Category — Leadership

During a recent trip I had the pleasure of reading and commenting a wonderful book about management: Lead Well and Prosper (15 successful strategies for becoming a good manager) by Nick McCormick. Please, note that I’ve read several books about management, but this is the first one I read on the management subject that does not feel boring in any way, in any moment. It’s a very concise book, not wordy and not vague. In fact, the book grasps your attention from the first chapter, “Adopt a serving attitude”, which sets up the dynamic for the rest of the book, and clearly demonstrates that the author has plenty of practical experience on the subject, i.e., that he knows what he is talking about. The book tries (and succeeds) to improve the reading and learning experience, by using a direct language and funny cartoons at the start of each chapter. Cartoons humorously depict a wrong management attitude or behavior, which the rest of the chapter will explain how to correct. Besides, cartoons are refreshing and provide and outlook of the topic to be presented in the chapter. More than a guide, the book turns out to be a friend.

The book’s structure is lovely simple. Fifteen chapters which focus on specific management issues:

Chapter 1 – Adopt a serving attitude: Be humble, serve and love your team (but don’t let your team members to walk all over you either… balance is the key).
Chapter 2 – Teach: Management is a teaching experience. Improving your staff skills, sharing your knowledge, will yield better results. I liked the book’s suggestion about hiring people with potential, rather than focusing solely on experience.
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A goal is a very specific result that we want to achieve in a precise, future time. It’s an experience not yet lived, although firmly wished. Let’s recall from our first post about goals, that an objective or goal is a personal or perhaps organizational desired end point in development. It is usually endeavored to be reached in finite time by setting deadlines. Albeit goals, dreams and expectations are related concepts, there are important differences that will be discussed further on. As it often occurs with dreams, there are virtually no limits on the number of goals we may set, since goals represent, in essence, states or things that we wish to achieve in the future. Unlike dreams, though, goals require that we define them precisely, and we have to work for them in the present time, right now. Thereby, goals are nearer, within reach.

Goals and Expectations

We should not confuse goals and expectations. Goals are the concrete and positive result of a fulfilled wish, and they provide satisfaction and success. On its side, expectations are focused on the behavior that we expect from other people. Setting a goal also means directing all our efforts towards achieving the goal, combining several tasks in order to attain it. However, to have an expectation reduces to delegating our wishes to the lucky concurrence of external factors.

Therefore, setting goals helps us to empower strategies, to create effectivity and to dominate the process of achieving whatever thing we wish. Besides, our goals create new opportunities, and improve our capacity for overcoming obstacles and conquering unexpected hurdles. As we move forward and reach the little goals that we had set, we also have the feeling of walking our paths faster, with a boosted self-confidence and a diminishing desire to return to the past. By the way, when we feel little or no desire to return to the past, we can be sure that we have improved as human beings.

Goals and Dreams

As aforesaid, a difference between goals and dreams lies in the time required for reaching them. Goals are closer. Besides, motivation also establishes a notorious difference between goals and dreams. We have more immediate and realistic motivations for reaching goals. On the contrary, dreams’ motivation is typically diffuse, sometimes very unclear.

However, dreams are the ultimate fuel of life, no matter how fuzzy they may be. As life moves on, we will feel the dream, approach the dream, dream the dream… we will be continuously reshaping the dream. Dreams are, after all, made of a very malleable matter. In life, we walk towards the sun, and our sun is composed of just dreams. Every step toward such sun kills a doubt. And each of such steps is a goal.

Organizing our Goals

We have to prepare a few lists for visualizing our goals and, in general, our action and thinking paths. When we write down our goals in a list, we are defining and outlining a plan to reach the goals. We are committing ourselves to fulfilling them based on practical aspects. On the contrary, the list of dreams contains relatively remote possibilities, excepting perhaps the first or second dream. In order to reach the first dream of the list, we have to conquer a chain of goals. In short, goals are the intermediate steps required for achieving the ultimate objective of your life.

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Typically, the first prerequisite for a shining job interview is a well-redacted and organized Résumé. A shining Résumé can move you to the first places of a list comprising perhaps hundreds of prospects. Therefore, your Résumé should list your best germane abilities for the job you are applying to… those abilities that would guarantee a star performance in the job. Remember that you are the ultimate responsible for highlighting your attributes to constitute a valid option to integrate the new team that the company is forming. In order to determine which of your abilities are the most suited for the job…

you have to research your potential employer beforehand

…that will give you a very important lead. Get as much information as you can about the business, and also about the potential interviewers (you should research their style and attitude… that’s very important). If you know someone who has previously taken an interview in that company, talk with them about their experiences in the interview. Try to extract pure information, i.e., don’t let them to influence you (specially about the job being impossible or, on the contrary, being too easy).

1. First Approach

Remember that you have to dress with a professional look, according to the nature of the job. You are a professional… thereby each and every aspect of you must communicate that fact. Now, during the interview, take into account that Interviewers will ask questions related to their company, for example, why would you like to work for us? They may ask you about your opinion on the company’s products or history. Typically, this information is available on the company’s website, and by knowing it you demonstrate a genuine interest for the job.

2. Virtues and Limitations

Talk about your virtues, but not excessively. In this regards apply balance and good sense. Answer this question presenting your virtues in the context of the requirements of the job you’re applying to, with a clear and concise language. However, other almost granted question they will do is about your defects, thereby you must also be prepared to answer that. Furthermore, the interviewer may ask about your abilities and limitations: prepare an answer beforehand in order to allow you to present your defects as a new opportunity for keep improving.

3. Expect the Unexpected

You have to be ready for anything… a group interview, a forum about some specific problem of the company, a written exam, and so on. Carry any material you think you may need: think of the interview as your first day of work.

When entering to the interview, greet to your interviewer with a smile. Visual contact must also be direct and firm (but not exceedingly). Remember that, no matter the circumstances, you have to act formally instead of dared or zany (refer to your interviewer using his title… Dr., Mr., Engineer, etc.), unless they demand you to treat them informally (but that’s relatively rare; read point 6. Be on the alert). Listen to your interviewer very carefully. Sometimes the applicants are so focused in the things they want to say that forget what they are really being asked about. No answer is good if it does not truly answer the matter asked about.

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We are used to recur to the time parameter to assess all of our activities. Worse yet, time assesses our own reality. We love to classify life in an orthodox fashion: past, present and future, unyielding frames we can’t live without. Indeed, as humans, we love to classify things, especially when classifying makes us feel special or protected. We classify things as living or not living. Above all, though, we love to classify things according to time. Thanks to this parameter, everything becomes an event. And we are continually struggling to link events, to establish logical relations of cause-effect between them. If we think this over, we’d note our predilection for going to the ends of classification. To classify, after all, is a proof of intelligence.

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We are already accustomed to financial media regularly releasing statistical reports and rankings of the people that lead and have accumulated an important allotment of the world’s money. For instance, Forbes magazine published its annual Japanese ranking a few days ago. For most of us, it’d be wonderful, impressive, and even magical, to someday read our names in such lists. A lot of people only dream of being there. But reality often reveals otherwise. Sometimes, it’s just a matter of luck, or inherited fortunes. But we’ll disregard such cases, as uninteresting for analysis. The norm is that becoming rich requires plenty of sacrifices, and above all, extraordinary efforts. It’s not easy. However, it’s not impossible to reach such goal. Powerful souls set exceptional goals.

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When I have to hire someone for any position in my company, I always pay close attention to the below discussed 7 attributes, because I always strive to hire people with leadership traits (even when the job is not a key managerial position.) I always want the best people, no matter the size, complexity or responsibility of the job. I know that, as time goes by, groups of workers with leadership traits perform and coordinate a lot better than simple people. And the today new assistant may hopefully become a very important director in a few years.

Furthermore, I prefer the democratic (also referred to as participative) leadership style: in this case, the leader offers guidance to the group, but also participates in the group, and promotes feedback from other members. Note that this style is not inconsistent with the view of everyone in a group acting as a leader! The democratic style is also suitable for the modern dynamic environments because it allows dealing with fast-changing circumstances. Other styles, such as authoritarian or delegative leaderships, are very harmful and obsolete.

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