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  

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