As a senior Manager inform your officer the need for completion of a job on
time.
Write a message not letter.
Answers
Answer:
The Leader’s Sense of His or Her Job: Message 3
CEOs wear many hats and play many roles in the service of leadership, but, surrounded by people who seek their feedback and approval, some fall into the trap of thinking that their responsibility is to be the person who has all the answers. (This is especially true of entrepreneurial CEOs who are also founders, because their identities are closely tied with their companies.) The “answer man” falsely believes himself to be the final arbiter of conflicts, decisions, and dilemmas. This puts him in a very lonely, isolated position where information becomes unreliable and useful input is stifled.
A CEO I’ll call Jim, who ran a once blazingly successful and now defunct desktop-publishing software firm, had been told his whole life that he was brilliant—and he was. The recipient of an MBA from Stanford and a PhD from MIT and the holder of ten software patents, Jim was also a Midas: Everything he touched seemed to turn to gold. It wasn’t much of a leap for him to assume that because he was so smart, he necessarily knew what was best for the company. Jim took great comfort in this assumption; indeed, since he was deeply insecure in other leadership areas, his identity rested on it.
Though Jim made a point of hiring the best and the brightest from top engineering and business schools, he didn’t listen to his new team. Strategy, for example, was not Jim’s strongest suit, but he believed he knew best how to combat competitive threats. When his managers made suggestions for staving off the competition, Jim ignored them, using his positional power to drown out discussion. He’d say of a rival company: “There’s no way those guys could be close to our technology. I’ve met the CEO there and I know we can beat them. I will explain what we have to do.” While forceful and somewhat persuasive, he was out of touch with market reality, and his team knew it. Frustrated, his managers soon grasped the implicit message that they were neither heard nor valued, and they began to flee the company, taking much intellectual capital with them. Jim, oblivious to perceptions of his own behavior, was baffled by the exodus, telling himself that the people who left didn’t “get it.”
Effective leaders, by contrast, understand that their role is to bring out the answers in others. They do this by very clearly and explicitly seeking contributions, challenges, and collaboration from the people who report to them, using their positional power not to dominate but rather to drive the decision-making process. The more collaborative and apolitical that process is, the less isolated the leader, and the greater the likelihood that the business strategy will be grounded in reality.
Contrast Jim’s understanding and communication of his role to that of a CEO I’ll call Chris, who ran a technology research firm. Chris, too, was brilliant and confident—top of his class at Harvard and a military hero in the Gulf War—but instead of expressing his intelligence arrogantly, he conveyed curiosity. In functional meetings, he communicated that for the duration of the session, he wouldn’t wield his positional power as CEO but instead would be just another contributor of ideas. He listened to everyone’s point of view before expressing his own. He posed questions and challenged opinions. In one meeting with his marketing team, he listened to presentations from public relations, marketing, and advertising managers. When he finally spoke, he noted that the company had outspent competitors in a bid to raise visibility for its flagship product but had yet to make a dent in competitors’ market share. He asked that a smaller group convene within a week to find out why. Aware that the “boss’s answer” would stifle the group’s creativity and thus do more harm than good, he resisted the temptation to state his own theory.
In asking his team to be accountable for diagnosing the problem, Chris didn’t accuse anyone or cast blame. He thereby conveyed that his role was to help the team process information. He made it clear to the people who worked for him that it was not his job to provide the answers, but rather to help find the best solutions. His authentically collaborative approach encouraged the smart people around him to contribute their ideas. The task force generated a half dozen thoughtful and feasible theories and several comprehensive recovery plans, the most compelling of which was put into action. It produced the hoped-for changes in market share in the next three quarters. In the process, several ideas for other successful marketing campaigns were born. As a result of his leadership, Chris’s firm established itself as a powerhouse of intellectual capital in the technology arena. His company is now regarded as a unique source of market information and is paid handsome fees to publish its findings.
Explanation:
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