I am not afraid of a sheep leading a group of lions, but I am afraid of a lion leading a group of sheep.
- Alexander the Great
powerful lion, to protect their communities, be tolerant, and always maintain their pride and self-esteem in the face of the enemy, its leadership built on respect and loyalty of its other lions; evil lion, the temper Moody, unpredictable, and very aggressive, its leadership is based on the fear of other lions.
A good lion is good at providing strong guidance when leading others, instead of holding others with ropes and pulling them where they don’t want to go. When you impose your will on someone, the interaction changes from leadership (“the other person’s actions are what I want”) to compulsion (“I will let this person act according to my wishes”). A good lion is good at influencing and guiding others, instead of forcing others to meet their expectations and obey themselves.
Leadership determines how far a team can go
What type of lions are the bosses you met before? How do they lead the team? Are they confident, responsible, and good at motivating employees? Do they have clear plans and goals? When things went well, did they share the honor? Once things went wrong, did they take responsibility? How do they affect you?
Maybe you have encountered an evil lion. They are harsh, stubborn, and pedantic. This kind of boss has a limited pattern. They have extremely high demands on their subordinates, and employees are always worried about their performance. They will also use performance appraisal as a means to tame employees instead of encouraging them. Positive lions can motivate employees to achieve success, while negative lions will only create vicious competition among employees, making them fearful all day long.
The negative lion management style has two basic characteristics: creating divisions within the team and setting unrealistic and unachievable goals for the team. They are also authoritarian and dare not let their employees act independently or take responsibility. They always intervene in the work of new employees and do not give them a chance to try. This resulted in employees’ self-confidence being frustrated and there was no sense of participation. If you can never grow or progress, why try? Such a management style will corrupt the entire team, undermine the company’s culture, and undermine the morale of employees.
The responsibilities of the positive lion include commanding the team and managing the various components of the team. A lion-type manager must be able to provide guidance, advice, and allocate tasks reasonably. Being in a management position means that Lions cannot do the work of every employee. A positive lion can recognize the diversity of the team, can evaluate the professional abilities of each member, and assign tasks accordingly. They are like conductors of an orchestra, and employees are like musicians. If the orchestra makes a mistake, the positive Lions will stand up and admit the mistake and take responsibility. They will not blame the musicians. Because they know that directing an orchestra means being responsible for the actions of every musician.
Therefore, those highly effective managers have learned the quality of humility at some stage in their lives, with few exceptions. Theologian Saint Augustine has a famous saying that wisely sums up the philosophy of “humility first, leadership second”: “Do you want to jump up? Please bend your knees first; do you want to build a tower that penetrates the clouds? Then, Please lay the foundation first-humility.”
“Positive Control” in Family Relationships
Next we look at the lion in family life. For many parents, the lion is the ideal choice. This means that you are in a dominant position, the head of the family. The rules and boundaries are set by you, and your children will respect your authority. For many people, having an obedient child shows that their education method is very successful. However, there is a problem with this kind of education. If you become a negative lion, your children will feel that you are giving orders and supervising them all day long. You keep assigning tasks to your children, and what you establish is a relationship between supervision and being supervised. Imagine if your boss keeps asking you this way, and then supervises whether you complete it, you will quickly resist him and desire more autonomy. If you treat your children in this way, it means that your educational pattern is limited. You are telling your children in disguise that you do not believe that they will listen to you or that they can make their own decisions.
Although the positive lions dominate, they are not bossy. They will encourage children to find ways to get up to school on time, such as setting multiple alarms, preparing clothes for the next day before going to bed, and tidying up school bags. This way parents don’t have to stand at the top of the stairs and wake up their children repeatedly every morning. Positive lions are willing to spend time and energy talking with children to understand their thoughts and feelings, even if they hold different opinions. If parents only know to make demands on their children, and children only know to avoid them, then they should establish a new interactive mode.
We once found an interesting phenomenon. When we asked our clients “what is the ideal partnership in your mind”, they often answered: “It is the same as a parent-child relationship.” This is not the correct answer. In a partnership, one party should not control the other party. A partnership is essentially a cooperative relationship, and it makes sense to take a child with a husband and wife. Sometimes the husband makes concessions to his wife, and sometimes the wife makes concessions to the husband, but they will work together to achieve a common goal, whether it is doing housework, raising children or managing finances.
The secret of a positive lion’s management is to guide rather than force. When building an affinity, leadership is an important skill that can help you achieve your communication goals. But like all other powers, leaders must be cautious and must be executed by the right people at the right time. In some cases, cooperation is more important than leadership. We must think twice before standing up and taking responsibility.
When there is indeed a need for someone to stand up and lead everyone in reality, then the leader should be guided by the principle of protecting everyone, not punishing everyone. Finally, we should realize that sometimes in order to establish a stable and friendly relationship, we eagerly hope that others will follow our pace or join our team. We must respect them and let them decide whether to follow us or not.
1. Leadership skills should be built on other interpersonal skills. No one can force others to lead. Indeed, sometimes someone will be placed in the position of manager, but everyone knows whether he is trustworthy and worthy of following. The first step to becoming a good leader is to eliminate all negative behaviors, such as pedantic (limited management structure), aggression, indifference, indecision, overly close relationships with subordinates, or blurry boundaries. Most importantly, don’t try to lead others by creating fear. By creating fear, you can indeed gain short-term benefits, but don’t expect this benefit to last.
2. Be able to judge when to go to the front to lead others and when to take a step back. Great leaders do not have to do everything by themselves. They can help their followers develop and grow, instead of expecting others to blindly follow orders and obey themselves. A good leader needs a critical team, each member dares to display their own experience and talents, instead of blindly seeking help and guidance from the leader. Managers have many responsibilities, one of which is to train a new generation of managers.
3. Reap the fruits and take responsibility. Management positions can bring many benefits: you can set personal goals and team goals; you can lead the team through difficult times; you can display your ambitions. These can be achieved without you having to do everything yourself. You can assign tasks to others, let them work hard for you and share responsibilities. But you have to realize that when you are in a management position, you not only need to be responsible for your own actions, but also for the actions of all members of the team. When the work goes well, you share the glory with the team; once there is a problem, you must take the initiative to take the responsibility.
Fourth, hold on to your moral compass. Outstanding leaders can always remain invincible because they can not only take care of their team, but also consider the ethical impact of team behavior. Even though they will be ambitious and willing to achieve grand goals at all costs, their inner value is to protect all members while leading the team, rather than defeating members while leading the team. When you become a manager, please always hold onto your moral compass and stick to your core values. Remember, you don’t need to defeat or conquer others, and you don’t need to use any means to achieve your goals. Historical experience has told us many times that once leaders lose their moral compass, their followers often get into trouble with them very quickly.
5. Following and leading are both choices. Great leaders will not impose their will on others. They are able to lead others because their followers are willing to accept their leadership, which is their own choice. The more choices you provide to your followers, the more they respect you and are more willing to follow you and fight for you.