Case (![[personal profile]](https://www.dreamwidth.org/img/silk/identity/user.png)
case) wrote in ![[community profile]](https://www.dreamwidth.org/img/silk/identity/community.png)
fandomsecrets2013-03-01 07:05 pm
case) wrote in fandomsecrets2013-03-01 07:05 pm
[ SECRET POST #2250 ]
⌈ Secret Post #2250 ⌋
Warning: Some secrets are NOT worksafe and may contain SPOILERS.
01.
[Stan Lee]
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02.
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03.
[Pusher II]
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04.
[nigahiga]
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05.
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06.
[code lyoko evolution]
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07.
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08.
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09.
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[ ----- SPOILERY SECRETS AHEAD ----- ]
10. [SPOILERS for Homestuck]
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11. [SPOILERS for Kuroko no Basket]
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[ ----- TRIGGERY SECRETS AHEAD ----- ]
12. [WARNING for rape]
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13. [WARNING for abuse]
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14. [WARNING for rape]
[SNSD/Girls' Generation]
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15. [WARNING for dub-con]
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16. [WARNING for sexual assault]
[One Flew Over the Cuckoo's Nest]
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Notes:
Secrets Left to Post: 00 pages, 000 secrets from Secret Submission Post #321.
Secrets Not Posted: [ 0 - broken links ], [ 1 - not!secrets ], [ 0 - not!fandom ], [ 1 - too big ], [ 0 - repeat ].
Current Secret Submissions Post: here.
Suggestions, comments, and concerns should go here.
Re: How do I become a better leader?
(Anonymous) 2013-03-02 03:27 am (UTC)(link)-Know what you're about (I think you've already got this one down).
-Take ownership. Maybe you're only supervisor, not manager. You still need to think of the people under you as being your employees. It's easier to step up when necessary (and also easier to delegate tasks) if you adopt that mindset.
-"Come to the rescue" of your employees. If someone's gotten the heat on him/her, or is dealing with an angry client, then step in. Don't make excuses for them, but be ready and willing to resolve issues that they can't, and avoid throwing them under the bus. You can discuss their conduct with them later, behind closed doors. In front of others, you want to make them look as good as yourself.
-Look for opportunities to coach and/or develop your employees. For example, today, one of my employees wasn't sure how to do something for a client. I helped her with the individual client, and then, after he'd left, I went over a few scenarios, walked her through them, and demonstrated how she could better utilize our company's software in the future. The next time she encounters a similar client, she'll be able to handle it on her own. But the more important bit is that I've also given her the tools to handle a whole batch of other clients, as well.
-Be approachable (I feel like this is probably the big thing for you). Be friendly and make sure that employees know that they can come to you with ideas, concerns, and problems. Let them know that you value their input.
-When you criticize an employee, make sure to consider their feelings. That probably sounds ridiculous, and I understand; I've worked with people who've made me want to act like a drill sergeant. But if you act that way in the workplace, you risk destroying morale. Ask questions and seek employee involvement in setting goals and resolving issues (this doesn't mean that you should let them get away with anything and everything. If an employee consistently does not perform at standard, then you've got to use tangible means of reprimand, up to and including termination. My point is that you have a better chance of moving an employee out of the "troubled" arena if you're willing to work alongside him or her).
-Be fair. Don't pick favorites, and strive to be objective in your reviews (don't take a single bad/good trait and magnify it; don't fall into the mindset of "no one can ever reach the higher limit" or "no one can ever reach the lower limit;" don't let one exceptional incident color all others). Use empathy to connect with your employees, to give them the confidence to come to you, but keep it out of your assessments.
-This bit figures into the last: give regular feedback. An employee should not be surprised by anything that comes up in a review.
-Communicate. Share directions and memos from those above you. Share the content of managers' meetings. You may not think it's important for those below you to know, but some day, a situation will come up in which you'll wish you would have spread the word. Also, disseminating such information serves two beneficial purposes: it gives your employees a sense of what you do and what your responsibilities are, which allows them to better understand their responsibilities and their place in the hierarchy; and it it furthers their trust in you.