to achieve their goal. Find and tell stories to bring your values to life. Find a way to convince people to do things right and bring them to light so that they can serve as an example to others. And protect the positive culture you build from anything that could damage or destroy it.
Consider: A leader must give a vision of the future. You need to know where you are taking those who follow you and where your organization is going. This future must be bigger, better and brighter. It must give meaning and purpose. Your vision must compel others to act and inspire them to do what is necessary to make it happen.
Persuade: You get results by persuading others to change, to do things differently, to grow. Good leaders know they can not do anything to anyone. They know that the most powerful tool for change is not asking for it, but persuading people to make the necessary changes. Your formal authority is nothing compared to your moral authority and your ability to persuade others.
Decide: leaders make decisions. You can not afford to wait passively when events unfold around you, paralyzed by fear and not acting. You will have big wrong decisions. You will only have a few good decisions to make. You will always have to make adjustments. Whatever happens, you must make decisions.
As exciting as it may be to lead your team through the good and bad times, leadership also involves a lot of difficult things. To bring change and turmoil, even in the best situations, you need to make sure you have all the tools and skills you need to survive.
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