Monday, 10 February 2014

THE COMMUNICATION OF A LEADER



Communication is the back-bone of any relationship, good communication for that matter. Good communication is the very thing that causes all relationships to thrive; and drives them to produce the desired results.
In any organization, company, ministry, family or life, good communication does not depend only on the leader (supposed chief communicator), but very much on the followers (recipients).
The success of any form of communication process is determine or driven by its audience. Any communication will not produce the needed transformation unless the recipients receive same hungrily. It is how the audience feed on what is being offered that makes the whole process a success and not the tactics of the communicator.
When we talk about good communicators with great impact, names of preachers; musicians; teachers; philosophers; conference speakers; actors and actresses comes to mind.  But the truth is that, if these great communicators were to forsake the “podiums” and “pulpits” they mount frequently to dispense their messages to an expectant or targeted audience, they will not produce much impact. The same message that will produce great impact with a targeted audience will do little or nothing at all to listeners not targeted or not readied.
The divergent rays of the Sun makes a paper hot, but the convergent rays of the same heats the paper unto burning. ‘Focusing’ is the mother of all perfections and greatness. Focusing can generate great energy and produce effective outcomes. A great communicator’s abilities or skills will not be well appreciated if his/her message is delivered to an un-expectant and unprepared audience. The delivery of a preacher which might have invited a thunderous applause had it been delivered from the podium (to an expectant congregation) will rarely attract the slightest clap if same was done in a noisy market square. In other words, good communication irrespective of the kind of communicator or delivery process, only takes place in the right atmosphere.
A leader knows that he/she has done nothing if his/her audience receives not the content of his message. Whether they sounded good or not is not something real leaders fret about. What they fret about is the “tempo” of their audience. Expert communicators know that it is not the quality of their delivery that determine their effectiveness but rather the feedback of their audience. A leader will only receive good feedback (that suggest he or she is effective) if he communicate in the right environment to a targeted and prepared listeners. Listeners in a noisy market square will even hardly hear much to give a good feedback.
Dr. Simester opines, “In theory, feedback is good. In reality, it can be hard to figure out which reviews are legitimate – and how responsive to be.” But good leaders, most of the time, know the difference between a legitimate feedback and a feedback that is ‘chaff’, thereby employing the most effective response.
Being a leader is not for the average person but rather those that prove themselves exceptional and distinct from the masses. The average leaders belong to the company of the masses so is the average communicators, they don’t get noticed or recognize, neither do they get rewarded. To be rewarded as a communicator is to see the lives of your audience changed by the message you deliver. To rise above the average in your communication as a leader, you must first be acquainted with the experiences, background, interests, and needs of the people who are to receive the content you got to offer. They must be readied (through what I call communication foreplay) and the right atmosphere created to help “effortlessly” convey the message to your targeted group.
Good communication is not about feverishly preparing what to say on a subject without fault but rather setting up the right atmosphere for transfer; that the experts know!

Copyright © 2014, Jacob Nana Kwesi Dapaah.

All Rights Reserved. Any duplication, transfer or manipulation of the content of this article without prior permission is prohibited.

WHAT EMPLOYEES REALLY WANT (PART TWO)



Almost all employers believe that a fat pay cheque or end of year bonuses will motivate employees to be more productive and effective. But the truth is that recognition and a better boss mean much more to most workers than the money motivation. Genuine companionship and fellowship can be rewarding in the work environment as it can create a happier and more productive workforce.
Each one of us wants money. We want to get enough money to be able to afford all of life’s necessary and unnecessary things. Money can help protect us against life’s inevitable hazards but a lot more people are willing to trade all that for a workplace where there is genuine relationship, fellowship or companionship.
Genuine praise, fair treatment, a sly smile, a sarcastic humour and the opportunity to help someone in need are all socially rewarding. These bring great pleasure and fulfilment to the ordinary worker.
 Instead of the above, many workers feel threatened in the workplace though some earn good money. Being in an environment where you feel threatened or rejected does not augur well for effectiveness and productivity in the workplace.
Every human want to feel appreciated and loved but this can be achieved at no cost or low cost to organizations, industries or companies. Praising employees may produce the same magic and even higher as giving them a raise. We actually work to help others, and knowing that our work did change a life can be very rewarding prodding us unto greater works.
Analytical thinking is important but when we work in a team where we can predict the needs of others around us, we think better. This is what someone refer to as social thinking. Social thinking is as important as analytical thinking and as such should receive the same attention by leaders of organizations and companies.
A leader with social skills is preferred to one who is analytical and result oriented by employees. Leaders with great social skills are deemed as great leaders; leaders that possess both social and analytical skills are greater.
Money is necessary and there is no disputing of that fact. But a workplace where an employees can have his or her boss as a lunchtime companion can help motivate workers to be smarter, wiser, happier, effective and productive.

Copyright © 2014, Jacob Nana Kwesi Dapaah.

All Rights Reserved. Any duplication, transfer or manipulation of the content of this article without prior permission is prohibited.

WHAT EMPLOYEES REALLY WANT (PART ONE)



Almost every wealthy person on the face of the earth will admit that they wake up not to make money necessarily, but to impact lives. They have gone beyond chasing or living just for that extra dime they can earn in a second.
 The truth is that work is not actually a money making venture, but rather an opportunity to influence and impact lives. You get to a certain level (financially) where you wake up in the morning not necessarily to earn a living but to inspire others and lead them to actions that will produce an expected outcome. You wake up in the morning to think about impact and legacies.
No wonder the so called celebrities go the extra mile just to influence the lifestyle of thousands. These celebrities know that their lives and money mean nothing until they impact or influence someone with what and who they are. Influence is really to a large extent what brings fulfilment to any man. Everyone wants to be influential. Every man wants to influence others in several ways.
Influence or impact is the very reason we all want to engage in some form of labour or endeavour. Without being influential in some way; your life becomes meaningless in every way.
 Things are very different in our dispensation. Money is the king and god of our days. Of course, it (money) can do things and let you go to places. But the truth is that it might not give you the happiness you deserve after all your efforts or labour.
Many employers are oblivious of the fact that most employees want more than the money-motivation. Earning enough money today cannot make you have a lot of opportunities to enjoy life later.
 A luxury car and other high-end product may not necessarily increase the happiness in your life. Research has shown that drivers get no more pleasure from commuting in an expensive car than a cheap one. Both cars will crash all things being equal though death in a luxurious car seems better than in a cheap one. But “all die be die”, in other words, you end up dead anyway.
We can get enslave by the habit of working hard and earning good money. This cycle of habit can be very difficult to break. There are many – both poor and wealthy – that spend much time in pursuits that they don’t enjoy. The truth however is that fulfilment and happiness is more important to any worker than commuting and working much. Yet many find themselves trap in the quagmire of overworking and under-enjoying.
Most organizations have made many employees believe that with talent and hard work, one can earn more money. But the truth is that workers in such a group will never get more than 24 hours in a day to enjoy the fruits of their labour. This is the curse of work for us in our days. We get so much buried in working for money that we forget to leave ourselves time to enjoy.
Trading our money for time is something most of us won’t try; we all prefer better income to having time to do what is necessary. It is beneficial if you relocate to a place that is closer to your work place. It is better to take control of your life by trading your income for time when the need be than to consider to make enough money to purchase a home theatre system that you spend less time with.
Our daily habits and decisions have a great influence on whether we are happy or not. Happiness is always a choice. And the ball will always be in your court. You can choose to make more money to make someone else happy leaving you sad or do otherwise. If you don’t happy yourself, no one else can!

Copyright © 2014, Jacob Nana Kwesi Dapaah.

All Rights Reserved. Any duplication, transfer or manipulation of the content of this article without prior permission is prohibited.
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