The corporate leaders who did understand the
human side of their business and who were most effectively motivating and
mobilizing their people were operating mostly by instinct. just like the entrepreneurs.
These leaders were acting from the profound institution that profits follow
principles. Why were these leaders with all the immense resources at their
disposal, giving with their gut?
Because
almost no solid data existed to make the case for investing in people.
A high-performance enterprises that natures and
taps the talents, ideas and energy of its people. Healthy enterprises start
from core human values, such as trust, integrity, and team work, and they balance
the needs of all their stakeholders-employees, customers, shareholders, and the
larger community. they don't do this merely because it's right or fair. they do
it because it's better business, because it gives them profound and enduring competitive
advantage of a fast, flexible work, culture, where employees act like they own
the business, learn on the job, and care deeply about quality and service.
The first is crisis in commitment. People are not
working at their full potential competitive advantage comes from the effort
workers put in above and beyond "just doing their job". If a line workers
in a factory see as better way to reuse scraps but does not share it with the
company, that worker is, technically, still doing his job. He is earning his
pay, fulfilling the letter if not the spirit of his contract. but in a
competitor's factory down the road- or across the-ocean-another workers comes
up with the some recycling ideas and pushes to get it implemented. suddenly the
second factory gets more out of its raw material than the first-and not because
of superior technology or training, but purely because an employee gave more
than that was strictly required.
Leading Business Is Hard Work. Sometime people were downright passive-aggressive.
other times they were indifferent, as if their spark had been snuffed out. and
often they blamed management. the bureaucracy was too cumbersome. Top
leadership hoarded information, especially financial figures that would clarify
the big picture and enable workers to suggest improvement the glass ceiling
kept women and people of color "in their place". Technology was
implemented without any thought to the workers who used it, causing health
problems like repetitive stress syndrome. A restless demand for extra work
hours ate into precious times for family and leisure.
In the misguided efforts of leaders in hidden
another message: leaders need followers. leaders don't want docile, do
only-as-ordered employees instead, they want responsible, mature,
forward-looking associates. They want partners who are as committed as they are
to the success of the enterprises.
The simple fact is that leaders and followers
need each other, but they are not working well together. These rifts divide not
just employees and employers, but also politicians and constituents, doctors
and patients, teachers and students. Everywhere our leader-follower relationships
are tense, cynical, confused, and mistrustful. This dysfunctional relationship
is primary cause of the crisis in commitment. But the responsibility of mending
the relationship lies with leaders. Leaders must take the first steps, for it
is leaders who set the rule, create the culture, and determine the values and
principles that guide the organizations. Indeed, fostering mature and robust
leader-follower partnership is what leading people is all about, but most
leaders aren't pulling their weight. To put it another way, followers aren't
following because leader aren't aren't leading.
To short, healthy, high-performance enterprises
models of the organization that will succeed in the twenty-first century. in
every case, the key was leadership. Healthy, mature, self ware leaders were
unlocking the best in their employees, and therefore the best in the
enterprises as a whole. But where leaders were still projecting more of their
dark sides, leadership acted as a jailer rather than a liberator, confining,
creativity and enthusiasm, and keeping the best prospects of organization shut
way.
with growing conviction, the only way to
transform an organization in the deep, long-term ways that inspire people and
invigorate their efforts on organization's leadership. what we need, in all
walks of like and all endeavors is new leadership.
The eight principles
of leading people:
In studying and
working with these kinds of leaders, Robert H. Rosen have come to recognize
eight principles that run through all their stories, eight stands that, when
woven together, from wisdom in action. They are:
1. Vision: leaders see the whole picture and
articulate the broad perspective with others. By doing so, leaders create a
common purpose that mobilize people and coordinates their efforts into a
single, coherent, agile enterprises.
2. Trust: Without trust, vision becomes an
empty slogan. Trust binds people together crating a strong resilient
organization. To build trust, leaders are predictable, and they share
information and power. Their goal is a culture of candor.
3. Participation: The energy of an
organization is the participation and effort of its people. Leaders challenge
is to unleash and focus this energy, inspiring people at every level of the
enterprise to pitch in with their minds and hearts.
4. Learning: Leaders need a deep
understanding of themselves. They must know their strength and shortcomings,
which requires a lifelong process of discovery, and they must be able to adapt
to new circumstances. So too be with their organization. It must promote
constant innovation and the leaders must encourage their people to refresh
their skills and renew their spirits.
5. Diversity: Successful leaders know the
power of diversity and the poison of prejudice. They understand their own
biases, and they actively cultivate appreciations of the positive aspects of
people’s differences. In their organization. They insist on a culture of mutual
respect.
6. Creativity: In a world where smart
solutions outpace excessive work, creativity is crucial. Leaders pay close
attention to people’s talents, learning on their strengths and managing around
their weakness. They encourage independent, challenging thinking, and they
invest in technologies that facilitate the efforts of their people.
7. Integrity: A leader must stand for
something. As a public citizen acts by deep-seated principles. Every wise
leader has a moral compass, a sense of right and wrong. Good leaders understand
that good ethics is good business.
8. Community: Community is mutual
commitment, and it inspires the highest performance. Its human nature to go the
extra mile for one’s neighbors and fellow citizens, and a mature leader
stresses the organization’s responsibility to the surrounding society. A leader
also acts as a steward of the natural environment.
Ref. : Leading people "Robert H. Rosen with Paul B. Brown"
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