On flip-flopping decisions

In a faraway place lived a leader who often flip-flops on his decisions. He would make decisions but after a few days he would take it back and would say that he did not make that decision even if the documents say otherwise.  Flip-flopping would always be in the menu of his exercise of leadership. For the reason of his flip-flopping this leader was slowly but surely losing his credibility among his subordinates.

Do you sometimes make decisions and regret doing so afterwards? You suddenly had a second thought and wished that you did not make that decision? This is a clear example of flip-flop decision making which if not corrected would surely hasten the fall of a leader/manager. Leaders/managers are supposed to be good decision makers they make their decision/s based on facts.

A leader/manager who flip-flops is someone who doesn’t carefully think of his decisions. He makes decision based on the spur of the moment. He immediately decides without carefully processing in his mind the implications of his decisions. Therefore, when he is questioned by his superiors or by his subordinates why he made that decision. He cannot stand on that decision for the simple reason that it’s a baseless decision.

The question now is, can flip-flopping be avoided? Of course, it can always be avoided. How? By means of not making spur of the moment decisions or impulsive decisions. Unless it’s a life and death situation an excellent and brilliant leader manager must not make spur of the moment or impulsive decisions. Why? Because these decisions are sure to be regretted afterwards or after a few days. – Marino J. Dasmarinas

Do not limit your motivational instrument with reward and punishment

Do you still use the traditional method of motivation called reward and punishment? Reward and punishment or the carrot and stick method of motivation goes this way: Rewards are given to an employee to sustain a positive behavior. For example: promotion, monetary incentive, recognition and the like.  The punishment is administered to force an employee to correct an errant behavior or to push an employee to correct an errant behavior. This has been the traditional motivation approach.

Is this kind of motivation technique still effective in this modern time and with millennial human resource around? Not anymore, the human resource one hundred to fifty years ago is very much different from the human resource today. The human resource then, did not have the luxury of technological modernity. So different from the present-day human resource where they can navigate the world anytime using their smart phones.

Therefore, there should be additional upgrades when motivating the millennial human resource today. The number one upgrade is to insert social relevance to the work that they are doing. For example, a call center agent should not only be told to sell products or solicit clients.

They must be informed of the relevance of what they are doing in relation to his family and his personal wellbeing. If the organization could inject this idea in the mindset of its human resource. It would serve as a point of motivation for them not only to work hard but to put more value into their assigned work.

The organization could also make the work environment homey and environmental friendly.  This could be done by creating a relaxed and plant friendly atmosphere. If the organization would innovate this way, this would certainly serve as a new motivational tool for its human resource. Who would not be motivated to work in this kind of atmosphere?   

The organization should also encourage participation of its human resource in decision making most especially in their work area. Gone are the days wherein management would always force its ideas on their workers. And the workers would have no other choice but to simply accept the decisions of management whether they like it or not.  

As technology evolves and upgrades motivational approaches of organizations toward its modern-day human resource must also evolve and upgrade. Otherwise they would be left behind and be extinct eventually. – Marino J. Dasmarinas

About predictable behaviors

There is a story of a manager who was always late going to work hence his subordinates would also be late always. He was also at all times very lenient to a fault to his subordinates. These predictable behaviors resulted in his demotion. Why? For the simple reason that it bred complacency and lack of discipline among his subordinates.

There is another story of a manager who was always early at work, he would always be there twenty minutes before the official office time. He is also strict when at work but friendly and just wants to be treated as of the boys when not at work. His subordinates took notice of his behavior. Thus, they saw to it that they would always be early when reporting for work. They also observe discipline when at work.

Predictable behavior can always work for a manager/leader when that predictable behavior is positive. On the other side a predictable behavior can also work against a manager/leader if the predictable behavior is negative, as exemplified in our first story.  

A good manager/leader should always sustain a positive predictable behavior. Because a positive predictable behavior is obviously good for a person’s image. It will also help him move upward in the organizational hierarchy.   Positive predictable behavior always works as an invisible advance party for the person who has it. It makes his organizational life easier it also breeds respect among peers and subordinates.

What if a manager/leader has a negative predictable behavior? Of course, it’s no brainer that this kind of /manager/leader should reform and earnestly ditch his negative predictable behavior. Otherwise, he will be up for reprimand, demotion even separation. – Marino J. Dasmarinas 

Can overexposure increase your leadership and managerial value?

Do you want to increase your value as a leader/manager? Many supposed to be leader/manager thinks that they could increase their value by exposure. Even those exposure wherein their presence is not needed they want to be there. So, they overexpose themselves; as a result of their overexposure they devalue their leadership position.

A good and effective leader/manager should not be hungry for exposure and attention. This is for the reason that hunger for exposure and attention is not the way to increase your leadership and managerial stock.  When you are always present you appear common and familiar. The luster of your leadership and managerial position is eroded.

Therefore, what should you do? Don’t overspread, overexpose and over circulate yourself. Carefully choose the events/spots where you would appear. You have to remember that leadership effectiveness is not achieved through over exposure and appearance.

Truth be told, increase in leadership/managerial value is achieved through studios planning. Effective delegation of responsibilities and making your people accountable for the delegated responsibilities. 

You increase your value as a leader by achieving your organizational goals, targets and objectives. Not by over circulating and over exposing yourself in your organization. Come to think of it, what is the use of being always present in the functions of your organization if your office is in disarray? – Marino J. Dasmarinas