First, we need to understand the common traps line managers fall into. These are usually in the broad areas of avoidance and not wanting to be the bad guy. Failure to speak up when the issue is current usually means we are trying to either buy time or hope the problem will take care of itself. We also don’t want to be the bearers of bad news and try to couch our feedback with vague language or ascribe negative observations to others. Continue reading
biases, ego, encourage feedback, flattery, flexible, Followership, Hierarchy, honesty, impossible pedestals, Integrity, leader-follower collaboration, leadership, Leon Menezes, manage upwards, managing paradoxes, organisational culture, positivity, reliability, respect, subordinate, trust
While leadership has become a billion-dollar industry, generating reams of print, not too much is said about the other part of the equation – the followers. Understanding the dynamics of this relationship – which we often choose to ignore, at our own peril, is crucial to ensure a mutually beneficial leader-follower collaboration.
The nexus of this equation is that respect and trust work both ways; if either party overlooks this, then the seeds of a relationship, fraught with potential risks, are sown. Too often, followers play the sycophancy game, resorting to flattery to deceive. This could either be the subordinate’s fault, the organisational culture, or simply the leader’s vanity; all of these engender obsequiousness which crushes employees’ morale, and their only concern is survival. Continue reading
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The Alpha Leadership Model was developed by Professor Julian Russell and researchers/authors Anne Deering and Robert Dilts in the late 1990s. Their objective was to assist managers to effectively manage a multicultural workforce in an increasingly digital and global corporate environment. This leadership model remains relevant today, and in Pakistan it is gaining traction due to the exponential increase in e-commerce, which has resulted in a growing need to develop ‘alpha leaders’.
Alpha leadership centres on three A’s:
Anticipate. Alpha leaders (also known as Alphas) keep abreast of current technological and socio-economic trends; they constantly develop their critical thinking skills and possess foresight. These qualities enable them to anticipate emerging trends that can impact their organisation’s operations in the future, so that they can develop and implement contingency strategies to prevent – or manage – crises.
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You don’t have to wait to get stuck in your career to consider getting a coach to help you through. If you reflect on your performance appraisals or review your competence profile against the requirements of your position, you should be able to come up with a few choice areas for development. Or, you could look at the requirements for the positions ahead of you and work on potential gaps.
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With the onset of spring, professionals across Pakistan, will fold their sweaters and revert to the usual dress code. But have you ever walked into your office and observed everyone, particularly the way they are dressed? The least professional will tend to dress sloppily while those dressed as if they were going to a wedding may not be taken very seriously. No surprise then that 41% of the employers surveyed by Careerbuilder.com said that they are likely to promote employees who dress ‘professionally’.
As the old adage goes, “Dress not for the job you have, but for the one you want”, because what you wear reflects how you feel about your job. At work, you want to be remembered for the timely execution of your projects, your effectiveness in dealing with an unruly team or the ability to nail a presentation. Your clothes should not take away from that nor do you want to be too caught up with how you look. An appropriate dress sense helps build an image, exhibits your personality and reflects on your ability to ‘fit in’ and ‘lead’. Continue reading
(EBWA), acknowledging, alignment, appreciate, appreciation, communicate, company goals, constructive, corrective guidance, courteous, creativity, direct eye contact, employee engagement, employee engagement culture, employees, encouragement, Engage by Wandering Around, Feedback, impact, improved productivity, job security, lower attrition, management style, manners, objectives, performance pointers, Please, polite, Productivity, respect, Samir Dawoodani, self-esteem, thank you, work satisfaction
‘Employee engagement’ refers to the alignment of an organisation’s employees with the company’s overall goals and objectives. Employees who are committed to and engaged with the organisation work to provide decisive competitive advantages – including improved productivity and lower attrition.
Here is how you can engage your employees:
- Respect is the first step when inculcating an employee engagement culture within an organisation. Respect employees by acknowledging them; make it a point to be pleasant, listen to what they have to say, make direct eye contact during dialogue and be polite and courteous. ‘Please’ and ‘thank you’ are powerful words – use them. Continue reading
Altius, ‘the good of the team’, “treat others as you would wish to be treated”, behaviour and actions, behaviours, Citius, co-operative, communicating, comparative performance, dedicated, encouragement, ethics, Excellence, excellence and friendship, Fauzia Kerai Khan, Fortius (Faster, Friendship, high expectations, Higher, July 27, language, London, Olympic Games, Olympic Motto, Olympic Movement, Olympism, participating, personal objectives, recognizing, respect, strengths, Stronger), The Golden Rule, The universal value of respect, understanding, winning
Olympism, also known as the Olympic Movement, is a philosophy that is an integral component of the Olympic Games which will begin in London on July 27. It is hinged on three fundamental values: respect, excellence and friendship.
By reflecting on the translatable behaviours and ethics of Olympism, we can embody these values to overcome personal barriers and reach new heights in the workplace.
1. Respect refers to respect for ourselves, for one another, for the rules, for fair play, knowing one’s own limits, acknowledging and being considerate towards other people and their feelings and keeping an open mind and being non-judgemental. This contributes towards removing prejudices and developing a more open and inclusive workplace. The universal value of respect is demonstrated via language, behaviour and actions. The Golden Rule sums up respect: “treat others as you would wish to be treated.”
2. Excellence describes the quality of effort that should go into one’s work. This value refers to giving one’s best, without over-emphasising comparative performance yet still being determined to achieve one’s personal objectives. Excellence is not just about winning, but also about participating, being dedicated, having high expectations of oneself and striving to do one’s best. This value is captured in the Olympic Motto, Citius, Altius, Fortius (Faster, Higher, Stronger).
3. Friendship is about understanding each other, providing encouragement, communicating well, being co-operative, recognising other people’s strengths and making decisions based on ‘the good of the team’ rather than thinking of just oneself.
In essence, the Olympic Games are about much more than sporting excellence; individuals – and organisations – can adopt these values to make the most of their talents, promote the spirit of competition, the pursuit of excellence and a sense of fair play.
– Fauzia Kerai Khan
The writer is Chief Consultant, i&b Consulting,
Training, eLearning. email@example.com