The Heartache of a Subordinate

I write this down on behalf of all the people employed out there. As my first job that entails a "boss" I finally understand the pain of being a subordinate.

I admit I'm not a perfect employee, I cannot stand doing silly tasks, and I don't like being told what to do, and even less being criticized, especially when I am right.

However, it helps.
Being an employee helps you become a better boss.

This is what I have learned:

• I understood that the first 15 seconds are the most important to make an impact.
• Sometimes it is not what you say, but rather how you say it that matters.
• The way you greet and the way you say goodbye are the most important criteria in all the conversations.
• Memorizing names and faces is a must, and when you know the name, use it!
  
• When you know something of value, share it.
• Cut down on the gossip, it never fails to get you in trouble.
  
• It is ok not to answer questions when they're tricky.
• Never pretend to know what you do not.
• Ask as many questions as you think necessary.
• Interact, do not be a passive listener, direct the conversation in ways that could be beneficial.
  
• I learned that it is important to be authentic and true to yourself as well as to others. Even if the person whom you put up the mask for can't see your true face, those who get to see your many faces will figure it out, and you'll eventually loose all credibility.
• It is important to remain positive in all circumstances. I suppose it is common for a boss to become stressful and to spread the tension around.
• Yes, you should keep your employees motivated, and it definitely helps to give compliments, but how about if they were truthful? mean what you say, or do not say it.
• Take responsibility for your own failures, especially when others get blamed.
• I realized that loud people tend to be the most confident and they tend to get ahead in their careers, as they put their best foot forward. Of course, not all loud people.
• Let your little stars shine, give them the freedom to grow and take initiatives, and maybe, just maybe, you'd relieve yourself of some of that stress and responsibility.
  
• Love to be loved. The more I see, the more I get convinced that to love is the single most essential thing, even in business. It's like how people say "the more you give, the more you get".

I suppose I am no longer a fan of the high EQ leader. I am more inclined to believe that an authentic leader makes a better one. I am currently seeking to read the book "The leader as a mensch: become the kind of person that others want to follow" by Bruna Martinuzzi as I believe it describes my views today of the ideal leader. (and no, this is NOT affiliate marketing).

Level 5 Leadership & EQ

Level 5 leadership is a term instilled upon people who can balance two almost contradicting worlds. According to Jim Collins, they make ends meet between shyness and fearlessness, as well as modesty and strong will.

The importance of that kind of leaders lies in their skill to drastically turn companies from a downfall into a success that is maintained after their reign is over. They are more concerned for the goodwill of the company than their own personal fame and fortune. In fact, they dread recognition and tend to grant credits to the organization and the actual employees.
Following a 5-year research, based on the fortune 500 companies, only 11 experienced the exceptional turnaround mentioned above and were able to maintain it. All of which had level 5 leaders on top at the time when the transformation took shape. Quite a remarkable finding.

Could that type of introverted leadership be qualified by a superior EQ level? Think of it this way. If a CEO takes credit for the work of the organization, how would it effect the rest of the staff's motivation? When one person is granted the fruits of their labors, employees feel used. If the level 5 leaders do not take credit for the firm's success, it is probably not because they don't think they deserve it; rather that they understand how people function and know how to behave to gain the respect of their co-workers. This is emotional intelligence by excellence. Do those people lack the critical skill of EQ, as defined by Daniel Goleman, that is "awareness" of their capabilities? I think not. Their modesty is part of their job. This can be attributed to another characteristic that qualify their Emotional intelligence's superiority: "empathy".

I think that it would be interesting if those people were to be interviewed after their term is over; once they're off the job; would they admit, then, their achievements?