January 28, 2010

Thursday Hot

The first learning point for today is actually a very difficult but realistic one -- People.

As Paul mentioned the Urban terrorist - high energy, low attitude: this kind of people will meet us at least once in a lifetime. I've met quite a few :-) They have a lot of opinions, judgements, that sometimes surpress the leaders and challenge their power in public. As a leader, this kind of people or situation has to be carefully handled! When Urban terrorist starts to influence others more than a leader does, then it reflects that the leader is incompetent and also the leader will be forced sometimes to use 'position power' to take over control of the chaos.

Again, I think the ability to solve this requires experience and personal charisma. Experience might be being able to know how to handle the situation will harm the leadership the least, or even getting every respect back. Charisma can be for instance, good at talking at people and persuading people to believe in what he/she say. (Charm the followers)

The 2nd learning point is that either during the practice or real life, we still tend to solve the problem and ignore about other factors. Or sometimes we want to solve the problem so much so that we can fool ourselves that everything will be better. But what we do everyday may be keep solving different kinds of problems but still keep having new problems. Therefore, as a leader, I think he/she need to develop the ability of seeing the future or bigger picture of the whole situation. Dr. Deming says, "Leaders should think/solve tomorrow, not today." This applies to this as well. Leaders should think about what to do tomorrow, today's tasks leave to the employees to achieve; but we all need to know what's gonna happen tomorrow.

The third learning point is that leaders or company should try their best to take the responsibility of hiring a new person and not firing any of the employees if they're not performing well. Of course here doesn't mean that we don't fire at all, we fire those who's not appreciating the system; but we try to understand those we appreciate the system, but just fail to do things right. We should help them, assist them understand the problem. Coach them, guide them, not creating fear for them. One of the ways I personally support is to avoid firing people but to re-allocate them.

Paul mentioned a strategy that's very similar to my thinking: Help people find a job when they don't fit in the company, either a new position in the firm, or elsewhere. I strongly agree that we should have this kind of service in my company. I think the company partly shares the responsibility of recruiting people but find out they don't fit in. We know their skills, we believed in their skills, that's why we hired them in the first place. And when they can't perform well or they don't feel comfortable working for us, we should think of something to help them. Another benefit for this is that the employee will respect your company and in the future the benefit may exceed your expectation. Because maybe you changed his life, for that he's appreciated; or he becomes a more successful person than you, and you might be the one who made him the him today. :-)


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