February 12, 2010
Brett Simmons hosts a guest blog by Jim Taggart on how Leaders can earn respect in the workplace. Jim has been a student of Leadership for over 15 years and writes a blog at Changing Winds.
Some of the steps that Leaders can take to gain respect include:
1. It’s okay to change your mind. A failing of many Leaders is the fear that changing their mind will make them look weak. As Jim points out, what is important is explaining the reason for the change.
2. Communicate clearly and regularly. While this sounds obvious, in practice it is the lack of regular communication that can isolate a Leader from the rest of the organisation.
3. Give regular feedback on performance. Honest feedback when staff are doing well – and not so well – is a key step in gaining respect.
4. Share the Leadership. Delegate and empower – but only when your team are ready. As Jim says, park your ego.
5. Admit when you screw up. This is a powerful way to demonstrate Leadership – especially when it is done publicly.
Go to Brent’s blog for the full list.
January 6, 2010
I was in a retail store recently – an outlet of a major international brand based in a large shopping centre. While browsing, I engaged in a favourite past-time – people watching. The store manager was instructing a staff member to rearrange several displays. While I cannot comment on any previous interactions between the two, this one was enlightening in the use and impact of the manager’s body language as was the employee’s reaction.
The words used by the manager were both polite and clear. His tone and body language (especially facial expressions),however, told a different story. This was a manager who was impatient and determined to show the employee who was in charge. The impact upon the employee was worth observing. She was doing her best to maintain as much distance from her manager as possible given the circumstances. Her facial expressions were obviously neutral and her responses were mono-tonal. This was someone who was very much aware of the power dynamic at play and was not exactly happy with it.
The manager – as is often the case – was totally unaware of the impact he was having on one of his team. Relying on the power of his position, he expected the employee to carry out his instructions. However, the carrying out of those instructions would be all that he would receive. I would imagine that any additional or discretionary performance would not be forthcoming. Any situation that falls outside his instructions would likely require further interventions from the manager – taking up his time and effort. A simple realisation of how body language can change the manager/staff dynamic would have transformed this routine engagement.
Every interaction that we have with those that we work with has an impact. The question managers need to ask themselves is: what impact am I having and is that impact positive or negative to our the working relationship?