To deliver high quality results, business professionals should demonstrate confidence based on their fitting mindset, professional competency, accomplish their work resourcefully and innovatively, to enhance credibility-trust cycle consistently.
From a leadership development and talent management perspective, here is the logical scenario to develop the credibility-trust mutual enforcement cycle.
First direct the team, lead by example, and demonstrate leadership credibility: Leadership is the capacity to influence others through vision birthed by a conviction of a sense of purpose, motivate the team by a passion, and lead teams by example. With frequent disruptions and high velocity, leadership is about change, the purpose of change is to create a better future or get an optimal solution to emerging or existing problems, especially at the strategic level. It's about showing leaders confidence, because you know you are able to positively adapt in any given situation. Highly effective leaders have a very high comfort level with change and understand standing still is not an option in today's world. They are path-finders who can direct the team in the right path; and they are insightful and resourceful, able to make the most out of what they have to achieve their vision.
Leadership is also about role modeling, demonstrating leadership credibility by doing by what they say and saying what they do. While there are many components of leadership, one of the most important ones is the ability to adapt, model and influence, demonstrating leadership credibility. They trust their team members, empower them with effective collaboration platforms and efficient tools, so they can do their work creatively and productively. Hence, knowledge, insight, and wisdom are the best soft assets to build leadership brand and reputation.
Then, supervise and delegate-help the team become independent and gain confidence: Organizations with a command & control type of organizational culture indifferent to external innovations. You can't build trust or motivation effectively if you don't engage with people or leaders themselves lack credibility. Good leaders delegate, encourage independent thinking and recognize teams’ achievement, help people gain confidence. People's confidence is based on their knowledge, insight, and capability. Feedback and positive reinforcement are vital tools for leaders to use in order to influence their followers for the better.
"Generic" leaders probably existed in the past when the complexities in life were less, technical competencies required minimal, and those being led were less intellectually challenging to lead, motivate and manage. Highly effective leaders today are specialized generalists who understand their staff with professional empathy and practice effective leadership with proper delegation. To deliver high quality results, business professionals should demonstrate confidence based on their fitting mindset, professional competency, accomplish their work resourcefully and innovatively, and enhance credibility-trust cycle for making continuous improvement.
Then, mentor, guide, and nurture the culture of trust: Great leadership includes mentor capabilities. By mentoring, leaders are showing that they value others, and in order to add value to others, they need to hold people in high regards, not only for who they are but also for the potential that lies inside of them. Mentoring relationships range from loosely defined, informal collegial associations to structured, formal agreements between mentors and mentees. Mentorship inspires the culture of learning. There should be a balance between the organization and the individual where the responsibility for learning is concerned. Today’s business leaders and professionals need to be open-minded, resourceful, and develop the culture of learning and trust.
There is a different talent requirement to fit in different positions. By enhancing a credibility-trust cycle, mentors can allow the mentees to lead the agenda, avoiding being too prescriptive or manipulated. What you can and should do is to provide the opportunities (talent development) for people to hone their talents and develop their skills, train them well and align the employee’s professional goal with the strategic business goal. So the team can align with goals while using independent thinking- show individual or team’s cognitive credibility, tell staff what & when, but encourage them to pursue why and how, and deliver what they promised, show team credibility.
Trust but monitor; lead, not micro-manage: Most of these organizations with real teamwork are headed by strong leaders with original ideas. It's all about communication - influencing, listening, understanding your team, knowing the purpose of your communication efforts, choosing the right modality, giving and receiving feedback, negotiation. The team's creativity is inspired and motivated by the leaders, who see, understand, and appreciate the merits of different people. "Trust but monitor," active monitoring of management for transparency and analysis of potential long-term consequences must become the agenda, trust the team with clear deliverable and alignment.
However, in reality, misinformation or lack of true understanding and trust often make human society more decisive and less collaborative. Mistrust is also caused by a lack of contextual understanding, presumptions or illogical reasoning. Trust gap further creates innovation barriers and makes businesses or the society as a whole getting stuck at the low level of maturity. Thus, if business leaders can build trustful relationships with their teams who can make a unique, valuable, independent contribution to the business outcomes, and they can demonstrate in these terms, they will enforce trust and credibility cycle and improve the organizational manageability.
In the physical or business world, most relationships are nonlinear, change is continuously happening and spiraling up in such a dynamic environment. The organizational leaders need to develop a healthy cycle of credibility-trust continuum; the organization should be able to identify fundamental skill requirements at different levels of management and the individual must self-assess and identify what they lack to move forward and seek to learn through whatever means are made available. Thue goal is to build a high performance culture and drive desired change consistently.
First direct the team, lead by example, and demonstrate leadership credibility: Leadership is the capacity to influence others through vision birthed by a conviction of a sense of purpose, motivate the team by a passion, and lead teams by example. With frequent disruptions and high velocity, leadership is about change, the purpose of change is to create a better future or get an optimal solution to emerging or existing problems, especially at the strategic level. It's about showing leaders confidence, because you know you are able to positively adapt in any given situation. Highly effective leaders have a very high comfort level with change and understand standing still is not an option in today's world. They are path-finders who can direct the team in the right path; and they are insightful and resourceful, able to make the most out of what they have to achieve their vision.
Leadership is also about role modeling, demonstrating leadership credibility by doing by what they say and saying what they do. While there are many components of leadership, one of the most important ones is the ability to adapt, model and influence, demonstrating leadership credibility. They trust their team members, empower them with effective collaboration platforms and efficient tools, so they can do their work creatively and productively. Hence, knowledge, insight, and wisdom are the best soft assets to build leadership brand and reputation.
Then, supervise and delegate-help the team become independent and gain confidence: Organizations with a command & control type of organizational culture indifferent to external innovations. You can't build trust or motivation effectively if you don't engage with people or leaders themselves lack credibility. Good leaders delegate, encourage independent thinking and recognize teams’ achievement, help people gain confidence. People's confidence is based on their knowledge, insight, and capability. Feedback and positive reinforcement are vital tools for leaders to use in order to influence their followers for the better.
"Generic" leaders probably existed in the past when the complexities in life were less, technical competencies required minimal, and those being led were less intellectually challenging to lead, motivate and manage. Highly effective leaders today are specialized generalists who understand their staff with professional empathy and practice effective leadership with proper delegation. To deliver high quality results, business professionals should demonstrate confidence based on their fitting mindset, professional competency, accomplish their work resourcefully and innovatively, and enhance credibility-trust cycle for making continuous improvement.
Then, mentor, guide, and nurture the culture of trust: Great leadership includes mentor capabilities. By mentoring, leaders are showing that they value others, and in order to add value to others, they need to hold people in high regards, not only for who they are but also for the potential that lies inside of them. Mentoring relationships range from loosely defined, informal collegial associations to structured, formal agreements between mentors and mentees. Mentorship inspires the culture of learning. There should be a balance between the organization and the individual where the responsibility for learning is concerned. Today’s business leaders and professionals need to be open-minded, resourceful, and develop the culture of learning and trust.
There is a different talent requirement to fit in different positions. By enhancing a credibility-trust cycle, mentors can allow the mentees to lead the agenda, avoiding being too prescriptive or manipulated. What you can and should do is to provide the opportunities (talent development) for people to hone their talents and develop their skills, train them well and align the employee’s professional goal with the strategic business goal. So the team can align with goals while using independent thinking- show individual or team’s cognitive credibility, tell staff what & when, but encourage them to pursue why and how, and deliver what they promised, show team credibility.
Trust but monitor; lead, not micro-manage: Most of these organizations with real teamwork are headed by strong leaders with original ideas. It's all about communication - influencing, listening, understanding your team, knowing the purpose of your communication efforts, choosing the right modality, giving and receiving feedback, negotiation. The team's creativity is inspired and motivated by the leaders, who see, understand, and appreciate the merits of different people. "Trust but monitor," active monitoring of management for transparency and analysis of potential long-term consequences must become the agenda, trust the team with clear deliverable and alignment.
However, in reality, misinformation or lack of true understanding and trust often make human society more decisive and less collaborative. Mistrust is also caused by a lack of contextual understanding, presumptions or illogical reasoning. Trust gap further creates innovation barriers and makes businesses or the society as a whole getting stuck at the low level of maturity. Thus, if business leaders can build trustful relationships with their teams who can make a unique, valuable, independent contribution to the business outcomes, and they can demonstrate in these terms, they will enforce trust and credibility cycle and improve the organizational manageability.
In the physical or business world, most relationships are nonlinear, change is continuously happening and spiraling up in such a dynamic environment. The organizational leaders need to develop a healthy cycle of credibility-trust continuum; the organization should be able to identify fundamental skill requirements at different levels of management and the individual must self-assess and identify what they lack to move forward and seek to learn through whatever means are made available. Thue goal is to build a high performance culture and drive desired change consistently.
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