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Extroverts are the new black in business, but don’t write introverts off just yet. There are times when the thoughtful, reflective leadership style is an effective alternative to outgoing, gregarious extroversion. Conversely, there are times when taking the bull by the horns and expressing one’s thoughts makes all the difference. Look at the best practices for mitigating the limitations akin to both managing styles.
Surprisingly, according to one Harvard study, which style is best for your business depends largely on your subordinates. When staffers are eager to share new ideas, address problems or suggest new solutions, introverts will foster an innovative, creative company culture.
Don’t mistake this Covey with his father, author of the “7 Habits” series. He is his own person, and has written a book that could revolutionize our view of trust in organizations. I highly recommend this book; it is deep and thorough and not to be read in a few evenings. The information and wisdom it possesses should be savored, pondered, and integrated slowly for the greatest impact. When corporate scandals, terrorist threats, and betrayal by our leaders have created low trust on nearly every front, Covey maintains that the ability to establish, grow, extend, and restore trust with all stakeholders is the key leadership competency of the new global economy.
Trust is defined as having confidence. When you trust people, you have confidence in them – in their integrity and their abilities. When you distrust people, you are suspicious of them. Covey cites a study showing that total return to shareholders in high-trust organizations is almost three times higher than the return in low-trust organizations. On a personal level, high-trust individuals are more likely to be promoted, make more money, receive the best opportunities, and have more fulfilling and joyful relationships.
Dr. Goldsmith is one of corporate America’s preeminent executive coaches. He charges a lot for his services, and his clients enthusiastically assert that he’s worth it. But if you don’t have the money to hire him personally, you will get a flavor for his work by reading this fine book. And you might see yourself in its pages.
This book is designed to help successful people become even more successful by identifying an interpersonal problem that they need to stop. Goldsmith discusses the twenty habits that often cause successful people problems. These include: winning too much (the behavior that encompasses many of the other problems), adding too much value, making destructive comments, speaking when angry, withholding information, and not listening.
Goldsmith’s solution to these interpersonal career stoppers is to understand what you need to change and then move through his formula for making lasting change. The most daunting step is deciding what needs to change. Goldsmith warns us not to undertake changing more than one item on the list at a time. To help you choose, Goldsmith strongly recommends getting feedback from those who see you regularly.
So, you’ve discovered that your business needs a change — and that change is how your employees work. You’ve decided that they need to be more engaged, more motivated and that your leadership style has to change, but something just isn’t working. Your employees are resisting, almost on the urge of revolting, but why? I’ll tell you — they don’t know why they have to change. Change without reason, is as good as no change at all. All the tips in the world for how to engage your employees just won’t matter if you can’t implement them correctly. Here are a few steps that you can utilize to initiate change.
It’s no secret – Happy workers have a tremendous impact on productivity and keeping down costs. For many workers, flexibility is a key to maintaining a positive environment. Research shows that employees feel important when management makes it easier for them to work around their personal schedules. Not only does this increase demand for flexibility in scheduling, but it also suggests that companies should reevaluate where and how work is completed and their control over how employees spend their time.
According to a Gallop Poll, over $350 billion are lost each year due to satisfaction problems in the workplace. Changing management techniques and adopting the best practices can help your staff feel their jobs are truly a benefit to their lives.
Too often, managers get stuck acting like parents around a business. They spend more time trying to keep track of employees than focusing on their own work. Some scream commands then slam the doors to their office closed, leaving staff feeling resentful and often confused over the best ways to do their jobs. Others spread themselves too thin trying to do all the work in an attempt to meet company goals without making any enemies. A manager’s role is a delicate balance.