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How to CONTROL your staff effectively??
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<blockquote data-quote="Lee36328" data-source="post: 124569" data-attributes="member: 113"><p>Unique,</p><p></p><p>To get respect you must establish your credentials.</p><p></p><p>People respect power. See types of power below.</p><p></p><p>Your boss installed you into your position, giving you #1-legitimate power, and therefore, probably #2 and #3 as well. Since you are new, you will need time to build up #4. </p><p></p><p>#5-Referent power is most effective in your type of situation. "Show your substance", and you'll gain their respect. At the moment, your staff seems stronger than you in #4 and #6. So, you need to demonstrate your substance. Aim for an event or a project that will demonstrate your abilities.</p><p></p><p>Identify allies that can help you with #4. Tap the knowledge of long-serving colleagues/subordinates.</p><p></p><p>It is rare to find someone well-rounded in all 6 types. You already have #1, #2, and #3. If you can round it up with #5, you'll be fine.</p><p></p><p><strong>Types of power.</strong></p><p></p><p><strong>#1. Legitimate Power: </strong>Your "stripes." This power emanates from your title and position in the organization. Caution: people may salute the uniform, but are they saluting the person? Are they following you because they have to or because they want to? New managers often learn that the title they thought would grant them instant authority simply gives them responsibility. It is followers who ultimately determine a leader's effectiveness.</p><p></p><p><strong>#2. Coercive Power:</strong> Your "stick." This is your ability to sanction others for failure to comply. It may get results in the short-term and be effective in combating serious malfeasance, but it rarely inspires individuals to follow you voluntarily in the long-term. Fear is a powerful but dangerous motivator that can hurt the leader as well as the follower.</p><p></p><p><strong>#3. Reward Power: </strong>Your "sweets." This is your ability to give something of value for performance. The challenge for leaders is to understand what is of value to each follower, and when and how to deliver rewards in meaningful, sustainable, and practical ways.</p><p></p><p><strong>#4. Expert Power: </strong>Your "smarts." This is your specialized knowledge of some facet of your organization's work. People turn to you for advice and guidance in this area. For some leaders it can be a trap. A gifted writer who becomes an editor may try to stay in the comfort zone of writing rather than learning the skills needed to coach writers and lead the team. Some managers may feel driven to be an expert in every facet of the business, rather than hiring others with complementary expertise.</p><p></p><p><strong>#5. Referent Power: </strong>Your "substance." This is one of the most effective styles of power and it can serve people at any level of an organization. Referent power means people identify with you, they admire what you stand for and generally feel better when they are around you. You have a storehouse of what some scholars call "social capital." People trust you to walk your talk. They choose to follow.</p><p></p><p><strong>#6. Information Power: </strong>Your "stuff." In today's world, those with access to the latest, best, and most information have a high degree of power. This refers to both internal business information as well as the data that generates good business. Leaders who intentionally keep others in the dark are rarely seen as positive forces; those who constructively keep others "in the loop" grow referent power and their position of leadership.</p><p></p><p>My humble two-cents...</p></blockquote><p></p>
[QUOTE="Lee36328, post: 124569, member: 113"] Unique, To get respect you must establish your credentials. People respect power. See types of power below. Your boss installed you into your position, giving you #1-legitimate power, and therefore, probably #2 and #3 as well. Since you are new, you will need time to build up #4. #5-Referent power is most effective in your type of situation. "Show your substance", and you'll gain their respect. At the moment, your staff seems stronger than you in #4 and #6. So, you need to demonstrate your substance. Aim for an event or a project that will demonstrate your abilities. Identify allies that can help you with #4. Tap the knowledge of long-serving colleagues/subordinates. It is rare to find someone well-rounded in all 6 types. You already have #1, #2, and #3. If you can round it up with #5, you'll be fine. [b]Types of power.[/b] [b]#1. Legitimate Power: [/b]Your "stripes." This power emanates from your title and position in the organization. Caution: people may salute the uniform, but are they saluting the person? Are they following you because they have to or because they want to? New managers often learn that the title they thought would grant them instant authority simply gives them responsibility. It is followers who ultimately determine a leader's effectiveness. [b]#2. Coercive Power:[/b] Your "stick." This is your ability to sanction others for failure to comply. It may get results in the short-term and be effective in combating serious malfeasance, but it rarely inspires individuals to follow you voluntarily in the long-term. Fear is a powerful but dangerous motivator that can hurt the leader as well as the follower. [b]#3. Reward Power: [/b]Your "sweets." This is your ability to give something of value for performance. The challenge for leaders is to understand what is of value to each follower, and when and how to deliver rewards in meaningful, sustainable, and practical ways. [b]#4. Expert Power: [/b]Your "smarts." This is your specialized knowledge of some facet of your organization's work. People turn to you for advice and guidance in this area. For some leaders it can be a trap. A gifted writer who becomes an editor may try to stay in the comfort zone of writing rather than learning the skills needed to coach writers and lead the team. Some managers may feel driven to be an expert in every facet of the business, rather than hiring others with complementary expertise. [b]#5. Referent Power: [/b]Your "substance." This is one of the most effective styles of power and it can serve people at any level of an organization. Referent power means people identify with you, they admire what you stand for and generally feel better when they are around you. You have a storehouse of what some scholars call "social capital." People trust you to walk your talk. They choose to follow. [b]#6. Information Power: [/b]Your "stuff." In today's world, those with access to the latest, best, and most information have a high degree of power. This refers to both internal business information as well as the data that generates good business. Leaders who intentionally keep others in the dark are rarely seen as positive forces; those who constructively keep others "in the loop" grow referent power and their position of leadership. My humble two-cents... [/QUOTE]
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