Leading People and Teams - Some Key Learnings Essay

1426 Words May 25th, 2016 6 Pages
Learnings on Leading People and Teams

In this course, I have learned some key elements that are fundamental when dealing with people in a company – and also at home. In the first session, I realized that sometimes people hear to other people say, but they do not listen. Although this may seem obvious, we don’t realize this much, and it is more common than it seems. In the first session I also learnt about the importance (and the dangers) of making assumptions. In the video presented, the boss asked about bringing a new colleague to work with the main character in a political campaign. The main character made assumptions that plain wrong. He was willing to leave his job because he thought that his boss didn’t want him, and felt even
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When managing conflicts, although it may seem clear, it’s important to remember: do not take rushed decisions! Or, in other words: when people are under “deep shit”, they don’t act rationally. So, when trying to understand the situation of a discussion between two employees (as the situation between Carpenter and Keita), the main learning is: do not bother trying to understand “what really happened”. When people are in trouble, they lose objectivity and the first thing they do is to blame the other one. It was natural for Carpenter to think “his ass was on the line” so he had to “save himself” from the case. Regarding leadership styles, I learned that there are different ways of being a leader, and there’s no such thing as a simple formula; avoid leadership books with how-tos. A great orchestra maestro such as Zubin Mehta doesn’t have the same skills needed to be a CEO, for example. Also, leaders such as Fred Henderson and Renn Zaphiropoulos may be very different in style, both work fine. However, one thing is clear: straight talk is good business; and “bullshit feedback” is worthless. In the topic about managing technical stars, the case on Sturdivant showed me that it’s practically impossible to change people. In the case, Al Abrams was a “star” engineer key to the project, but was always threatening to leave because of conflicts with his boss, Bill Eden. It It is clear that Eden had no

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