Friday, August 31st, 2007
Think about the way people act in personal relationships. In such situations, many are more open about feelings and make decisions based on feelings.
When these same people move into business relationships, they may act very differently. Why is that?
In many cases, the individuals have learned the importance of acting in a manner that is consistent with the relationship sought. The other persona - whether business or social - may have developed as insulation or because it is more effective, based on their prior experience.
Think about political or business leaders, for example. What would happen if they behaved on the campaign trail like they do when they are fighting to achieve a particular objective or their personal lives? While it might give constituents a good idea of who the person is at a human level, would this give constituents a good idea of how the person would act, if elected?
Consider context and the nature of the relationship sought (by one or both parties) in deciding the conduct, tone, and degree of information disclosed. Much of the communication in any “negotiation” is determined by the context and the nature of the relationship.
Perhaps, a good leader is a person who is able to adapt and behave in an appropriate manner based on the particular relationship involved? If so, a good leader is a person who is able to negotiate in a particular context. After all, that ability is what makes the good leader effective and that is one of the requirements that I have for good leaders. How about you? Can a good leader be ineffective?
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