Understanding Leadership and Management

Humility, mindset, and management skills are crucial in leadership.

The beneficial effects of humility, mindset, and management skills in leadership - (Dr Claude H. A. Simpson)

Humility in leadership is likely to facilitate collaboration and trust, especially if one is given the opportunity to select whom they would like to be on their team for a leadership project. By being noncompetitive and nonthreatening, humility in leadership not only celebrates and appreciates others’ contributions but also shows compassion and creates opportunities for continuous learning. Thus, as a humble leader, the work environment that I create through my demonstrated humility and leadership would be one that is inclusive and empowering, making all members of the organization feel that they, too, can make a valuable contribution and be a part of achieving the ultimate goal. Incidentally, a humble leader is one who is also open to feedback from other members of the organization. On my leadership project, for instance, I would seek input from team members and ensure that they feel free to share their thoughts and ideas without any retribution. Humility, above all, facilitates collaboration, trust, and inclusivity! That is to say, cooperation and teamwork are ultimately fostered. Team members are likely to feel empowered, valued, and engaged when they are involved in decision-making processes. For instance, as a team leader, I delegate tasks to team members, provide them with the resources that they need to accomplish their tasks, and send them on training and development programs to enhance their technical expertise and overall performance. Overall, through the process described here, humility in leadership can positively encourage motivation!

A leader must embrace a visionary mindset. I am readily inclined towards a People Champions’ and the Business Operators’ mindsets. The People Champions’ mindset is between C-Suite executives and employees – they are looking out for the rights and benefits of employees. The Business Operators’ mindset is looking for stability of business while addressing the concerns of employees. Our management team is trying to mix-and-match these two approaches – to be flexible in accommodating change, to learn from experience, and to combine and change approaches as needed.

Many leaders are eager to conclude that they are best able to manage their team effectively. On the imperative “Manage your team.” Self-assessment – I honestly and openly ask myself what I do well and not so well in this area, and what I ought to do to improve in these areas. Unify the team – deliver strong direction and establish our goals while sharing my vision for our organization; create a positive environment by being empathetic, conscientious of employees’ needs, and motivating the team through rewards and recognition; create well-designed training sessions that address our job descriptions and encourage employees to receive ongoing learning and development experiences.

Potential problem(s) that may be unique to your leadership situation (work, school, community other):

A leader or director of an organization is committed to providing high-quality service to its clients and customers. However, an organization may face high staff turnover challenges that hinder the smooth workflow and affect overall efficiency. As a result, the organization will require help meeting the needs of clients.

A high turnover rate adversely affects the smooth operation of the business. It disrupts timetabling, job descriptions, and clients’ expectations. Addressing the problem of high staff turnover rates is vital to an organization’s success as it gives credence to better relationships among staff members, including caregivers, nurses, administrative personnel, and clients. Addressing the problem can also lead to better coordination among staff members, improved communication outcomes, and increased transparency and accountability.

Anticipating a significant challenge that you may experience as you attempt to address a problem and implement a leadership project:

Tracking staff turnover rates and analyzing the intensity of a problem could be a significant challenge in addressing the issue. – The organization will have to try to create a top-notch place of employment. Research shows that employees who work in a positive environment tend to stay with their employer longer. In contrast, unhappy people tend to look for other job opportunities. Keeping a record of the organization's staff turnover rate can provide valuable insights into the effectiveness of internal business management practices. By promoting effective internal staff management practices, one can strengthen relationships with the staff, establish trust, and increase staff morale and satisfaction.

A leader or a director should find it feasible to put a team together. One of the most straightforward tasks is to establish a sense of urgency and communicate the changes required by the organization. If one is working on a leadership project, the first step of Kotter's eight-step process should be the easiest to implement. A team with a closely-knit group, engaging in frequent communication and encouraging honest discussions about the organization's business, will always move ahead of competitors. It is necessary to promote transparency by circulating pertinent information on the organization's news board, emails, and website. Understanding the effect of a fast-increasing high staff turnover rate, the organization should be ready to eliminate the problem and move ahead with a sense of urgency to drive transformation.

As an organization moves into the future, it is wary that setbacks can dampen progress as it tries to ‘Make Change Stick.’ The organization is not guaranteed a strong team and internal and external support. Hence, the organization must implement strategies to enhance forward thinking and make change stick. They can’t let up and be complacent but must consistently adapt to the culture of the organization’s norms, behavior, values, and shared vision. If the organization can offer continuity in reducing a high staff turnover rate and adherence to excellent business practices, such an effort will help the new culture to grow.

Emotional intelligence, mentorship, and sponsorship:

I find that developing my emotional intelligence will be highly effective when I concentrate on building Empathy skills. Understanding the emotional makeup of people in leadership positions is critical, and I acknowledge that this is an area where I need improvement. Developing my empathy skills will help me build stronger relationships and establish trust while increasing productivity. Active listening, considering others' viewpoints, and being sensitive to their emotions, is fundamental when making decisions. I will gather input from colleagues and mentors throughout this process and am eager to advance in this domain.

The development of leadership skills requires people to use their emotional intelligence and self-awareness to handle complex demands successfully.
Such leadership skills are necessary for growth to execute and bring a project to success. For example, a ‘Digital Transformation Project’ would seem to serve a multidimensional purpose; wherefore an organization could be well poised to benefit. This could be a system that will improve and enhance services at the organization. Coordinating a team with the necessary technical skills is a plus to progress beyond measure. As one will learn, it is in the best interest to embrace negative and positive feedback because of the project and the feedback system implemented. However, I think it is more because of the advent of psychological safety and the ensuing team culture.

Our organization has adopted the approach of Mentorship and Sponsorship to counteract unconscious biases. This strategy effectively boosts the presence of underrepresented groups in leadership positions, as mentors and sponsors offer guidance, encouragement, and pathways for career growth. By implementing this program, our organization can foster a diverse but also welcoming and inclusive environment. Through Mentorship and Sponsorship, we aim to cultivate a sense of community, collaboration, and mutual support, promoting a culture that breaks down barriers and builds trust among colleagues.

Overcoming constraints, encouraging trust, and demonstrating psychological safety:

I have used two prescriptions to overcome the constraints of time, money, and expertise while implementing a leadership project, 'Low Staff Morale,' in a healthcare organization. The first prescription, "Move from victim to neutralizer to transformer," helps us embrace the constraints and transform them into opportunities. In the organization, patient care is a top priority. Therefore, we use urgent situations as catalysts to drive innovative solutions with limited resources. The second prescription, "Break path dependence," involves examining our team's and organization's biases and finding new ways to approach the constraints challenge. We have prioritized employee well-being by initiating collaborative workshops and frequent forums to foster open communication.

Understandably, building trust and authenticity calls for punctuality, promptness, accountability, and responsibility, which are essential qualities for all employees. An organization progresses from having a team of workers who embrace such attributes. Team members must understand that we can always move ahead from setbacks and achieve positive things if we learn from mishaps or incidents and heed correction, and we should always uphold a high standard and be aware that team trust is crucial to team cohesiveness.

During the 2020 COVID-19 period, our organization, Passionate Healthcare Services, was shortchanged by the need for adequate protective gear for its employees. In a meeting, I freely disclosed that I made a mistake with the numbers as I acknowledged the error in providing accurate information, and I expressed genuine regret for any confusion and inconvenience it may have caused. By openly admitting to my mistakes and expressing accountability, I noticed that team members trusted me more, as they saw me as transparent and willing to own up to errors. This vulnerability also humanizes my interactions with the team, making me more relatable and authentic in their eyes, thus strengthening our working relationships.

Psychological safety is essential for building high-performing teams, particularly in fostering trust, open communication, and innovation. In the organization and team, we prioritize creating a psychologically safe environment. When team members observe us admitting mistakes without fear of punishment, it encourages them to do the same. Every team member has the freedom to express themselves, and whenever problems arise, we openly discuss them for analysis and improvement. Our organization defines precise expectations for behavior and roles and takes immediate action on the issues while supporting good conduct. Psychological safety plays a vital role within healthcare organizations because it enables open communication while removing the fear of negative consequences and creating a constructive work atmosphere.

It is crucial to adhere to psychological safety because it brings out the best in your team. When a team or an organization takes moderate risks where expectations are established, they will likely operate at their comfort level, which enhances and promotes positive emotions. Hence, issues are better able to be discussed openly, and problems are approached in viable steps to arrive at a solution.
In a psychologically safe environment, a team can better maintain and exhibit a better account of self in terms of self-worth, self-expression, and self-motivation. Employees are easily motivated to accomplish organizational goals, work innovatively, and be receptive to change management if the concept of psychological safety boosts their comfort level. A survey feedback system, could help wherefore employees feel safe to answer the questions without fear of repercussions, is critical to maintaining psychological safety.

Feedback system, criticisms, barriers and hurdles, and deflection:

‘Acknowledge And Thank Them’ is the critical suggestion most evident in our team’s Passionate Healthcare Services (PHS) feedback system. Here, middle management at PHS claims they are exhausted and burnt out daily. PHS is beset with the problem of low staff morale, so we aim to boost staff morale. Feedback from questionnaires showed that some team members are frustrated about the workload and work conditions. As team leader, questions directed at me suggest that management is guilty of absenteeism and a light workload. Without pinpointing whose response, I addressed the issue in a follow-up meeting, so the team was a bit pleased as they understood the situation better. Some members misinterpret absenteeism in cases where representatives are on the road, so to speak, with clients and sometimes at meetings off-site. As I meet with team members during the project implementation, there are always issues to discuss and settle. Still, we try to overcome the challenges as our team tends to be more trustworthy, fair, and reasonable in our team interactions.

The leading premise to accepting criticism that resonates with me the most is the “Sixth Commandment: Thank the Criticism.” Everyone is susceptible to making mistakes, but the devastating effect of trolling is crippling to anyone who is trying their best to accomplish a goal, but unfortunately falters. Who is infallible? None! Social media is a platform/forum where everything goes – the good, the bad, and the indifference. We see it in the tabs of various responses and voices of the masses, which reach millions of eyes and ears. However, as Zawadzki (2021) opines, we should use it as a character development and growth stimulus. Criticism can lead to chaos, but redirecting and transforming the criticism to improve your work can be most beneficial. Resorting to having a calm disposition is worthwhile to let the criticism soak in, then assess, rationalize, and evaluate to use the criticism to move forward. You should always seek to engage in active listening. Pay attention to the context, meaning, purpose, matter, and content, but always anticipate criticism. Being mindful of criticism will offer numerous ways to improve your project quality, which will generate growth and improve your leadership skills.

When I first published the book, ‘Basic Algebra Part 2’ it got a lot of buzz and was featured by Book Authority among the Best Basic Linear Algebra Books of All Time. Family members posted it on social media. Hence, the criticism was blown out of proportion. I read numerous comments while observing the likes and dislikes of (unknown faces). Frankly, I felt sad and blank as I mentally rehearsed the comments. I got myself together and used some negative comments to push myself to improve, and I used the positive ones as encouragement. Months later, I published ‘Fundamental Concepts of Algebra 1’, the most improved version of the previous publication. ‘Fundamental Concepts of Algebra 1’ has no e-book version, but the paperback is doing well across Amazon and other platforms. This is just to show that one can turn around the criticism to foster growth. “Thank The Criticism.”

I recently engaged in a team meeting to discuss specific implementation issues regarding barriers and hurdles so that my leadership project addressing low staff morale could progress smoothly. As I listened to team members, I understood their concerns, feelings, and emotions well, as we all must shoulder the responsibility of generating substantial input of time, work, and implicit personal costs. We shared that empowered feeling of support as we discussed viable solutions to quell low staff morale. From such effort in our professional two-way communication, I would assess my listening skills as (level 5), as Zenger and Folkman (2016) claim that a listener’s sound understanding of a person’s state of mind and interpretation of the issue will undoubtedly inform empathy and support. On the other hand, a listening level 1 & 3 assessment would offer a safe environment where context and content are understood, appropriately, and effectively communicated, involving underlying questions and attentive listening. Your listening level will undoubtedly create a better interpretation and understanding of the issue; thus, you are able to generate confidentiality and assurance that team members feel safe to voice their concerns without any repercussions. Creating a safe space and generating open discussions with clients/customers/colleagues is a positive move, as viable feedback can only serve to build and improve the environmental inspections

The adverse behavior of deflection can create chaos in the workplace. In my organization, I feel confident in addressing deflection as, at times, even workers at the supervisor’s level will behave in a way that unloads their responsibility and perform below the expected level. Sometimes, their claim is, “I thought department X sent in the completed forms,” or “The Operating Officer said that we can still meet the deadline.” Deflectors always have an excuse. I cautioned my team members to be mindful of colleagues trying to avoid being accountable. My plea to my team would be to make sure that we communicate effectively, encourage transparency, engage in effective and attentive listening, and be constantly alert to the message that transpired.

Open-door policy, areas of clarity, and the verge of tension:

In a thriving or established organization, I believe in an “open-door” policy. A team should always communicate with utmost transparency in task development, execution, and progress. As a leader, I am like a “shoulder of support” to my team; therefore, any member can always call on me to view, comment, offer ideas, assess, and give a second opinion on work-related issues or otherwise. I think being proactive, taking control of any failing situations, and creating positive recommendations rather than resorting to a “repair-and-fix” mode is preferred to damage control, which has a negative outlook for any team. No one likes to embrace failure, but a team member must be accountable for their failure, though, as a leader, I am 100% accountable for my team’s performance. As a leader, I am always observant and aware of the team’s failure. Still, I would always be ready with assistive solutions and encouraging words to improve task performance and team morale.

According to Bregman (2016) there are five areas of clarity that a leader should show consistency. The five areas of clarity impinge heavily on accountability. Each aspect of clarity plays a supportive link to making accountability a complete process. I would favor most to develop, improve, and enhance the last link called "clear consequences." In the clarity framework, this aspect of clarity works with the other components to validate actions; hence, mastering the other four components with accuracy, competence, and success should offer confidence that there is clarity in the system. As the saying goes, "For every responsibility, there is a measure of accountability," and so for a project, the responsibility and accountability go together. As a leader, giving duties on a project is crucial to the outcome if team members need to carry out their responsibilities more efficiently and effectively. Suppose failure occurs because of members' lack of accountability. In that case, the party will suffer the consequences – whether a release from the project, a demotion, or the hard decision - a dismissal! For this reason, I believe that "clear consequences" is the most challenging of the components of the clarity framework, as this is where the leader must make harsh or viable decisions.

The edge or verge of tension between two persons is unsettling and uncomfortable, but understanding one's perspectives, reasons, or emotions and how one processes opposing views or actions may be a step forward in uncovering the truth and shining light on an issue that needs to be settled. In my work environment, I don't see one person I don't like, but some may dislike me because of my leadership style. To spend more time with the person you don't like is mind-boggling, but it depends on the circumstances or the situation. Though I may be reluctant to spend more time with a so-called adversary, doing so requires self-evaluation and a check for why there is a problem. If the case arises, I will devise a work plan to collaborate with the team members more, as working together may enhance camaraderie. Allowing the person to work on a challenging project could help build that affinity and alleviate many tensions. On a final note, an employee doesn't have to like the boss, and the boss doesn't have to like the employee, but the organization can still progress successfully. However, team cohesiveness and high team interaction will bolster the togetherness of a work environment. As a leader, I always try to be fair, unbiased, and impartial.

At my organization, we have 27 office employees and over 50 infield “on the road” employees. The culture structure is more like the old top-down format, which is not the most acceptable but a fitting one for the service structure where directives come from the executive, but employees have their say by having regular meetings with us, and therefore, any gross is heard, and changes can occur as the majority sees fit. So, even though it is not a bottom-up approach that we are currently using, the structure reflects a balanced effect. The executives are highly effective in positively influencing the organization’s culture. Here, we have a rather inclusive environment where employees are fully engaged with activities as we promote team cohesiveness and foster collaboration. The innovative exercise can be seen through the development and execution of strategies to address “low staff morale” at the organization. As a leader, I seek to establish clear goals and expectations, so all employees are aptly aware of company rules and regulations. We have open communication with an “open-door” policy to all. As with our current leadership project, I encourage all the employees and my team members to work together to address the “low staff morale” besetting the organization. The project is going great as this effort seems to advance the empowerment of the employees, creating better collaborations as we celebrate achievements and short-term wins, as we work to address “low staff morale.”

References:

Bregman, P. (2016). The Right Way to Hold People Accountable. Harvard Business Review. Available from: https://hbr.org/2016/01/the-right-way-to-hold-people-accountable

Kotter, J. P. (2012). Leading Change, With a New Preface by the Author. Harvard Business Review Press

Zawadzki, E. S. (2021). The 6 Commandments of Learning to Accept Criticism. Available from: https://www.ctpost.com

Zenger, J. & Folkman, J. (2016). What Great Listeners Actually Do. Adapted from content posted on hbr.org, July 14, 2016 (product # H030DC).