Leading is an art and therefore it is not enough to exercise it, with the instinct that we have more or less accentuated for it. It must be developed knowing and practicing the principles sanctioned by the experience and advances of the humanistic sciences. (THE LEADER IS MADE)
| LEADING IS NOT | LEADING IS |
| Simply give orders, even if they are given with a lot of energy and with authoritarian gestures. | Educate: Achieve the development of all the perfection that human nature carries with it. |
| Make an average of the intentions of subordinates. | Instruct: Teach the precise technical notions and direct the practical exercises, to provide subordinates with the specific knowledge they need to fulfill their missions. |
| Bend wills | Driving: Guiding and directing subordinates in a way that, perfecting education and instruction in the collective sphere, develops understanding and cooperation among all. |
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ASPECTS OF LEADERSHIP |
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| IDEAL HEAD | AUTHORITARY HEAD |
| Guide your men | The arrea |
| Obtains voluntary obedience | He obtains it by imposing his authority |
| Inspire confidence and arouse enthusiasm | Inspire fear or restlessness |
| It says "WE" | It says "I" |
| Arrive before the appointed time | It says "show up on time" |
| Report violation | Points out the penalty for the offense |
| Teaches how to do | "Knows" how it's done |
| Makes your men find your work interesting | It makes the job hard |
| Says come on | It says "wow you." |
| Think of the men and the objective | You care only about the goal. |
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CONQUEST OF WILLS |
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| You can buy: | You cannot buy: |
| - The time of a man | - enthusiasm |
| - Your physical presence in a certain place | - Loyalty |
| - Your muscle activity. | - Initiative |
| - Surrender of heart, spirit, soul | |
| You have to conquer these virtues. |
| SUMMARY OF LEADERSHIP PRINCIPLES | |
| Stay constant and sincerely interested in achieving the well - being of your subordinates. This, in many cases, avoids the future need for disciplinary action. | When indiscipline invades a department and affects a large sector, the remedy is not disciplinary action, something is wrong with that department: CORRECT SUCH ERRORS. |
| Always try to know what the subordinate thinks. This knowledge helps to know and understand the reason for their actions | Do not reprimand in the presence of others, except when the fault has been public. Never reprimand anyone if you are irritated. It could exceed his words. |
| After reprimanding, the boss must maintain his usual behavior towards the subordinate. | The example and goodwill, have great influence in maintaining discipline. |
| QUALITIES OF A LEADER | KNOW YOUR SUBORDINATES |
| · He knows his work perfectly and has complete control over everyone he supervises.
· Preferably use your ability to lead and not your authority to command. Explain not only how things should be done, but also why, when circumstances warrant. · Give clear orders and instructions and make sure they have been well understood. · Does not repeat its orders by system, for revealing weakness and lack of security · Does not scream. Loud voices and boasts of authority indicate his fear of being disobeyed. · Knows the activities and performance of each of his subordinates and judges him honestly · Appreciate and recognize the effort and the improvement in the work. · When he rebukes, he corrects the fault, respecting the person. · Demonstrates a personal interest in everyone, is loyal to everyone, both subordinates and superiors. Take responsibility · Don't blame others. He is always ready to go to his superiors to defend his subordinates when necessary. · Keep your promises as soon as possible and don't promise what you can't give. · Has no prejudices and is always predisposed to listen to the explanations of others, trying to understand their points of view |
WHAT DO YOU KNOW? OF EACH SUBORDINATE? |
| · Full name
· Nickname by which you are lovingly treated, if you have it · Age · Place of birth · Civil status · Number of children and information about them · Service time · Hobbies and interests |
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| SAY FROM AMONG YOUR SUBORDINATES WHO IS: | |
| · The most educated
· The most enthusiastic · The most intelligent · The funniest · Most loved by others · The most trusted · The oldest · The most cooperative · The one that works faster · The one with the most desire to excel · The one with the most prestige · The one with the best chance of being rewarded · The one who has been in the company the longest · The one who knows best the duties and responsibilities of his position. |
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| LEARN: | |
| To know the character of their subordinates. To distinguish between the strong and the weak. To know the person who responds: to reason, strength and affection |
