Credibility lives from consistency
Credibility lives from consistency! Therefore: No more exceptions to the rule and sometimes say no. When managers are asked what is most difficult for them when it comes to leadership, the term consequence is often used. What about sentences like "A promise is a promise" or "A man a word"?
Commitments like this are often only one thing at a time when executives are required to have a high level of social competence and unconditional employee orientation: empty phrases that nobody believes. Consequence and employee orientation can be combined.
Creative solutions instead of breaking the rules
Do you give the slogan that private trips in company vehicles are prohibited? Then make no exception if your favorite employee comes along for a good reason. Because this poisons the work ethic of the entire team and the trust in the statements of the manager fades.
Now you may be wondering how the ban on a private business trip for a good reason can fit the enthusiastic corporate culture you are aiming for. The answer: By becoming creative and digging a little deeper into your pocket if necessary. An example: Your employee's private vehicle is broken and he urgently needs to go to his mother's hospital. You have prohibited private trips by company car. So how do you proceed in this situation?
For example, provide the employee with a driver. In this way, you not only substantiate your trustworthiness, but you also ensure that your employee arrives safely because he does not get angry behind the wheel. You will be sure of the enthusiasm of your team.
Get out of the harmony trap
And what if the reason given for a private trip with the company vehicle doesn't make sense to you? Then say "No". Even if this measure may result in tight faces in the short term, it is the lesser evil than if you give in and demotivate your team in the long term.
The same naturally also applies to all other areas of everyday work: If an employee does not perform the tasks assigned to him punctually and reliably, you should react consistently, otherwise there is a risk of repetition and the once approved Schlendrian becomes routine.
Choleric people are inconsistent
An extreme example of inconsistency is a tyrannical boss. If you have had the pleasure of working for someone who insulted you as “total rivet” in one day and praised the green clover for similar behavior shortly thereafter, you know the effect:
You dull and lose confidence that you can actually make a difference in this workplace and with this boss. If you as a manager regularly become aware of the consequences of your inconsistency, it will be easier for you to say “no” even in difficult situations.
If you are consistent, make sure that your team is enthusiastic about the future, because they know that they can trust you in any case. Isn't that much more valuable to you Companyas if you break your own rules out of harmony addiction and ultimately weaken your role as a manager?
Four more tips for more credibility as a manager
We state that consistency is fundamental to your credibility as a manager.
There are also other facets that are important for your credibility.
1. Be a role model
Actively live what you ask for. Here is a brief example from everyday business life: The meeting you have called starts at 10 a.m. All department heads are on site. But who is missing? The boss. There are certainly good reasons for being late, but no matter what, be on time. Because your employees don't do what you say, they do what you do.
2. Less is more
If you create fewer rules, it is easier with consistent compliance. It is also important in this context: Do not threaten anything that you will not keep anyway.
3. Authentic and clear communication is the key to successful leadership
The motto is to bring it across well. Practice being authentic and genuine. Get to the point and be courageous in your communication. Avoid plasticizers (like maybe), ask the right questions and get the answers you want. Make a confident appearance with clearly self-confident body language.
4. Have clear convictions and also represent them
Don't be a principle rider who simply acts on principle, but on conviction. Ask yourself: What exactly do I stand for as a boss? What is particularly important to me? Where exactly is the journey going? Position yourself clearly. As long as an employee has to ponder what exactly you expect from him, he cannot concentrate on his tasks or what he does.
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German edition: ISBN 9783965962767
English version: ISBN 9783965962774 (Translation notice)
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