AWAKENING

I started personal development on my own looking for performance … performance management … hierarchy … delegation … new things for me, by the way. However, after a few years when the team did not “work” well (people did not listen to me), it was also the moment of awareness of a separation between the manager and the teammates.

The first difficult step was to realize that my team resembles me, because a manager creates the culture of the confirmed team and the psychology of the groups, or their image, called “group imago”.

In the end I accepted … The problem was me.
The worst was that I had been wrong so far, alternating between different leadership styles: from “one man show” (chaotic) to being tyrannical and, ultimately, performance-oriented management. I knew that I was starting to want to continue developing, asking for it from most jobs since the interviews.

What is your driving class?

Personally, I tried to implement them all but until I came to realize the situation in the present I did not really change anything. When I realized this, the team was already formed and “marked” by the managerial style I had previously approached, so the change was not visible / sufficient – I was still seen as the man I was.

Where are you today?

ONE MAN SHOW STYLE

Unfortunately, it is a style adopted by many start-up entrepreneurs – with enthusiasm and ambition to succeed without a well-defined vision in some cases and no long-term plans.

Performance and results are limited due to the fact that the manager is still doing micromanagement. Thus, everything is done with his involvement … Even though the amount of work that he can make may be high, the 24 hours of a day limits him.

For small business staff, the company operates “after the heels of a single man”, causing confusion or frustration for team members. The manager is in keeping with inner feelings. In addition, it still has many roles of operational nature: from sales to bookkeeping or social networking posts. Thus, the work environment becomes stressful, and the situation also reflects in the monthly receipts many times … Everything seems unpredictable, a survival effort.

What helps here?

A mentor or someone with experience to support team training and organizational culture. More courses, training … education. More staff to cover operational roles, preferably with experience. A business plan is useful to observe where we go from and where we are going, what are the steps to take and the responsible.

MANAGEMENT STYLE

It is mainly found in medium or large companies. The teams are formed and regulated through an organization chart that includes distinct roles. It’s a “Executive” structure, comparable to “Suits” – “I’m here , you’re here, go and do your job!” People can feel unappreciated in this case, ignorance, guilt and criticism occurring frequently. The team’s potential is limited by the manager.

What helps here?

You can call a coach to overcome personal jams or talk to a senior manager who considers the human part of work, one that understands and listens.

PERFORMANCE STYLE

At this step, things are very clear: strategy, plan, processes and roles are clearly outlined. Teams work independently and the manager is a manager. The company is already aware of notions such as leadership, coaching, culture, vision, values. Because of the struggle for the highest degree of efficiency and efficiency, employees find it difficult to maintain a balanced personal life balance. However, the company works very well. But let us not forget the following inconvenience: leaders are unnecessarily involved in some sectors due to the importance of the manager’s success despite the team’s accomplishments.

What would help here?

I think a mentor is not fitting, given the nature of the problems that have arisen – these are due to personal beliefs and bottlenecks. In this situation, a coach can be helpful, along with the unparalleled education and personal development of managers, hoping to decontaminate a non-constructive ego and lead by his own example.

INTERDEPENDENT STYLE

To tackle this style, a transition period is required, the length of which depends on the resources allocated to the process.

I see this stage as an assumption of culture, a real, formed and united team that no longer fights for individual goals. In this situation each member assumes responsibility for their own results, but also for the others. The team can be compared to a family.

The company is driven by a vision and principles, not just to achieve performance and profit goals. Education and development are supported. There is openness, trust, collaboration … there is no “eu-firm” or “it-us”. No one is fooled or used – it is a win-win situation for managers, staff, society.

What helps here?

Leaders or leaders “take their pulse” from time to time to make sure they stay with their feet on the ground. In this way, we are certain that certain things are not just declarative, and the leaders are really open, without their own goals.

EDUCATION

I personally started with a John Maxwell
mastermind of personal development & leadership. Then I’ve continued on the same path of personal development, wishing more.

It is said that a leader should not lead until he has started his own path of personal development and ideal not to be right at the beginning. Without being able to see more from the landscape (behaviors, beliefs, needs, you), you will not be able to help your team and you will not have enough resources for challenging situations. I have come to believe from my own experience that in order to be able to successfully handle a difficult discussion with a person, you would need to have a much higher level, maybe even double (to make visual) to do that. Because from getting a better understanding of the situation, until it can explain and understand the person in front of you, there are a few more steps.

I think there should be a library of books in each company about the company’s business to enable employees to grow, develop even during work schedules. Moreover, through coaching, training-education, people can choose their own development goals or their daily work or professional aspirations. All these activities must be related to the budgets and objectives of the enterprise, provided there is a real opening for listening and even transparency of the allocated amounts. And if this is not done, are you sure you want to work with the remaining people?

What is the style that you recognize at yourself or your manager?

Contact me for training or coaching for you and your team.