Socialising ideas

When a smart leader “socializes” in the workplace, he brings the entire workforce on board and effectively ignites execution of growth ideas.

This critical tool of valuable human capability delivers collective ownership with unwritten rules of critical strategic thinking. It encourages each employee to “speak-up” and bring his best to the table.

The smart leader “socializes” ideas and most assuredly mobilises the skills, experience and mental agility of the workforce. The result is strategic success that delivers profitability and growth through recognition of opportunities and challenges. This strategic tool is known as “pattern recognition”, a foundational characteristic of socializing with critical thinking.

The deliverables of pattern recognition include identification of vital information and signals as well as collaborative connection between the entire team members. Others include advantageous identification of opportunities, potentials and of course, vulnerabilities.

No computer or AI capabilities can adequately model these critical variables of socializing in the workplace.

It is therefore incumbent on the smart and skillful leader to handle the workplace with tact and fairness. He must never play “favourites”. He follows through on ideas with passion and love for his job as well as the organisation. His narratives are clear, short and concise. His decisions are brilliant and he is always accountable to them (these decisions). He controls his emotions and his fundamental values are transparency, integrity, optimism and resilience. He also practices excellent listening and always showcases the virtues of the role model.

He always goes outside the comfort zone to achieve profitability and growth. That is why he is never bogged down by the traps of strategic planning. The enterprising leader can never be satisfied with “just” the comprehensive plan of goals, initiatives and budgets.

The smart leader wants to be on the playing field that enables him showcase winning ways. He wants to translate identified, coherent, actionable comparative strengths and enthusiasm of his organisation, into competitive outcomes. His organisation must be better than competitors in satisfying the customers on this chosen playing field. He wants to also sell relevant products or services that are profitable and will deliver an anticipated win. His pillars for this winning strategy are: beneficial outcomes, convenience and affordability. The features of the playing field include: the workforce, customers, industry, competition and the regulators. The differentiator of course, is value.

To achieve this “sure win”, the smart leader will deploy tactical acumen such as, quickness of perception, penetration of mind, keenness, shrewdness and resourcefulness in practical matters.

A unique advantage of socialization of ideas is sure achievement of career goals and better results for the organisation. The smart leader “socializes” with the entire staff members as their partner/teacher, empathetic communicator, nurturer, supporter, and the inspirational as well as understanding leader.

He ensures that none of his colleagues is “devalued”. He helps each employee daily (directly or indirectly) to excel in his responsibilities. He is always the coach to edify them, empower and equip them.

The smart leader harnesses optimistic perspectives from his co-workers every day. He calls them by their names and not titles. He ensures that they feel seen, heard and appreciated. His organisation drives synergy that thrives on value.

He is always challenging the status quo with innovation. Adaptation is his survival and profitable business model. His strong mindset is built on disciplined focus as well as resourcefulness by way of effective expense management, proactive collection of inflows and well-thought-through pricing. He does the right things always: builds relationships, solves problems and achieves expected results.

The smart leader’s slogan for the organisation where every employee is a key stakeholder is that “we must outsmart others”. The “weapons” are, methodical mind games, and ruling by winning. The organisation must control the optics of the marketplace through psychological invisibility. That means, it must be methodical and calculated; watch, listen and achieve results.

No matter how complex the role of the leader is, he must always achieve growth and impact. He must work hard to deliver brilliance by his ability to positively influence team members and fully engage them.

The culture of the organisation must showcase inclusion, a critical leadership competency. Every employee belongs in the team and “safe” to give ideas, and proffer solutions. There must be no outsider. Every employee must bring his “full self” to work.

The smart leader must always ask himself the following questions to keep on track: who is getting opportunities? Who gets listened to often? Who is overlooked? Who gets encouraged all the time? Who gets celebrated more than others and why? Is anybody irritated and why?

The energy of the “sociable” leader must be strong always. He must exude resilience, confidence and courage. He must always be available to his colleagues as well as regularly share his ideas with the team. He should regularly ask questions, gather signals and information, and lead the team to brilliant solutions.

Social skills are social strengths and are key to social interactions. As mentioned earlier, the smart leader must continue to work on and improve his social skills because, tangible progress revolves, by and large, on social interactions. Leaders must always achieve tremendous impact on emotions and well-being. They must strive for engagement through in-person conversation.

Workplace problems usually stem from profound disconnection. We must therefore continuously rebuild the workplace to make it thrive through purposeful relationships and service.

Interdependence is vital and the assumption that you can do it on your own should be jettisoned. The lone-ranger syndrome must give way to social skills which cannot evolve automatically. They must be cultivated.

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