Term 3 week 6:
Last week, I went for a 2 days course on "Assertive Communication Course".
Why I signed up for this?
Although I can be firm and fair with pupils, I had found myself having some difficulty to say 'No' assertively to colleagues or to be telling them off in a assertive way. People have known me to be the "Mr Nice Guy"/ the "Mr Yes Guy", willing to help people but I think it's a neccessary skill I need to learn to be firm with colleagues.
I also chanced upon this quotes from an iPhone apps "100 ways to motivate others" by Steve Chandler and i thought it's an important note for me to self check as a leader:
"Unconsciously, managers without leadership habits will often seek to be liked. Rather than holding people accountable, they let them off the hook. They give the feeling that everything's fine. They seek approval rather than success. But this habit has a severe consequence. It leads to a lack of trust in the workplace. A true leader does not focus on trying to be liked, but on the practices and communications that lead to being respected."
I ask myself "Am I like this?" mmmm... not really. But not being assertive in my expectation of work may degrade me to this.
From the course, there is a revelation of my tendency of being of a Personality Style of "Dominance and Steadiness" (DISC) and a more "Idea-Oriented" & "People-Oriented" Communication Styles, giving people space for ideas rather than either Action-, or Process-Oriented type. I have also got to know that I need to balance between "Task (Productivity)" and "Team (Morale)" to be a successful boss.
I will determine to be more communicative and be firm in terms of work.... and say "no"," not good" whenever neccessary.
Good to hear that you are reviewing your leadership practices.
ReplyDeleteIn education, we have a greater challenge to be firm with expectations of our peers and colleagues. We tend to use our "teacher heart" to lead and develop people. As a teacher, we can be firm with our pupils because they are young, but with adults and colleagues, it becomes difficult.
To help us better in exacting high expectations and success, it would help if we are credible in our responsibilities. This gives us the "moral right" to set, monitor and expect excellence in performances by our colleagues.