Select Page
What is something that you remember for the rest of your life that builds for how you are and what type of leadership you possess?

I experienced repression and totalitarianism, which builds up my resilience, compassion, discipline, and dedication to pursue and build my service leadership style.

Today the world of business is going through many changes, so leadership qualities have evolved, and the question is, do we build resilient qualities in new leaders? If not, then they will be replaced in no time. As not always work/life go in the way you plan, and obstacles and unexpected events happen, business/project is about to fail, and when everyone runs to hide and give up, a resilient leader does not quit or give up. Instead, they step back, take a deep breath, look at the whole picture and details that caused the business’s failure or project, and learned from the loss.

Change is unavoidable and to position for success by developing a customized change management strategy is eminent the input from all employees, managers, and leader’s feedback. That way, you guaranty success in your purpose.

Great leaders speak from the heart, have an open book policy, teach, motivate, and embrace a mission that brings prosperity for all.

To achieve adoption and usage of the change by creating, implementing, and adapting plans that will move individuals and organizations toward success.

Great leaders impact them, followers by their sincerity, enthusiasm, clarity, credibility, and confidence. As a result, people pay attention to what you offer, teach, or propose.

Education is a necessary foundation for a productive conversation or performance. The first step is building self-awareness, acknowledging conscious/unconscious bias, and learning about the experiences of marginalized, underrepresented groups or people.

Great leaders fill gaps in their employees. Consider developing training and continuing education and professional development, including training, awards, and other additional information that can further show that you are committed to refining your employees’ skills.

Demonstrate personal characteristics and qualities by volunteering work and other professional development to show qualities such as commitment, dedication, loyalty, empathy, and compassion that your employees are looking for.

Highlight qualifications required by an employee to build any specific skills, qualities, or experiences that the job requires. Those may include certifications and licenses and opportunities where certain skills were used. Do not hire people to fill jobs but find jobs for your people skills.

Expand on work experiences like volunteer work for a non-profit job or tutoring if you want to be a mentee or mentor.

Demonstrate workplace excellence through performance reviews, awards, and accomplishments to compliment, recognize and motivate your employees for the job well done.

Lead by example by enhancing your professional development, as people learn by looking, not telling! Define the approach of what it will take to achieve success and track your performance.

How are we doing?

What adjustments do we need to make?

Now, where are we? Are we done yet?

What is needed to ensure the change sticks?

Who will assume ownership and sustain outcomes?

What will it take to achieve success? Sustainment transfer ownership is what we will do to prepare, equip and support people? When people are involved and take ownership, they will be motivated to be high performers and sustain success.

There is more to the employee experience than productivity, and it is encouraging to see a trending desire for coaching and a personal review process. I have seen tremendous employee results when leveraging coaching as part of the overall performance management strategy—Check-in with employees one[1]on-one to give and receive personalized feedback. Creating a supportive, wellness-focused environment, we better encourage and recognize accomplishments.

I hope to see even more companies discover this key to success with care and humility; what has changed and why.

Most employees will understand the hard circumstances, but they will not forgive a lack of transparency and honesty. Readjusting objectives, wellbeing, and remote working sustainable.

Having access to the right tools and extracting meaningful data is crucial in performance management to enable informed decision-making about your people. Data can help you get an accurate understanding of performance levels in the organization and can help you form a strategy to improve them.

The fact that people don’t have the right tools in the first place means that they cannot get the data they need to understand whether performance is improving or not and why.

When you communicate with your employees, they will react in the same style or tone you choose. If you speak in a calm, rational voice, they’ll respond similarly. Yell or scream, and they start yelling and screaming, too.

If a discussion begins to escalate, focus your efforts on “dialing it back” by softening your tone or even lowering your voice. You’ll be surprised at how you follow your lead.

The concept–that we can develop the ability to identify, understand, and manage emotions–has been around for a while. But it’s gained steam in recent years, partially due to the polarizing climate in which we currently live. Many in younger generations are discovering,” wait, what do I care about?”

Our Values are identifiable, measurable, and experienced in our daily lives, therefore finding clarity of our values, what they mean, and how it manifests in our behavior is the most powerful way of finding clarity in your business.

What is something that you remember for the rest of your life that builds for how you are? What are your personal leadership qualities that bring success and impact lives positively?

By: Desi Tahiraj

July 23, 2021

Desi Tahiraj Consulting Inc.

HR Business Consultant, Author, High-Performance Executives Coach

Desi Tahiraj