Leadership : business, employees, development

Incident 1 : I met a friend yesterday where we discussed about his team. He said he needs his team to take charge of the business and infact the business needs them, as they are experts on their domains. The challenge is to be a leader who pleases all these different characters and motivate them all. It’s humanly impossible to just be nice to all and promote all your team members.
Incident 2 : Another friend of mine, started right from scratch in that company. He joined at an associate level and with right guidance and hardwork he was growing up the ladder. But it was a financial situation that pressed him a lot and he was in a dilemma.
Incident 3 : While she was an excellent resource for the team, the boss realized that she needed to pursue her passion further and move higher and wider, so guided her on a new career growth. It was a role mentoring for her.
I will complete this blog in couple of days, for now, very curious to hear your comments on Leadership lessons learnt from these 3 incidents! Shoot out your observations..

3 replies to Leadership : business, employees, development

  1. All three scenarios have different flavours of responses.
    Incident 1: Has the leader built enough trust with the team to command a control or seemless working and productive outcome?
    Incident 2: what is the person looking for- is it better salary work environment, domain etc. Leaders may not be able to convince if the team member is not clear.
    Incident 3:True leaders and managers look not to hold their team but to encourage their growth outside and be examples. Long lasting relationship always works this way.

  2. Hmm…. curiouser and curiouser….keen to see how to tie the gems into the necklace…

  3. Incident 1: leaders ought to understand that no one is indispensable. He coaches all of them to take on higher responsibility but some may not make it.
    Incident 2: leaders should learn to sympathise without taking responsibility for the situation. Am employees financial problem belongs to the employee. However one can move from sympathy to empathy and seek out opportunity where the person could earn more.
    Incident 3: display courage when required. It’s OK to mentor a talented person even if it means making others unhappy

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