More than ever it is critical for both new and experienced leaders to recognize that before you can lead or collaborate with someone, you have to connect with them first.
Without connection, there is no trust. Without trust, there is no relationship. No relationship, no influence.
In this post, I provide 2 principles, 2 questions and 2 actions to help you understand your fears so you can release them and embrace change…
If you lead and manage people, you often need to look below the surface to uncover the real but hidden thoughts and feelings…
Once aware of where your people are, you can plan and implement effective interventions for a healthy workforce that can survive and thrive in times of change.
Like Dr. Chidiac, I share the hope that ROG “supports OD practitioners in their continued quest for emergent and relational approaches as a way of ethically addressing the growing complexity and uncertainty of organizational life”.
It definitely supports and guides me in my work.
In the spirit of Gestalt, don’t take my word for it. Try it out for yourself. Make your own experience.
…it’s unfair and even dangerous to ask or expect people to act happy when they don’t feel like it, I do believe that it’s important for companies to value the physical and emotional well-being of their workforce.
Furthermore, I believe it’s more important for them to act on what they see and hear from their employees. That is, if they really want to improve it.
Therefore, I welcome the mindfulness and yoga incentives…ones without unrealistic expectations attached.
Provide me with free coffee in the office and I’ll be more alert. But don’t expect a testimonial of gratitude for it. Offer yoga class on Wednesday nights, but don’t monitor my attendance.
Have you ever experienced this The Vicious Change Loop below?No matter how high-performing your team or how agile your organization, I'm sure you have.If the WHAT, WHY, HOW & WHEN for a new change are not clearly communicated, people will fill in the ...
To survive and thrive in the complex modern workplace, your team needs these 3 characteristics:
Diverse – a good mix of functions, disciplines and experience.
Agile – the ability to adapt well on short notice.
Influential – made of people with influence in the organization.
PRO TIP: If your team doesn’t have these characteristics, make the necessary adjustments. That is, if you want to be seen as a top team or project leader in your organization.
You can’t be everything for everybody. Some reports will find you too directive, others not enough. However, you can listen to feedback and adjust your style when needed.
In everything you do, seek to understand first and act second. There is no right way to lead your team or group. It is as unique as every individual in it. Therefore, your paradoxes and the balance you need to find for each of them will look differently than mine.
In parts 1 and 2 I have presented 7 which I consider most relevant to people managers working right now. Apply the relevant tips and examples as needed.
Modern leadership is full of paradoxes. To be an effective leader and people manager you have to be aware of the big ones. In part 1, I’ve presented seven that I think are highly relevant for these times. However, you need to look at your specific situation and decide which of them are most relevant to you.
I’ve also shown you how The Paradoxical Theory of Change is a key first step to mastering the leadership landscape.
In part 2, we will look at specific situations, outcomes and actions you can take on your path to mastering more.
FUN FACTOR. “…as psychological researchers discover more about how the human brain works, we’re gaining insights into exactly how to crank up the enjoyment factor…” - Laura Vanderkam, Fast Company. "THE SCIENTIFICALLY PROVEN WAY TO HAVE THE BEST VAC ...
