When we attend a conference or other networking event, we have a tendency to flit from person to person and collect many business cards. This is the antithesis of what an introvert would do. As Cain says, introverts “prefer to connect one-on-one and around an issue they find important. So while an extrovert might attend an event and end up chatting with everyone, an introvert might attend an event, and have a few one-on-one conversations.”
By showing others the same courtesy you expect from them, you will gain more respect from coworkers, customers, and business partners. Holding others in high regard demonstrates your company’s likeability and motivates others to work with you. This seems so simple, as do so many of these principles — and yet many people, too concerned with making money or getting by, fail to truly adopt these key concepts.
No matter how small your organization, you interact with others every day. Letting others shine, encouraging innovative ideas, practicing humility, and following other rules for working in teams will help you become a more likeable leader. You’ll need a culture of success within your organization, one that includes out-of-the-box thinking.
A good manager needs to properly organize their team so their members’ new ideas can be turned into methods, protocols, or solutions. While a person with a high degree of domain expertise might be able to accomplish some of those feats on their own, without the motivational and organizational skills required to deal with other people, that person will likely not rise higher than their current position.
Bosses may consider themselves to be an “expert in everything” and may think of themselves as the only person able to deliver a solution to the entire team. A leader may facilitate brainstorming and encourage their team to ask smart questions. They may be more inclined than a boss to make a decision based on discussions they’ve had with their team. A leader may say what they think needs to be done, but the team members may help decide how it’s actually executed.
Consider the statistic that, on average, (a whopping) 69% of employee satisfaction and performance is attributable to the action of the work unit leader.1 Leaders play a unique role with each one of their followers, and it can be a powerful one that ultimately erodes or contributes to the creation of value and success for the organisation, its customers, the work team, and leaders themselves.
Comparable to the Roman tradition, the views of Confucianism on “right living” relate very much to the ideal of the (male) scholar-leader and his benevolent rule, buttressed by a tradition of filial piety.
Consistent, frequent meetings like monthly one-on-ones are a great way to make sure you’re giving enough attention to everyone. It might seem like a lot of time spent, but employee development is your most important job.
Financially successful people do at least one thing better than just about everyone around them. (Of course it helps if you pick something to be great at that the world also values–and will pay for.)
John Rampton is an entrepreneur, an investor, an online marketing guru, and a startup enthusiast. He is the founder of online payment company Due. Known as a connector, Rampton was ranked No. in Entrepreneur magazine’s Top 50 Online Influencers in the World, and named a marketing expert by Time. He currently advises several companies in the San Francisco Bay Area.
That makes me think of a story I heard many years ago for which I don’t remember the source. It was about a steel worker who found his job very un-motivating. Day after day, he loaded beams of steel onto trucks. Then one day, after another hard day, he listened to the space shuttle lunch on the news. Much to his surprise, it was mentioned that the steel used to build the space shuttle was coming from the steel plant that he was working in. Needless to say, he was quite happy to brag to everyone in the room that he was the one who loaded those beams of steel onto the truck to be delivered. If his superior would have taken a few minutes to explain what the steel was being used for, perhaps he would have changed his perception and would have been extremely proud of his efforts, as little as they were, in helping to build a space shuttle.
One of the more recent definitions of leadership comes from Werner Erhard, Michael C. Jensen, Steve Zaffron, and Kari Granger who describe leadership as “an exercise in language that results in the realization of a future that wasn’t going to happen anyway, which future fulfills (or contributes to fulfilling) the concerns of the relevant parties…”. This definition ensures that leadership is talking about the future and includes the fundamental concerns of the relevant parties. This differs from relating to the relevant parties as “followers” and calling up an image of a single leader with others following. Rather, a future that fulfills on the fundamental concerns of the relevant parties indicates the future that wasn’t going to happen is not the “idea of the leader”, but rather is what emerges from digging deep to find the underlying concerns of those who are impacted by the leadership.
Leaders recognize their need to attract followers. Followership is key to understanding leadership. To follow, people must feel confident in the direction in which the leader is headed. To have this level of confidence, the leader must have clearly communicated the overall direction, the key outcomes desired, and the principal strategies agreed upon to reach the outcomes.
Visionary leaders are good in transition situations. Think about a new CEO coming in and immediately laying out the long-term vision for a place after the disgraced exit of his predecessor, the company and the employees benefit in this case.
Principal Parrott at Miraloma holds a monthly parent-principal chat, an informal time when parents can come to ask questions and give input. She also schedules meetings and events at times when parents are already at the school picking up their children, for example, when the after-school program closes for the day.