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Becoming a Person Centred Leader Part 10: ‘working with’ people rather than ‘doing to’

This is the final post in this 10 part series about becoming a person centred leader. This one is about working with people, which you will notice, is the thread that both connects all of the behaviours we have talked about in the series (see the reminder below) and is underpinned by them all. It is at the centre of person centredness if you like.  Perhaps I should have presented it first!

In fact by engaging in the behaviours below, we are, by default, working with people.

  • Model values/ principles & exemplary behaviour
  • Have a clear vision and purpose & personal goals and
  • Recognise and celebrate good work
  • Create a shared vision, purpose & goals
  • Help people find meaning
  • Seek to understand and then be understood
  • Inspire others to reach their full potential.
  • Enable individuals & teams to accomplish things
  • ‘Work with’ people rather than ‘tell or do to’

The environment created through Person Centred Leadership of being collaborative and inclusive, respectful of individual’s values and aspirations, utilising people’s strengths and acknowledging their achievements and their potential enables people to achieve and feel satisfaction and connection.  It enables them to grow and learn – two things so important to progress and change in business and organisations.

I have learned from my experience with individual leaders, collectively with leaders and teams and through reading the work of others*, that working with people in a person centred way has the potential to:

  • Create a space for the kind of conversation where we listen rather than wait to speak, so that people feel understood
  • Encourage creativity, innovation, problem solving and the generation and testing of ideas
  • Create an environment where people can make mistakes, learn from them and try again
  • Encourage both autonomy and partnership
  • Impact on feelings of wellbeing and create a deep level of engagement at work
  • Better enable people to step up and lead from their own perspective, regardless of position

And all of these things can positively influence personal, team and organisational achievement, progress and sustainable change. They can influence workplace culture.

Also significantly, working with people in a person centred way, builds a strong foundation for organisations, businesses and teams upon which a range of models, methodologies or tools can be applied or integrated to achieve team and organisational goals, change and growth.

Finally I think it is important to remember that working in this way does require that we know ourselves and are willing to learn about, appreciate, acknowledge, enable and collaborate with others. It requires a high level of emotional intelligence and outstanding communication and enabling skills. It requires commitment to ongoing learning and to helping others grow too. The development of ‘soft skills’ if you like. And it results in a high level of satisfaction. Who wouldn’t want that!

Well, we have come to the end of this series on becoming a person centred leader. Thank you so much for reading. I hope you have gained as much value from reading it as I have from writing it.

I am interested to hear your views and ideas about this post and/ or this series. Also suggestions for future topics so very welcome.

Watch out for the ebook!

* In the work of these authors, coaches and leaders in their field (among others), person centeredness can be found in the context of leadership, although not generally by this name. The writings of these authors have as a result influenced the content of this series and I thank them for their wisdom and their influence: Napoleon Hill, John Maxwell, Martin Seligman, David Rock, Bob Burg, Lolly Daskal, Brian Tracy, Richard Branson, Jim Rohn, Kouzes and Posner, Helen Sanders & Associates, Heifetz, Grashow & Linsky, Don Dunoon.

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