Leaders establish very quickly the culture and climate of the organization. They can consciously or unconsciously convey messages to managers who encourage targeted action and personal responsibility or not.
I recently met one of my Executive Training Officers who is marketing and advertising for high technology companies in Silicon Valley. She joined me that the CEO will often listen to the ideas of their managers, but offer their ideas better. The unintentional message I sent by VP is that managers are less likely to deliberately participate.
The vice president noted that the CEO is somewhat ignorant of his behavior on his people. VP and I are working to be more aggressive so that he can give some comments to the CEO. Fortunately, the CEO is an informed leader and is open to receiving feedback and getting better. He wants to have a positive working environment and culture where people are fully involved.
Are you supporting a working environment that solves leadership positions at all levels?
Leaders who make serious attempts to contribute to governance must have three important working conditions:
1. Create space for standalone action.
2. Build a process to provide professional, social and emotional support.
3. Develop a culture that celebrates the practice of responsible willpower.
Managers must first have sufficient freedom to work, with leaders allowing sufficient independence to provide management with sense of personal ownership.
Preferably, managers will have an informal relationship with peers and mentors who can provide professional support, including the information and resources needed to accomplish their work. They also need emotional support to deal with stress and leak strong emotions. The manager of a coach can often provide support.
In order to disable management authority, leaders need to embrace appropriate behaviors as fundamental to the core business of the company and a common understanding of how it is in business.
The development of automation, support and culture that promotes willpower is not leading. Personal freedom and corporate support is difficult to combine. Highly independent managers focus only on their own tasks, often neglecting to share knowledge with others or investing energy in helping them succeed.
A brave, persistent and patient mindset can seduce this tension. No quick logistics fix will create a culture of sustainable, deliberate action. It stems from a long journey, where leaders constantly require targeted action and personal responsibility.
Working with a skilled executive trainer trained in emotional intelligence and implementing leadership decisions like Bar-On EQ-i and Index 260 can help you become a more targeted and productive leader. You can become a leader as a mother emotional intelligence and social intelligence and encourage people to happily participate in the company's strategy and vision.