I Lead When I Follow

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Introduction and Contents A leadership position in a modern-day organisation comes with a multitude of challenges. Sometimes you have to solve these problems on your own, though more often than not someone before you has faced a similar situation. Building on the knowledge of the past plays an incredibly important role in improving your efficiency. Taking inspiration from history’s greatest minds, from Roman Emperors to African Presidents, we have compiled the wisdom of these worldrenowned leaders and applied it to every component of managerial life. This is your ultimate guide to get both your company ahead of the crowd, and your mind-set ready for world domination! Here’s what you can expect in the pages ahead: 1 Great Expectations 6 Tools 2 Developing <strong>Lead</strong>ers 7 Quotes 3 Boss Behaviour 8 A little about us 4 Togetherness & Teamwork 5 Work Environment 3 | learn more share this
1. Great Expectations Align the Psychological Contract with the Employment Contract John Spedan Lewis Spedan, the son of John Lewis - founder of the prolific department stores - joined the family business at the age of 19. After his father’s death and a serious horse-riding accident left him unable to work for 2 years, he began implementing full employee-ownership by distributing profits. This soon developed into the John Lewis Partnership. Based on a mutual understanding between employees and their employer, this strategy fundamentally adopted a principle called the psychological contract. Providing a clear framework for an employment relationship, particularly its future, is of the utmost importance. Without this forward-thinking outlook, drastic discrepancies can form between the expectations of the two parties. John Lewis boasts employee happiness as part of its mission statement, and a clear psychological contract fundamentally underlies the relationship they have with their employees - not the employment contract. So what is the psychological contract? It refers to the unwritten set of expectations of the employee:employer relationship. Note: The psychological contracts are unique to each employee:employer relationship, and much like the professional role an employee occupies, the criteria and requirements will alter over time and vary drastically from person to person. People working for the same firm and same boss can have distinctly different psychological contracts; and this means they require some management. What’s the difference? Think of it as the difference between expectations (psychological) and 4 | learn more share this
Page 1: I LEAD WHEN I FOLLOW Management les
Page 5 and 6: The solution? We’ve all heard it
Page 7 and 8: Striking the balance You may someti
Page 9 and 10: 3. Boss behaviour “When people ar
Page 11 and 12: Have a feel for the business The be
Page 13 and 14: Connect to the company values and m
Page 15 and 16: 5. Creating THE working environment
Page 17 and 18: Feng Shui Bagua map 1. abundance an
Page 19 and 20: Luckily both you and all your emplo
Page 21: A little about us Author George Tak

I Lead When I Follow

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