Effective managers and executives have two key characteristics behind their authenticity:
Managers who navigate different styles of behavior with kindness and confidence, while staying true to who they really are, gain respect – of their teams and their peers. Respect breeds trust. Trust creates mutual support between you and your team. Mutual support gets you ...
- Their inherent personality that drives their preferred behaviors.
- The ability to choose from and demonstrate, at the right times, an array of behaviors outside their inherent personality that make them effective no matter what the situation.
Managers who navigate different styles of behavior with kindness and confidence, while staying true to who they really are, gain respect – of their teams and their peers. Respect breeds trust. Trust creates mutual support between you and your team. Mutual support gets you ...
results. Results move you to the top faster!
The people who make it to the top are authentic and unapologetic about their inherent personality. Their team members can always count on them to behave exactly how they are. Their team members are never surprised, and this helps to build trust. Even if they are cranky and bossy at heart, their teams love them.
However, the people who make it to the top also realize that different situations call for different styles of behavior. Not all situations will call for your most natural work style. Therefore your most natural work style won’t produce results in all situations.
Being directive in a brainstorming session doesn’t generate the same result as being participative. Being participative when a deadline is looming doesn’t offer the best opportunity for meeting the deadline. A project manager needs to manage budgets, timelines, and checklists – all are bureaucratic tasks. However, he also has to manage change, which is fraught with human dynamics that require compassion, interest in others’ opinions and influence.
Managers who are authentic about who they are can, and should, flex their behavior to meet the demands of the situation so that the right results are produced. If you are a horrible listener, you have to learn to be a good listener when the alternative won’t produce the right results. If you are a subdued and quiet manager, speaking up once in a while with authority and resilience may be the order of the day – if it is going to get you a better result than staying quiet.
“Management of others is self-management”. Dr. Bill Reddin, Behavioral Scientist and Management Guru
The people who make it to the top are authentic and unapologetic about their inherent personality. Their team members can always count on them to behave exactly how they are. Their team members are never surprised, and this helps to build trust. Even if they are cranky and bossy at heart, their teams love them.
However, the people who make it to the top also realize that different situations call for different styles of behavior. Not all situations will call for your most natural work style. Therefore your most natural work style won’t produce results in all situations.
Being directive in a brainstorming session doesn’t generate the same result as being participative. Being participative when a deadline is looming doesn’t offer the best opportunity for meeting the deadline. A project manager needs to manage budgets, timelines, and checklists – all are bureaucratic tasks. However, he also has to manage change, which is fraught with human dynamics that require compassion, interest in others’ opinions and influence.
Managers who are authentic about who they are can, and should, flex their behavior to meet the demands of the situation so that the right results are produced. If you are a horrible listener, you have to learn to be a good listener when the alternative won’t produce the right results. If you are a subdued and quiet manager, speaking up once in a while with authority and resilience may be the order of the day – if it is going to get you a better result than staying quiet.
“Management of others is self-management”. Dr. Bill Reddin, Behavioral Scientist and Management Guru
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