Isn’t it strange that when we try to commend people at times it backfires in the most unpredictable ways? I found it rather perplexing just recently when I sent an email commending a certain manager to his supervisors and system owners, praising his good qualities against the more ‘average’ qualities of others, in contrast. The problem was the manager’s supervisors wanted to pick the eyes out of the ‘contrasts’ rather than just celebrate the fact that this manager had performed well -- in essence, they gave out to the opportunity to ‘grow’ this sort of behaviour. I found it personally disenchanting. Suddenly I was found justifying basic facts and left somewhat disillusioned as to the act of commendation in the first place!
s
For mine, this is the classic management vs. leadership paradox we find in our day, in any day for that matter. Why do we count the staples on a document instead of addressing the real content? Why do we complain of complexity in our world and simultaneously push for fault in everything we see? Managers (by role, if not by character) are, by default, not good leaders. They don’t see the real wood for the trees, so intent are they about detail -- petty and unimportant detail at that; take words for instance. Managers love to ‘wordsmith.’
For mine, this is the classic management vs. leadership paradox we find in our day, in any day for that matter. Why do we count the staples on a document instead of addressing the real content? Why do we complain of complexity in our world and simultaneously push for fault in everything we see? Managers (by role, if not by character) are, by default, not good leaders. They don’t see the real wood for the trees, so intent are they about detail -- petty and unimportant detail at that; take words for instance. Managers love to ‘wordsmith.’
s
Leaders on the other hand seek the positive things they can learn from and grow. They know that truth lies in the gold of reality. Reality makes a difference because it speaks to everyone, more or less. Leaders inspire. They’re about growth and immensity. You don’t see people shrivel with good leadership; on the contrary, apathetic people tend to work for managers; can you sense the blight I attach with my use of the term ‘manager’? I would hate to be called a manager. It’s a banal and growth-harming term that every organisation should banish. Managers (in the sense of the term I use) are destructive to the real purposes of growth and fruitfulness of any organisation.
Leaders on the other hand seek the positive things they can learn from and grow. They know that truth lies in the gold of reality. Reality makes a difference because it speaks to everyone, more or less. Leaders inspire. They’re about growth and immensity. You don’t see people shrivel with good leadership; on the contrary, apathetic people tend to work for managers; can you sense the blight I attach with my use of the term ‘manager’? I would hate to be called a manager. It’s a banal and growth-harming term that every organisation should banish. Managers (in the sense of the term I use) are destructive to the real purposes of growth and fruitfulness of any organisation.
s
True leadership is about growth. It’s about motivation, inspiration, and triumph, both when things are going well, and against adversity. People want to work for real leaders. These are people who will listen and don’t need to be heard. They are interested in teamwork -- and not just about teamwork in their own team; they have much broader, holistic vision. Leaders move, while managers talk and complain.
True leadership is about growth. It’s about motivation, inspiration, and triumph, both when things are going well, and against adversity. People want to work for real leaders. These are people who will listen and don’t need to be heard. They are interested in teamwork -- and not just about teamwork in their own team; they have much broader, holistic vision. Leaders move, while managers talk and complain.
s
Real leadership is transformational in most, if not all, lives it touches. It achieves the transaction as required -- no more, no less -- but fills the persons working with it with a want for more. So, leadership’s about people. People want to be fruitful; by virtue of the visceral sense of accomplishment -- once we know this euphoric feeling, we cannot help wanting to explore more growth and spiritual achievement. Quintessentially, leaders either extract this from people and enliven it, or awaken it -- a lovely, powerful monster for everything good.
Real leadership is transformational in most, if not all, lives it touches. It achieves the transaction as required -- no more, no less -- but fills the persons working with it with a want for more. So, leadership’s about people. People want to be fruitful; by virtue of the visceral sense of accomplishment -- once we know this euphoric feeling, we cannot help wanting to explore more growth and spiritual achievement. Quintessentially, leaders either extract this from people and enliven it, or awaken it -- a lovely, powerful monster for everything good.
s
So, what’s missing? People who’re managers miss the golden kernels of truth when they go down the nit-picking line. They should learn to express more faith in others by being less defensive, and having a broader vision of “team”. Everything in life that we do with people should be an inspiration -- there’s no excuse really for anything less.
So, what’s missing? People who’re managers miss the golden kernels of truth when they go down the nit-picking line. They should learn to express more faith in others by being less defensive, and having a broader vision of “team”. Everything in life that we do with people should be an inspiration -- there’s no excuse really for anything less.
s
Most of all, leaders don’t punish people for suggesting a commendation...
Most of all, leaders don’t punish people for suggesting a commendation...
s
Copyright © 2008, S.J. Wickham. All Rights Reserved Worldwide.
Copyright © 2008, S.J. Wickham. All Rights Reserved Worldwide.
No comments:
Post a Comment