Saturday, April 30, 2005

ON LEADERSHIPS AND RELATIONSHIPS

TEN COMMANDMENTS OF HUMAN RELATION

1. Speak to people. There is nothing as nice as a cheerful word of greetings.
2. Smile at people. It takes 65 muscles to frown, only 15 to smile.
3. Call people by name. The sweetest music to anyone's ear is the sound of his own name.
4. Be friendly and helpful. If you could have friends, be friendly.
5. Be cordial. Speak and act as if everything you do were a genuine pleasure.
6. Be genuinely interested in people. You can like everybody only if you like.
7. Be generous with praise, cautious with criticism.
8. Be considerate with the feelings of others, it will be appreciated.
9. Be thoughtful of the opinion of others. There are three sides to a controversy - yours, the other fellow's and the right one.
10. Be alert to give service. What count most in life is what we do to others.

A SHORT COURSE IN HUMAN RELATIONS

Six most Important Words: "I Admit I Made A Mistake."Five Most Important Words: "You Did A Good Job." Four Most Important Words: "What Is Your Opinion." Three Most Important Words: "If You Please." Two Most Important Words: 'Thank You. One Most Important Word: "We." Least Important Word: "I".

KEY PRINCIPLES IN INTERACTING WITH PEOPLE

1. Maintain or enhance self esteem (be specific and be sincere)
2. Listen and respond with empathy (Respond to feelings and content)
3. Ask for help in solving the problem (seek and develop ideas, provide support without removing responsibility)

FOUR LEVELS OF PRINCIPLED LEADERSHIP

(1) Personal - My relation with one's self,
(2) Interpersonal - My relationship and interaction with others.
(3) Managerial - My responsibility to get a job done with others.
(4) Organizational - My need to organize people (to recruit, train, reward, built teams, solve problem, create strategy and system).

CHARACTERISTICS OF A SUCCESSFUL LEADER

(1) They are continually learning.
(2) They are service oriented.
(3) They radiate positive energy.
(4) They believe in other people.
(5) They live balance life.
(6) They see life as an adventure.
(7) They are synergetic.
(8) They exercise self renewal.

SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE

(1) Be proactive - To see right response on a right time.
(2) Begin with the end in mind.
(3) Put first thing first - One thing at the time.
(4) Think win/win - Always think of what is good for thy self.
(5) Seek to understand, then to be understood
(6) Synergies - Do not manipulate things, solicit information.
(7) Sharpen the saw - Self renewal by means of reading, studying etc.,

HOW TO INFLUENCE THE LIVES OF OTHER PEOPLE

(1) Refrain from saying the unkind or negative thing.
(2) Exercise patience with others.
(3) Distinguish between the person and the behavior or performance.
(4) Perform anonymous service.
(5) Choose the proactive response.
(6) Keep the promises you make to others.
(7) Focus on the circle of influence.
(8) Involve your people in meaningful project.
(9) Assume the best of others.
(10) If offended take the initiative.
(11) Admit your mistake, apologize and ask for forgiveness.
(12) Go one on one.
(13) Avoid fight or flight, talk through differences.
(14) Delegate responsibility effectively.
(15) Live with the law of love.

EFFECTIVE LEADERSHIP

An effective leader is a prerequisite to an effective organization. Leadership is a quality that defines who a person is and a skill that projects what he/she can do. It is a lifelong challenge. It is both a journey and a destination.

A leader must be ethical. His/her leadership must be principle centered as characterized by love of God, selfless and noble servitude, moral integrity in personal and public dealings, competence and discipline. A principle-centered life-style enhances personal and interpersonal effectiveness which is needed for a leader to perform his/her duty with professionalism through the dedication and practice of excellence.

An Effective Leader is:


1. Fair, just and sincere. Objective in dealing with people, promotes equal opportunity for everybody and is sincere in dealing with his/her constituency.
2. Flexible rather than rigid. "A bad leader reacts to change, a good leader responds." Flexibility means the readiness to respond and to adapt to changes that may occur.
3. Visionary and results-oriented creates a vision and has the capability to attain the best result-to-effort, outcome-to-task and output-to-input ratios.
4. Strong commitment to the ideals of the organization. Uphold and protect the principle that the group stand for.
5. Honest and responsible. Sacrifice personal agenda for the common good.
6. Motivates and unites. Promotes cooperation, volunteerism and teamwork among members.
7. Transparent and accountable. Discloses all transactions and activities of the organization and is answerable to the organization.
8. Creative. Resourceful and innovative in managing the organization and not bounded by traditional means, exploring other possibilities in pursuit of the organization's objective.

Patterns Of Leadership Behavior


The experienced leader uses many complex and subtle means to exercise his influence and stimulate those he leads to creative and productive efforts. The scope of leadership behavior is complex, ranging from highly leader-centered to highly group-centered.


1. TELLING. The leader identifies a problem, considers alternative solutions, chooses one of them, and then tell his followers what they are to do. He may or may not consider what he believes the group members will think or feel about the decision, but they clearly do not participate directly in the decision-making. Coercion may or may not be used or implied.

2. SELLING. The Leader, as before, makes the decision without consulting his group. However, instead of simply announcing his decisions, he tries to persuade the group members to accept it. He points out how he has considered organization goals and the interest of the group members and he states how the members will benefit from carrying out the decision.

3. TESTING. The leader identifies a problem and proposes a tentative solution. Before finalizing it, however, he gets the reaction of those who will implement it. He says, in effect, "I'd like your frank reactions to this proposal, and I will make then the final decision."

4. CONSULTATIVE. The leader here gives the group members a chance to influence the decision from the beginning. He presents a problem and the relevant background information, then ask the members for their ideas on how to solve it. In effect, the group is invited to increase the number of alternative actions to be considered. The leader then selects the solution he regard is the most promising.

5. JOINING. The leader here participated in the discussion as "just another member"--and agree in advance to carry out whatever the decision the group makes. The only limits placed on the group are those given to the leader by his superiors.

When you are the recognized leader of a group, you have certain prerogatives and powers. This is true whether you are the president of a corporation, the supervisor of a department, or the chair of a voluntary committee. How you use the power will affect both the productivity of the group and the freedom of the subordinates or group members. As you, the leader, use less of your authority and power, the group members gain greater freedom in making decisions; as you use more of your power, the group's freedom decreases.

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