The leadership crash course : how to create personal by Paul Taffinder
By Paul Taffinder
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Extra resources for The leadership crash course : how to create personal leadership value
Sample text
And the best leaders continue to have high levels of personal, eyeball contact with their people, their peers and their bosses. Be a manager or a leader 21 ● If you have no opportunity for face-to-face interaction, the telephone is a much better alternative to e-mail if you are trying to lead people. One manager who was very successful with a dispersed workforce used to spend most of his time simply phoning his 45 staff, at least once every couple of days, using the style of, ‘How are things going?
Through the grapevine he began to hear that executives and employees alike were sceptical and critical of his message. Frustrated but level-headed, he examined the problem more closely and, to his credit, he learnt (the hard way) that, because there was no pressing reason for the organization to change, he needed to involve others, to let them work with him to understand for themselves the longer-term need for change and to forge the new direction over a number of weeks. In the end, everyone in the executive team felt a strong ownership of the new vision and the transformation could proceed.
A deeper tone projects greater confidence and authority. ● Sit upright at meetings and take the most central or dominant seating position (usually the head of the table). Impose context 47 ● Use larger gestures, hands open, arms wide. Used occasionally they command attention. ) ● Keep your chin up: you’d be surprised how many people drop their head in a submissive way when they feel uncertain. ● Finish what you have to say if you intend to say it. This doesn’t mean being aggressive and interrupting others.