There are
four areas that are significant when the mangers and leaders must be open and
transparent. Many leaders and managers think that his or her subordinates do
not know and will not know. They are sadly mistaken. One of a very dynamic and
successful military leader has said that “One
must never make a show of false emotions to one’s men. The ordinary soldier has
a surprisingly good nose for what is true and what is false”…… Field Marshal Rommel. In the corporate world, men and soldiers
could be substituted as employees or subordinate staff or members of the team.
How to make
the managers and leaders open and transparent?
Acknowledgement.
The basic illustration has been taken from the Johari Window from the Gallup
Workbook “Coaching Strengths: Accelerated Strengths Coaching: Understand and Guide
Support Empower”. Other illustrations
and pictures are self- created.
The scale
is of 100: ie the leader has 100 talents/skills/values out of these 100, some
are known to him or her and some are known to others. There are six graphical models illustrated
below.
Readers can
observe as how the open areas increase gradually. These represent the thoughts,
feelings, and behaviours that the mangers and leaders know about himself or
herself. It includes the talents, strengths, weaknesses and transparent behaviours
that are known to her or him and others.
As a coach, it is my endeavour to increase the open and transparent area
of managers and leaders. A manager or a leader is most effective and productive
when he or she is open and transparent about his or her strengths, weaknesses,
emotions and intentions.
I
recommend, that all managers and leaders should strive to reach as illustrated
in Model 6. Beyond this is that known to
yourself and known to
others will be 100% which may not be feasible due to
“need to know principle and competitive nature of environment.
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