part 3

Leading and influencing – bringing others on the journey

‘As we look ahead into the next century, leaders will be those who empower others.’

Bill Gates, founder of Microsoft

The careerist: Making the workplace fun

by Rhymer Rigby

The idea that work should be fun is much talked about but rarely well implemented. Is it possible to have career-enhancing fun?

Isn’t work meant to be serious?

‘You should take your work seriously’ says Jessica Pryce-Jones of workplace consultancy iOpener – but not take yourself too seriously. ‘Fun is good for business. It tends to lead to unexpected things being juxtaposed and good connections being made – it can make you more innovative and creative.’

John Williams, author of Screw Work Let’s Play adds: ‘In corporations people will naturally want to work with those who are fun to be with.’

What can I do on a day-to-day basis?

‘Be willing to spend time talking to people and having a laugh with them,’ says Octavius Black, founder of The Mind Gym. ‘Take a bit of time out for the pleasures of conversation.’ Just helping other people can also make work more fun. ‘If you ask leaders to look back on their careers, they’ll often say the most enjoyable part of it was helping others.’

Ms Pryce-Jones advises cutting back on email: ‘It wastes time and prevents face-to-face contact, which builds bonds and makes people happier.’

If you do communicate electronically, using social media may be more fun and encourages brevity.

Mr Williams says that just not moaning helps. ‘Put yourself on a complaining diet for 30 days, where you don’t complain about anything. It’s actually quite hard, but if you use the energy and time you would have spent moaning to encourage optimism, the results can be impressive.’ What projects can I take? ‘If there’s a fun project up for grabs, jump at it,’ says Mr Williams. ‘Put in the extra work and deliver, so you get asked first next time.’ You might do something such as organise a social event: ‘Everyone will enjoy themselves and you will get known for that.’

Look too at 30-day projects, says Mr Williams. ‘Ask if you can spend a small amount of time working on a business-related project that you enjoy for a month. The idea is to deliver something at the end, even if it’s small.’

Ms Pryce-Jones suggests mixing up work and life outside the workplace. ‘[Activities] like volunteering [through a workplace scheme] can bring another dimension to work. There’s also being able to work where and when you want – such as in the park on a sunny day – and initiatives such as having pets in the office.’

How do I plan for long-term enjoyment?

‘Try to shape what you do around the things you enjoy,’ says Mr Black. ‘Also, take the time to understand what you really enjoy rather than what you think you should enjoy. Thinking about what makes life fun outside work can help. If, for instance, you enjoy marathons, you might also like long projects.’

If work still seems like a grind, look at it holistically: ‘Rather than give up your job, ask yourself if it’s your mood or state of mind,’ he adds. ‘Think about life generally. Are you engaged with it?’

Image Source: Rigby, R. (2012) The Careerist: Making the workplace fun, Financial Times, 30 September. © The Financial Times Limited 2012. All Rights Reserved.

Leadership is like a journey that starts at an individual level, within oneself, then expands to the team, the organisation and, ultimately, to the world at large.

Leadership success requires people to come together, stay together, then be able to work together and achieve success. Part 3 looks at these ‘people’ dimensions of leadership under the headings shown in the figure below.

Image

  • Credibility This involves you exploring the question, ‘Why would someone be led by you?’* and looks at how you can go about building credibility. Everyone around you is a participant in leadership. In a world of highly empowered employees, it is critical to establish a certain level of authority over the people around you. How can you do this so that you become the natural or providential leader? (This will be explored in Chapter 6.)
  • Teambuilding and management Once credibility has been gained, leaders’ successes are not achieved on their own. How does the team dimension come into play and how can you build on it? Chapter 7 will delve specifically into knowing others and building rapport. It will then explore techniques and tools that can be used to create positive team dynamics and, finally, looks at how to motivate people – in other words, how to develop immediate areas of influence.
  • Stakeholder management and networkbuilding It is essential to look at the topic of influence and how you can expand it outside your team boundaries. Chapter 8 looks beyond the natural area of influence, and explains the basics of stakeholder management, the strategies for building efficient networks and how to master the subtleties of body language.

* Robert Goffee and Gareth Jones (2006) Why Should Anyone Be Led by You?, Harvard Business School Press.

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