PCB007 Magazine


Issue link: http://iconnect007.uberflip.com/i/1278896

Contents of this Issue


Page 52 of 103

AUGUST 2020 I PCB007 MAGAZINE 53 ny. The goal is to promote personal initiative and a culture of allowing mistakes to happen, as long as there was a strategy for the deci- sion that led to failure. We learn much more from our failures than our successes, and nothing should be more gratifying to a lead- er than seeing one's colleagues and friends develop and improve. This is one of the true joys of being a leader. One Thing That Money Can't Buy If loyalty is something you consider as a key attribute for developing your company, then implementing a personal leadership style is one clear way to go, as loyalty is not some- thing money can buy. However, with every leadership style, there are also potential neg- ative effects one must be aware of and know how to address. In an organization based on trust, mandates, and friendship, one can expe- rience that a colleague can fail to understand the boundaries of one's position and "take rights" one does not have. Thus, it is crucial that the company has de- veloped and implemented a quality manage- ment system to address these boundaries. This will make it clear when one must seek permis- sion. If this is not addressed properly, some people can misunderstand the trust they have been given and can, with the best intentions, wrongfully take matters into their own hands. What to Look for in a Leader Creating and maintaining a successful busi- ness is impossible in the long run without prop- er leadership. It is challenging to find, attract, and retain leaders who seemingly create success after success, while protecting and safeguarding the individual colleague and shareholders. My advice when searching for your new leader is to take your time to get to know them and let them get to know the company. Look beyond the academic background of the in- dividual to understand who they are, what makes them "tick," and their emotional realm, as emotions govern reason and not the other way around [4]. As a rule of thumb, you should, at mini- mum, spend 70% of your time in any inter- view learning about the candidate's upbring- ing, morals, life philosophy, and other highly emotional thoughts and considerations. Creat- ing trust and loyalty begins at the first encoun- ter, and emotional capital will be the premise for this exchange. Expressing Emotions Some literature and leaders claim that you should not express emotions as a leader. I know we are all different individuals—some more emotional than others—but please tell me what is more natural than expressing how you feel. The key is to address each individual at the emotional level where they are currently residing and respect their boundaries. By do- ing so, a great leader can access one's personal emotional capital to establish contact, as well as motivate and understand individuals within a wide range of emotional levels. Conclusion Being a leader, or the representative of many colleagues, implies that the leader will have to address numerous aspects of leadership and business. If you have a personal leader- ship style, you will have the benefit of address- ing these challenges in a democratic and task- oriented style, where people will be creative, trustworthy, and loyal, with the same strategy and goal as the leader. Finally, ask yourself, "What kind of lead- er am I? What kind of organization do I work in, and how is the leader of that organization doing?" PCB007 References 1. Wikipedia, "Leadership." 2. Wikipedia, Leadership Styles." 3. Wikipedia, "Positive Psychological Capital." 4. Wikipedia, "Arne Næss." Didrik Bech is the CEO of Elmatica. To read past columns or contact The PCB Norsemen, click here.

Articles in this issue

Links on this page

Archives of this issue

view archives of PCB007 Magazine - PCB007-Aug2020