ALBISETTIAN LEADER
- Watches over the workers, praising effort and correcting errors.
- Values the both the human and professional sides of people.
- Prizes the individual but also the group.
- Is tolerant.
- Is not afraid to govern events.
- Follows his or her instinct and personal sensibility.
- Remembers that he or she is always dealing with people, divine creatures.
MY LEADER AT WORK
- Always keeps the doors open to staff members.
- Is generous with information. Informed workers participate better.
- Holds frequent meetings in order to create team spirit.
- Organizes informal lunches where people can speak freely.
- Eats well and keeps fit.
- Chooses the job best suited to each personality.
- Always fosters a peaceful environment.
ALBISETTIAN LEADER
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My leader (or jokingly the “Albisettian”) leader should also:
- Always tell his workers exactly what they can expect.
- Maintain rules for work hours and expected behavior in order to give security.
- Do away with the traditional hierarchies.
- Rotate responsibilities so that everyone knows one other and jealousy and envy are reduced.
- Treat everyone equally.
- Lead by example.
- Never ask others to do what he doesn’t know how to do himself.
SELECTION OF PERSONNEL
When selecting people to be part of his or her group, my leader:
- Remembers that they must share his or her ideals.
- Uses unconventional interview methods to find talent.
- Chooses optimists, not pessimists.
- Ensures the people chosen truly want the job.
- Chooses indefatigable workers for the most delicate tasks.
MY LEADER
My leader must be:
Bold in projects; attentive to details.
Full of original, unconventional, energetic and ever stimulating ideas.
He should avoid publically making critical observations of workers. Rather he should make them privately, in loyalty to the workers.
He should choice a vice that shares the same ethical and moral values; a loyal but not too obliging person who knows how to work with others.
(to be continued)
DEPRESSED MANAGER
I remember a manager who always kept a distance from all of the people he met in the company. He used to say that his was the ideal attitude of a manager.
One day I met him in a bar. He was alone.
We greeted each other and he nodded for me to come sit at his table. I hadn’t even sat down before he started to vent his pain, his anguish.
He was depressed.
He was surprised when I told him that I had known this for a long time.
From his behavior at work.
When a person keeps a distance, he does it to hide something.
DEAD PEOPLE AT WORK
When a manager is dead inside he takes pleasure in doing harm, in preventing newness, in destroying and in discouraging the potential of his workers.
If you observe certain companies you will find managers who, in theory, want to change. In practice, however, they seek to maintain the status quo at all costs. This is because every change brings newness, risk and possibility of failure. Every change brings the possibility to renew oneself. When you are dead inside, all of this requires an unmeasured, infinite energy that dead people do not possess.
MEAN MANAGERS
The mean manager knows he has lost his intimate vitality, his personal energy.
He rages against his subordinates. He loves to plot against people and make them suffer. Deep down he is envious and jealous of others- above all whole, simple and vital people, because they remind him of what he once was.
Often when one obtains power, like a much yearned for command post, that person’s personal and spiritual growth journey stops. There is a detachment from the great moral values. Little by little the person loses strength, energy and vitality.
You could say that a mean person is a person without true strength, without vitality.
VITALITY, ENERGY
Vitality and energy – which produce the desire to live and work as well as impetus, enthusiasm and joy- must not be left alone but always cared for.
Only by remaining whole, coherent, humble and full of dignity do you keep your vitality and personal energy.
I know many managers that lost their dignity a long time ago, and even if they are not aware, lost their vitality along with it.
For reason this they became ruthless and bad
DESIRE TO LIVE, TO WORK
I want to talk now about the desire to live and work because vitality comes naturally when you have good self-esteem;
when you know feel that you are unique and unrepeatable;
when you have personal dignity;
when you are open and flexible;
when you are the protagonist of yourself.
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