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20/12/2017

Bottom-Up Leadership: Empowering Your Team to Be Leaders



Leadership is not a one-size-fits-all strategy. What works for one team might not work for another, and it's okay to experiment with or stray from traditional styles.

In fact, there doesn't even have to be one person leading a team. An approach called bottom-up leadership allows for workers of all levels to have a say, inspiring autonomy within a team. Here's what you need to know about the strategy.



What is bottom-up leadership?

Bottom-up leadership is a state of mind, and all titles are respected equally, according to Matt Basford, New York general manager at Beyond. Each member of the company is just as important as the next.

"In today's overly complex, ever-changing world, every employee at every level needs to be thinking strategically, looking for new opportunities – for the business, as well as for their own career growth," said Diane Belcher, senior director of product management at Harvard Business Publishing Corporate Learning.

Bottom-up leadership can also be described as distributed empowerment, said Basford. This mindset ensures that each team and employee is empowered to operate independently and with the freedom to make decisions that best reflect the different factors they are optimizing for.

"Bottom-up leadership doesn't discount centralized vision and strategy," said Basford. "Those are actually critical for a more decentralized model to flourish."

Benefits of a 'distributed' leadership style

While some workers are used to a more traditional style of leadership, bottom-up leadership creates more loyalty and an increased sense of fulfillment among employees, because they feel they are being trusted.

"It also allows ideas to spread with much more velocity across the organization because you have placed a greater emphasis on emergent thinking and entrepreneurialism," Basford told Business News Daily.

Belcher noted that bottom-up leadership also often leads to a culture of greater learning agility.

"Rather than simply following a business-as-usual routine, employees that have the adaptability to learn are able to consistently reflect on the effectiveness of their skills, ultimately helping them improve efficiency and achieve better results," Belcher said. "This style of leadership leverages the full talents and skill sets of employees."

Charlie Lyons, the general manager of Beyond in London, said that Beyond is living proof that talent and hard work matter. He noted that the company has former interns and account managers now leading departments and officess, which allows employees to feel trusted and capable and to learn through experience.

"In more traditional environments, they would be blocked from progressing and end up leaving," said Lyons. "There is nothing more fulfilling than seeing great young talent thrive."

22/07/2017

THESE THINGS CAN DESTROY YOUR CAREER

“Those who are unaware they are walking in darkness will never seek the light”- Bruce Lee.

You kill your career by being a stranger to the alarming signs around you. One whopping error or a series of little things can quickly make you a prey of judgment.

A new study by VitalSmarts shows that 83% of people have witnessed their colleagues making mistakes that had catastrophic results on their careers, reputations and businesses; and 69% have admitted of doing something themselves that damaged their careers.


Here are the following things that need to be taken care of:

1. Too much Ego:
Achieving success is great. But, letting it go to your head will make you a sore loser while encountering failures. Taking compliments, success and failures in your stride will not only boost your career but will also help you in undergirding your life.

2. Playing Politics:
People who always bring up latest gossips, start a grapevine; or incite conflicts and bad-mouth their boss either lose out on a promotion or damage their reputation. If you find yourself in this situation, open up to your colleagues and clear the air.

3. Low EQ:
According to Daniel Goleman,” Out of control emotions make smart people stupid”. Interrupting someone, judging too quickly, being brutally honest, holding grudges, often feeling misunderstood; indicate a lack of EQ leading your career hit the downhill.

A research conducted by Harvard University, Carnegie Foundation and Stanford Research Center has concluded that 85% of job success derives from having developed soft skills that have a foundation in Emotional Intelligence.

4. Over-promising and under delivering:
You promise your colleagues or clients to do something in a short span of time because you believe you can pull of the task easily. They do not expect anything less than that; so if you miss the deadline, you end up damaging your reputation. Instead be realistic about the amount of time and your goals that will render great results and create a much better perception.

5. Complacency:
If you feel you do not require polishing your skills or learning new ones, and have an uncritical satisfaction with your achievements, you might be little complacent about challenges in your career. There is always a scope of learning in anything you do. Instead of taking up new projects as and when they excite you and leaving them midway; try to prioritize one and make a continuous growth.

6. Fear of Change:
Complacency and fear of change are closely related. Things are changing too fast, both personally and professionally to grasp onto the old methods dreading the problems it will cause. You do have to learn to start adapting to your changing workplace and stop resisting them.

7. Conclusion:
If the above signs reflect your nature, it’s high time you got control over them before they can sabotage your career. Self-awareness and acceptance form the first two steps toward change. Identify your mannerisms when any of the above situations arise and make constant efforts either to develop or modify them.

“To improve is to change; to be perfect is to change often”- Winston Churchill

20/07/2017

20/07/2017

Encapsulated Development refers to a situation in which an employee develops new ideas and learns new methods in a development course but ultimately returns to the work unit which is still bounded by the same old methods, attitudes, and style of working.

This sort of development restricts the learning of an employee as he/ she is unable to implement at work, what he/ she learned in the course. This bounds the development of an individual.

It occurs when a program meant for the development of the employees, fail to consider how this learned development fits the needs of the organization.

Employees might have been taught new, innovative and more effective ways of doing particular tasks, but when getting back to the actual work scenario after completing the development program, they may not be able to use what they learned. The employee can’t use or utilize his/ her new knowledge or skill acquired during the program and thus it remains encapsulated.

Example: When all the employees of a particular organization are taught or developed to use tricks and shortcuts, to make them quicker and more comfortable with Microsoft Excel 2015. But the organization computers still have the older version of the Microsoft office and therefore the skill learned by the employees are a waste until they update all the systems available in the office.

Though the organization spends on such a development but is unable to yield any output from such a program. Therefore, the manager must make sure that the program under which the employees have undergone or are planning to undergo, is in align with the needs and requirements of the organization and will benefit the organization in some or the other manner.

The development is of value if and only if there is a need for it and the employees can practice what they learned in the actual work environment also.

08/09/2011

Read 'Youngest Female Sarpanch Makes Her Village IT-Enabled' on Yahoo! Lifestyle India. Chavvi Rawat is the MBA graduate female Sarpanch of Soda Village, which we has gotten e-enabled to create greater transparency and accountability

25/08/2011

MBA I-SEM (MAIN)2011 DECLARED ON 25.08.2011

Rajasthan Technical University, Kota

19/08/2011

Here, the 10 toughest (but most telling) interview questions, and best of all…how to answer them.