Managing others

Adele often jumps on stage and kicks off her shoes, because that’s what she wants to do. Choosing to manipulate yourself to be more appealing to people doesn’t result in long-term trust and relationship development, it enables short-term objectives until followers catch on.

Through my years of employment in many different places, I learnt many things. One of which was that everyone is immensely different. The culture of an organisation should aim to recognise this uniqueness and capitalise on it. When we are managing followers or employees, it can be troublesome to find the right way to do it.

“Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” – Stephen Covey

The unique qualities of the employees around me are what make employment interesting, but nonetheless harder to navigate.

The way we choose to deal with one person may not work with another, so generic approaches to leadership are doomed to fail.

Leader tool kits perhaps are a solution, comprising of skills and qualities which enable them to see beyond just one employee.

Exposing a true self as a mechanism to garner trust in relationships is one effective way to manage diversity. Our authentic selves are not perfect, and nor should we pretend to be. But our true selves are real, and that counts for a whole lot more.

If we feel we know who someone is, as a person and as a leader, we are more interested in liking them and perhaps trusting them. We can recognise when they make mistakes, because they will admit to it. We don’t have to guess what their intentions are, but instead accept them for who they are.

So, when we manage others without including our authentic self in the conversation, we are enabling our followers and employees to be dismissive of what we say, perhaps even questioning or doubtful of our intent.

Be more like Adele and her authentic counterparts. Expose your true self and people tend to respect that.

Image by AlexKormisPS (ALM)

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