would classify a particular person they had worked with as a poor leader. Typical responses included ‘I felt put down’, I was used’, ‘he ignored me’, ‘I was left isolated and uncared for’, ‘I never knew where I stood’. Moreover, all responded negatively at the suggestion of a possible return to work with that person. This last sentence clearly showed a lack of respect for the relationship that still exists well beyond the previous physical presence. *Research: The Leadership Challenge, Jim Kouzes and Barry Posner
Relationships @work have impact Any organization has a set of relationships at its core, which contribute to dependency. In short, when a relationship is not healthy, the dependency will mirror this, negatively impacting the efficiency of productivity and results.
It’s clear that leadership depends on healthy relationships and I would go even further saying that leadership IS first and foremost a relationship! Significant performance comes from healthy relationships that make people feel confident, welcomed, dignified and respected.
Traditionally, demands for increased efficiencies are initially distributed to the top of the organization where conventional managerial relationships exist. It is assumed that those managers with a top position are ‘leaders’ and leaders naturally have followers; indeed, any leader without a follower is simply strolling around in circles, feeling lonely. Such long-standing assumptions do not serve well in the 21st century, and therefore what is ‘supposed’ to work does not always do so. In the light of that, true leaders understand the importance of earning followership, especially in this day and age. This followership will depend on the quality of the relationship that exists between the one who aspires to lead and those who aspire to follow.
More often than not, inefficiencies manifest themselves at the operational level of organizations and have direct impact on the customer. This level is one rarely visited by ‘those at the top’, opening possibility for this inefficiency to go ‘unnoticed’. What could a senior leader introduce into the space of relationship with his/her frontline team to ensure inefficiencies are not only exposed and willingly identified but also welcomed as a great opportunity for improvement?
1. Environments with open minds, fueled by a genuine curiosity Questions have a fabulous way of uniting people, given that they encourage the sharing of thoughts, opinions and expertise. Questions have the ability to teach us something (if we listen to the answer) while showing a deep respect for others being ‘of value’.
When a research* study enquired as to why respondents would classify a particular person they had worked with as a great leader, typical words that showed up included ‘they made me feel empowered’, ‘I grew tremendously working with them’, ‘I felt significant and cared about’, ‘it was energizing’. Moreover, all responded positively at the suggestion of possible return to work with that person should the opportunity arise. This last sentence clearly showed a deep respect for the relationship that still exists well beyond a physical presence. Reiterating a similar trend with the converse reality, the same research study asked why respondents The Source
Should an environment contain closed minds, fueled by disciplinary priorities and hierarchical control, any and all chance of understanding another’s perspective is lost forever.
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