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The instructions for
thinking outside the box
are printed on the outside.
Want to get out of your box?
wok with Dianna
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FutureVisionsSM
creating sustainable
results in growth and performance
How do you know whether you are up to the challenges power
brings? How do you know whether you are a leader in the making, or are
better placed in a position in which you respond to authority rather
than exercising it?
All good managers
also have leadership abilities but not everyone can
lead. Not everyone, indeed, even wants to lead or to have power.
Leading brings perks, but it also brings enormous pressures; many
people would rather not have to cope with these, have no interest in
leading, or know instinctively that such a life is not for them.
Others feel drawn
to the challenges and responsibilities of leading and see the
acquisition of power, with all that it entails, as a major goal in
their lives. It isn't always possible to see who will make a good
leader and who won't. Despite the fact that there are strong
indicators in a potential leader, such as the ability to think
clearly, to act with confidence or to display calm resolve under
pressure, as well as specific qualities such as presence, poise and
style, these are not always enough to make an accurate prediction.
Some people come from behind to win a race, just as some who seem to
lack leadership potential to start with ultimately come through as
fine and upstanding leaders.
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If you are
interested in acquiring a position in which you can exercise power
and authority over others, or you have it already, the following
questions will be useful. They will help you to clarify why you want
to lead and whether leading is the ideal course for you to pursue,
although of course they will not give you a conclusive answer.
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Are you
prepared to take the final decision after a group discussion? |
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Are you
prepared to answer to a client for a mistake that someone else
further down the line has made? |
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Are you
stimulated and energised by decision-making? |
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Can you face,
calmly and with clarity, a difficult disciplinary task such as
firing someone who may have a young family to support? |
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Do you look for
the potential in everyone, and encourage it? |
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Do you feel
comfortable with the idea of power, and the spotlight that will be
turned on you? |
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Do you see the
perks and privileges as secondary to the responsibilities of a
leadership position? |
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Are you
prepared to do anything you would ask another person to do? |
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Do you want to
use a position of power to benefit others, both within and outside
your business or community? |
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Can you keep a
sense of humility, no matter how great the power you have? |
To reach your
goals as a leader and then surpass them, to provide clear direction
for others and to persevere when the going gets tough, you need a
vision of where you are going and a mission which must be fulfilled.
You may not know for certain the answers to all these questions. But
if you take your time and answer with thoughtfulness and honesty you
may achieve a clear picture of whether leadership is right for you
or not.
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FACING
RESPONSIBILITY: There are two kinds of responsibility which those in
power must face. The first is to yourself and the second is towards
others. Both are equally important.
Responsibility
Towards Yourself: If you are in a position of power and
authority and don't meet your responsibilities towards yourself, you
won't be able to meet those you have towards others. This simple
truth means that being responsible towards yourself is not
self-indulgence but a prerequisite to being a good leader. These
self-responsibilities include:
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Being honest
with yourself |
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Admitting and
dealing with your own mistakes |
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Taking care of
your health and your physical and mental wellbeing |
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Keeping your
life in balance, so that work is only one, albeit a major, part of
it |
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Asking for help
when you need it |
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Recognising
your own strengths and weaknesses |
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Regularly
self-appraising |
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Being kind to
yourself when you are overtired, ill or under stress |
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Making sure you
have someone you trust, outside the company, whom you can talk to
about your own troubles and pressures |
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Making sure
that your position means more to you than simply the salary and
perks |
Responsibility
Towards Others: Once you are meeting your responsibilities
towards yourself you can begin to be effective in meeting those you
have towards others. Those you have authority over will look to you
for direction and example. Your responsibilities towards others
include:
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Refusing to see
yourself as special, chosen or superior, and remembering that no
one is indispensable |
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Being willing
to do yourself anything you ask someone else to do - and
demonstrating this |
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Sharing the
company's success and profits with everyone |
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Noticing if
someone is down, troubled, ill or overtired, and responding with
compassion |
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Treating
everyone with respect |
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Listening to
what others have to say |
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Enabling others
to feel good about their talents and abilities and to enjoy what
they do |
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Recognising
ability in others and passing on responsibility accordingly |
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Creating an
atmosphere in which working hard is a pleasure |
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Encouraging
others to have a life outside work and to work reasonable hours |
These
responsibilities, towards yourself and towards others, are the
foundation stones of good leadership and, when met, will bring great
rewards in the form of good working relationships, mutual respect,
increased productivity and the success of your organisation.
For what research confirms employees would tell bosses - if asked,
send an email to
bs@futurevisions.org
with
"MWS research on bosses" in the subject
and nothing in the body
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