Many leaders find it difficult in their role to make demands or tell others what to do. Own beliefs and assumptions make us feel uncomfortable when it comes to defining tasks, delegating, or giving feedback. A modern understanding of leadership can provide some relief: I am not there to set demands, but to encourage people to make decisions while pursuing a joint goal. You can show backbone and literally stand upright and firm. Clarity and determination are not only showing confidence, but are also fair and cooperative. How does that work? In a conversation, it needs just 6 steps:
"Yes, I can" – the inner conviction of being able to master difficult situations on own strength, is referred to as self-efficacy. The difficult part about it is that your head knows the decision and the facts, but the heart is not there yet. It is about affecting your own emotions beyond the rational reasoning and confidence. According to Albert Bandura, there are 4 factors to start with. We list them for you and translate them into applicable affirmations and questions:
Had many plans and yet did not accomplish any? Comfort has many names. It comes as excessive demands, laziness, procrastination, hanging behind, delaying, waiting, pausing, or even boycott, sabotage, resistance, and refusal. Often, the consequences of inaction are not that bad. Nothing happens if nothing happens. But both action and inaction is a decision. You have the choice. Have you really chosen? These 3 steps help you assess whether you can afford inaction:
A team workshop participant looked happy after intense discussions and experiences in exercises. Many lights had risen and pennies had fallen. The team's difficulties over the last few months and years were now explained. Problems were clearly identified. Very surprised was his reaction on my conclusion that the work just was beginning. We still had to formulate a concrete plan as to how and what should be done by whom and when. Clearly, the team would have preferred to avoid this. Does that sound familiar to you? We are often satisfied with insights and findings. Unfortunately, knowledge is not enough for true development and change. Here are the 9 absolutely necessary steps for actual successful transfer and implementation:
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