100%(1)1 out of 1 people found this document helpful
This preview shows page 8 - 11 out of 17 pages.
Understanding that we are driven by emotions, yet realizing in a professional situation that we must control these, discover where they come from and not allow them to rule our decisions is a place that I thrive, not only with myself, but also with others. I am able to decipher responses,
Personal Leadership Analysis 9recognize what is emotion and what is logic, and then aid the other individual in discovering thisfor themselves. In a staff meeting, one manager who reports to me was on the phone, while the room was full of front line coworkers, their direct supervisor, and a guest speaker. At one point, the leader on the phone spoke out in frustration regarding a statement I had made in the meeting. Every person in the room was on high alert and I knew the person on the phone must have either misunderstood, or was having a difficult time with the change I had proposed for the workflow in question. Even though I immediately felt a strong emotion of disrespect and humility, I very calmly told her that I’d love to discuss her concern further, and in order to respect the rest of the agenda, asked if we could move to the next item, and we’d be back in touch with everyone in the room. I could tell going further into the issue would not be a good idea with someone who was on a telephone and had given such an emotional response, and the room instantly breathed in reprieve knowing I was not going to meet her emotion with further emotion. I called her afterward and told her that the workflow change was not really what I wanted to talk about, but that we should discuss why she was so upset. She confided that she could not hear and that there was a bad connection and that she may have misheard me, but she felt left out of the operational decisions affecting her clinic and staff. I explained the workflow change, suggested she not call in for meetings, and then we discussed how emotions have to be controlled in professional situations, and how her comments had the potential to leave a lasting negative impression from those in the room. Not only did I handle her emotions and those in the room with agility, I was also able to control my own emotions that I was certainly not void of in the moment. By being self-aware and emotionally stable, I amable to positively engage others in a way that brings about change.
Personal Leadership Analysis 10Building Relationships: The first thing I strive to do in any situation is to start building relationships. Building relationships is vital to creating any type of vision or bringing about change in people. If people do not trust you, they will not follow you. They will always be skeptical and will never fully share in your mission. It is important to not only build relationships, but to encourage the perception of being “powerful, confident, and capable of accomplishing stated goals” (Piotrowski, Hargis, & Watt, 2011, p. 54). Once you have created this trusting relationship and view of yourself as a leader, you are able to develop a sense of mission amongst followers.