Leaders In professional settings, employees will often look to

Leaders
will always face resistance, and the way they handle opposition determines a
great deal about how they are perceived. Handling resistance gracefully by
focusing on the issue and remaining non-confrontational, taking responsibility
when contributing to an issue, and asking for the resistors’ help in coming to
a resolution. 

People
respond to change in many different ways. In professional settings,
employees will often look to their leaders during times of change for
reassurance, guidance, and a sense of stability. Giving employees the
opportunity to share their thoughts, focus on the positive, and remaining
available as a leader to answer questions.

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Managing Change, and Handling
Resistance

Watching
out behaviors – as a leader – like tardiness, interrupting others, invading
other people’s personal space, inappropriate humor or remarks, and incessant
complaining, that could have negative impact on office morale, or productivity.

Difficult
employees whose behavior and attitudes can jeopardize workplace harmony.
Leaders must know how to deal with these employees, especially because others
will judge the leader based on how he or she handles the situation. Tackle
the problem as soon as possible instead of waiting to deal with it, rely on
documented information when pointing out unacceptable behavior, implement
a plan for correcting the behavior, and follow up daily to ensure the
positive change is permanent.

Dealing with difficult employees

Paying
attention to an employee’s own growth potential in an organization and
providing a path for career growth inside the company helps motivate employees
to stay engaged in their work, while employees who do not feel valued for their
contributions and potential will look to change jobs as soon as new
opportunities arise. It is more cost-effective to invest in a capable employee
than hiring and train a new recruit. As
new needs and opportunities arise, training becomes critical because timing is
key to success.

Training and Development

Successful
bright people rarely experience failure, and so they don’t learn how to learn
from that failure. They, instead, commit the fundamental attribution error,
which is if something good happens, it’s because I’m a genius. If something bad
happens, it’s because I didn’t get the resources or the market moved.

Informing
employees of business goals and reasons behind them, will be more motivated to
get the job done.  Without a clear vision and action-oriented
plan, success is not in the cards. Employees alike need to see the big picture
and align their daily actions accordingly. They must understand where Google is
going, and what the culture really is all about. When they do, they are in a
better position to help ensure that employees and colleagues stay true to the
business goals and mission. Strategic mission/vision-building retreats and
planning sessions can help.

The
key to success of employee’s performance is competence. Employees who feel
empowered to test and build their strengths are more likely to meet
expectations. A manager’s job is to run a turnkey operation that ensure all
goals are met.

Delegation
requires a great deal of finesses and people skills to motivate employees to do
the work and get it done effectively, by masking clear and specific goals about
expected results, lay out challenges and discussing obstacles employees may
face, and offering available resources.

Delegation, Empowerment, and
successful staff:

Maintaining
professionalism can be extremely difficult for leaders who are friendly with
many of their employees, but recognizing the line between work life and
personal life and striking a balance in between is critical. Establishing clear
boundaries when working with friends, being fair to all subordinates regardless
of friendships, and avoiding any special treatment or favors. 

If
you want to build a ship, don’t drum up people to collect wood and don’t assign
them tasks and work, but rather teach them to long for the endless immensity of
the sea.

Holding
a powerful position or traditional leadership roles aren’t enough. Leaders must
come forward with solutions when things go wrong. Here’s one of the best quotes
on how to lead, from the French writer Antoine de Saint Exupéry:

Emergent Leadership:

Best
leaders recognize people for different types of accomplishments, celebrating
good work at meetings where others can congratulate them, and make the praise
personal.

For
effectiveness of feedback, managers must deliver it regularly when coachable
moments arise. Focus feedback on the task or event at hand rather than the
person. Share feedback in private, to avoid embarrassment; and give employees a
chance to provide their own solutions during coaching interventions. Motivating
employees to achieve the performance goals by making coaching a team effort
between managers and employees.

Feedback
is critical to perfecting employees’ performance, and to understand
expectations and managers are adept at providing feedback in a structured,
mission-centric way, employees have greater success in the workplace.

Good
negotiating of situations. As leaders looks at the situation through employee’s
eyes, being prepared to offer several options, showing understood of the other side,
and offering help out in some way to demonstrate team playing.

Coaching Employees:

Group
Norms: Google focusing on what are known as
“group norms” Norms are the traditions, behavioral standards and unwritten
rules that govern how we function when we gather: One team may come to a
consensus that avoiding disagreement; another team might develop a culture that
encourages vigorous arguments and spurns groupthink. Understanding and
influencing group norms were the key to improving Google’s teams.

Positives:
Stepping over or excuse bad behavior and avoid talking about problems rather
than confront tough issues. Learning to prize “Courageous Conversations” in the
workplace and training teams in communication strategies and skills to increase
the likelihood of mission-based team work and success.

In
addition to non-verbal communication: Maintain eye contact while speaking to
show respect and sincerity, hold good posture to project confidence, avoid
gestures that are distracting or convey disinterest such as crossed arms or
fidgeting with clothing/jewelry, and make sure facial expressions align with
the message being communicated.

Communication:
communicating with courtesy, showing confidence, back up statement with facts,
and trying to avoid tentative language.

Listening:
Successful leaders understand the importance of listening to others’ thoughts
and ideas. Giving the speaker undivided attention, taking notes, reserve
judgement, and being open to opinions.

Communication, Listening Skills,
and Group Norms:

This
paper discuss the most soft skills strategies that Google may use to improve
the productivity of their team, and the managerial skills needed by leaders:

Google
focus on building the perfect team. The company’s top executives long
believed that building the best teams meant combining the best people. They
embraced other bits of conventional wisdom as well, like ”It’s better to put
introverts together,’, or ”Teams are more effective when everyone is friends
away from work.”

Teams
are now the fundamentals unit of organization. If a company wants to outstrip
its competitors, it needs to influence not only how people work but also how
the work together.

Software
engineers are encouraged to work together, in part because studies show that
groups tend to innovate faster, see mistakes more quickly and find better
solutions to problems. Studies also show that people working in teams tend to
achieve better results and report higher job satisfaction. In consequence,
profitability increases when workers are persuaded to collaborate more.

Analyzing
and improving individual workers – a practice known as “employee performance
optimization” – is not enough.

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