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Op/Ed

Learning leadership skills from other cultures will refine your own

(EDITORIAL) You can avoid a lot of confusion by understanding where your business counterparts are coming from. See where you stand regionally in regards to cultural leadership styles.

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RESO

Fluff words

I don’t believe in leadership… really!

In my experience, more often than an example of someone exhibiting a worthy strategy for advancing the goals of an individual or group, I’ve found “leadership” to be a buzzword translating roughly to a skeevy sales-pitch that sounds something along the lines of: “Concerned you lack both ideas and skills? Don’t worry! Here are social strategies you can use so no one will notice your absence of merit until it is far, far too late.”

At best, it’s a marketing term used to take advantage of insecure people who actually do have good ideas or solid skills.

At worst, and let’s be honest here; when I wrote my little screed about leadership, how many of you immediately had a face and/or name of someone in mind?

Possibly more than one, even?

It’s OK.

This is a safe space.

Not “tattling” to incompetent, but powerful authority figures is just one of the services we offer here at The Real Daily.

Egalitarianism and hierarchy

Imagine my surprise, therefore, to come across a piece on leadership with real value.

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Over at the Harvard Business Review, Erin Meyer has built a useful metric for leadership styles. Her purpose is to establish the different expectations that exist for business leaders in multiple cultures (though the metric is applicable as a trans-cultural concept as well).

The two axis of her graph are “egalitarianism” and “hierarchy.” “Egalitarianism” tracks the degree to which employees expect involvement in the decision-making process.

“Hierarchy” reflects the degree to which employees defer judgment (and responsibility) to their organizational superiors: think top-down vs. bottom-up.

The intersection of the two creates four strong categories, all of which need to be in a good leader’s repertoire, which I’ve listed for you below:

High egalitarianism: top-down

I start with this one because I’m from the USA, and this is us. American employees on the whole expect to be involved in decision-making, especially when the decisions involve them.

That said, for all our open plan offices and open-door policies, let’s be real: we’re a top-down bunch. Ultimate responsibility still rests with El Jefe, who makes the call and takes the consequences thereof.

In that environment, employees (should) get input, but once the call is made, they’re expected to go along with the decision and adjust to its consequences.

A good leader in this setting makes sure everyone is involved in the process.

The cutoff in responsibility that occurs when the decision is made can lead to discontent if an employee feels insufficiently involved, since they’re expected to live with consequences of a decision they don’t feel they were part of t. Conversely, depending too much on employee input can give employees an impression of “weakness” on the part of the leader.

Low egalitarianism: top-down

By the heading, this probably sounds like the widely admired “Do What I Say, peon…” approach to leadership.

It isn’t, really.

Rather, it reflects a different distribution of responsibility, one that places a distinction between decision making, which is seen as the sole responsibility of the designated leader, and implementation, which is what the employees are for.

Meyer memorably cites an American company working with a Chinese one in which the management was shocked to learn their egalitarian management style had led to them being perceived as not just incompetent, but arrogant, since what they saw as open-minded suggestion-box management, their Chinese employees perceived them as failing to do their jobs, then acting as if they’d done their employees a favor. Meyer also sorts major business cultures like Russia and Brazil into this category.

Obviously, in a setting like this, a responsible leader has to make clarity a priority. Process is vital: here’s where your responsibilities fall, here’s where my responsibilities fall. In addition, obviously, no leader can function without input.

Incorporating contributory opportunities into a rigorous decision making process avoids misplaced egalitarianism while still involving workers with the changes that will affect their lives.

High egalitarianism: bottom-up

It’s decision by debate, more or less. In this environment, the leader does less “leading” in the “buzzword” sense and more facilitating, encouraging everyone involved with the decision and likely to deal with its consequences to make their voice heard.

Meyer notes that this tends to be the decision-making process that takes longest (go figure), but also one that can lead to high employee morale and a clear sense of involvement.

A successful leader in this setting does their best work making sure every view is heard and, as decision-making time nears, everyone is on board.

Good news for would be leaders: this business culture is characterized by the least pushback after a decision is made.

Low egalitarianism: bottom-up

This is characteristic of business cultures where a high regard for formal authority interacts with an involved, informed, worker culture.

Authority still rests with the person at the top of the perceived structure, but the decision itself is made in groups, with the authority figure implementing and taking responsibility for the decision reached by consensus.

This can be a tough environment for would-be leaders, combining as it does a high degree of responsibility with comparatively little control. The best leadership strategy in this setting is a “first among equals” approach, guiding discussion without dominating it and taking responsibility, and exerting influence, when making the decision and managing its consequences.

Erin Meyer’s work is a masterclass in serious assessment of leadership in the workplace. It’s an analysis as well as a how-to, and repays a close look by anyone who is less interested in “being a leader” and more interested in actually leading.

#leadership

Matt Salter is a writer and former fundraising and communications officer for nonprofit organizations, including Volunteers of America and PICO National Network. He’s excited to put his knowledge of fundraising, marketing, and all things digital to work for your reading enjoyment. When not writing about himself in the third person, Matt enjoys horror movies and tabletop gaming, and can usually be found somewhere in the DFW Metroplex with WiFi and a good all-day breakfast.

Op/Ed

Make better decisions in 2018 by quitting (wait, hear me out)

(EDITORIAL) 2018 doesn’t have to be the year that you start something. Embody the phrase “less is more” by quitting and letting go.

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personal belief quitting

Around this time every year, people everywhere gear up to attack New Year’s resolutions with short-lived vigor, while people like me get ready to ridicule some of the more over-the-top examples of the “New year, new me!” crowd. This year, perhaps we should consider the adage “less is more” by cutting old habits rather than implementing new ones.

Put simply, it isn’t feasible to jump into 20 different hobbies/routines/lifestyles every time a new year rolls around, yet we seem to convince ourselves otherwise every January 1st; if your heart isn’t in what you’re trying to do, you won’t stick with it, no matter how much you “want” to do it.

Take the gym crowd, for example: you may have an objective understanding that working out is good for you while actively hating the gym, making it difficult for you to stick to what ends up being a shaky resolution.

What IS feasible is taking stock of everything that you do that doesn’t fit into your paradigm of operation. Do you spend an unwanted extra hour or two on the computer each day? If so, perhaps it’s time to start drawing the line at 5:00 sharp rather than letting clients hold you over.

The same goes for personal preferences as well: you may feel as though you need to devote countless hours of your time to weeding or cleaning, but it may be better for you to focus on the things that actually matter to you.

Obviously, we all have responsibilities that demand our attention (we’re not suggesting that you start ditching your kids’ soccer practice in favor of Tequila Tuesdays) but it is possible to exaggerate those responsibilities’ importance.

What you do with the spare time from your lifestyle pruning is completely up to you; however, by focusing on your actual hobbies, interests, and passions, you’ll most likely find that your quality of life improves while your day-to-day stress level decreases exponentially.

2018 doesn’t have to be the year that you start something; instead, consider making it the year that you close some overdue chapters in your personal book to make a little more space for the things that you love.

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Op/Ed

Technologists still think they can supplant Realtors #eyeroll

(EDITORIAL) It’s an age-old tale, but a new Alexa app implies they’re going to put Realtors out of work. Sure thing, buddies.

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realtors

Gertrude Stein once wrote that, “everybody gets so much information all day long that they lose their common sense.”

No doubt about it – the more information one can get, especially in a critical business negotiation – the better. But, as with many things, the volume of information becomes so overwhelming that we lose focus of what bits of information are truly important, how to deploy what we’ve learned from them, and how to use them to our advantage.

In a bygone era, Realtors used to serve as the founts of knowledge about a home – its features, its relative worth in the market, and what the neighborhood, schools, and modes of living around the house were like. With the rise of the Internet era, as well as multiple companies that aggregate this information from other places, consumers now need no longer rely on their Realtors for all of that information, being able to find it, along with interior and exterior pictures of the home, online.

So, some reason, with the continued expansion and refinement of the capabilities of online shopping, there won’t be a raison d’etre for Realtors any longer, with the home buying experience being able to be distilled and handled virtually, perhaps as easily as ordering a new house through Alexa.

After all, car buying was a very different experience just a few years ago, and now, through the efforts of Carvana, among others, one can now research, buy, and have delivered a car without ever leaving one’s house.

We get pitches every day from companies that seek to disrupt real estate, the most recent an Alexa app that claims to sell you a home (subtly indicating it doesn’t take a Realtor). Eyeroll.

Technologists continue to fail to take into account the added value that Realtors bring to each transaction and interaction with both home buyer and home seller. While providing information on a home and neighborhood no longer may be at their core mission for every interaction (although they must be prepared to do so), the ability for the Realtor to navigate the process of sale and purchase, intercede in negotiations when necessary, and frankly, to keep everyone’s emotions, which are often frayed, in check to keep the sale moving forward is vital.

For most of us, purchasing a home is the largest and most significant financial investment that we will make. While the internet, and technology-based disruptors in the space are amazing at providing us with information to narrow our choices when selecting a potential property (or, in the author’s case, providing too many choices), it doesn’t give us access to an expert on the process, a coach in negotiating the finer points of the sale, nor a counselor when things get hectic or the process hits a snag.

Using the services of both allows the customer to get the best of both worlds—data and information combined with someone who knows how to distill it into action, and that’s what a Realtor does – gets consumers into the action, in the right place, at the right time, and fights for the best outcome possible.

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Op/Ed

How to get a meaningful head start on your resolutions without magic

(EDITORIAL) Most editorials about resolutions offer apps or tricks, but let’s take a more meaningful look at how to make this your year.

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resolutions

If you’re like most people, you abandoned your 2017 New Year’s resolutions in February or March. With 2018 just around the corner, you may be wondering if it’s really worth setting goals for the new year. After all, you didn’t do too well this year. What’s the point?

I believe that we need goals, personally and professionally. We fail, not because we aren’t committed, but because we set lofty goals that aren’t measurable and realistic.

Get a head start on your New Year’s resolutions by doing things differently this year.

1. What is it that you really want to change?
Instead of thinking about what you should do differently, what would make you happy? Resolutions that matter to you personally are more likely to be seen through.

2. Focus on three things:

  • What is one thing you want to start doing?
  • What one thing would you want to stop doing?
  • What is it that you’re doing that you want to continue doing?

3. Set goals that are SMART, specific, measurable, achievable, realistic, and timely.

Instead of saying that you want to eat healthier, tell yourself that you are going to incorporate more color into your menu.

How? By choosing one unfamiliar piece of produce each week and learning to cook with it. Or by selecting a salad when you go out for fast food.

Think about small changes that you can make, instead of making broad, sweeping changes.

You don’t need to download productivity apps or buy a whole bunch of equipment to make lasting changes to your routine. But you do need to really think about your resolutions to have a good handle on what you really want to change. Go into 2018 with determination to be a better you.

Carefully consider your goals to really identify what you want and how you can make lasting changes.

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