Are You a Gladiator or a Mediator?

There is a revolution going on at work.

As the final members of one generation of employees leave, the next generation is thinking about following them but are realising their plans for early retirement might not work out. At the same time, another generation is arriving on the scene with a mission to transform the workplace and they are impatient! Caught in the middle is a generation who've been patiently waiting their turn to shine only to find that the newcomers have other ideas.

Welcome to a workplace with multiple generations! Builders, Baby Boomers, Generation X and Gen Y are what we’re calling them. I’m sure you will recognise these terms and will have seen the effect these different generations are having on the workplace. As a manager, your next challenge is to find a way to get these four diverse groups working together. As an employee you also need to enhance your generational communication skills or you may well restrict your employment prospects.

If you’ve read anything on the topic of generations in the workplace you may have noticed authors who use constant references to “generation gaps” and “conflict management strategies”. This is what I refer to as the “generational gladiator” attitude, someone who thinks that the workplace is a battle ground and is determined their generation will win the war!

Whilst each generation has its own unique ideas on how work should be which can create issues, I believe the adversarial approach is all wrong. Instead of focusing on the downside I believe we need to start focusing on how we can harness the power of our differences to create more successful organisations. I prefer to take the “generational mediator” approach, which aims to bridge the gap between the generations and find ways to bring them together.

So what are the key differences between a gladiator and a mediator approach to managing the generations?

Gladiator Mediator
There is a right way to do things There are many ways to achieve an outcome
People need to fit in to the environment we have created We need to learn to fit the environment to people’s needs
All the old ways need to go to make room for the new Let’s take the best of the old and combine it with the best of the new


Whilst many people are focusing on the rise of Gen Y in the workplace, there are really two ends to the generational issue. It is just as important to consider the needs of mature people at work (ie the Builders and the Baby Boomers) whilst not forgetting that poor generation stuck in the middle, Generation X!

I believe that the result of this change of attitude will be a new formula for success in business:

Builders +
Baby Boomers +
Generation X +
Gen Y
---------------------
Success
---------------------

Each generation brings with it a range of strengths that, if we can harness them, can create a highly engaged workforce that is able to respond to customer demands.

• With Builders you get people that are hard working, reliable and loyal
• Baby Boomers bring their optimism, drive and team player attitude
• Generation X are flexible, practical and solutions focused
• Gen Y add innovation, confidence and enthusiasm to the mix

If you’ve studied personality styles you will know that all the models encourage organisations to have people with a range of styles rather than clones of each other because of the different points of view they can bring. The same is true with the generations.

Mature workers bring with them years of experience that can be invaluable. Younger workers bring with them new ways of thinking. These are both qualities that all organisations can benefit from. If you talk to your staff you’ll find that many of them, young and older, get a lot out of working with people from another generation.

So how would you rate yourself on the gladiator versus mediator continuum? Do you tend to dismiss the ideas, attitudes and behaviours of other generations because they don’t conform to your view of the workplace or are you able to embrace their differences and use them to help you create a more productive work environment? It may be that you say all the right things in meetings and conversations but deep down you still have your doubts. I challenge you to analyse your own behaviour to see where you can find ways to become more of a generational mediator.

Remember, the generational issue is not just a fad that is going to fade away in the near future. This issue is here to stay. By the time the last of the Builders are completely gone from the workplace, we will be seeing the emergence of Gen Z and then the Alpha Generation, so the basic skills of managing a multi-generational workforce will be required for some time into the future.


Article Contributed by Karen Schmidt ,an award winning speaker, workshop leader and facilitator and a re-engagement expert with Training Edge International .
Email : karen.schmidt@trainingedgeasia.com,
Website : www.trainingedgeasia.com

Managing and Communicating Across the Generations

There are currently four different generations employed in our organizations. Each generation has distinct values and characteristics that often lead to difficulties in managing and communicating with each other. It is important for each generation to be aware and sensitive to these differences in order to minimize misunderstandings. These generations have been labeled the Matures, the Boomers, Generation X and Generation Y. The Matures are those born before 1945 and also known as Veterans, Seniors, Traditionalists and even “the Silent Generation”. Boomers are those born between 1945 – 1964 and often referred to as the Baby Boomers. Generation X are those born between 1964 – 1980 and also known as X’ers, and Post Boomers. Generation Y’s, born after 1980, have themselves been labeled as the Millennials, Nexters, and of course the Internet Generation.

Brief Generational Descriptors
For the matures their defining idea is duty, their work style is team player, their view of education is a dream, they manage money by saving. The boomers defining idea is individuality, their work style is self-absorbed, their view of education is a birthright, they manage money by spending Gen X’ers defining idea is diversity, their work style is entrepreneur, their view of education is a way to get ahead, they manage money by investing. Gen Y’s defining idea is back to basics, their work style is team player, their view of education is life long, they manage money by spending their parents dollars.

Values
Matures value dedication, law and order, strong work ethic, risk adverse, respect for authority, loyalty to the organization. Boomers value optimism, team work, personal gratification, promotion and recognition, health and wellness. Gen X values diversity, balance in life, computer literacy, personal development, informality, initiative. Gen Y values optimism, confidence, ambition and achievement education, idealism fun and diversity.

Characteristics at Work
Matures assets: Stable, detail oriented, thorough, loyal and hard working. Mature liabilities: Uncomfortable with change and ambiguity, reluctant to buck the system, avoids conflict, reticent when they disagree. Boomer assets: Service oriented, driven, good at relationships, want to please, good team player. Boomer liabilities: Not naturally “budget minded” uncomfortable with conflict, reluctant to go against peers, puts process ahead of results, overly sensitive to feedback. Generation X assets: Adaptable, techno-literate, independent, not intimidated by authority, creative. Generation X liabilities: impatient, poor people skills, inexperienced, cynical. Generation Y assets: loyalty, optimism, tolerant, multi-tasking, fast thinking, technological savvy. Generation Y liabilities: Need for supervision and structure, inexperience particularly with handling different people issues, service levels are low.



Generational Attitudes to Feedback
Traditionalists – “No news is good news.” Boomers – “Feedback once a year” Generation X – “Sorry to interrupt but how am I doing”. Generation Y – “Feedback at the push of a button”

Leading and Motivating the Different Generations
Matures: Take time for the personal touch, honour their hard work with symbolic records of achievement, verbally and publicly acknowledge their experience, provide proactive technology support, create ways they can mentor others. Boomers: Give them lots of public recognition, give them a chance to prove their worth, give them perks with status, ask for their inputs, get their consensus. Generation X: Give them lots of projects and control, give them constructive and straightforward feedback, invest in computer technology, resist micro managing them, provide a flexible work environment, reward initiative. Generation Y : Learn about their personal goals let them mesh with the company’s goals, forget traditional gender roles, be sensitive for the potential for conflict with X’ers, develop a hands off style, open avenues for education, skill building and mentoring programmes, personalize their work, talk to them about their interests.

Training and Development Across the Generations
Matures: Take plenty of time, give then the big picture, emphasise long term goals, let them share their experiences. Boomers: Focus on the near future, focus on challenges, focus on their role, provide development experiences. Generation X: Focus on balance, offer them access to many different kinds of information, provide electronic support. Generation Y : Take plenty of time, let them know what they do matters, communicate expectations, focus on customer service and interpersonal skill

Messages that Motivate the Different Generations
Matures: Your experience is respected, it’s important for the rest of us to hear what has, and hasn’t worked in the past, your perseverance is valued and will be rewarded. Boomers: You are important to our success, we recognise your unique contribution, what is your vision for this project, you are valued. Generation X: Do it your way, we have the latest technology, we are not very corporate here. Generation Y : Your Learning is important to us

Final Thoughts:
Generational understanding does not take the place of concern for the individual. Different generations care about different approaches to the same problem. Different is neither right or wrong, just different. Remember, generational context is not about age, but common experiences.

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

4 Questions for Today’s Salesperson

The role of the salesperson has changed. Those who haven’t figured this out by now will probably become part of the 20-25% of salespeople predicted to lose their jobs in the next five years.

Sales has changed because the way people buy has changed. This has been caused, of course, by the internet. The result is that some traditional sales functions have become secondary or unnecessary altogether while other skills and techniques are required to get the sale.

For example, the salesperson is no longer the primary information source for the customer. As a salesperson, you need to be aware that a customer can have far more information about your product than you have. They can access not just the manufacturer’s or distributor’s website, but also the reviews, forums and/or blogs where everyone from industry experts to users of the products have their say.

More Informed is Not Better Informed

The role for today’s salesperson is not to be an information source, but an information sorter. Customers have access to so much information – of varying quality – that they become overwhelmed by it. In trying to ‘do the right thing’ by themselves and thoroughly research their potential purchase they actually diminish their decision-making confidence. In short, they know they want one, but can’t decide which one so they postpone the purchase. The salesperson’s task is to restore this decision-making confidence by helping them sort through the conflicting information and facilitating their buying decision.

It’s All In the Questions

The basis of all sales success in the current era is the ability to ask quality questions at the right time. This is a long way from the old ‘selling is telling’ model. The questions are used to understand what is required for a customer to move confidently toward a “yes”. So, here are four questions you should consider adding to your sales repertoire.

1. “Based on your research, what’s your opinion of what’s available?”
Traditional sales models have you approaching the customer with the assumption that they knew nothing about your product. Now (particularly if you sell products of a high dollar value) you can assume that they have spent quite some time researching your product before deciding to see you.

“Based on your research…” This acknowledges that they will have already done research, and gathered information…probably quite a lot of it.
“…what’s your opinion..?” Asking someone their opinion is irresistible to most people, so it is more likely that you will get an answer that gives you some insight into their thinking.

2. “Just so I don’t waste your time, is there anything else I need to understand?
One of the most important things a customer must understand before they are likely to give you a complete and honest answer to your question is what is in it for them to answer your question completely and honestly? By the way, the fact that they are less than complete and honest with their questions is not a criticism of them. It is natural self-protective behaviour for us to withhold information until the required level of trust has been established.

The first part of this question answers this requirement. It’s saving their time.
The second part of the question is deliberately open because the obstacle to the eventual sale will probably have nothing to do with the product, you or your offer. It will have something to do with their ‘system’. People exist in very complex systems with many stakeholders, influencers and complicating factors. Some of these you could never imagine, so unless you ask you’ll won’t find out about the impending divorce/interstate transfer/overseas job offer/court case until it’s too late.

3. What would have to happen for you to feel confident enough to make a decision on this?

It’s proven that beyond a certain point, more information actually diminishes our decision-making confidence. Most decision-makers enter into a conversation with a salesperson confident in their ability to make a decision. They then are overwhelmed with more information from the salesperson – trying to establish his or her authority. Ironically, the effect of this is that the customer withdraws to do more research to try to assimilate the new information.
This question acknowledges that the customer needs help in building their decision-making confidence. You do this by helping them to sort and prioritise the information to identify the best choice for them.

4. What do you think will be the biggest installation/implementation hurdles?
While people may see themselves as poor decision-makers, most believe they are good problem solvers. By directing their attention beyond the sale to the implementation you are (1) showing that you are not just interested in the sale, but in the product’s successful use and (2) focusing their attention on solving the implementation problems. This uses the principle of the ‘assumed close’. Once the problems have been solved, making the purchase seems logical.

Article Contributed by Kevin Ryan, an international speaker , workshop leader and author with Training Edge International. He is a business communication expert specialising in the areas of employee and client engagement, sales, humour intelligence and presentation skills.
Email : kevin.ryan@trainingedgeasia.com
Website : www.trainingedgeasia.com

Effective Web Design Concepts

In a world that’s becoming increasingly connected through the Web, it’s important that you are able to engage with your audience, otherwise you risk just being another faceless web designer among a sea of websites.

I had to go through hundreds of sites and It seems most designers run out of steam by the time they got around to developing their about pages. The “Corporate profile”-page is one of the most overlooked pages in development and one of the highest ranked pages on many websites.

Unique “corporate profile”-Pages

A great way to distinguish your website from the crowd is to have a truly unique corporate profile page. It acts like your online business card.

Big Photograph

A large photograph can leave a lasting impression in your users minds if it’s done well.

Well Organized

The best site pages I found were the ones that had a lot of information but were excellently organized, making them easily digestible. When faced with the task of creating contents for pages, it’s easy to get overwhelmed and put it off indefinitely because the subject you are dealing with is yourself.

Minimalist

A minimalist approach can be a great way to convey important information about your services without distracting the user.
Drop-Down

A few of the pages I found were actually accessible not from a traditional page but an ajax driven drop-down modal. It’s a great way to make the information about your services easily accessible to anyone from any page without forcing users to navigate away from the page their currently reading.

Business Card Websites (BCW)

BCW’s are a great place to send people if they want to get an overview of your social networking presence, portfolio and capabilities, contact information, etc.

KISS (Keep it Short and Simple)

Overall, keep the overall layout and concept short and simple. Utilize hyperlinks and calling pages.

Useful Tips for Effective Web Design

Fast Loading web site designs

This is the number 1 tip that every web designer should follow. You might design a web site that looks fantastic but few people are going to see it if it takes a long time to load. Your designs should be optimized for the web and should not take more than 15 seconds to load.

Clear Navigation

Once a visitor has come to your site you need to make them go through your site. To do this you need to have clear navigation. Make sure all your important links are at prominent places. Preferably right on top - that's usually where a visitor first looks. Make use of menus on the right and the left. Try to link to as many pages of your site. Let your information be accessible from all parts of the site.

All Resolutions

Today, there are computers with all kinds of resolution. They range from 640 x 480 to 1024 x 768 and go even higher. The best way to do this is to design your site in terms of percentage and not pixels.

Browser Compatibility

Make sure your site is browser compatible. Don't stop designing your site as soon as you find that it looks great on IE. Usually other browsers like Google Crome, Safari might gives some problems, especially when you try doing complicated HTML designs.

Readable and professional looking fonts

Don't ask me how many times I've clicked out of a site just because the font is in Comic Sans and the color is a bright pink or green. Just by looking at the font you feel that the site is not a professional site. Don't use Comic Sans and other fancy fonts that may not be available on most computers. If the font you use is not available in a visitors computer the web site will use the default font of your computer which will displayed as boxes or ASCII Codes.

Minimize the use of images

I believe that sometimes simple designs are the most effective for the web. Keep your site simple but neat. Don't clutter your page with big, bulky images that take ages to load. Instead use tables creatively and design eye - catching icons that will draw a visitor's attention to a particular section of your site. Tip - Visitors are usually more interested in content than in design.

Use of white space

Try not to clutter up your page with too many images, backgrounds and colorful fonts. Again use the Keep It Simple principle by minimizing the use of graphics and using a lot of white space. White space gives a sense of spaciousness and overall neatness to a site.

Check for broken links

Always check for broken links within a site before uploading it to your web server. Check it using online tools like Net Mechanic

Hopefully this will inspire you to revisit your website and come up with some unique and innovative ways of positioning your website on the web.


Article Contributed by Amit Kumar , Senior Consultant of Training Edge International
Email : amit@trainingedgeasia.com
Website : www.trainingedgeasia.com

Planning The Office Move

It is a fact of life that most people resist change and an office relocation can bring major change into the lives of your members of staff. People are suspicious of anything which they perceive will upset their established routines, methods of working or conditions of employment. They do not want to lose the security of what is familiar to them. They fear moving out of their comfort zone, the inconvenience that the move may cause, and anything that disrupts the customary social relationships with their friends and colleagues will be resisted. Also, dependant on the position within the company, people may not understand or have access to the full information concerning the need for the move. A major office relocation triggers all the above fears and unless handled with skill and care may cause considerable disruption and plummeting staff morale and motivation

The principles of overcoming resistance to change are well documented. The first step is to analyse the potential impact of the change by considering whom, and to what extent, the change will affect the people concerned. Then develop a vision of the future highlighting the benefits of the office relocation and sharing and communicating it to everyone. Explain the need for the relocation in easy to understand terms. Face to face communication, direct from managers to individuals or team briefing systems works well. The senior management team must be seen to be totally committed to the need to relocate and the visible support and involvement of the CEO is vital.
Involving people in the change process as early as possible gives people the chance to raise and resolve their concerns about the move and to make suggestions about how the move should be implemented. The aim is to get “ownership” and encourage “buy in” The evidence suggests that when people have been involved in the planning of the change its introduction normally runs more smoothly than when they are not

I recently ran a change management programme for a well known organization in the public sector and I asked the team involved to identify and analyse changes that the organization had been through which they thought had been implemented well and those which had been implemented with less success. They gave a detailed example of a major successful change that had occurred involving the creation of a new division and a major office relocation that had recently taken place. These real life observations represent the reasons why they felt that the change had been so successful and why they felt motivated by the whole process.

The planning was excellent. Many committees were established with frequent discussions with management whom were seen to clearly support the move and there were constant, ongoing constructive negotiations with the union concerning staff welfare.

People were involved in the process. Focus groups were established to establish concerns that the staff may have had. People were encouraged to contribute and contact persons who could liaise between staff and management were clearly identified .


Communication was first rate. The need for the move was openly stated backed up by facts and statistics with the objectives of the relocation spelt out. Management used briefing groups extensively and published F.A.Q’s which were widely distributed. The CEO personally spoke to many groups. People were informed what to expect and the benefits of the move were explained in detail. A detailed time table for the move was established and communicated to all .
“Buy in” was an integral part of the process. Everyone involved in the move was given time off work to visit the new location prior to the move, to explore the shops and food courts/hawker centres, to find the best transport system to get to work, and most importantly to be involve in choosing the design and colour schemes of their new work stations

Finally, there was appropriate closure. There was a final lunch at the old head office, farewell gifts were exchanged, thanks were made, people were made to feel good about the move.

Sure, time and concern were invested in this particular office relocation, but that investment paid the greatest dividend of all – a successful transition and a happy motivated workforce!

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com

Assertiveness Skills and Managing Conflicts

Are Singaporeans assertive? To the many I posed this question to, it appears there is no clear answer. Most felt that assertiveness should be comprised especially so in a family context but agree that employers do reward employees for being assertive in various scenarios at the workplace. There were however many different definition to being assertive, from being outright rude and demanding to being polite but clear and firm on their communication.

How important are ‘assertiveness skills’ then, valued in today’s business world? How essential is assertive skills considered in our business communication between different hierarchies as well as amongst peers?

Definition of ‘assertiveness’:

'The ability to communicate our thoughts, feelings and ideas, both positive and negative, in an open and honest way which does not abuse our rights or the rights of others’.

Benefits of Being Assertive

What are some of the benefits of having a good grasp of assertiveness skills? Firstly, one can expect fewer conflicts in our dealings with our peers as we are better able to understand and not assume each other’s feelings and emotions. Indirectly, this will result in less stress in our career lives. Being skillful in honest and open communication will allow a more efficient way to achieve our business needs and goals and at the same time, help others get their needs met as well. We will enjoy stronger, more supportive business relationships and perhaps the most important of all, lead a healthier lifestyle.

So why are we not communicating in an ‘assertive ‘manner?
So if being ‘assertive’ is such a good thing, why are so many of us afraid of being assertive? From a casual survey with my colleagues and business associates, the number one reason is the fear of displeasing others or not being liked. One of our basic human instincts is the need to be wanted. As such, we try as much as we can not to jeopardize the possibility of being ‘unwanted’ or better put, ‘unloved’. Other reasons for not being assertive would include avoiding immediate confrontation and unpleasantness. Interestingly, many also attributed it to low self-esteem and/or lack of confidence.

Consequence of non- assertive communication at the workplace

So what happens when a person is unable or prohibited to communicate his/her thoughts openly at his/her workplace? Informal surveys indicate that the common consequences would be depression, resentment and frustration amongst the person and his/her immediate colleagues. Studies have also shown that it can lead to violence, anxiety and poor relationships of all kinds. Psychologists even go so far to attribute that severe inhibition to open communication is the likely cause of physical complaints and parenting problems.

How can we be ‘assertive’?

Amongst the various ways to be assertive, one of the most effective yet often overlooked methods is the exhibit non verbal assertive behavior. What is non verbal assertive behavior and how does one manifest such behaviors at the workplace? Here are some typical examples:

1. Look directly at the person you are talking to, eye to eye.

2. Sit or stand up tall with a straight back. Speak clearly, audibly, and firmly.

3. Emphasize your most important points with gestures and facial expressions.

4. Avoid mumbling, whispering, or sounding as if you are asking a question when you are not.

5. Do not whine or use an apologetic tone of voice.

It is said that effective non verbal behaviors communicates up to 70 percent of the speaker’s intended message.

How do I know if I possess good verbal assertive skills?

In other words, how can I assert verbal behavior without offending others? Here are some simple pointers:

 Always ask questions to find out thoughts, requirements, etc. of others

 Offers suggestions and ideas, not advice

 Never blame others

 Speak with a steady voice, clear, well pitched, warm and sincere

 Use the ‘I’ statements. E.g. ‘I prefer’, ‘I’d like’

 Speak with clear concise statements, to the point.

 Focus on what can be done, not what can’t be done

 Offer problem solving statements

 Be able to give and receive feedback, both developmental and motivational

Keep it Cool

I am often asked the question “is being calm and assertive on the opposite behavioral spectrum?” So what happens when one finds it a challenge to be assertive while maintaining cool head? Here are some ‘cool’ tips:

 Tell the person you'll take up the subject again at another time, and leave.

 If you decide to stick it out - Remain calm, steer the conversation back to the original point

 Try to understand the other person's point of view.

 Appreciate there may be other issues motivating the behavior of the other person

 Don't take heat-of-the-moment criticisms to heart

 Learn from the experience and try to think up better ways to negotiate a similar scenario

Summary

Assertive skill can be learnt and acquired. With the above tips, there are no excuses on being a master in effective communicating, except the excuse one creates to excuse oneself from being a excellent manager.

Article Contributed by Alvin Yapp, Associate Director of Training Edge International
Email : Alvin.Yapp@trainingedgeasia.com,
Website : www.trainingedgeasia.com

From Transactional to Transformational Leadership

A quiet revolution has been taking place over the past few decades. Significant global economic change such as rapid technological change, heightened levels of competition, volatility in oil pricing, and changing demographic structures have created a turbulent, unstable and highly competitive environment in which significant organizational change is imperative. Retrenchment, downsizing and new organizational arrangements have taken their toll on the old social contract of long term employment in return for employee loyalty. With the need to resolve the apparently contradictory challenge of finding new ways of implementing and managing change, while simultaneously building employee morale and motivation, new approaches to leadership have been needed .

Two basic categories of leadership have evolved, the old style transactional leadership has quietly been challenged by the newer concept of transformational leadership. The distinction was first made in the early 70’s but the idea gained little currency until James McGregor Burn’s work on political leaders was published in 1978. Burns distinguished between ordinary (transactional) leaders who exchanged tangible rewards for the work and loyalty of followers, and extraordinary (transformational) leaders who engaged with followers focusing on higher order intrinsic needs and raised consciousness about the significance of specific outcomes and new ways in which those outcomes might be achieved

Transformational leaders seek to alter existing structures and influence people to buy into a new vision and new possibilities. They use their authority and power to inspire and motivate people to trust and follow their example. Ultimately transformational leadership is a process that motivates people by appealing to higher ideals, defining and articulating a vision of the future and forming a base of credibility. Conversely, transactional leadership is based on bureaucracy and organizational standards. One could argue that it is ultimately a distinction between traditional management and the new ideas of managerial leadership. The differences between transformational and transactional leadership styles can be defined by denoting the transformational style as a leader of innovation and the transactional style as a manager of planning and policy.

Much has been written about the qualities of transformational leaders but for simplification the classification given by Bass and Avolio has been used here. They described four key qualities, the first being “idealized influence.” Here the ability of the leader to establish confidence and appreciation amongst followers forms the basis for accepting radical change. They perform their job well and demonstrate that to lead people you must first make them ready to follow you. The leaders with idealized influence are honoured and appreciated, the followers admire and identify with them. Most of all they are imitated within the organization. Leaders do “the right things” demonstrating high moral and ethical behaviour.

The next quality described is “inspirational motivation” which is the ability of transformational leaders to inspire and motivate the followers to appropriate behaviour. They show enthusiasm and optimism, stimulating team work, pointing out positive results and advantages giving praise and showing appreciation

Thirdly comes “intellectual stimulation”. Transformational leaders stimulate the efforts of their followers as regards innovativeness and creativity, stimulate permanent questioning of existing assumptions, stimulate change in the way of thinking about problems, plead the use of analogy and metaphor. They encourage new and creative ideas from their followers and do not seek to impose their own ideas at any cost.

Finally “individualized consideration” is the phrase given to the ability of the transformational leader to consider the needs of the followers. Namely, inclusion of followers into the transformational process of an organization implies the need to diagnose their wishes, needs, values and abilities in the right way. A transformational leader must know what motivates any of his followers individually; some want certainty, some want excitement and change, some prefer money and others some free time.

Ultimately transformational leadership is about change and four stages of change under transformational leadership have been identified. First it is necessary to make a compelling case for change. The transformational leader helps bring about change by making a convincing case for it. Second it is important to inspire a shared vision, seeking broad input and encouraging everyone to think of a new and better future. Third, change needs to be led. A sense of urgency must be instilled. Collaboration has to be encouraged and the self confidence of followers must be increased. Finally, change needs to be embedded. This is achieved by, for example, monitoring progress, changing appraisal and reward systems and hiring staff with a commitment to empowerment and collaboration. Transformational leaders articulate their vision in a clear and appealing manner, explain how to attain the vision, lead by example and empowers followers to achieve the vision.

In summary, transformational leaders promote new possibilities and generate a compelling vision of the future. They manifest passionate inspiration and visibly model appropriate behaviours. Their goal is change and their energy, enthusiasm and vision opens up new and exciting possibilities within their organizations.

Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com