Employees do quite a bit of of talking. They talk to each other, they talk to their friends and they also talk to their peers at office parties, networking events, seminars, conferences and online. And if you want to know what they talk about, they talk about their jobs. More specifically, they talk about their managers and co-workers, at least some of the time. Without even knowing it, you, as a leader are earning a reputation based on how people are talking about you.
Now if you haven’t thought much about what kind of a reputation you have, your answers to the following questions will give you some insight. Make sure to be as honest and as open as possible with yourself and your answers:
- How do I treat people? If you treat your employees with respect, and not like expendable minions who perform specific job functions, there’s a very good chance you have a very good reputation among your employees and peers. Your character is defined by the way you treat other people, especially those whom you believe have nothing to contribute to your happiness or success.
What is my leadership style? Autocratic managers or micromanagers who lead through intimidation and fear are viewed by employees as overbearing, untrustworthy and insecure. Managers with such corrosive leadership styles have a hard time keeping good people on their teams, and are key topics of conversation when friends or colleagues ask the question, “How do you like your job?” Managers who understand and practice good people (E.Q.) skills coupled with effective leadership skills earn the trust and respect of everyone around them.- What is the quality of my work? The manager who does sloppy or incomplete work will not be respected by employees, and will quickly earn a reputation of not being “fit” for leadership. Managers are expected to lead by example, and when they slack off and don’t do their best work, they set a standard that low quality and mediocrity is acceptable. Employees notice.
- Can I be trusted? Leaders who tell the truth, do what they say they will do, resist the urge to gossip or favor some employees over others, and keep private conversations in strict confidence will earn a reputation of trust and integrity.
- How do I respond to stressful situations? Employees count on their leaders to be calm and strong, especially in dire situations. A leader who over-reacts, yells, redirects blame off of him/herself or makes rash decisions brands him/herself as unsteady – not the best kind of person to lead others through a crisis.
- Am I a good listener? One of the greatest needs people have is to be heard and understood, especially when they have a problem. When people sense they are not getting the undivided attention of their leaders when speaking to them, they often feel disregarded or undervalued. Leaders often have many things on their minds and are under more than the typical amount of stress, but when their people have problems, needs or concerns, it’s important for them to practice good Active Listening skills.
The final question to ask your self is, “Would I work for me?” Your answer may very well be your “Aha” moment.