Leader lead thyself

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(Published in the Job Market-Working People section of the Philippine Daily Inquirer, May 25, 2008, Sunday)

By Roel Andag

Contributor

LEADERSHIP IS ABOUT POWER AND INFLUENCE. Given, you are perched highly in the company, hit business targets while keeping costs down, worshipped by staff like a deity, pulverize the competition and cause others around you to gasp in awe but do you really have power and influence over yourself?

True leaders are successful in three aspects: managing tasks, leading people, and leading oneself. Success in the first two aspects makes a person an excellent manager. One can only truly be called a leader if he excels in all three.

Leadership includes what the leader does away from public view. Without the scrutiny, he relies on his own faculties in behaving towards himself. Such behavior is largely stimulated by the subconscious. Luckily, there are areas of the subconscious that one can consciously influence to achieve worthwhile goals. Self management – the process of maximizing one’s own resources to realize objectives – starts with managing self image, thoughts and emotions.

Self image
Self image is the product of a lifetime of internal (how you see yourself) and external (how others see you) scripts. Self image or self concept is rooted in conscious or subconscious perceptions and feeling about your capability (what you believe you can do), worth (what you believe you deserve) and significance (what you believe is your impact). If you are constantly told that you are a leader and your self-generated script agrees, chances are great that you will embody the script.

Conditioning is so potent that your self-image becomes your comfort zone, which is why it is important to deflect scripts that are not beneficial. Gifted with wisdom, it is up to you to receive or reject what others tell you and what you tell yourself. If you disagree with the script but act it out anyway, you become a fabrication who lives an illusion manufactured for projection purposes. You will find it difficult reconciling your multiple personalities.

I believe there is a self image continuum that ranges from extreme insecurity at one end and narcissism at the other. Extreme insecurity or inferiority complex makes one overly receptive thus becoming susceptible to manipulations. Former US first lady and human rights champion Eleanor Roosevelt once quipped: “Nobody can make you feel inferior without your permission.” On the other hand, narcissism or superiority complex leads the narcissist to believe that he doesn’t need the opinion and help of other people. Either way, a deflated or inflated ego is destructive. Lead yourself by cultivating a healthy self image that results in esteem and trust in self.

Self talk
You don’t mumble words to yourself in public lest you become suspected of losing sanity. But you talk to yourself all the time. It is routine. Scientists believe that one talks to himself at an average speed of 50 words per minute or 3,000 words an hour. Imagine the thought torrent! A speeding train of thought, so to speak. This is the most important conversation you have.

If you listen close enough to your inner dialogue you will hear judgments, fears, hopes, worries, prejudices and useless gobbledygook. You discuss with yourself a myriad of subjects including family, career, sex, money, what to wear, what to eat, what to say. It’s an endless list. Your inner dialogue contributes largely to your self image.

The danger is when you dwell on limiting thoughts such as “I can’t do it,” “I don’t deserve to be successful,” or “I’m not good enough.” Lead yourself by applying the self-talk interrupt technique: eliminate an unhelpful thought as soon as it crops up and replace it with enabling and uplifting self dialogue.

Leadership gurus from in different eras testify that thoughts are things. Thoughts translate into reality. No wonder “think positive” is an undying reminder.

Emotions

Leaders are stone cold, devoid of emotions. Excuse me. This notion of leadership is obsolete. The popularization of emotional intelligence concepts is an obituary-in-progress for the macho corporate culture that considers admitting emotions is queasy and un-businesslike. No longer is emotion considered a mushy topic associated with tearjerkers. After all, beneath its icy exoskeleton of chrome and metal, the workplace is an emotionally charged environment, what with buyouts, layoffs, low pay, hyper targets and other close-to-the-gut issues.

Basic and complex human emotions run the range from pleasure to despair, love to hate, empathy to jadedness, comfort to fear, calm to anger, and conviction to doubt. Do you have to hit your staff with a telephone when you are angry? Do you gratuitously act out your sexual urges? Do you withhold appreciation? Do you decide on bonuses when you are euphoric? Mismanaged negative emotions result in harassment, office rage and, at times, suicide. There is no joy in working with someone who is emotionally unstable.

Lead yourself by exercising your three choices in handling emotions: display, delay or deny. Situations and consequences guide the appropriateness of handling emotions. There are times for transparency, deliberateness and concealment. Process and express your emotions to move toward a positive direction.

Self mastery

How you handle your thoughts, emotions and self image manifests in your appearance, decisions, words and actions. How you treat your inner self shows in how you treat other people. Castigate yourself and you criticize those around you. Celebrate yourself and you become appreciative of others. When you are positive towards yourself you radiate a positive energy towards others.

A powerful force resides inside you. The self is one’s most powerful cheerleader and most dangerous enemy – everything starts from within. Take ownership of your life, lead yourself.

Why you should ask for your job description

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(Published in the Job Market-Working People section of the Philippine Daily Inquirer, May 10, 2008, Sunday)

By Roel Andag

Contributor

In various points of my early career, I worked as proofreader in a giant printing company, as project officer in a startup NGO, as teacher to non-English speaking Asians, as writer in a publishing company promoting international diplomacy, and as researcher for a television program for children. I recall not receiving a job description in any of these jobs. Being the naïve fresh graduate that I was, I didn’t bother asking for any. Truth is I didn’t have the faintest idea that there was such a thing as job description. Being employed was more important than anything else. At this point in the race, I was scampering around dark minefields. Confusion always ended in voluntary resignations. My employments ranged from one week to six months.

I then moved to a national NGO where I worked first as researcher-writer. I was issued a two-page job description that pretty much spelled out my accountabilities. Its novelty to me felt like they were two tablets hewn in Mt. Sinai. Within my six years of employment, I moved up the organization ultimately becoming a program director. A multinational company then recruited me to become its communications manager. This time, I was handed a five-page role profile. What a fancy name for job description, I thought. After a year and a half in the company, I transitioned into consulting. Today, I design my own job descriptions based on the clients’ requirements. By experience, I have learned that an effective job description is a stabilizing force.

Aside from the stability that it builds in the employee, a job description is a tool of empowerment. In black and white, the company communicates its expectations. Aware of these expectations, the employee has the choice to become proactive in the fulfillment of his duties. A job description provides both the company and employee informed decisions on whether employment should commence in view of the ability of the employee to satisfy the demands of the job. If he accepts the job offer, the job description is the basis of the employee’s subsequent performance appraisals.

Just like in my case, in his excitement to get employed, a new hire usually neglects to ask for a copy of his job description, relying merely on the published job advertisement and on the verbal explanations of whoever handled his job interview. An opportunity of empowerment is missed. It is the responsibility of the company to provide a job description on the first day of employment or within the first week of the probationary period.

As career-oriented people, we obsess over the substance of our resumes. In the same manner, companies will always insist on the precision of our qualifications in relation to their human resource requirements. Isn’t it time we become similarly meticulous with our job descriptions? Here are the 10 essential components of an effective job description:

1. Position and job class – states the employee’s official job title and classification (example: Communications Manager-Middle Manager).

2. Job summary – in one to three sentences, it explains the purpose of the job.

3. Job responsibilities – details the key accountabilities of the position, their prescribed prioritization, activities to be undertaken to realize the accountabilities, and key result areas.

4. Organizational location – a visual representation using an organizational chart that marks the placement of the job in the company structure.

5. Reporting arrangements – identifies the names and designations of the persons to whom the employee is directly and ultimately accountable.

6. Decisionmaking authority – specifies the employee’s role in making decisions – whether he can make and enforce decisions on his own, in concurrence with others, approve those made by subordinates, or make decisions and secure approval of higher officers.

7. Supervisory and financial authority – indicates the quantifiable scope and dimensions of the job. Expressed in numbers, this shows the number of individuals supervised and the financial accountability involved.

8. Workflow and work relationships – communicates in a flowchart the processes that the employee will handle. It plots procedures, participants, lead times and outputs, and describes his work relationships with coworkers and external business partners.

9. Qualifications – enumerates the minimum and ideal educational, skills, behavioral, health and other qualifications for the job.

10. Working conditions – describes the work environment explaining work hours, time spent inside the office, extent of job-related travel, and exposure to identified occupational hazards if any.

Concerning flexibility, the two trickiest cases are when the job description states “Other responsibilities the company may assign” and when the employee reasons that “It’s not in my job description.” In the first, the employee is exposed to potential exploitation. In the second, the employee is either being change-resistant or is simply protecting his rights. A job description is not written in stone. It is a dynamic instrument that evolves with company priorities and innovations that impact on the job.

Winning companies invest time and money to produce effective job descriptions. An employee is wise to examine his job description as he joins a company and revisit this vital document time and again. The importance of a job description is emphasized by the fact that it can be used by either party in labor-related legal disputes. Because it fosters understanding between the worker and the company, an effective job description contributes to better employer-employee relationship thereby resulting in company stability.

My experience taught me that not having a job description is inexcusable, having one is not good enough, having an effective one is ideal.