By EventEducation.com
The Best Guide to Change Yourself so that Others Change
Every organization mirrors its leaders. It is impossible to create a company that is different from what we are. Many companies have disappeared because they failed to understand this basic rule.
If you want to change something within your organization, it must be something that you are also consciously willing and trying to change within yourself.
Here is a guide to help you identify if you are trying to turn your company into something you are not. Begin by asking yourself to what degree you are:
- Trying to change the organization or team without changing yourself
- Pushing your company to be more oriented towards the customers and partners while you are a manager driven by systems and technology
- Asking for industry and market leadership while you are troubled with pessimism and victimism
- Trying hard to motivate and energize your people while you are not passionate about your job and mission in life
- Encouraging a certain team vision, values, and mission while your idea of your best future, principles, and purpose is not patent and in alignment with where you are guiding others
- Advocating for an organization driven by strong customer service practices while you are a controlling and dominating person
- Wishing to open new markets and to make unfulfilled goals a reality while neglecting time with your customers, partners, and your team
- Attempting to create a learning culture while your personal growth and development rate is low
- Stating that the company urgently needs higher levels of originality while you remain attached to old methods and traditional management styles
- Planning to set disciplined company and team goals and priorities while you are a disorganized person, a poor time manager, and ambiguous about your personal goals and priorities
- Establishing improvement processes for the company without establishing them for yourself
- Encouraging strong teamwork and a company culture based on teams while you do not preach by example, because you are a poor model of team leadership and efficiency
- Backing important levels of skill development not for yourself, but for the rest of your team
- Asking for responsibility, performance evaluations, and assessment of the work of others while you defend, avoid, or do not act on personal feedback
- Declaring empowerment and participation while you control and set limits for people using a centralized structure and system that holds back instead of offering support
- Preaching about the necessity to communicate more effectively while you remain a poor and superficial communicator
- Defining reward and recognition programs while your own ways of offering genuine recognition and gratitude are less than commendable.
- Backing up employees who encourage change while you overpower people to make them follow your rules and stay within the parameters of your system
- Promoting reviews and evaluations while doing little personal analysis and deliberation
Your answers to the above will tell you a lot about your leadership capabilities. If with this assessment you are able to identify the positive, negative, or average results of your organization that are directly affected by you behaviors, you are setting yourself far ahead of the game.
Your opinions are important, but those of the people around you are crucial, because they are on the receiving end of the deal. Sadly, managers who need real feedback the most are, in turn, the most reluctant to receive it.
John Hersey
John Hersey is a successful business owner, published author and motivational leadership speaker. John writes one of the most recognized leadership blogs in the business world: http://www.JohnHersey.com/blog
Tags: leadership, motivational, speaker
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