How to be a good leader? - First article

I'd like to share with you what I learned in this essay from the Michigan University course "Management of Individuals and Teams," which was offered through Coursera.

Since some readers only know one of the two languages, I wrote this post in both Persian and English.

Perspective and Vision

I believe it would be more effective if I started with the managerial and organizational perspectives. The first concern was how to effectively communicate corporate vision and thinking to team members or other company personnel as a manager.

The ability to effectively communicate your point of view is the most crucial factor! You must first inform your audience of your viewpoint or that of your organization before setting a goal for them and leading them along the company's growth route. Members of the team cannot do their assigned jobs effectively if they are unaware of the team's mission and guiding principles. They most likely don't comprehend the company's strategy. This may cause members to become confused, lose their confidence, and occasionally lose faith in the "direction the firm is taking."

You need to keep a few things in mind when expressing your opinion and transmitting your vision from the company's course. Prior to that, while the words you choose to use are crucial, the way in which you utter them is far more crucial. Read through the taglines and ideologies of the two businesses collectively:

"… To be Earth's most customer-centric company for four primary customer sets: consumers, sellers, businesses, and content creators."

Amazon

"To refresh the world… to inspire moments of optimism and happiness… to create value and make a difference."

Coca Cola

Is it fascinating? You may grasp Amazon's attitude and overall policy through its motto. Short and sweet! You can sense exactly what Coca-Cola is aiming for in the tagline. Coca-Cola provides us with a fresh feeling while still giving us the same nice feeling when we drink "Sugary soda"!

And what, in your opinion, constitutes success? What does business success mean to you? What must you or your business do in order to attain the success you have a specific definition for?

A lot of managers actually overlook some of the aforementioned advice. The election candidates are maybe the best example of everything I have said. As a result of their successful and energizing slogans and speech, the rest of the population is led in the direction they have chosen for themselves, giving them the impression that success and their goals will be attained in tandem with their own.

Most of the time, their objectives and viewpoints are properly defined. It is uncommon for a candidate to be successful if they lack a defined point of view or consider everything else as a means to an end.

History's most influential figures have never forgotten the following:

• They employed verbs in the first-person plural (Like We).
• They put a focus on fundamental ideas.
• From their point of view, they conveyed to the audience the profound implications and concept of success.
• Most importantly, they repeat important words and ideas throughout their speech to ensure the audience remembers them.

Targeting

The idea of goal setting is the second thing I want to talk to you about.

The most erroneous perspective on goal setting is that the bigger and more impossible the goals, the more successful and ambitious others will view the manager and his organization.

Simple and short-term goals are reasonable goals, according to statistics and documents, but they are not good goals if they are not intended to help members become better people and increase their knowledge as they work toward the goal.

The potential for learning and improvement while working on a relatively slow slope increases as the goals' difficulty and length increase. Naturally, the reason for this is that this type of goal involves dealing with a wider variety and longer-term challenges than the previous type of goal did. But as time goes on, the more challenging and long-term the goals, the more severely the members' learning capacity, confidence, and work quality will decline.

Sometimes members become discouraged and uncontrollable due to the excessive complexity of the goals. People tend to prefer simpler goals over more ambitious ones when it comes to taking action. It is the responsibility of a good manager to set up a team plan and to define its objectives in a way that keeps the goals' complexity and difficulty in the middle.

The objectives that are established ought to be consistent with the teams and the overall vision. In addition to motivating the team, the team manager should be able to assist team members in achieving these objectives. The team members may lose their way in the middle of the road, lose control, and exhibit unusual behaviors if the goals are unreasonable, poorly understood, poorly aligned with the manager's priorities, or otherwise misunderstood. This happens frequently in challenging circumstances!

Goals can sometimes result in fraud and "theft at work" if they are not properly defined and tailored to the strengths and abilities of the team. This happens when team members work too hard, become unplanned, or put too much pressure on themselves.

Perhaps I should bring up the Smart Goals once more. a rule stating that objectives must be specific, measurable, accepted by all participants, rational, and timely. However, keep in mind that not all objectives will fit within this framework. Or, on occasion, it is inappropriate for individual team members or the team as a whole to define all the goals in this framework.

For instance, you might not have thought about how two goals listed in this framework could overlap.

When defining a goal using these five criteria, members may occasionally engage in the inappropriate behavior I previously mentioned.

Most importantly, be conscious of the fact that occasionally the objectives outlined in this framework may limit your business and management vision, channel your vision, and occasionally impede workplace learning.

As a summary of this section, I'd like to say one thing: Regardless of their meaning, goals should give members' lives purpose. a purpose that members can see and understand as having a positive effect on their own lives. It will undoubtedly be more effective than increasing salaries and other such things if the team's goals can give members' lives purpose and help them see the future more clearly than they did before.

Leader or boss?

Finally, I want to discuss the idea of the boss vs. leader in this article.

Finding and retaining talent has become the biggest challenge for managers in recent years. In the following article, I'll discuss how to find and keep talent, but in this one, I want to draw attention to a key problem. A good manager is a leader, not a boss. A leader views his team members as his friends, companions, and fair critics and loves them as much as his children. A strong leader engages in frequent communication with his team. Boss, though! A boss does not see himself as a team member, sees others as his workers and employees, finds criticism insulting, and pays no attention to the emotions of his team members.

A leader seeks to learn more. He aspires to impart his knowledge. He is attempting to change things for the better for his team! He works to uncover each person's inherent perfection and encourages self-expression and personal development. He enjoys listening to others' criticisms and learning from them, and he is constantly seeking out the team members' opinions and criticisms.

When dealing with coworkers and team members, consider each person's efforts in addition to the final product; never just focus on the final product, as this will only serve to encourage those who cheat on their assignments. Both effort and outcome are crucial!

In the following article, I'll go into more detail about why personality tests and statements like "Mr. X is a blue character built for driving" and "Mr. Y is an INTJ person" are false and inaccurate. None of this can be attributed to the way you treat people or the characteristics of their personalities.

Discover the positive and negative aspects of your team members, work to enhance the positive aspects, and pinpoint the reasons for the negative aspects. A person may advance because of his strengths at times, and failing or regressing may result from trying to make up for his weaknesses. However, strengthening his weaknesses and enhancing them occasionally can advance him. Each individual must be treated and helped in accordance with his or her strengths and weaknesses.

There is no one-size-fits-all method for handling people. You can't generalize about how something will work for people of all personalities.

I believe I was able to adequately express the ideas I wanted to get across in this article. In the article after this, I'll talk more about these concerns.