Personal understanding:
Leadership, in essence, is about working with others to complete tasks; being true to one’s heart, recognizing others and their work as authentically and proactively as possible, openly and sincerely acknowledging their contributions, true emotional connection,
authenticity Sex and positivity; knowing yourself and being yourself, being a leader means being yourself. Your own
positive reactions can evoke something you love in people you find difficult to get along with.
Stay authentic but not necessarily happy in relationships. When we act as drivers, trying to push others to take action.
Contributors, when we are true to ourselves and interact with others with kindness, we are the best version of ourselves and help others be the best version of themselves. Recognition:
whenever possible Be authentic and proactive in recognizing others and their work, openly and sincerely acknowledging their contributions; praise is only valuable when it is specifically related to the work - praise should be specific to employees' desire to be valued; create psychological safety for the team
; Recognition and gratitude, positive relationships; don’t ignore those who work with you. Turning a blind eye to the efforts of others has been proven time and time again to be a wrong and destructive
reaction. The root cause may be that the success of others makes you feel insecure. and a sense of threat, or for some reason you are unwilling to actively acknowledge others.
Good teams don't make more mistakes, they just report more mistakes.
Learn to face failure, otherwise you will fail; to yourself and your colleagues We experience failure with this openness, a sense of
security, a sense of the big picture, knowing exactly what's going on at every turn, whether it's good or bad.
An authentic and positive attitude leads to optimal leadership relationships
An authentic and positive attitude leads to optimal leadership relationships
No matter where you are in the organizational hierarchy, whether your role is formal or informal, positive relationships are key to good leadership because leadership is, at its core, about working with others to get things done. Building healthy relationships requires authenticity and positivity. The key to success as a leader is to stay true to who they are and bring their unique experience, passion and skills to work. Not only that, it is also important to express timely and effective recognition and gratitude. Don’t ignore those you work with, be as genuine and proactive as possible in recognizing others and their work, and acknowledge their contributions openly and sincerely.
Since there is clear evidence that authentic relationships contribute significantly to personal health and happiness and organizational success, why not make it a priority in the workplace?
Authenticity and Positivity: Facilitators of Relationships
If you want to have a positive relationship, you theoretically have billions of options in the world through which a friendship can develop organically and with basically no effort. But in comparison, the work environment has a much smaller range of choices and may include people you simply can’t imagine yourself getting along with. However, given that most people spend long working lives, the well-being of individuals and the success of organizations largely determine whether they can develop healthy relationships in the workplace. How can we achieve our goal? Researchers have found that in addition to prioritizing relationships and creating opportunities for authentic emotional connections, there are two key integral components to healthy relationships: authenticity and positivity. Strictly speaking, "authenticity" means "not false, genuine". You can pretend to enjoy someone's company, but you can't fool anyone. If you can take these two important steps toward authenticity, you'll be more likely to have a constructive relationship. The two steps are: know yourself and be yourself. Warren Bennis, the late founder of the University of Southern California’s Leadership Science Institute and the father of leadership, wrote in his book, Becoming a Leader: “Unless you truly know yourself, your strengths and Cons, know what you want to do and why you want to do it, otherwise you won't succeed. You are your own raw material, and when you know yourself, you are truly ready to create yourself." Being yourself doesn't always mean easy. The need to please others, the need to maintain authority, the demands of your job role, and pressure from your boss can all prevent you from showing up as your authentic self. Trusting and following your heart requires calmness and courage, but these are necessary if we are to lead and relate to others effectively. Warren Bennis, the father of leadership, wrote: “Being a leader means being yourself, but this is easier said than done.” Professor of Management Practice at Harvard Business School and medical device manufacturer Medtronic ) Former CEO Bill George conducted in-depth interviews with 125 highly successful business leaders. After reviewing 3,000 pages of interview transcripts, George's team, like thousands of researchers before them, couldn't accurately describe what a successful leader looked like. The only conclusion Bill George can draw is that the key to a successful leader is being true to their own heart and bringing their unique experience, passion, and skills to work. But in real life, you may have no choice but to deal with this person in the workplace, so building a positive relationship may be more difficult than you think. But it’s important that you remember that no matter how easy people seem to understand, they are actually complex and multifaceted.They have their own families, hobbies, and concerns that may prevent you from getting to know the real them. You may not really like this person at first, but you can try to discover and tap into things about this person that really resonate with you, and just as research on amazing mirror neurons and oxytocin shows, you will Find that your own positive reactions can evoke something endearing in people you find difficult. Go look for it and you will find it! We use a simple matrix to illustrate the effect of combining authenticity and positivity. The matrix in Figure 1 shows us 4 different relationship patterns. Among these four modes, you may wander between each mode, but it is impossible and useless to fix yourself in one of them.
At this point, you should ask yourself: Which pattern do I belong to? Which area did I spend the longest time in? Let's look at the upper left corner first. When being authentic but not necessarily happy in a relationship, we act as a driver, trying to push the other person to take action. This can happen when we are highly motivated and task-completion oriented. In this mode, we don’t care much about other people’s emotions and feelings, because our goal is just to get things done. On the other side of the matrix, in the lower right corner, is the higher positivity, lower authenticity spectrum of the relationship, which means we are acting nice but may just be faking it. We call people in this mode people pleasers, but depending on the situation, sometimes this mode can also be manipulative. This model makes being popular and gaining approval equally important, even if it means hiding who you really are. When we communicate primarily by choosing what we say based on what we think others want to hear, we are in pleaser mode. When you are in the lower left corner of the matrix, your authenticity and positivity are low, that is, you are detached from both your own feelings and the needs of others. In this mode, you will not be too kind and will not Put special effort into managing this relationship. We find that being aloof is not a common mentality because it is both hypocritical and unhelpful, but everyone has experienced such moments at one time or another. When we are in the upper right corner of the matrix, we are authentic and positive, which means we are at our best and bring the best of ourselves into our relationships with others. This is Contributor Mode. In the contributor model, we care about both the purpose and the means to achieve the purpose; we want to complete the task, but we also value the process of completing the task. In this model, we make others gain as well. We call this area in the upper right corner the "Contributor Empowerment Area" and encourage everyone to work in this direction as much as possible. When you are true to yourself and interact with others with kindness, you are in this zone. You will be the best version of yourself and help others be the best version of themselves. So while we may spend some time in each of these four zones, the important thing is: How can we stay in the Contributor Zone longer?
Express timely and effective recognition and gratitude.
Do you have a good friend at work? This is just one of the questions in Gallup's Q12 survey about workplace relationships. In fact, half of the questions in this survey are about interpersonal relationships:
● In the past 7 days, have you received recognition or praise from others for your good work performance?
● At work, do your supervisors or colleagues care about you like a friend?
● Does anyone encourage you to develop at work?
● Will your opinions be considered valuable at work?
● In the past 6 months, has anyone at work discussed your progress with you?
These questions focus more explicitly on specific patterns of interaction and on practical ways to encourage personal achievement and growth. Through these fact-based, interpersonal-related Q12 questionnaire questions, we can clearly judge whether the organization can become a successful organization with strong profitability, high productivity, dedicated employees, and satisfied customers, and ensure that its employees are valued and supported. Most large companies and organizations understand this and have some form of formal recognition program in place. Unfortunately, most of these programs are impersonal and done in the wrong way, such as requiring employees to have a certain number of years of service or complete a specific task or project in order to receive recognition or recognition. Planners also favor one-time recognition prizes such as hotel gift cards, medals, pins, trips, and cash, but these are not the same thing as receiving our most precious recognition from the people we care about most. How do we create a culture that values recognition so that the same effect occurs within an organization, a work team, and even one-on-one relationships? The answer is to recognize others and their work as authentically and proactively as possible, and to acknowledge their contributions openly and sincerely. As Mark Twain said, “A sincere compliment can keep me happy for two months.” In good companies, employees don’t have to wait two months or wait for a formal performance review to receive (or give to others) ) a compliment. However, compliments are only valuable if they are specifically related to the job."Nice tie" or "Nice job" are fine, but people will feel better if they hear compliments like, "Ann, you did a great job with the report. You showed it with just one chart." With so many different ideas, your creative approach makes it easier to understand how the ideas relate to each other. I like this diagram because it presents the problem in a very easy-to-understand way.” Praising in this way will not only make others appreciate it, but it will also help guide others toward future success. Additionally, it strengthens and solidifies the relationship between the giver and receiver of compliments. Employees crave to be valued. There may be many reasons why leaders in an organization may be reluctant to express gratitude to their employees: Leaders may think it makes them look weak, employees may stop correcting their shortcomings in response to praise, and leaders may also You may feel that doing so will look awkward and awkward, or at least embarrass the other person. Leaders who think this way may have grown up in a highly competitive environment dominated by a culture of criticism aimed at correcting mistakes, or they may be so busy that recognition and gratitude are not a priority. From the extensive research we’ve done, here’s what we recommend: Don’t ignore the people you work with. Turning a blind eye to the efforts of others has been proven wrong time and time again.
Team Management: Creating Psychological Safety for Your Team
Recognition and gratitude are the cornerstones of positive relationships. As we have pointed out, no matter where you are in the organizational hierarchy, whether your role is formal or informal, positive relationships are key to good leadership because leadership is, at its core, about relationships. Others cooperate to complete the task (see Figure 2).
Just as important as maintaining such healthy relationships is how we respond to events. Research shows that, in fact, our reactions to positive events, such as what we think when a person shares his or her accomplishments with us, are more accurate predictors of our relationship with that person than our reactions to negative events. Whether it can be harmonious and successful, the most powerful way to respond is active and constructive response (Active Constructive Responding, ACR). The response matrix in Figure 3 is much like the matrix we used to describe authenticity and positivity.
Let's use an example to illustrate these different responses. Colleague Dinah has just proposed a new inventory solution that can reduce time and save costs. The inventory problem had been assigned to several people on the team, and Dinah was the first to come up with a solution. Dinah came to us and excitedly told us the news. The worst response we give is the one in the lower left corner of Figure 6-3, which is a negative and destructive response. In this reaction, we may turn away and avoid eye contact with Dinah; or we may deliberately change the subject; or we may criticize the idea without thinking, for example, because it is not detailed enough to be used yet, and then move on to talking about something else as if nothing had happened. People's work. The upper left corner of Figure 6-3 shows an active and destructive reaction, which is not much better than the one in the lower left corner. In this reaction, we may attack, criticize, or give Dinah's idea a strong and complete rejection, such as: "It sounds like it needs a lot of training, and I don't know how much time it will save in the end. I'm going to find an easier way." The root cause of the above two forms of destructive reactions may be that the success of others makes you feel insecure and threatened, or that for some reason you are unwilling to actively Acknowledge others. pictureThe negative and constructive reaction in the lower right corner is, at least, constructive. In this reaction, we might smile back, say something innocuous like, "That's good news, that's nice," and move on to something else. Although no destructive responses are given, negative and constructive responses do not fully exert the positive effect. A positive and constructive response in the upper right corner of the image is the ideal response. We would maintain eye contact with Dinah, smile, and take a genuine interest in Dinah's ideas. We'll enthusiastically ask Dinah more questions, focusing on the positive aspects of her plan, such as: "This looks promising, tell me what you think." We'll also propose that this option be included in the next team meeting. Share it with everyone. Even if you don’t think this is a perfect solution and want to consider other options, remember to use a strengths-based leadership approach, which involves cultivating strengths, managing weaknesses, and encouraging Dinah to do more in areas where she excels. Good thinking. Positive and constructive responses have gradually been recognized by the public and become an important tool for improving relationships within various types of organizations. This approach is not a silly blow to the other person's self-esteem, but a genuine commitment to a positive philosophy and an attitude of gratitude to keep the other person's excitement going. Reactions need to be genuine, and even if we're not as excited about the topic as the person sharing it, we need to acknowledge and respect the other person's passion. According to Johns Hopkins University School of Medicine, after 20 years of data collection and analysis, Edmondson came up with statistically significant results, but they were the exact opposite of what she expected. Groups that met Hackman's criteria for high scores in the effective team model turned out to be more likely to make medical errors. It was a shocking result, and after careful analysis and review, Edmondson finally came up with a revised hypothesis: Good teams didn't make more mistakes, they just reported more mistakes.Back at the hospital, Edmondson retested this revised hypothesis. After a comprehensive evaluation, the high-scoring teams actually did not make too many mistakes. In the 1980s, the Israeli Air Force established a "no blame policy" to encourage pilots and squadrons to truthfully report all accidents that occurred during flights, including those that were near misses. The Israeli Air Force eliminates the threat of punishment and creates a safe organizational environment. In this environment, the flight team members used learning instead of punishment, and error correction and preventive measures were taken seriously and strengthened. In the five years since this policy was implemented, the number of reported accidents has increased, but the accident rate has dropped by 50%. One of our favorite quotes is: Learn to fail, or you will fail. Leaders need to have this kind of openness about the failures they and their colleagues experience. Another important reason why leaders in an organization can create psychological safety for their employees is that they have a holistic view and know what is going on at every turn, whether it is good or bad. The paradox, of course, is that the higher a leader rises in the organization, the more he or she needs this feedback. If leaders don’t understand how their teams are really performing and lack honest feedback on their own performance, they’re unlikely to grow on the job. They can only receive this feedback if they make it clear that employees feel safe to speak out, so a psychologically safe environment can cure "CEO disease."