By Walter J. Wadsworth
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Additional resources for The Agile Manager's Guide to Leadership (The Agile Manager Series)
You can't let events breeze by you as you race off to put out the next fire. Stop and consider what has happened to you, why, what part you played in the event, and how it might have come out differently. I remember once, as a new manager, facing an employee with a major complaint about her job. Before long, every slight she felt she'd received came tumbling out, along with buckets of tears. Best Tip Understand: Leadership has nothing to do with ordering people around or directing their every move.
The aspect of leadership concerned with outward appearances. Looking and dressing like a leader. Talking like a leader. Playing the symbolic role of a leader even if you don't feel like it. Page 15 I come down somewhere in the middle on this. If you read this book and absorb and apply its lessons, for example, it won't take much, if any, playacting to seem to be a leader. You will be one. But you must consider your role in the context of organizational life. To motivate people properly, you may need to put on a three-piece suit.
If any piece shows a flaw, employees shatter it. That powerful, symbolic act affirms the value over and over. Employees learn immediately that they can't compromise on quality. Page 21 Values Shape an Organization A key value at car manufacturer Saturn is trust. That value manifests itself in various ways. Employees, all on salary, are free to set their own working hours and vacation times. The company also dispenses with quality inspectorsit trusts employees to produce quality goods. ) Best Tip To identify your organization's values, look around.
The Agile Manager's Guide to Leadership (The Agile Manager Series) by Walter J. Wadsworth