Leading from the balcony to handle employees

So much has changed in recent years. The best ways to run a sustainable business have also changed. Managing change will be your competitive advantage. Each bookstore or library shelf has a plentiful number of leadership from theoretical to practical and everything in between. Find a book on leadership-shifting tools about how to lead from another perspective. This will help you tremendously, especially if you are thinking of moving your organization to be more efficient and efficient, but don't know where or how to start.

While not everyone is cut out to be a leader, not everyone can or wants to follow all the time as well. It is often the blend of the smartest, most effective and efficient way to build and maintain your business, law and productivity. Orchestrating your leadership and how your employees go to complete their day work may need some

Leaders must identify whether a change that they introduced requires technical expertise, or represents a deeper, adaptive challenge. The key to success is to correctly identify what type of challenge leader is facing and then continue to orchestrate the change based on whether the type of change they face is a technical or an adaptive challenge.

Ron Heifetz, professor at Harvard University and author of leadership without simple answers (1998), makes leaders need to regularly go out on the dance floor and walk up the balcony. By doing so, you can see the patterns and the flow of your employees work better than when they are right in front of you.

Heifetz believes that the leaders must regularly "get up on the balcony" and get a different perspective on everything that happens. You can also see who is dancing well and who is fighting.

The authors Ron Heifetz and Marty Linsky in their book "Leadership on the Line" offer a practical solution of "going off the dance floor (daily business) and up on the balcony.

When you grow or lead your business, it is important that you regularly take the time to consider where you want to be and what changes around you, instead of always being slammed in (with) the details. Apply the "metaphor of dance floor", spend less time dancing and more time looking down from the balcony of the dancers to judge whether there are better ways to do things. On the dance floor you can find yourself in action, consumed in the daily operation of your company. In the "Balcony" you can take a step back from the details and take a clearer and more strategic picture of what is happening in your business. Spending regular time in the balcony is important for you to see what you need to do to grow or lead your business.

Return to the dance if you want to influence what happens. Staying on the balcony for short periods to give you a different perspective is good.

Place your people to be able to give feedback, opinions and suggestions without fear of threats or ignored. Give regular opportunities to hear what they think, feel and how they respond to current trends and problems that affect their work.

Many leaders change their behavior according to their responses from their employees. A masterful leader understands that their leadership is an ongoing work and that their ability to manage and lead depends on many factors and situations. Continuous monitoring and confirmation with observations and feelings in others is a good barometer for leaders.

Leaders who develop and practice emotional intelligence seek feedback when it comes to behaviors and attitudes may think they actually get it if they respond to improvements.

The concept of leadership means "I know where to follow me only"; or "I bring the best experts and follow me" is clearly inappropriate for adaptive contexts and puts a lot of pressure on people who are competent to counterfeit it and provide quick technical solutions that tend to avoid the more significant issues.

Taking a balcony perspective is difficult, especially when you have led from below. When you go away, go back and you will see the big picture. Sometimes it is complicated by several factors.