Build up leadership skills

Last week, we talked about leadership for young managers but we only covered the dons. This week after receiving the feedback from listeners, we are going to clarify the dos for young leaders. Although LinkedIn and alike are full of articles on management and leadership skills, their quality is really questionable. So today, our special guest Robert Parkinson, CEO& Founder of RMG Selection, will give his analysis about leadership skills.

  1. In Chinese company, a lot of employees think that they should show up before the boss arrives and they need to leave after the boss leaves. How would you tackle that as a young manager?
  • Surveys and psychology suggests consistently that we do our best work in the morning, not evening. There is an expression in the UK: Early to bed; early to rise makes Jack healthy, wealthy, and wise. There is a truth in that people work more effectively in the morning. And I think it is the responsibility for young managers to be their first, to be the example for their teams.
  • But also I don’t necessarily think that people need to stay in the office until 9 or 10 o’clock at night. The balance between work and life is tremendously important. If we set us as an example to our subordinates, then it is not a great example of working 12 to 14 hours in a day. Indeed, some people working too hard finally end in tragic circumstances.
  • So I think young managers should get going on time, but at the same time trust subordinates and let them manage their own time.
  1. Could you give some specific advice to young managers who listen to our show?
  • A great specific thing you can do is to get a mentor. Get someone you trust to help you as a manager, to guide you, and to help you make right decisions. Such person can be your boss, your boss’s boss or your friend. And also be cautions of those people who sell themselves as coaches or mentors.
  • The other important thing is to be open to critics and be open to your own mistakes. That helps to build trust, which is really the glues binding employees together.
  1. What are the other dos that you will recommend young managers to do?
  • Let’s get down to the details. Clearly someone got to the manager position by the fact that they are more able than other people, so young mangers just show people what to do!
  • You need to be simple and practical. By solving a small problem may end up solving a wider issue. Don’t be afraid to roll up your sleeves, get down on dirt and solve the problem out! This earns people’s respect.
  1. When subordinates do something wrong, it’s time to test leadership. What will you do with such situation?
  • A quote is the art of leadership is saying no, not saying yes. I call it a feedback sandwich. The bread in the sandwich is good staff, and what in the middle is the problem that needs addressing. So we start conversation by praising someone
  • And then we do need to address the problem. Hit the nail on the head. It is important that we emphasize one’s behaviour, not the person, which will help people understand and be less defensive.
  • But do not stop here. Build back-up for the person and encourage him to keep going. By doing like this, better results yield.
  1. How to speak to subordinates?
  • The job of a leader is to inject energy into employees. A simple way is that you turn up in the morning with energy, passion, and enthusiasm. And enthusiasm flows down in a company. You yourself should find interest and desire to do your job rather than focus on the salary.
  • If your employees come to office with personal issues, and part of young managers’ job is to tell them work is work and one needs to be professional.
  1. People tend to judge one’s ability according to his age. So how do young managers deal with this problem?
  • Use fact, reason, and qualified knowledge.
  • And have some confidence in dealing with someone more experienced than you.
  • Being tough, aggressive, and rude is not appropriate. It brings barriers. We try to be calm because people may copy our behaviour.
  1. In Japan, it is all about seniority. You don’t really see young managers. Is it a new thing?
  • Japan has its own culture. But China has witnessed tremendous changes in recent years and is largely based on western economy. Interaction skill, and alike are something more cherished in China.
  1. What kind of person can be young mangers’ mentor and at the same time how to prevent subordinates distrust you?
  • You have to choose mentors based on who you credibly and sincerely believe, and who give your advice. It may be someone you develop relationship with. The key thing is you believe his values.
  • Rise above self-doubt can help you gin trust from co-workers.

Listen to this episode of Career Builder on CRI: http://english.cri.cn/7146/2015/06/23/3262s884256.htm