Does a leader with vitality need to be an all-rounder?
The connective glue of an organisation is its managers. They connect the organisation's goals with its people. They ‘translate’ matters for the employee and give the employee energy: the steps for realising vitality. This is crucial for the success of the organisation. Are we demanding too much from the manager? Do we really want an all-rounder?
Leadership with vitality: domino-effect of empowerment
Leadership characterised by vitality leads to satisfied employees who perform substantially better. It is human actions in which the managers play a key role. After all, they connect the organisational goals with the ambitions of the people. Managers strengthen the employees and the latter in turn strengthen the organisation.
Leaders with vitality endeavour towards healthy, competent and motivated employees. They do this by providing attentive leadership, including trust. They use their own management style and support to achieve this. This enables the employees to develop, it creates a good work atmosphere and stress is recognised on time. The employees develop and a strong bond is created with the organisation.
An all-rounder?
A leader with vitality does not necessarily need to be an all-rounder. Vitality develops thanks to the domino-effect: strengthen your leadership, strengthen your employees, strengthen your organisation. It starts with good leadership and good leadership begins with yourself.
Leadership demands self-awareness. That matters more.
1. Strengthen your leadership.
Personal leadership
Strengthen your leadership. Leadership demands self-awareness. 'What effect does my conduct have on others?' What is my communication style and what is the style of my interlocutor?' 'What is my blind spot?' Feedback helps in acquiring personal insight, but is there sufficient trust and openness for achieving it?
"What do you know about the other person if you do not know yourself?"
Freek de Jonge
2. Strengthen your employees
Individual support for the employees
Don't worry if an employee is somewhat stressed as long as this does not persevere and leads to absence. "How can I recognise signs of stress and how can I make these signs discussable?" Ultimately, it is up to the employees and managers to have the greatest effect on work satisfaction. A leader with vitality takes a leading role in absenteeism management and directs the employee in taking the right steps. This leader operates with awareness of his/her leadership style, which fits with the situation and the development level of the employee.
3. Strengthen your organisation
Team context
"How can I deploy an employee in a way that does him or her good, motivates and meets his or her ambitions? And how do I maintain vitality in my own team, also during stressful situations such as organisational changes?" Fortunately, managers are not entirely on their own. The support that colleagues give each other also contributes considerably to vitality. As a manager, you can stimulate such mutual support. As a team you work together.
