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  

How to handle enemies in your workplace

Do you have enemies in your workplace? Some of us may have enemies, not that we create enemies for ourselves. But there really are people who behave like they are the boss even if they are not the boss. Many of them have boorish behavior that they bring into the workplace.

So, how would we handle them? The first that we have to do is to simply ignore them. When we ignore them, we let them drown in their own arrogance and foolishness. This kind of behavior when ignored normally dies a natural death.  

However, there are those who are so arrogant that they would persist to annoy us even if we’ve been ignoring them. They would try to bait us to stoop to their level. What then should we do? Should we as well stoop to their sewer level behavior? Of course not! We have to take the higher plane by not stooping to their level.

Would this mean that we will simply let them annoy us and we do nothing to extinguish their errant behavior? Absolutely not! Everything has its own limit or tipping point. Sooner or later there would come a time that we have to face them so that their errant behavior could be addressed permanently.

And when we do so we have to be firm, we should not back down and we have to stand our ground no matter the odds against us. There are trouble makers in the workplace for the simple reason that we allow them to create trouble. – Marino J. Dasmarinas

On positive reputation and effective leadership

Joe is a department head in a big manufacturing company, he has been employed in that organization for ten years. He stared as an ordinary clerk and he rose from the ranks through his hard work. Along those years he built a reputation of competence, hard work and leadership by example.   Therefore, wherever department he was assigned he always gets the job done.

Is there a link between positive reputation and effective leadership? Yes, there is an important link that exist between positive reputation and effective leadership. For example, a manager who has a positive reputation of competence, hard work and leadership by example would always be an effective leader.

Why? This is for the reason that positive reputation can be likened to an advance party, it always precedes the manager/leader. Positive reputation warns the lazybones to shape up or he/she might be shipped out of the organization.

A manager’s positive reputation has a ripple effect that pervades the entire organization. Consequently, through unassailable positive reputation the manager/leader would be able to transform her/his organization.

Hence, a person who wants to ascend in the organizational hierarchy should always have a positive reputation.  For the simple reason that this is her/his passport to become an effective leader/manager. It must be like a shadow that follows him/her wherever she/he goes. – Marino J. Dasmarinas

On being talkative in the workplace

Ferdie is a talkative department manager, he talks and shares with his subordinates anything that he wants to share. Even topics of no importance he shares. What he doesn’t know is his subordinates are not interested to hear about what he shares because it distracts their work focus.  

Many managers and even ordinary workers are talkative in the workplace. They share topics that are not anymore meant to be shared and topics of no importance. For example, family matters; should it be shared in the workplace environment? Of course not!

What is to be shared or talked about in the workplace are work related topics no more no less. This simply means that there should be less talk but more work in the workplace. Many of us are talkative in the workplace. For the simple reason that we want to impress our subordinates and colleagues about what we know but it ends with the talk. We don't actually do what we say we would do, we don't put action into our words; talk is cheap.

We also want to project power, knowledge and influence by being talkative. However, the more we talk the more we expose ourselves even our hidden ignorance and incompetence we expose by being talkative.

We have to remember that the less we talk the less we commit mistakes and the less we talk the more powerful, admirable and mysterious we appear.

Are you talkative in your workplace? – Marino J. Dasmarinas

Do you want to be admired and respected by your subordinates and colleagues?

Brent occupies a top-level executive position in a private organization, he badly wants to be admired and respected by his subordinates and colleagues. Therefore, he thought of earnings their respect by projecting himself as somebody who knows everything or anything under the sun. Thus, whenever there are meetings he sees to it that he is assertive and talkative.

However, he was already wondering why was it that after almost one year of projecting this kind of behavior. He was still not earning their respect and admiration? Why was it that Brent was still not earning their respect and admiration? The simple answer is Brent was doing it the wrong way.

Many leaders and managers are like Brent: They hunger for respect and admiration. Unfortunately, they don’t know how to properly do it, being assertive and projecting a self-image that you know it all is not the way. You are in fact depreciating your value as a leader/manager when you do it this way.    

So, what is the correct way of doing it? The correct way or the right way to earn the respect and admiration of your subordinates and colleagues is through your action. Let your action speak louder than your words and let your actions make the noise.

Noise that is not heard by your subordinates and colleagues’ ears but noise that is seen by their eyes. Always make your action/s speak for you not you speaking without action. In doing so you rightfully earn the respect and admiration of your subordinates and colleagues.  – Marino J. Dasmarinas   

How do you handle an effective but problematic employee?

Can there be a situation wherein an employee is effective yet problematic at the same time? Yes, there could be! For example, an employee who is intelligent, communicates well and does his assigned job competently. However, the problem is he comes to work late and it’s somewhat a force of habit for him already. Thus, it affects the timely completion of his assigned work.

How would you handle him to correct his behavioral problem? Should you immediately warn him about his tardiness and completely disregard his effectiveness at work? Or mention first his work effectiveness and after that bring out his frequent tardiness and offer help to correct it.

The best choice is the latter: Mention first his work effectiveness and then bring out his force of habit tardiness and how you can help him cure it. This you do in private: you and the concerned employee alone.

By mentioning first his effectiveness at work and then by offering him help to solve his problem of tardiness or any work-related problem for that matter. You are actually telling him that he is doing a good job, hence; you are actually motivating him. And you are deepening that motivation drive by offering him help solve his work-related problem, in this case his tardiness.

When you have a problematic employee don’t immediately single out the problem that bedevils him. Look first to his work performance because you might find out something that is encouraging or positive. After which you address the behavioral problem that disturbs him by offering him help on how to solve it. – Marino J. Dasmarinas