ROCOACH

  |  17.11.2017

The three main elements of effective leadership today

Personal management is the cornerstone of the effective leadership today

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AFTER 16 YEARS OF COACHING IN ROMANIA, I “see” that the subject of the leadership remains a difficult one. Of course, there are leadership books, our classical training systems on leadership have emerged, and the Romanian coaching business has evolved and it’s now seen as a reliable form of business interaction. But that’s still not enough.

 

For example, you can’t look for advice in about 50,000 existing books on leadership, because it’s hard to make choice and it’s hard to find that book that answers your question. How can one choose between top titles such as “The 21 Undisputed Ideas”, “Six Steps to Transforming Performance”, “Seven Key Principles for Effective Development” etc? Moreover, if you attend a minimum of 3-4 courses on this vast topic, it is almost impossible not to get confused.

 

Why?

 

Simple: because, apart from generally valid principles, most of the driving acts are completely context based. But, when we talk about this we have to be very careful not to find ourselves in the other extreme: excessive contextualization. Here, those who provide consulting and coaching services sometimes lose the principle of approaches, often falling into excessive over-contextualization. To approach an effective type of leadership we have to understand that there are three main topics that we have to change. We live in a period that challenges the rules of the game and leadership as we knew it is not good enough.

  1. PERSONAL MANAGEMENT
  2. CONVENTIONAL LEADERSHIP VS. PERMISSIVE LEADERSHIP
  3. WORKING WITH MILLENNIALS

1.  PERSONAL MANAGEMENT

I’m going to start this article series with the Personal management section, which I think is the cornerstone for the other two. Given the fact that most of the leadership problems come from an unbalanced situation is very important to understand this concept and to manage to work ourselves out of this issue.

It wasn’t a shock to me reading the old papers about human psychology, and seeing that the reasons described there on the topic of why personal management fails are still valid today.

Taking this approach into consideration I’m going to structure the fundamental teachings of Buddha Sakhyamuni into six ideas that are constructed from opposite visions. My intention is to illustrate this set of principles so I can clarify and simplify the act of “self-leadership”. I found this approach relevant for every business leader that wants to grow and understand that a strong type of leadership comes from his own stability.

The first two factors (greed and hate) refer to the “desire” axis. We find here the classical situation: too much desire for something. People that found themselves in a leadership position always tend to see this power as a way of having everything that they wish for. Sometimes they forget that they are more in a guiding position and also a role model for other businessmen. In this situation, the leaders must understand that times have changed and nobody is willing to follow someone that is greedy and doesn’t show respect and consideration for others.

The next two are on the “energy” axis: inertia (too little energy) and agitation (too much energy). Burnout, exhaustion, and depression are classical examples of too little energy. These situations are very common among the leaders that understand leadership as something that they have to do all by themselves. They forget that their role is to manage teams. On the other hand, too much energy is just as damaging. A leader that is tireless and “all over the place” has the tendency to make everybody impatient. This type of behavior is also linked with the understanding that a leader has to do everything.

Obviously, the mood is more contagious than common flu. Leaders’ states are particularly infectious because people take their behavior as an example. Leaders who are lethargic or agitated will not be effective in their work nor attractive to people working with them.

 

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