The Problem With Managers Who See Themselves As Inspiring, According to Harvard

The Problem With Managers Who See Themselves As Inspiring, According to Harvard In an iconic moment on an iconic show (The Office, of course), regional manager Michael Scott offers the following reflection Would I rather be feared or loved? Easy. Both. I want people to be afraid of how much they love me. In his desperate desire to be considered inspirational by his employees, Michael represents an unfortunately large number of supervisors who place their priorities in the wrong spots.In a recent HBR implies that the issue with positioning oneself as an inspirational figure for your employees to admire involves a disconnect between this goal and the very menschenfreundlich experience of being an effective manager. As human beings, the researchers point out, we are all driven by basic needs for meaning, happiness, human connectedness, and a desire to contribute positively to others. And leaders that truly understands these needs, and lead in a way that enables these intrinsic motivati ons, have the keys to enable strong loyalty, engagement and performance. As leaders, we must be humans before managers.Rather than fixating on inspiring their employees, HBR suggests that managers should try to engage their workers using a people-centered approach. The writers describe this form of motivation as a four-step process1. Practice empathy.Focus on relating to your employees with empathy, thinking of them not as cogs in a machine, but instead as intelligent people with their own opinions, ideas, and priorities. HBR encourages readers to keep this thought in mind when considering their management strategies If my child or parent or good friend worked here, would they appreciate this decision? In this way, any managerial decision becomes a personal question.2. Be self-aware.Work on your self-awareness, as having a good handle on what drives you and how you deal with challenges will enable to you have a clearer perspective on those you lead.3. Be selfless.Remember that leade rship is not about you, but about the people and the organization you lead. Removing your personal agenda from your management practices and instead focusing on actions and behaviors that benefit your employees and your company will ultimately make you a more effective leader.4. Have compassion.Never think of compassion as a weakness, because its actually your greatest strength as a manager. In the words of HBR When it comes to leadership, nothing beats compassion. It is a universal language that is understood by anyone, anywhere.--