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Stacey Phillips

Stacey Phillips photoStacey Phillips is a freelance writer for the automotive industry based in Southern California. She has 20 years of experience as an editor including writing in a number of businesses and fields.

 

She can be reached at sphillips.autobodynews@gmail.com. 

 
Wednesday, 15 August 2018 16:32

The Best Body Shops' Tips: The Power of Leadership — Tips on How To Be a Great Leader

Written by
Ken Perlman, managing director at CultureSync. Ken Perlman, managing director at CultureSync.

Index

 

 

As a result, Perlman encourages leaders to give some leeway to their teams.

 

“You’re asking your employees to do something differently,” he said. “If it was easy and/or safe, they would have already done it. If it’s more complicated or risky, they might have some questions.”

 

When looking at the same situation from an employee’s point of view, Perlman’s advice to those who feel they aren’t in a safe environment with their superiors is to start small.

 

“Simply recognize the answer you want to give and the answer you think is the right answer,” he suggested.

 

Then he said to offer both: the safe answer and the one that might be different than the way things have been done.

 

“That way, you’re being respectful and acknowledging that you know the answer that is going to end up being the right one, but saying, ‘I think we could do better,’” he said.

 

When talking about exceptional leadership traits, Perlman used the example of “Pep” Guardiola, considered one of soccer’s best players and coaches and the current manager of Manchester City. Perlman shared some of the methods Guardiola used to enable him to achieve excellent results.

 

This included being clear on the team’s goals, deconstructing complexity for them to make the goals simple to understand and enabling excellence by setting and modeling the standards.

 

Perlman also brought up the various types of conflict that can arise and are important to be aware of:

 

1) When goal incompatibility exists


2) Differentiation among team members (for example, language, experience or expertise)


3) Task interdependence when people are required to work together


4) Limited resources, which can lead to restraints.

 

His advice is to do something that he called Flip The Script (FTS).

 

“For people who work together regularly, as someone starts talking we tend to think we know where they are going and we can finish their sentence,” said Perlman. “We actually stop listening and we wait for them to stop talking so we can argue, contradict or correct them.”

 

Instead, Perlman said to stop thinking and just listen.


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