LET VENUS TRAP YOU
Think about it: if a mere plant can communicate with its own cells, what's preventing you-a sentient human being-from telling your mind to move forward, to overcome doubt, to take confidence in your choices. In an article titled, "Venus Flytrap, a Plant That Can Count" (Sciencetake, February 1, 2016)," author James Gorman provides yet another example of guidelines available to those with a biomimicreed. Researchers have found the Venus fly trap, although it doesn't even have a nervous system, can actually transmit electric pulses created by the movement of trigger hairs on its leaves. If it gets two signals within 20 seconds, it know it's time to clamp its jaws and prepared for its next meal.
If a plant can tell itself when it's time to take bold, decisive action, surely we humans can find the inner resources to develop our leadership potential. Here are some ways in which we can do that.
TURN TO THE SAGES
The next time you find yourself doubting yourself, go on line and find a quote that will strengthen your resolve and will remind you of all you have already accomplished. Find a role model like Katherine Graham, who-at one point in her career-was one of the few women CEO's in our country. She advises women: "Power has no sex. Ambition and aggression are not masculine characteristics. Sensitivity and consensus-building are not female traits. Women must be willing to embrace all of these qualities--and use them to gain power." Both Carly Fiorina and Hillary Clinton represent powerful women who illustrate Graham's words.
If you prefer a male point of view, consider William Arthur Ward's: "Most of us are greater than we dare to believe" or General Colin Powell's: "Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around the corner."
USE "OPPOSITIONAL" THINKING
Removing obstacles is one of many things leaders do. Whether you are removing obstacles in order to advance your own leadership agenda or helping others to move forward themselves, consider what is standing in your and/or their way. It may help to identify obstacles by looking at them from opposite viewpoints. For example, don't think about how to succeed but rather, consider how you might fail in your leadership role. Then decide what you could do about it.
DO A FORCE FIELD ANALYSIS
Psychologist Kurt Lewin devised a method for helping people reach their goals. The steps for completing his Force Field Analysis follow:
1. State the problem as the Current State on a sheet of paper.
2. Directly beneath, write the Ideal State that would exist if the problem were solved.
3. Draw a large "T." At the top of the left-hand column, write "Restraining forces (-)." At the top of the right-hand column, write "Driving forces (+)."
4. Begin listing all the things that prevent you from reaching the Ideal State.
5. After a brief discussion of these, list the things that will help you reach the Ideal State. (It is important not to simply write the reverse of the items in the first column.)
6. Select and prioritize five items from the two columns that would be most effective in solving the problem if they could be eliminated or strengthened.
7. Formulate plans to put the top priority into action.
BE HONEST WITH YOURSELF
Forty percent of newly appointed managers fail within 18 months of their appointment, according to research conducted with 1000 executives, managers, and their bosses by Manchester Partners International.
Regardless of the role you play at work, try to determine the six biggest obstacles to achieving your aims.
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
4.____________________________________________________________
5.____________________________________________________________
6.____________________________________________________________
Now consider what empowered actions you could take to prevent these situations from spelling failure for you.
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
4.____________________________________________________________
5.____________________________________________________________
6. ___________________________________________________________
USE THE FIVE-IN APPROACH
The Five-In Approach can serve as a useful tool in setting the boundaries within which you can begin the empowerment process that will lead to a fully actualized leadership role.
Information. Be certain you have all the information you need before beginning a leadership project. Be sure you understand the constraints and the parameters within which you can safely operate. Know the expectations that surround goal-attainment.
Investigation. If you can, speak to others who have had some experience in the leadership role you are assuming. Learn what decisions they had to make, who was willing to support them, how much the task intruded upon their personal lives, how much politicking was involved, if any, and how it was dealt with.
Intention. At the next "In" level, you've put your arms through the mantle's sleeves, so to speak. You've taken on a task, researched it well enough to have determined what you intend to do to solve the problem or move forward with the project. When you're empowered enough to operate at this level, you're demonstrating that considerable trust has been placed in you. While you may still need approval from a higher source to bring the project to completion, you're nonetheless very much in charge. Your manager can, of course, suggest, modify, in fact, can even tell you not to proceed, but you're still tipping the scales at this stage to the point of equilibrium in favor of your leadership autonomy.
Initiation. The fourth level finds you nearly in complete charge of a project. You can initiate both minor and major tasks without obtaining approval from others. However, you'll need to keep people informed via periodic progress reports. At this level, you're operating-if not as equals-at least as partners with those who may be ultimately responsible.
Independence. When you reach the final level, you're Independent. That is, your manager or the major stakeholder has worked with you long enough to know the quality of your work. He trusts you enough to know you can handle a project from inception to completion without having to check with him on all the minor details. Upon completion of the project, you will share the results with your manager, but there's no need to provide regular reports when you're operating at this level. Caution: don't expect to begin at the Independent level unless you've already established considerable trust with your manager.
The foolishness of rigidity can be found in nature as well: it is said that trees like the supple birch bend in a storm while more upright trees crack in half. Even Dilbert's creator, Scott Adams, says: "The only way people are going to be safe [in their jobs] is if they learn as much about as many different things as they can. It's the combination of things that will make you successful, not being the best in one field."
If you are serious about developing flexibility, it may help to think about the most flexible person you know. What characteristics does she have? What does she actually do that demonstrates this adaptability? Have you ever asked her about possible negative consequences of being flexible? What would you say are the positive consequences?
EMPOWER YOURSELF AND OTHERS
You'll have to work harder to acquire empowerment in distrustful, micromanaging situation than you will in a situation that gives employees the freedom to work toward the organization's best interest. Before you take on an additional responsibility that allows you to act in an empowered fashion, review these aspects of your job situation. The analysis that follows will help you determine how much responsibility to ask for.
Management Behaviors
Where does your manager's style fall on the continuum between controlling and empowering?
Management Expertise
Does your manager have limited experience/ training or, at the other end, is his or her skill level extensive?
Culture
Give careful thought to the way people operate. Is the emphasis on the individual? On competition? Or, is the emphasis on teamwork and cooperation?
Information
Do people tend to be cautious and possessive with knowledge? Or, are they open and sharing?
Interactions
Are people treated fairly or is there the perception (and perhaps even the reality) of favoritism?
Diversity
Are people who are different laughed at? Perhaps even mocked? Or, is there evidence of both tolerance and respect for individual diversity?
Teamwork
Is there clarity surrounding team goals? Do people willingly join teams? Do teams get things done? Are people serving on teams able to use their particular expertise?
Structure
Do you have access to those in senior management or are there so many layers you can't really connect to anyone beyond your immediate supervisor?
Job Descriptions
Are you expected to do exactly what's in your position description or are you allowed flexibility to improve processes or suggest new ideas?
Partnership
Are distinctions between management and hourly workers strictly abided by or is there the sense that collegiality and partnerships are the way to achieve goals?
IN CONCLUSION
Keep your mind open to possibilities nature is suggesting to us. Remember what scientist James Dewar has to say about that: "Minds are like parachutes-they only function when they are open." And, the next time you are plagued by a lack of confidence, remember the Venus fly-trap and tell your cells: phone home!
Think about it: if a mere plant can communicate with its own cells, what's preventing you-a sentient human being-from telling your mind to move forward, to overcome doubt, to take confidence in your choices. In an article titled, "Venus Flytrap, a Plant That Can Count" (Sciencetake, February 1, 2016)," author James Gorman provides yet another example of guidelines available to those with a biomimicreed. Researchers have found the Venus fly trap, although it doesn't even have a nervous system, can actually transmit electric pulses created by the movement of trigger hairs on its leaves. If it gets two signals within 20 seconds, it know it's time to clamp its jaws and prepared for its next meal.
If a plant can tell itself when it's time to take bold, decisive action, surely we humans can find the inner resources to develop our leadership potential. Here are some ways in which we can do that.
TURN TO THE SAGES
The next time you find yourself doubting yourself, go on line and find a quote that will strengthen your resolve and will remind you of all you have already accomplished. Find a role model like Katherine Graham, who-at one point in her career-was one of the few women CEO's in our country. She advises women: "Power has no sex. Ambition and aggression are not masculine characteristics. Sensitivity and consensus-building are not female traits. Women must be willing to embrace all of these qualities--and use them to gain power." Both Carly Fiorina and Hillary Clinton represent powerful women who illustrate Graham's words.
If you prefer a male point of view, consider William Arthur Ward's: "Most of us are greater than we dare to believe" or General Colin Powell's: "Look for intelligence and judgment and, most critically, a capacity to anticipate, to see around the corner."
USE "OPPOSITIONAL" THINKING
Removing obstacles is one of many things leaders do. Whether you are removing obstacles in order to advance your own leadership agenda or helping others to move forward themselves, consider what is standing in your and/or their way. It may help to identify obstacles by looking at them from opposite viewpoints. For example, don't think about how to succeed but rather, consider how you might fail in your leadership role. Then decide what you could do about it.
DO A FORCE FIELD ANALYSIS
Psychologist Kurt Lewin devised a method for helping people reach their goals. The steps for completing his Force Field Analysis follow:
1. State the problem as the Current State on a sheet of paper.
2. Directly beneath, write the Ideal State that would exist if the problem were solved.
3. Draw a large "T." At the top of the left-hand column, write "Restraining forces (-)." At the top of the right-hand column, write "Driving forces (+)."
4. Begin listing all the things that prevent you from reaching the Ideal State.
5. After a brief discussion of these, list the things that will help you reach the Ideal State. (It is important not to simply write the reverse of the items in the first column.)
6. Select and prioritize five items from the two columns that would be most effective in solving the problem if they could be eliminated or strengthened.
7. Formulate plans to put the top priority into action.
BE HONEST WITH YOURSELF
Forty percent of newly appointed managers fail within 18 months of their appointment, according to research conducted with 1000 executives, managers, and their bosses by Manchester Partners International.
Regardless of the role you play at work, try to determine the six biggest obstacles to achieving your aims.
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
4.____________________________________________________________
5.____________________________________________________________
6.____________________________________________________________
Now consider what empowered actions you could take to prevent these situations from spelling failure for you.
1.____________________________________________________________
2.____________________________________________________________
3.____________________________________________________________
4.____________________________________________________________
5.____________________________________________________________
6. ___________________________________________________________
USE THE FIVE-IN APPROACH
The Five-In Approach can serve as a useful tool in setting the boundaries within which you can begin the empowerment process that will lead to a fully actualized leadership role.
Information. Be certain you have all the information you need before beginning a leadership project. Be sure you understand the constraints and the parameters within which you can safely operate. Know the expectations that surround goal-attainment.
Investigation. If you can, speak to others who have had some experience in the leadership role you are assuming. Learn what decisions they had to make, who was willing to support them, how much the task intruded upon their personal lives, how much politicking was involved, if any, and how it was dealt with.
Intention. At the next "In" level, you've put your arms through the mantle's sleeves, so to speak. You've taken on a task, researched it well enough to have determined what you intend to do to solve the problem or move forward with the project. When you're empowered enough to operate at this level, you're demonstrating that considerable trust has been placed in you. While you may still need approval from a higher source to bring the project to completion, you're nonetheless very much in charge. Your manager can, of course, suggest, modify, in fact, can even tell you not to proceed, but you're still tipping the scales at this stage to the point of equilibrium in favor of your leadership autonomy.
Initiation. The fourth level finds you nearly in complete charge of a project. You can initiate both minor and major tasks without obtaining approval from others. However, you'll need to keep people informed via periodic progress reports. At this level, you're operating-if not as equals-at least as partners with those who may be ultimately responsible.
Independence. When you reach the final level, you're Independent. That is, your manager or the major stakeholder has worked with you long enough to know the quality of your work. He trusts you enough to know you can handle a project from inception to completion without having to check with him on all the minor details. Upon completion of the project, you will share the results with your manager, but there's no need to provide regular reports when you're operating at this level. Caution: don't expect to begin at the Independent level unless you've already established considerable trust with your manager.
The foolishness of rigidity can be found in nature as well: it is said that trees like the supple birch bend in a storm while more upright trees crack in half. Even Dilbert's creator, Scott Adams, says: "The only way people are going to be safe [in their jobs] is if they learn as much about as many different things as they can. It's the combination of things that will make you successful, not being the best in one field."
If you are serious about developing flexibility, it may help to think about the most flexible person you know. What characteristics does she have? What does she actually do that demonstrates this adaptability? Have you ever asked her about possible negative consequences of being flexible? What would you say are the positive consequences?
EMPOWER YOURSELF AND OTHERS
You'll have to work harder to acquire empowerment in distrustful, micromanaging situation than you will in a situation that gives employees the freedom to work toward the organization's best interest. Before you take on an additional responsibility that allows you to act in an empowered fashion, review these aspects of your job situation. The analysis that follows will help you determine how much responsibility to ask for.
Management Behaviors
Where does your manager's style fall on the continuum between controlling and empowering?
Management Expertise
Does your manager have limited experience/ training or, at the other end, is his or her skill level extensive?
Culture
Give careful thought to the way people operate. Is the emphasis on the individual? On competition? Or, is the emphasis on teamwork and cooperation?
Information
Do people tend to be cautious and possessive with knowledge? Or, are they open and sharing?
Interactions
Are people treated fairly or is there the perception (and perhaps even the reality) of favoritism?
Diversity
Are people who are different laughed at? Perhaps even mocked? Or, is there evidence of both tolerance and respect for individual diversity?
Teamwork
Is there clarity surrounding team goals? Do people willingly join teams? Do teams get things done? Are people serving on teams able to use their particular expertise?
Structure
Do you have access to those in senior management or are there so many layers you can't really connect to anyone beyond your immediate supervisor?
Job Descriptions
Are you expected to do exactly what's in your position description or are you allowed flexibility to improve processes or suggest new ideas?
Partnership
Are distinctions between management and hourly workers strictly abided by or is there the sense that collegiality and partnerships are the way to achieve goals?
IN CONCLUSION
Keep your mind open to possibilities nature is suggesting to us. Remember what scientist James Dewar has to say about that: "Minds are like parachutes-they only function when they are open." And, the next time you are plagued by a lack of confidence, remember the Venus fly-trap and tell your cells: phone home!
In these days of intense scrutiny surrounding leadership
decision-making--just look at the calls for resignations of government
leaders in Flint, Detroit, and Baltimore--workplace leaders may be
second-guessing their decisions more than ever. This article offers
leadership lessons that emphasize turning to inner resources and outside
sources for strength.
Article Source:
http://EzineArticles.com/expert/Marlene_Caroselli/332693
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