Becoming a synergetic leader and building a positive workplace
May 1, 2006
A synergetic leader builds an atmosphere of open communication. Open communication is a major factor in employee satisfaction. Employees must be able to approach and talk openly with their supervisors and co-workers. Invite suggestions and even constructive criticism. Instead of waiting for the employee to initiate communication, solicit feedback and discuss current problems and possible solutions.
One of the most important aspects of employee relationships is a leader who gives feedback. Whether it comes from written evaluations, informal or formal discussions, or occasional memos, feedback should be given on a regular basis. Let the employees know how they’re doing. Make sure your people get adequate and timely feedback on what they are doing right or wrong. Recognize your employee’s accomplishments and when unpleasant feedback must be given, focus on the inappropriate behavior, not the person as an individual. A synergetic leader cares about the employee and realizes that worker feedback is critical for the productivity of the organization.
Put aside your concerns to listen to those around you. As a result, you will know what is going on, know what is being said, and what is said between the lines.
However, knowing what is going on, and identifying the needs of those around you is not enough. The synergetic leader also acts upon that knowledge, attempting to help fulfill the needs of employees, superiors, etc. They wield influence to solve problems for those around them, often before even being asked.
Trust is critical to a good working relationship. Are you honest and fair? Do you level with your employees, even when it might reflect negatively on you or the organization? Do you follow through on promises? Do you take the time to evaluate your own strengths and weaknesses as well as the employee’s?
The best leaders deal with their employees in the way in which they would like to be dealt. Employees’ feeling about their work, no matter how insignificant, should be important to you. Deal fairly with each employee, not allowing favoritism or personality differences to affect judgment. People respond to a synergetic leader; they work more diligently, work to help the organization succeed and will got the extra mile when necessary. If you act consistent with the principle that your job is to help staff do their jobs, a basic inter-dependence emerges based on behaviors that show concern, respect and trust.
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A synergetic leader has a genuine interest in workers as individuals. Take the time to get to know each employee’s personality, needs, and goals and learn something about the employee’s personal life. Such leaders get the optimal performance from each person because they are able to bring out each employee’s unique abilities.
Making your people feel important and personally significant generates productivity and loyalty.
A supportive environment motivates employees. “We are a team; we work together,” creates a sense of security for the employee. Workers should be openly appreciated when appropriate and constructively corrected privately when necessary. Problem solving is a mutual effort. You should be willing to use your influence and even go to bat for the employee with higher-ups when appropriate. Employees who have that kind of support rarely get into trouble, because they have the direction, information and tools they need in order to do their job. They also have self-confidence and do a good job, knowing the support is there like a safety net if they make an honest mistake. Help each employee reach his or her potential. Goal setting and career planning are integral in this process.
Encourage employees to increase their independence and responsibilities. Stimulate creativity as opposed to demanding adherence to rules and prescribed patterns. A synergetic leader has compassion and empathy for his employees.
Jane Boucher is an author and professional speaker with offices in Reno
and Ohio. Reach her at 853-0226 or firstname.lastname@example.org.