Wednesday, 26 February 2014
Authoritarian management styles reduce the teams' levels of motivation and flexibility.
When a management team rigidly gives orders, the ability of the organization to adapt and provide an exclusive level of service becomes more limited.
For that reason, developing emotional intelligence , connecting and building rapport with collaborators and teams enhance optimism, confidence, empowerment, motivation.
A more connected management style nevertheless entails certain risks. The proximity, the affective and emotional connection with the teams can create an unwanted and unproductive consequence: the inability to give feedback openly, clearly and efficiently.
As if the manager, when developing a more intimate and harmonious relationship with collaborators, would start fearing this confrontation and would feel uncomfortable to challenge them on their results or development.
The connection , syntony, proximity of managers with their teams need to be genuine, honest . It is the only way for them not to be manipulative.
This connection should enable managers to dare to share their expectations , opinions , feedbacks , testimonials openly... honestly but flexibly ...
For managers, the challenge lies in always being aware of who they are as individuals, in giving feedback with humility and detachment, so as to share and build solutions from listening, sharing, exchanging, negotiating ...
Build rapport, not paralysis.
Are you capable of honesty and openness in your feedbacks ?
Thursday, 13 February 2014
It is difficult to know when it's time to change ... Time to change strategies, tactics, attitude, posture.
It takes some time to realize that this is not working, we're not on the proper path, on the appropriate way ...
When we are accustomed to responding to challenges in a certain way, it is difficult to stop and convince yourself that it is not appropriate.
Many beliefs pollute the business world.
Personal, collective beliefs, based on past experiences, on routines, built from appearances ...
When something is not working with the desired results, do not obstinately give more of the same …
Maybe it's time to stop, to step back. change perspective, change strategy ...
Maybe you have to stop forcing destiny. sacrificing with antiquated tactics, with activities from the past .
Maybe you need to let go, to let the pressure down, to give yourself a chance to see the situation from a different perspective, from another angle ...
Time for less of the same, for something different ...
Where do you think you should stop forcing, stop putting force or pressure?
What other perspective would you like to try?
What will you let go? Where will you innovate?
Sunday, 2 February 2014
How useful are conflicts ?
Do conflicts in a company emphasize its dynamism or its disorganization ?
Should managers accept or ban conflicts?
Behind conflict there are unidentified, unaddessed needs... there are perspectives and views that yet have not been taken into account.
Beyond conflict there possibly are new ideas for improvement, new business opportunities or areas for the organization's development .
Conflict is a proof that there is motivation, commitment, dynamism.
The problem is that conflict situations appeal to emotions . They are uncomfortable. They create tension. They are therefore difficult to handle.
They push people into uncertainty, into danger. They generate adrenaline, create urgency, connect us with our most animal side, possibly pushing us towards passivity, aggression or flight.
They bring out our emotions, our vulnerability, our fragility.
At the same time a conflict is a evidence that this is important, that this is serious. That this is worth fighting for.
A company without conflict is a dormant, somnolent, numb company.
Are there conflicts in your business?
Do you handle them? Do you avoid them?
How do you feel about them?
Take advantage of conflicts. Learn to manage them and you'll get extraordinary results.