SmartWorking – It Starts with Leadership

SmartWorking – It Starts with Leadership

19th February 2018 Off By Guest Blogger

A revolution is a sudden, complete or marked change in something. Find a common purpose and define it. What does it want to accomplish and why?  Create a clear and eloquent message that you can communicate and get others to embrace and deliver the change with you.

Change can be difficult to manage. We have a behavioural psychology that resits it. If you are running a business, you need to carefully lead change.

There are upwards of 60 leadership styles or forms of authority. As a business owner or manager do you know how your employees or team perceive you?

Knowing this can mean the difference between innovating, creating positive and successful change in your Smart Working Revolution or not.

It’s not a case of bolting together different processes or working practices. It is the leadership that will make it work because everyone will deliver the revolution with enthusiasm.

We have discovered a new way in leadership training. Attribution theory.

Most leadership training is based on training leaders in so-called ‘qualities’ that are based on wishful thinking or a delusion that the leader wants and these will commonly be a waste of time. Even when the training is based on improving a managers interpersonal skills, emotional intelligence or techniques for empowering team members, the approach is often less effective.

If you start from the premise that leadership exists in the minds of the team members then the first thing you need to find out is “what is in their minds” or more precisely “why do team members accept the authority of their manager”. Once a manager knows how their team perceives them and understands the nature of their own authority, they are then highly motivated to learn from any leadership training.

Understanding how others see us is a great motivator.

If a team accepts their leader’s authority ‘willingly and with enthusiasm’ then the leader is perceived as having ‘leadership’. If the manager is perceived as having ‘leadership’ then the manager is more likely to have a motivated and engaged team. In such a social environment the manager is more likely to bring in innovation, change, and improvement with the minimum of resistance. An outcome that should then please both the manager, their senior managers and their followers.

Guest Blogger: Neil Chamberlain – is Enterprise Director at Zamu Ltd.  Passionate about enterprise, independence, inclusion, development and Thinking Differently. Neil has been implementing and developing Smart Working for two decades.