5 law of a Human advent to Leadership-Management

Managers - 5 law of a Human advent to Leadership-Management

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Leading or managing people, based on human connection law prepares you riposte to thousands of situations -- without having to mentally ice while you to process all of your employee's comments, reactions, resistances or mis-understandings.

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Managers

Human law are the beacon, the light house that show you the right way.

That raises two issues:

What are these law and what do they look like? How do you lead/manage from human principles?
First you have to be aware of what they look like.

Here is my own concept of the four principles.

1. Start with being person-focused -- for the sake of both the laborer and the company.

It is not useful to be person-focused for its own sake; that's the strategy of a vulture finding to pick at the exposed, weakened parts of the person to be manipulated, commonly not in the person's best interests.

The intention here is to look for ways that the person can fabricate her/his unique abilities that will also add value to the organization. While that may appear to be usury, we need to keep in mind that the society pays the person to be productive. The person agrees that, in taking the company's money says, "I will do my best to be a critical contributor to this organization."

2. Institution collaboration.

Treat the laborer like a willing collaborator: not as an object, not as an antagonist in the law "X" world, not even the "hired hand" (as in cut off because of impersonal expert administration theories).

As a stretch collaborative goal, based on a theme of partnership, think sharp with your employees, together like you're sitting on the same side of the table with similar ends in mind.

3. Take a medium-to-long-term perspective, not a bottom-line, short-term perspective.

To put it other way, let go of the transaction, always go for the win/win, or the win/win or no deal, type of relationship.

Never allow yourself to have as an agenda, "How can I get the most out of this person."

Rather take the arrival of, "How can I bring out the best in this person."

How can I help her/him fabricate her/his unique abilities that will add value to the person's life and the organization's financial sustainability.

In conversations, make sure you talk about what the interaction can mean for the relationship.

4. Default to self-disclosure to create transparency.

Doing otherwise is manipulative and degrading to self and others.

Don't ask, "Why should I disclose this?"

Rather, ask, "Why not share it?" Open up your desired outcomes, your constraints, your hindrances and insecurities - as is accepted to the situation.

A leader/manager must make a judgement call based on integrity while retention the end in mind. Often it is not so clear-cut. Some people are not honest. Others are mean-spirited and full of mal-intent. We make mistakes. If we do, then fess up to them.

If we think a person is trying to manipulate us with the stuff we have disclosed, say so.

Keep it real. Make it an honest exchange.

Nothing builds trust faster with people who have integrity and goodwill than transparency -- it announces, "I have no secrets from you."

Dishonest people are often -- not always -- smoked out in the heat of tough, street-smart, integral self-disclosure.

5. The operating principle in this arrival is, "risk nothing, get nothing," which is a foundation tenet of human-principled leadership/management.

I hope you receive new knowledge about Managers. Where you possibly can offer utilization in your day-to-day life. And just remember, your reaction is passed about Managers.