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If you’re a friendly, warm, and caring person, you don’t have to compromise or adjust who you are to be a successful leader.
I think these traits are generally a strength if you take the time to understand how they relate to the way your company operates.
I think these traits are generally a strength if you take the time to understand how they relate to the way your company operates.
And in truth, there are many ways to be a successful leader, but no matter your style, the key is to understand the particularities of how that style impacts the way your company works.
When you& #39;re in a position of power, your behavior influences others& #39; behavior a lot. This isn& #39;t because you& #39;re special, it& #39;s just because your role naturally creates incentives for others.
For example, I& #39;m generally easy going and supportive.
If I were more intimidating or exacting, people would probably be more afraid to show me unpolished work. I’d spend less time looking at mid-state work, and people would work harder to meet internal deadlines.
If I were more intimidating or exacting, people would probably be more afraid to show me unpolished work. I’d spend less time looking at mid-state work, and people would work harder to meet internal deadlines.
But on the other hand, people wouldn& #39;t bounce ideas off of me, share their thinking mid work stream, or look at me as someone to celebrate their accomplishments with.
I could change how I act. But I like these benefits, so I just have to be aware of the tradeoffs.
I could change how I act. But I like these benefits, so I just have to be aware of the tradeoffs.
Certainly if you’re Steve Jobs level genius, being difficult, uncompromising, and mysterious may make you more effective.
But for 99.99% of us, those traits will be something we’ll need to succeed in spite of.
But for 99.99% of us, those traits will be something we’ll need to succeed in spite of.
In general, I think the vulnerable, empathetic, supportive leader is likely to outperform.
But the most important thing is becoming more aware of and reflective about the connection between how you act and how your organization operates.
But the most important thing is becoming more aware of and reflective about the connection between how you act and how your organization operates.
