2024 Author: Harry Day | [email protected]. Last modified: 2023-07-31 03:38
- I am a leader - and this is my position. I have specific mandates and I am primarily responsible for the success of the company. My position is not an opportunity for self-affirmation and realization of my own ambitions. I am no worse and no better than my subordinates. I know and I am sure that sometimes they can cope with the task better than me. My job is to give them the opportunity to fulfill their potential.
- I am an excellent leader and know how to inspire the team, set goals, support initiative and enthusiasm in employees. Each employee feels needed, useful and significant. This is very important both for me and for the business.
- I am constantly learning and improving. I know that only a person who constantly grows above himself, overcomes the obstacles of personal imperfection and works on complexes, and also constantly learns new things both professionally and personally, can be called a good leader, effectively manage people and business. For my subordinates, I am a role model due to my professional experience, knowledge and wisdom. I do not take out my complexes and bad moods on them.
- I can listen and hear. I provide an opportunity for direct dialogue. My door is always open for any suggestions and advice. Each employee knows that he can come at a convenient moment, and he is not afraid to tell his opinion.
- I always give feedback. I give it correctly, in a constructive and supportive tone. I can always note and see the merits of my subordinate and I am able to tell in the correct form about situations that require improvement. That is, I am not discussing the person himself, but his actions. First I praise, then I talk about a point that needs to be corrected, then I support it again.
- I can and I want to delegate. I know that it is correct and useful to delegate some of your authority and responsibility to an employee for an important task. I know that he is ready and able, I take a risk and give him the opportunity to independently complete it from start to finish. Independently, without my intervention and valuable guidance. After all, this is what develops subordinates and gives me the opportunity to deal with strategic tasks.
- I remember about control … My employees know that the responsibility for the results of their activities lies with me, that I control the final and intermediate results. They know that the agreed deadlines must be met, because it is during these deadlines that I will ask them for a report and expect the result.
- Any "unpleasant conversations" with subordinates only face to face. Telling a subordinate in front of colleagues is the last thing. I know how to keep emotions under control, and if I need to reprimand a person and I understand that this cannot be avoided, I will do it in a mild form, without becoming personal and only in private.
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