To get the most out of their workforce, today’s bosses may
need to look at their own role and their subordinates --- a bit differently
than superiors did decades ago. A strong and effective leader certainly stands
at the top of a hierarchy, but great bosses today don’t act hierarchically.
While people thrive under great bosses, in today’s business
world they are also looking for a safe haven work environment where trust, and encouragement are bedrocks of the work culture.
Here are three ways a boss can get people to follow, and do
so without being punitive and domineering:
A.
Don’t
treat employees like children:
The level of complexity and the pace of
change that leaders at all levels face today is unprecedented. The pressure for
achievement is intense and when mistakes are made, or when staff show up
disengaged, tempers can flare.
Frustration and anger are powerful
emotions, and when leaders get flooded with these feelings they typically fall
into a model of leadership and accountability deeply embedded in their memories
--- “parenting”. So they demote their employees to the role of children.
But most adults do not want to be
patronised or treated like children. Those ways don’t inspire employees to
thrive in their work environment or put forth their best effort.
Employees today, especially among the
current generation entering the workforce, are far more likely to quit or
deliberately underperform under those conditions. That’s bad for morale,
damages the culture, and encourages turnover.
B. Be positive:
A leader who cultivates a positive culture
can reap benefits. There is a significant relationship between “virtuousness”
in workplace --- forgiveness, compassion, optimism and trustworthiness --- and
improvements in everything from profitability and productivity to quality,
innovation, customer satisfaction and employee retention.
Leaders need to move away from the “CPO”
template, where they are the Chief Punishment Officer, and instead move to
friendly modes as mentors, coaches, good listeners and captains of positive
recognition.
C. Don’t be subverted by subcultures:
A top leader need to ensure the next layer
of leadership are consistently echoing the organization’s ethos at every level
throughout .
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