PeopleSmart in Business eBook - The Platinum Rule
PeopleSmart in Business eBook - The Platinum Rule PeopleSmart in Business eBook - The Platinum Rule
154 Six: Leadership Styles Action Plan . . . WHEN YOU ARE THE CAUTIOUS THINKER • Modify criticism (whether spoken or unspoken) of others' work • Check less oft en, or only check the critical things (as opposed to everything), allowing the fl ow of the process to continue • Ease up on controlling emotions; engage in more water cooler interaction • Accept the fact that you can have high standards without expecting perfection • Occasionally confront a colleague (or boss) with whom you disagree, instead of avoiding or ignoring them (and doing what you want to do, anyway) • Tone down the tendency to OVER-prepare WHEN OTHERS ARE CAUTIOUS THINKERS, GENTLY REMIND THEM TO: • Share their knowledge and expertise with others • Stand up for themselves with the people they prefer to avoid • Shoot for realistic deadlines and parameters • View people and tasks less seriously and critically • Balance their lives with both interaction and tasks • Keep on course with tasks, with less checking • Maintain high expectations for high priority items, not necessarily everything
The “best” leadership style Remember that there is no such thing as one best, all-purpose leadership style. Instead, the best leaders are those who realize what a job, role, or specifi c situation requires for successful performance and then ensures those outcomes. At times, this may involve a clear-cut match between your own strengths and the required actions. At other times, behavior requirements may vary. Th e eff ective leader may adapt his own natural style by using new behavior methods he has learned. Or he might call upon other qualifi ed individuals whose talents and energies can more productively handle the immediate problem. Or a good leader may take action to modify the environment. Th is could include shift ing the work priorities to ensure the successful completion of the necessary task without sacrifi cing the well being of other people. Using these breakthrough leadership techniques and options will maximize productivity. 155
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<strong>The</strong> “best” leadership style<br />
Remember that there is no such th<strong>in</strong>g as one best, all-purpose leadership<br />
style. Instead, the best leaders are those who realize what a job,<br />
role, or specifi c situation requires for successful performance and then<br />
ensures those outcomes. At times, this may <strong>in</strong>volve a clear-cut match<br />
between your own strengths and the required actions. At other times,<br />
behavior requirements may vary. Th e eff ective leader may adapt his<br />
own natural style by us<strong>in</strong>g new behavior methods he has learned.<br />
Or he might call upon other qualifi ed <strong>in</strong>dividuals whose talents and<br />
energies can more productively handle the immediate problem. Or a<br />
good leader may take action to modify the environment. Th is could<br />
<strong>in</strong>clude shift <strong>in</strong>g the work priorities to ensure the successful completion<br />
of the necessary task without sacrifi c<strong>in</strong>g the well be<strong>in</strong>g of other<br />
people. Us<strong>in</strong>g these breakthrough leadership techniques and options<br />
will maximize productivity.<br />
155