Of good and great leaders
WELL, there are good leaders, God bless their souls; and then there are the great ones! Let us take Arjun and Aman for example; both of them are leaders in their own right, but have completely diverging, even conflicting, views on what constitutes good leadership.
They react differently to the same situation. Let's eavesdrop on a conversation between Arjun and Aman as they share opinions and discuss the traits of an effective leader.
On responsiveness and the need to listen
Arjun: `Hey, I know my job! I don't require any advice or suggestions from people who work under me! They don't have as much insight as I do. Besides, these guys don't have enough courage to stand up to me and express an honest opinion. They always agree with whatever I say.'
Aman: `I never miss the opportunity to listen to any of my people. I believe that success for any leader lies in his ability to build trust and respect among the people they interact with.
I understand that some of my people are hesitant about expressing their opinions and if I feel that the person is not saying what he is thinking, I always push the pause. From experience, I have found that if I wait and listen in silence long enough, the truth comes tumbling out.'
On problem solving
Arjun: `I prefer to tackle problems head on. No point sweet- talking and pussy footing! Problem makers need to be weeded out and punished. I don't care who the guy is; if he has made a mistake, he must be served his just desserts!'
Aman: `It would be sad indeed to have conflicts and confrontations when they can be avoided. There is nothing wrong in using a little diplomacy. I prefer to concentrate on solving the problem rather than fixing the blame.
Even the best make mistakes. I sincerely feel that efforts should be directed at resolving a volatile situation and not at turning the workplace into a battle ground for hurling accusations!'
On asking questions
Arjun: `If I don't meet the targets, it is my head that will be guillotined. Don't I have enough to do without going around asking the staff questions like a gullible greenhorn on his first job? They would be better off listening to what I say!'
Aman: `The best way to get a person's true opinion is to keep asking the right questions. I prefer to use more of `Hows' and less of `Whys'. I feel people respond more positively when the focus is on `how' to solve the problem instead of `why' the problem happened.'
On expressing appreciation and getting feedback
Arjun: `If they make a mistake, believe me, I will let them know for sure! Or better yet, if it is a big one, I'll just save it for the annual performance appraisal. If they mind their business and do their job all right, I prefer to leave them alone. If they are really outstanding, well, they can look forward to a nice little raise, the next year!'
Aman: `Giving and getting the right feedback is essential for the success of any plan or project. Two heads are always better than one. Feedback lets you know how things are really faring. I am as open about giving feedback as I am about soliciting it. If a person has done well even in a small way, his efforts need to be appreciated. As for the guy who makes a mistake, he probably needs a little help and support to get him chugging along.'
On their expectations from their staff
Arjun: `Do your job, don't ask unnecessary questions and most importantly, toe the line!'
Aman: `Be honest, focused and value- driven. Respect yourself, your job, and your organisation. Be true to yourself. Ask questions, if you have them. We will find answers together. I don't expect you to follow my footsteps- I would be happier if you would walk with me and be my friend!'
Good leaders can do the job all right, mostly by hook and sometimes by crook; but it takes great leaders to rise to the challenge, define the mission, set the example and actually inspire their supporters into action. Leaders who just move from "good" to "marginally better" don't make much of a difference. It's not until one becomes a "great" leader that there will be a significant impact.
BS
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