Behind all the structures and policies are the symbols that are placed on organizations. Symbols come together to form the corporate culture, that “way of doing things” that drives a team. They may be the values that employees hold dear or the meaning that keeps them going back to work every day.
Starbucks CEO Howard Schultz brought a cultural revival to the company after visiting many of the stores around 2007. The Starbucks culture and experience had changed after the company began using new espresso machines that blocked the customers’ view of the baristas. This and other changes commoditized the Starbucks experience and made the company feel less like a local coffee shop. In a memo Schultz wrote, “We desperately need to get back to the core and make the changes necessary to evoke the heritage, the tradition, and the passion that we all have for the true Starbucks Experience.”
Such a rallying cry was symbolic but had a practical effect as the company adopted a new strategy and had a reenergized workforce. The company had been in a two-year decline, but began to earn record revenues and profits after this new vision was implemented. Employees want a bit of magic in their leaders, who can bring forth the company’s sprit and values as Schultz was able to do.
During a job interview, it is likely that you will be asked behavioural interview questions. Find out more about this type of interview question. You can attend #anubhawalia’s (firstname.lastname@example.org) session and learn how to take behavioural interviews. Top 10 question to introspect.
1. Tell me about how you worked effectively under pressure.
2. How do you handle a challenge? Give an example.
3. Have you ever made a mistake? How did you handle it?
4. Give an example of how you set goals.
5. Give an example of a goal you reached and tell me how you achieved it.
6. Describe a decision you made that wasn’t popular and how you handled implementing it.
7. Give an example of how you worked on a team
8. What do you do if you disagree with someone at work?
10. Have you handled a difficult situation? How?
Some others Behavioural Questions which I usually ask in an Interview and also take a session for Leaders on Behavioural Interviewing Skills
- Did you ever make a risky decision? Why? How did you handle it?
- Did you ever postpone making a decision? Why?
- Have you ever dealt with company policy you weren’t in agreement with? How?
- Have you gone above and beyond the call of duty? If so, how?
- When you worked on multiple projects how did you prioritize?
- How did you handle meeting a tight deadline?
- Give an example of how you set goals and achieve them.
- Did you ever not meet your goals? Why?
- What do you do when your schedule is interrupted? Give an example of how you handle it.
- Have you had to convince a team to work on a project they weren’t thrilled about? How did you do it?
- Give an example of how you’ve worked on a team.
- Have you handled a difficult situation with a co-worker? How?
- What do you do if you disagree with a co-worker?
- Share an example of how you were able to motivate employees or co-workers.
- Do you listen? Give an example of when you did or when you didn’t listen.
- Have you handled a difficult situation with a supervisor? How?
- Have you handled a difficult situation with another department? How?
- Have you handled a difficult situation with a client or vendor? How?
- What do you do if you disagree with your boss?
Many people work for managers who do not seem to see them or understand them. These managers do not seem to realize how they come across, and they often get tangled in hypocritical statements. They are the leaders who get ignored and see their projects stall.
These leaders suffer from personal blindness. How leaders view themselves matters much less than how others view them. They need to understand others’ perceptions of them if they want to move everyone forward. They can be more self-aware by taking the following actions:*Ask and receive: People will open up if they are asked, but the questions should be specific to get the desired information. “What was the best part of my speech?” and “What could I have done better?” will result in more fruitful answers than “What did you think of my presentation?”
*Give gratitude: By thanking people who provide feedback, leaders will be more likely to get information the next time they ask.
*Ask before giving: Some people will be suspicious of someone who is asking for feedback, so managers may need to ease into the topic and feel out potential reviewers.
There is no one best way to organize a company. The strategy, rules, policies, and controls should vary from company to company and may even vary from store to store. One example of this is McDonald’s, which is able to turn around food quickly and consistently across its many franchises because the company has a tight structure. That structure slipped in the 1990s, when the company stopped using inspectors to grade its restaurants on service, food, and ambience. Customers noticed–they wanted their Big Mac to taste the same no matter which McDonald’s they patronized. The company eventually brought back the inspectors (centralizing quality control), but it also allowed for tweaks in the menu by franchisees, so customers could eat McDonald’s breakfast porridge in England, for example, and McDonald’s veggie burgers in India.
However, other organizations find a looser structure is needed to be successful. The structure should fit the situation. Managers have these six basic options to choose from:
- Functional groups based on their knowledge or skills: This usually works best for academic settings, researchers, and engineering groups.
- Units based on time: Such as day versus night shifts.
- Groups organized by product: A tech company may split up its employees by those who work on smart phones versus those who work on tablets.
- Departments based on the client needs: Hospitals, for example, are broken up by the patients they serve (pediatrics vs. intensive care).
- Groupings around place: Global organizations may operate differently from country to country.
- Units divided by process: If a product or service has various steps, this setup may make the most sense.
The “right” answer for any one organization should be based on what works for the people within it and its purposes.
Leaders need support from others on a variety of levels to succeed. These kinds of supporters fall into three categories:
- Wizards are people who can offer leaders useful insights, approaches, and processes. Wizards are frequently mentors, consultants, or coaches. Wizards are often attracted to specific leaders because they want to help worthy causes or assist those they think are good leaders. The quality of generosity is one that commonly attracts wizards to specific leaders.
- Well-wishers are people who support others through both words and actions. Frequently, well-wishers are spouses, family members, or friends. Leaders can count on well-wishers to acknowledge their strengths, help them become their best, and accept them as the people they are.
- Wild cards are the least predictable kind of support as they simply turn up, or are recognized, at opportune moments. Wild cards are people who can provide needed tools or skills. Leaders who are clear about what they need to accomplish their goals are in a better position to recognize potential wild cards and take advantage of what they have to offer.
Of all the attributes leaders need, trustworthiness may be the most important. Followers will not commit to leaders they cannot trust. In a work situation, if there is no trust, the boss is just a boss, not a leader. When people do not trust their bosses they often find other jobs, and those who stay often do so grudgingly.
Leaders demonstrate their trustworthiness through five kinds of behaviors:
- They tell the truth as they understand it–they do not simply agree with two people with conflicting opinions just to keep the peace. Most lies eventually come to the surface, so trustworthy leaders stick to the truth and do not shade the facts to make themselves look better or to avoid difficult situations.
- They do what they promise. If a situation arises where leaders cannot follow through with their promises, they need to explain to their team members what has happened and what they plan to do about it. They must think carefully about how failing to keep a promise will affect certain people.
- They keep confidences to themselves. Trustworthy leaders know sharing confidential information is hurtful and unprofessional.
- They speak and act for the greater good. Sometimes this requires leaders to be tough to bring about changes they believe will benefit their organizations in the long run. In such cases, trustworthy leaders explain what they are doing and why.
- They are capable and get results. While the other four behaviors reflect aspects of leaders’ characters, the fifth reflects their competence to do their jobs. Leaders who are lacking in the skills and capabilities required for their jobs should put effort into building their capabilities through training or coaching. When it comes to results, leaders should be careful never to promise more than they are certain they can deliver.
Business leaders can be generous by sharing the success of their companies materially in the form of raises or bonuses, but there are many other ways to be generous. Followers appreciate it when leaders share credit, knowledge, and power, for instance. Being generous in attitude, by assuming that people act with positive intent, also creates a positive atmosphere in the workplace, making followers feel good and motivating them to do their best work.
Sharing power and authority by delegating responsibility is difficult for many managers. Delegation requires more than assigning tasks; it involves giving employees responsibility for certain segments of work. Andersen outlines a three-step process for delegation:
- Preparation: The manager defines the area of responsibility to be handed off and how much autonomy the employee will have.
- Discussion and agreement: The manager and employee reach an understanding of how the hand-off will take place. To help an employee develop new skills, a manager can designate different areas of responsibility in which he or she has higher or lower confidence of the employee’s ability to perform. The manager can require different levels of reporting for the high-confidence and low-confidence areas.
- Support: The manager gives the employee feedback. As the worker demonstrates more skill, the manager will hand over more responsibility or reduce oversight for those areas.
Generous leaders hand out praise, credit, positive feedback, and rewards to make employees feel valued and to inspire them to work harder. They also ensure that employees have the resources they need to do their jobs properly, including training, technology, and a safe place to work.
In folk tales, courage often involves facing a physical threat, but in a business situation, making a difficult choice requires a different kind courage. Business leaders often have to decide on a course of action without having access to all the facts or the time to gather extensive data. They have to commit to their decisions and take responsibility for the consequences.
The ability to make difficult choices is not an easy characteristic to develop. Many people are tempted to make excuses and find reasons not to make decisions or follow through. Courageous leaders rely on trusted advisers to help them determine the best course of action and develop positive self-talk, or mental monologue skills, regarding their ability to decide.
Courageous leaders put themselves at risk for the good of their enterprises. They are willing to support unpopular positions when they think it is the right thing to do, and they are willing to speak up when expressing their opinions could potentially have negative consequences. They might be risking their jobs if they make the wrong decisions, but they always do what they think is right. Followers would much rather see this attitude than to work for leaders who would sacrifice others to preserve their own jobs.
Leaders also show courage by taking full responsibility for their actions. Leaders who make excuses or blame others, on the other hand, disappoint their followers and end up with employees who expend a lot of effort to make sure their bosses cannot blame them if something goes wrong.You can attend out Leadership session by mailing email@example.com or visit http://prismphilosophy.com/about/
Courageous bosses understand the art of apologizing by:
*Saying, “I am sorry.”
*Speaking in the first person rather than the second person (which puts the blame onto others).
*Not making excuses.
*Explaining how they will fix problems.
*Following through on their commitments to change.
Passionate leaders are committed to things that are meaningful or important. Followers are attracted to passionate leaders because they believe leaders who are passionate will see things through to completion. Passion by itself can be dangerous, however, and it must be balanced with wisdom or trustworthiness.
Passionate leaders commit honestly to what they believe in and inspire followers to commit as well. However, they are not dogmatic; they must be able to explain what they believe without making followers feel they are wrong to have different positions on the subject. In fact, leaders should encourage people to share opposing points of view and willingly listen to those views. The more passionate leaders are, the more important it is that they seek feedback and input from others who might disagree to be sure they are not carried away with their passions. You can attend Prism Leadership session by mailing to us at firstname.lastname@example.org
Leaders must do more than talk about their passions, however. They also need to act on their convictions. Leaders who say they believe one thing and act in a different manner are likely to lose followers. Passionate leaders also must remain committed to their beliefs despite setbacks. Andersen’s example of remaining committed to a passion involves an entertainment executive who was helping the organizers of a fundraiser for Rwanda. When organizers told her they were concerned they would not get the turnout they had hoped for, the executive personally emailed all her contacts to express her support for the event and to urge them to attend and donate. Thanks to her outreach, the event attracted an overflow crowd. visit www
People are drawn to leaders who can paint a picture of a future that they want to participate in, a future that will be good for all members of a team or company. Followers see people who focus on the short term, who are only concerned about the current quarter, not as leaders but as people tied to the status quo. Farsighted leaders, on the other hand, provide a sense of purpose and see possibilities that others overlook. Henry Ford, for example, saw a future where the automobile was the main mode of transportation when others could not imagine cars being much more than an interesting oddity.
In envisioning the future, a farsighted leader does not ignore reality but aspires to something attainable. An appropriate vision should have a realistic time frame, and leaders should be able to explain what success will entail and talk confidently about what can be accomplished. Leaders must be able to speak about their visions in a compelling manner to indicate they are team projects and that everyone must contribute in order for them to succeed.
Another key behavior of farsighted leaders is the ability to see past obstacles. Leaders cannot ignore problems or become overwhelmed by them; instead, they need to devise ways to move beyond them.