These occupations can involve leading people and making many decisions.” I believe that my strengths can help me achieve this goal. Although taking the initiative to lead people is one of my strongest points, I am also capable and willing to cooperate with my team for the benefit of our project as a whole. Personally, I value the relationship of my co-workers because without them I could not achieve the accomplishment of a finished job. When working in a group large or small, there comes a time when we will not all agree on certain items. Just like in any relationship personal or professional, we will have to learn to compromise.
One of my strong suits in dealing with people is dishing out constructive criticism and addressing problems. I find myself helping other teammates as they do a drill wrong. Correctly showing them the proper way on how to do a drill helps him and at the same time helps the team. We are all strong as our weakest link. My other strong suit is, having a vision on where were going, and to set a long term
I tend to be critical and doubt my-self efficiency. I need to become more confident and trust my decision making. 2. Dominance over conflict or employees is certainly something I need to work on. To be able to dominate and lead a team (for instance) I first and foremost need to work on my confidence.
It is important for me to respect people and their opinions, always listen to people and make them feel valued and lastly always act professional. What are the traits of an effective leader? Do I have these traits? How would I develop these traits? To be an effective leader requires traits that are either inherent to a person or can be learnt.
I do have a strong belief that there is something out there connecting all of us, and I always try to look for the positive in every situation. My bottom weakness is salesmanship. This is described as persuading others to accept your offering. I am not sure how I feel about my bottom weakness. I feel I have good people and communication skills and am able to persuade people when it comes to certain situations.
2.3 Describe how own values, belief systems and experiences may affect working practice? • Everyone has different values/beliefs/preferences what you believe in, what you see as important, acceptable or desirable is an essential part of who you are. • React positively to people who share your values and less warmly to people who have different priorities. • When you develop friendships, it is natural to spend time with people who share your interests and values. • Professional relationships you develop with people you support are another matter; you are required to provide the same quality support for all, not just for those who share your views and beliefs.
Wes Moore In my life, the way that I overall see how respect is earned is that you have to really show that you deserve it according to a situation you are in. In my opinion you have to truly show your true emotions and to be honest, this can give you respect once people see that not only you’re a good person but you know how to show others your good side; no matter who it is. To look on the negative side of were you have to worry about how you can loose respect from others. No matter who your referring to, either yourself or someone you just met, your true colors are going to open up at some point. Usually when this comes into place, you can either in many situations gain or loose respect for a person.
This can be especially challenging when dealing with individuals varied personalities, and backgrounds. By recruiting and interviewing, a leader can be reassured that he or she will hire the best candidates for their roles, who will fulfill the main objective and mission. Since not one single person’s perspective is the same, different solutions to problems will come up. Since there is so much of brainstorming, and free flowing of ideas between team members, it‘s important to mold a team who will be excited about the main objective, and welcome diversity. The main skills to look for in recruiting team members are problem solving and decision-making skills- so that the team will have good choices for the project.
Simon has written this book as a guide to focus on andamplify the things that do work. He doesn’t not aim to upset the solutions offered by others. Most of the answers we get, when based on sound evidence, are perfectly valid. However, if we’re starting with the wrong questions, if we don’t understand the cause, then even the right answers will always steer us wrong eventually and the truth is revealed to us. The Why: the driving motivation, like a cause or belief that inspires you to act The How: the guiding principles or specific actions you take to make your Why become a reality The What: the tangible results from your principles in action, like proof that you’re acting on your Why Sinek’s theory revolves around the model of the “Golden Circle”.
During this unit I learned that teambuilding is a great aspect in structuring trust and accountably among individuals. Trust was only established when my team members allowed themselves to listen to each other’s comments/ideas. If we would have stayed our stubborn selves nothing would have been accomplished. Accountability was established when my team members accepted their roles and fulfilled their duties. This caused my team to recognize the power of peer pressure and responsibility we had to take part in positive conflict when teammates were not meeting the proper standards.