In an environment where there are diminishers, these are good behaviours to practice. Whether it be growing from stretch challenges or admitting your mistakes and learning from them. It could help to become what you would like your leader to be. Multipliers inspire employees to stretch themselves and get more from other people. They can give you a second opinion on the tasks you do and confirm your ability. Get help from other members of your team or leaders to guide you as you deal with your Diminisher. At work and outside of work, this can be very destructive to our confidence. We question our own abilities and values when under the worst Diminshers. It is possible that inviting your Diminisher in allowing them to see the work you are doing may result in them changing their perceptions and them stepping back and giving you more space. For example, give your leader a part of your work tasks and ask how they can contribute to making it better. Bring your leader in to join and focus their contribution in a manner that utilizes their talent. This will help them to appreciate what goes into the work they require from you.ĭon’t avoid your leader in diminishing situations, try inviting them into your work. Ease your leader’s mind by being enthusiastic about the challenge but clearly stating the possibilities of failure. Understand that their intent may be to let their team know that they believe in them. For example, if your leader has Optimist tendencies, they may be overly excited and optimistic. ![]() If you notice that this is the type of leader you have, interpret their behaviours as positive and try to understand what drives these behaviours. Your Diminisher may have positive intent, which would mean they’re an accidental Diminisher. Assume that your leader has positive intentions. Here are some strategies to deal with Diminshers you may come across:ġ. Employees in these diminishing situations tend to become disengaged and underproductive. Almost all leaders are guilty of diminishing their team whether they intend to or not.
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