Samuel Johnson, an English writer wrote that, “Self-confidence is the first requisite to great undertakings.” It is in fact the master key of effective leadership.
Any individual can have self-confidence through time and through acquired experiences. But, this can be achieved only with sincere determination and discernment to improve and be developed.
Here are some pointers to consider on how to become a confident leader.
- Be sure that when a difficult task is assigned, it can be accomplished correctly, accurately and delivered on time.
- Continuously acquire new knowledge and skills through reading good materials (books, magazines, bulletins, etc.), through trainings or seminars and learning from experts.
- Be capable of providing the necessary guidance and training to subordinates in order to excel in their jobs.
- Should there be some setbacks or problems, be courageous and be flexible to rebound to normal self at once.
- Regard problems as challenges and opportunities for growth rather than trouble.
- Do not be upset when criticized instead regard the criticism in a positive manner.
- Have positive feelings about the most skilled and intelligent people instead of feeling being threatened.
- Have a positive outlook on chosen career and anticipate promotion or advancement in the near future.
- Project like a confident leader in the manner of walking, talking and in appearance.
- Maintain good health, have enough sleep to avoid irritability on committing mistakes at the workplace.
- Consider the value of time as the most precious owned asset.
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The definition of SELF-WORTH is the knowledge and appreciation of one’s own uniqueness and worth as a person, especially in performing different roles in life such as a career person, wife/husband, mother/father, son/daughter, superior/subordinate, etc.
No one can never really overemphasize the importance of self-worth. Any individual want to be accepted for what they are. All want to be loved for who they are. Not for what one can give or what can be done. But this acceptance and lovability should start with one self. An individual should first recognize its own worth as a person before others can.
To recognize one’s own worth is the foundation of all-productive behavior and healthy relationships. It is only when one believes in itself that can bring out fully the talents and potentials and relate with equal respect to another person as well as with one self.
The danger is that a person who doubts his own capability professionally and ability to be loved and accepted, personally begins to criticize him self, thinking he is “no good” or “not worth it”. Strong feelings of inadequacy and uselessness self-pity set in. This can led to his failure and downfall, eventually.
Everyone has been gifted with positive character traits and special talents. It is up to the individual to discover what they are and to use them to the best advantage.
The following can help discover an individual’s self-worth:
- Count the blessings;
- Develop knowledge and talents;
- Accept mistakes and practice the virtue of humility;
- Do not expect too much from others;
- It is best to set own standards and be challenge to reach them;
- Avoid comparison with others.
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Generally, the employees’ ability to think and perform well on their assigned tasks is the result of every superiors influence. The manager can either make them feel senseless and inexperienced or make them feel intelligent and innovative.
There are managers who believe that employees will perform better when they put pressure among subordinates.
In fact, there are instances wherein subordinates are given tasks to perform which are expected to be submitted on-time and accurately despite the absence of sufficient information about the assigned tasks.
There were studies conducted about stressful supervisors-subordinates relationships. They used a military situation as model where the managers have the same responsibilities as that of a commandant and the subordinates are closely identical with the soldiers.
The process was done by determining the extent of each person’s experience in the organization.
The supervisors were also asked to evaluate each individuals performance then, discussed with the group how much stress they observed in the subordinate-supervisor relationship.
The result revealed the following:
- Under low pressure, the employees who are more intelligent perform better than those who are less intelligent. The more intelligent employees used their creativity and innovativeness in performing their jobs.
- When the pressure is high, those intelligent employees perform just like those who are less intelligent.
It was concluded that pressure from superiors causes people to fall back on stereotyped solutions and routine behavior patterns. Whereas, subordinates think effectively and are more creative and innovative when there are less pressure from their superiors.
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Each employee brings into the organization knowledge, skills and experience which account for his individual worth. However, it is in bringing together the capabilities and worth of all the employees that the company is able to operate smoothly and achieve its objectives.
This is why mutual cooperation and harmony cannot be overemphasized in an organization. This is why being team-player counts so much towards good performance and productivity. All employees are linked together functionally just like the parts of the body. One part cannot assume responsibility for the whole body. And if one part malfunctions, then the entire organization is affected. Even religious organizations emphasize this value.
In order to attain success, there should be collective effort. It is important that each employee thinks and act towards a common direction or in accordance with a shared vision. Without it, even a group of highly qualified and productive individuals will fail in any endeavor.
In other words, the quality of relationships and the bond formed among individual members determine the output of any organization. The idea is to build more bridges instead of walls and allow trust and respect prevails.
These are manifested in honest and open communication, effective conflict resolution and the willingness to understand and resolve issued in the most constructive way possible. If everyone knows the meaning of shared responsibility and respect for people, it will result to healthy, working relationships.
On the other hand, if what was chosen is to carry on independently, withhold support and information from colleagues, and ignore the rights of others, it can be the cause for dysfunction in the workplace.
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22
Aug
Posted in Career, Jobs and Careers by Damien |
Dr. Roger W. Birkman, a writer contributor at Houston Business Journal, revealed about the common traits in every successful executive which could lead to an exemplary performance.
- The need for Authority. A respectable manager needs authority as a tool in order to accomplish objectives. His management style is consultative or participative, rather than authoritative. He has thorough knowledge about the goals and objectives of the company. He shares authority with co-workers who can help produce favorable and acceptable results.
- The need for a Purpose. A good manager looks for challenges and may sometime create the challenges because he feels success and victory when he overcomes them. He has an idea of risk and avoids situations where he cannot make definitive decisions. Because of this, he seldom commits serious mistakes.
- The ability to Delegate. The successful manager’s satisfaction and fulfillment comes from getting things done through other people, compared to less successful manager whose satisfaction come from being able to manipulate people and persuade them base on his point of view which could later complicate decisions and unfavorable reflection among people he leads.
- The ability to Empathize without getting involved. The studies show that the more successful executive’s good human nature leaves him open to natural emotions when and if they are appropriate, but he copes with these with exception with successful result, whereas the reaction of the less successful executive is to recognize but to detach himself from such emotions in a much difficult manner.
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