“Leaders are never wrong.”
-A wronged leader.
Well, after a little about leading good, and a little more about leading good. To all readers out there, I have for you, some more about leading good. (Trust me, I am creative. Yes I am. But this is a series, and titles must be similar. Else I could… leave it). I’ve written on what a leader must possess as qualities, and based on those I’ve written on what kind of leader I might be. Now, well we all are good on pointing out the flaws aren’t we? Here we go. Here are the list of definite ideas- what a leader must not do.
You all. 4. You know 4 is golden.
Apparently, Blaming isn’t Leading.
You lead means you are expected to do work. You are expected to succeed no matter others fail. Well, you are at least expected to give your best. Apparently, when you blame your teammate, your laptop, interrupted power supply, the dim light on your desk, unopened window in the teammate’s room or god knows what, you… (I needn’t explain.. do I?)
Whining isn’t Winning.
Whining is a verb, which means to complain in a feeble or petulant way. Well, there’s nothing better than a leader murmuring of how food in his home was not good or how water was spilled all over his pant yesterday or how the huge traffic made him attend an important client late? You know better.
Shout Not Always.
This particular incident, I take with my own example. I had a friend, applying for foreign university. He asked me to help him with his application essays. I didn’t resist. (Well, he had mentioned his biggest quality was leading). I was stuck up in my own admission procedure, and god knows the amount of taunts I had gotten in my messages within those 3 days. (Well I had completed one essay. Didn’t send him).
Even if you pay them, though they follow you-No one. I repeat No one works for taunts and shouts, if there’s no mistake. Understand the matter and go to the depth. That’s what leaders are for.
Say no to Building Fear. Build Trust.
Fear is a very expensive article of trade. It is used to gain short-term compliance but the price of fear is a loss of trust and at least an increase in operational cost and maybe seeking of some other form of ideas. In fear-based organizations (and there are still many leaders managers regularly use fear-inducing threats) then productivity will be limited and subtle disruption will create an undercurrent of organizational harm. If you seek to increase trust then you must also seek to decrease fear. A leader, is the one who builds trust.
You know me, right?
The Chief Cynic: Yugantar Paudel.