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Tag Archives: People



 

In this video, Paul Bridle explores the question "What is the difference between being a leader, and leadership?"

 


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When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.

The same can be said of a leader and members of their team.

One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.

 

There are three basic behaviours involved in a relationship:

AGGRESSIVE: "I have my rights, you have none" (Win-Lose)

ASSERTIVE: "I have my rights, you have yours" (Win-Win)

SUBMISSIVE: "You have your rights, I have none" (Lose-Win)

This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.

 UNDERSTANDING INTERPERSONAL BEHAVIOURS


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As a leader, your every behaviour can be under scrutiny from your direct reports, your peers, key stakeholders etc. You need to make sure that what you do and how you behave does not alienate people, or undermining the commitment and effectiveness of your team.

You need to make sure you are aware of behaviours - whether strengths, weaknesses or leadership style - that could derail your leadership position.

This checklist takes you through a reflective self-assessment of how you think you work with your key contacts and enables you to produce a development plan focusing on improving any derailing behaviours you may have developed.

 ANALYSING DERAILING BEHAVIOURS 


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Good Feedback Is:

  • Invited – ideally, feedback should only be offered on request or by agreement.
  • Timed – for most people feedback is more effective when given shortly after the event.
  • Positive – It is paramount to spend time commenting on the positive aspects of performance.
  • Specific and prioritised – Quote the exact words or actions rather than using general statements like ‘that was fine’ and explain your reasons to the other person. Most people can only cope with a maximum of three points at any one time so be selective about your feedback even if this does cover every aspect.
  • Alternatives and suggestions – After listening to how the person themselves perceives their performance, offer your views on the ways in which they might develop or improve.
  • Owned – If the giver of feedback uses an ‘I’ statement, this leaves the receiver free to accept or reject a comment rather than having a view or a judgement imposed; it is a more sensitive approach for delicate issues.

When Receiving Feedback:

  • Listen – focus on understanding the feedback and avoid rejecting, arguing or being defensive.
  • Check your understanding ask questions to fully clarify; for instance, seek examples.
  • Acknowledge the giver – Show appreciation. The feedback might not have been easy to give.
  • Make a choice about what to do – You may wish to act on the feedback – or not. There is a choice. (more…)

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Communication is a process beginning with a sender who encodes the message and passes it through some channel to the receiver who decodes the message.

Communication is fruitful if and only if the messages sent by the sender is interpreted with same meaning by the receiver. If any kind of disturbance blocks any step of communication, the message will be destroyed. Due to such disturbances, managers in an organisation face severe problems. Thus the managers must locate such barriers and take steps to get rid of them.

There are several barriers that affect the flow of communication in an organisation. These barriers interrupt the flow of communication from the sender to the receiver, thus making communication ineffective. It is essential for managers to overcome these barriers. The main barriers to communication are summarised below.

Perceptual and Language Differences: Perception is generally how each individual interprets the world around him. All generally want to receive messages which are significant to them. But any message which is against their values is not accepted. Thesame event may be taken differently by different individuals. For example, a person is on leave for a month due to personal reasons (family member being critical). The HR Manager might be in confusion whether to retain that employee or not, the immediate manager might think of replacement because his team's productivity is being hampered, the family members might take him as an emotional support.

(more…)


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If you want to have successful teams in your organisation, make sure you have successful leaders.  What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.

What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.

In fact, when I asked team members from within a large financial institution what they wanted from a team leader they identified the following values they would like their leader to hold.

What do I mean by this you ask?  The way a team is led will have a major impact on the success or otherwise of the team.  In fact, when I asked team members from within a large financial institution what they wanted from a team leader they identified the following values they would like their leader to hold.

  • Trust
  • A commitment to their staff as well as the task
  • The willingness to support and serve the team
  • Inspirational leadership, combined with energy, enthusiasm and appropriate expertise
  • The guts to take responsibility rather than pass the buck
  • The glue to make the team come together and operate as a team
  • A willingness to have fun!

I’ll explain each of these in more detail. (more…)


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