First Steps of a Newly Born Leader
Charles Erwin Wilson once famously quoted, “A good boss makes his men realize they have more ability than they think they have so that they consistently do better work than they thought they could.” So, what does it take exactly to mould into a quintessential boss, especially when one is undertaking the role for the very first time? Unnati Naarang of Times of India has gathered some very intriguing perspectives regarding the subject.
It is very much possible for an individual newly appointed as a boss to either crumble under the immense responsibilities in the guise of power or to emerge as a true leader and lead by example. In order to be categorized under the former or the latter, one has to undergo various conspicuous trials thrust onto him (maybe) by the same very people with whom he once shared gossips about the boss.
Now, this is no child play. For once, he might be fazed with perception problems regarding his approach to work which is usually spawned from envy, more so if he is chosen to preside over people who once formed a part of the team where he was equally accounted for. This same very vice hinders the acceptance of the individual to his present seat of power, for it is hard for them to swallow the fact that he might be bossing them around. This behavioral characteristic on the part of the employees not only creates rift with the boss but also has a direct impact on the quality of the work output in the long run.
Also, it is absolutely imperative for an individual, anointed with the title, not to get too much intoxicated with the power or the resultant hangover will be so intense, no pill of subjugation will ever work on the employees. He should restrict himself to be less directive and indulge in being more collaborative.
As such, it is not thought to be very wise for someone, recently conferred with the power of delegating, to do so at one’s free will in order to shirk responsibility or assert authority. As Debasis Chatterji, CEO, Netxcell Limited rightfully observes, “The biggest problem of a first-time boss is the span of delegation. What to delegate? When to delegate? How much to delegate? These are the questions one faces as a first timer. Being a boss means being accountable for a lot of things in an organization and hence to determine the span and scope of delegation is of utmost importance.”
Therefore, he should thrive towards earning not only the trust and confidence of his employees but also their respect. This can only be attained if a congenial environment is established by him for his sub-ordinates where they are confident enough to speak their minds as well as their hearts out knowing that their views will be contemplated upon rather than dealt with the stick of skepticism and sarcasm.
Most importantly, one should always endeavor to embargo the desire to masquerade as the shadow of his idolized fantasy if one has to be the ideal ‘shepherd’ leading his flock to glory; as Vijay Bobba, CEO and managing partner, Payback India attest, "Learning to lead is a trial and error method that comes from experiences over time - your own as well that of others around you. 'Boss' is just a word; the key is to be yourself!"
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