There’s been a great deal written over time about leadership, ranging from academic papers to famous leaders sharing their insights and somewhere in between.
Leadership is a privilege and something that should gives those lucky enough to be in such a role something to think about.
Work forms a huge part of the lives of the majority of people, having a purpose in life and earning money to live are intertwined.
Consequently, the environment at work plays a significant role in the health and wellbeing of employees and impacts on their lives outside of work.
Promoting inclusive and positive behaviours should be a fundamental aspect of the workplace. The workplace should be able to handle honest feedback, it being safe to speak openly about operational matters is the fastest route to solving those issues.
Paying people fairly for the role they carry out is a fair expectation, being paid correctly and on time is not unreasonable. In warehouse operations, it is common to hear about payroll errors particularly around overtime and holiday pay which impacts hourly paid colleagues and for corrections to be settled ‘on the next pay run’ or something short of immediately – which isn’t fair.
The approach to pay and the correcting of errors reflects the culture of the leaders in situ, it’s as simple as that.
There’s a wide gambit of leadership styles and readers of this piece will no doubt have experienced them and can recall now the names of some leaders they have worked for in the past, despite it being years ago – that’s the impact of leadership, it leaves a lasting legacy.
Leading individuals to form a team is not easy – reference elite sports as an example, there are one or two Premier League managers have difficulty in an elite environment to get a group of skilled individuals to bond and play as a team and abide by the tactics prescribed.
Talking to individuals to work out why things aren’t going to plan is a leadership norm, how it is done is pivotal to the outcome of the conversation and indeed the quality of the conversation.
The employee, or elite athlete, will ask:
• ‘is this leader being sincere?’
• ‘do they want the best for me?’
• ‘Is what is being said fair?’
• ‘Do I see what the leader is seeing?’
• ‘what isn’t working for me and what would improve things?’
Sincerity and fairness in the workplace – where would you be without it?
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