Developing a Leadership Style that Suits Your Personality

Leadership remains a vague concept despite the many online resources discussing it. To make it more distinctive, business consultants have classified different leadership styles, adjusted to various personality types. Each style is used differently; although it must be emphasized that a truly effective leader blends certain traits from each style. Additionally, some styles are more suited than others to particular situations.

Nevertheless, each individual should at least master one style that suits his or her personality. There are six, namely: visionary, coaching, affiliative, democratic, pacesetting, and commanding. Interested businesspeople should take time to research on the specific skillsets for each. What is explained here is how to develop a style, which is a three-step process.

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Introspection, impression, and initiation
Good leaders have an understanding of their selves, achieved through introspection. This is a lifelong process but a few introspective activities can help. What is important is determining short- and long-term goals and what one is willing to achieve them.

The second step is impression. It has been studied that many people generate impressions in less than a second, and such impressions are hard to alter even after years without contact. Thus, if a person decides on a commanding leadership style, he or she cannot afford to give off the first impression of a mild-mannered person. Again, this is dependent on introspection and recognizing one’s strengths and weaknesses.

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The last step is initiation. This means practice and engagement. Employees respond well to consistent management. It is important that individuals develop a style that they can consistently practice over a long period of time.

Emile Haddad is a Seattle-based consultant specializing in effective leadership development and business management. To learn more, follow this Twitter account.

The Importance Of Curiosity To Business Management And The Bottom Line

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Current business coaching thinking emphasizes the importance of curiosity to company management. Studies have been made on the chief personality traits of hundreds of successful entrepreneurs. One of the common traits shared by these individuals is curiosity. 

There are a lot of theories about it, but mostly because there has yet to be a comprehensive definition of curiosity. Analysts are now refining this and have suggested that curiosity is the ability to question current practices with the foresight of several ideas that could potentially be done to alter them. Curiosity has the inherent characteristic of trial-and-error. 

This is important in a business setting. Successful entrepreneurs are those that are constantly evolving and adapting their practices to suit the status quo. In the middle of maintaining stability, business people should also be curious enough to see how one can change regulations for the future. Businesses that thrive are often ones that can see several steps ahead. It is comparable to a chess game, but one with higher, financial stakes. 

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As mentioned earlier, this does require a stage of trial-and-error. It is not expected that entrepreneurs will be successful in all their curious endeavors all the time. There will be failure, and this is where another business trait is needed: patience. Entrepreneurs understand the importance of patience. They persevere regardless of how many times they fail. It is their curiosity that drives them. Inevitably, entrepreneurs who keep their sense of passion and curiosity are the ones that succeed. 

Respected business coach and consultant Emile Haddad of Seattle has helped many business executives hone their management skills. More business tips are featured on this Facebook page.

Learning How to Give Constructive Criticism

An essential skill all upper management executives must learn is learning how to give constructive criticism. It is a necessary part of the job to constantly give feedback to team members, and understanding how to do so can determine the productivity levels of employees. Recent business data show that unsatisfied employees are more likely to do their job badly. The reasons for this can vary, although the inability to communicate with superiors is known.

An employee will inevitably commit mistakes. These should be dealt with as quickly as possible – and using constructive techniques.

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The first step is addressing the problem and not the person. Many employees feel that their character rather than the mistake is being attacked during feedback. Leaders must make the distinction from the get go.

The cause-and-effect argument works to great effect in this case. That is, explaining the faulty nature of the action and its repercussions to the company will allay feelings of blame. This gives a sense of responsibility to the employee and would hopefully reduce the risk of recurring mistakes.

The second step is asking the employee how the mistake was made. Again, it should be asked in a tone that is curious and not accusatory. There is a nuance here that must be understood. Both manager and employee should understand that this line of questioning is meant to resolve the issue and not for to defame the employee.

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In worst-case scenarios, a third-party observer can intervene to soften the tone of proceedings and prevent emotional injury.

These incidents of miscommunication can be easily avoided with the strategies and techniques placed on this Twitter account. These insights are credited to Emile Haddad, a Seattle-based business consultant.