Twenty-first-century leaders must be prepared for a workplace that has no borders.
The realisation of a global economy dictates the need for leaders to be deliberate in their understanding of economic, political, and social systems throughout the world and to develop an appreciation for the strength that currently lies dormant in the world's cultural diversity. Give people respect, give them responsibility, give them assistance to carry out those responsibilities, and they'll respond.
When an employee asks for help, give it to the fullest extent possible. For some, it takes a lot of courage to approach their manager for help for fear of showing weakness, a weakness that might be punished in the performance review or evaluation. A better way is to reward the employee for raising his/her hand. The goal is to make things better, not repress ideas or the ability to question authority.
Yes, there's value in giving people the freedom and empowerment to let them try and fail in order to learn, but don't be the Pendulum Manager who lets people flounder in all circumstances. You don't have to do the task or activity for them and guiding, coaching and encouraging are skills respected by employees and necessary for a good manager.
People assisting other people in achieving their day-to-day activities, not just their end goals, happens less than you would think - that's why it's a big differentiator for you if you do it. To get straight to the point, you need to cause people around you to be successful because if they fail, you fail - and you don't want that.
At every level, you are evaluated on how you affect people around you. When you cause people around you to be accomplished and to feel valued, strong and talented, you're the one who shines. You get noticed and "pulled up from above" as well as "pushed from below" because of what you trigger others to attain.
Even worse is the manager who doesn't like to be questioned. Their typical response is "Just do your job! Don't ask me questions. Just do your job!" Ironically, it's usually management that's set up the situation that the employee questions. The employee likely needs clarification from the source as to what exactly constitutes his or her job.
Be that manager that takes the time to understand what the root cause of the problem/question is before you send an employee away without direction.
Look out for people. It makes it easier to get things done when they know you care about them and their development. If you keep their interests at heart, they'll take care of you. If people don't believe you'll look out for their interests, they won't look out for yours.
Reference: Dan Purkey: Uncommon Sense Management: Move Yourself and Your Business from Chaos to Calm with Practical Techniques and D. A. Benton: The CEO Difference: How to Climb, Crawl, and Leap Your Way to the Next Level of Your Career
