Leadership is about leading. Also, when you need to lead into change. Or is leadership nothing else than facilitating change? Whichever way you choose to look at leadership, leading change is one of your most challenging and, at the same time, essential tasks.
You don’t generally select new employees on obedience, but on what they’re competent at (or potentially capable of doing) together with their ability to collaborate. In this post, I delve deeper into encouraging trust in others’ competence, or allowing people to get on with what they were hired for.
Colleagues need to feel free to tell each other what they observe and from their expertise make critical comments, without chopping heads off or having their own heads chopped off. Safety also lays the basis for positive relations with one another. So how do you create safety?
Without communication, no organization. An organization’s achievements are directly and indirectly influenced by interpersonal communication. This is true in all three directions: top-down, horizontally, and bottom-up. If you want an excellent organization, you will need excellent communication and, by extension, excellent interpersonal communication. But why? And what do you need to do to implement it?
In my post Once You Understand Emotion, Motivation Is Easy, I laid the link between Deci and Ryan’s Self-Determination Theory and current emotions.
In this post, I will briefly expand these ideas and then focus on a specific emotion from a communication and leadership point of view: Anxiety.
So why do people want to communicate with one another? Is it just making noise because we are supposed to be social animals? Could be. But that raises another question: Why are we social beings?