"Leadership self-cultivation" do you want to be feared by subordinates or loved?

"Leadership self-cultivation" do you want to be feared by subordinates or loved?

Indiegogo's founder, Dani Lingelman, believes that leaders should be loved rather than feared. To be loved consists of threefold meanings: trust, respect and encouragement. So how do we do that?

The most influential business people under the age of 40 will respond to career and leadership issues in a timely manner through a network of 40 business elites under the age of 40. This week, our question is: As a leader, being feared or loved, which is better? The following is the answer from Dani Lingelman, founder and chief development officer of Indiegogo. Our company is committed to solving a major problem in the world-unfair financing channels. As a company leader, I think leaders should be loved rather than feared. I think that being loved contains a threefold meaning: trust, respect, and encouragement. People will follow the people they trust, and under the leadership of the respectable, they will work harder, and when motivated to make greater impact through work, they will find meaning in life. As a result, people will be more motivated to develop their potential and achieve their goals in a more creative way, ultimately leading to corporate performance and personal achievement. Productivity and well-being are not mutually exclusive, but interdependent. How to build trust I believe that trust is not given by others, but through hard work. I have found it very important to listen to the trust of the team, with the purpose of understanding and sharing your relevant knowledge and technical expertise. As a leader, you must be able to face up to mistakes, admit mistakes with low enough posture, and be courageous enough to make changes confidently when necessary. Sometimes, you have to curb the urge to give orders and be willing to be a mentor. As a pioneering company in an emerging industry, we are not trying to deliver "cheaper, faster, better" versions of something that already exists. We are inventing a new and fair way of striving to translate entrepreneurship, art and goals-related efforts into reality. There are no ready-made templates to follow; We must rely on ourselves. Therefore, we can only rely on listening to each other's voice, share our experience in the development process of the company summed up the lessons. We don't have time to repeat the same mistakes. So we have to trust each other to achieve innovation, and to move forward, we must innovate. It's that simple. How to get respect As with trust, respect must also be attained through its own efforts-by example, not by the vernacular. A result-oriented mindset, working fearlessly, is an attractive work ethic that attracts people with the same values. People who are inconsistent in their values will stay away from you. As you continue to get the rewards from your daily work, your team members will gain, and the virtuous cycle will continue. Your excellent employees and their performance will earn respect, which in turn can attract more good people to join and create better results. Those team members who continue to have an impact, adapt gracefully to our team through change, and attract other talented people to join us. I am always amazed at the attitude of these people in their work ethic and performance first. Working with a group of action-oriented, self-guided thinkers, doers, and learners is the greatest incentive a leader can get. How to Motivate As a leader, if your company is fulfilling your personal mission, you need to motivate your team. Not only do you believe that fulfilling your mission is important for the company's continued development, but you also believe it is essential to improving human life. This commitment is emotional, not logical, and this emotional commitment is why people like to work with you. Simon Snieke was talking about clients in the book "from Why: How great Leaders inspire action" (start with Why:how great leaders Inspire everybody to take action): "People aren't buying your products, But the reason behind the purchase of the product you are producing. "The same principle applies to the corporate team. If you can provide a meaningful job, you can not only attract passionate, determined, diligent talent, which will lay the foundation for the company's future success, but also allow your employees to live a meaningful life and create the conditions for their individual success-a human need that is often overlooked by the business community. (Fortune Chinese website) Translator: Liu Jinlong/Wang Hao

The under Insider Network is a online community where some of the most thoughtful and influential people in busines s under contribute answers to timely questions about career and leadership. This week we ask:as a leader, are it better to be feared or loved? The following answer is by Danae Ringelmann, founder and chief development Officer at Indiegogo. As a leader of a company solving an important problem in the world–inequitable access to Capital–i believe it's Bette R to is loved than feared. I believe being loved embodies three simple ideas:trust, respect, and inspiration. People follow those they trust, work harder for those they respect, and find meaning when inspired to make a greater IMPAC T through their work. As a result, people is far more motivated to perform to their potential and creative on how they achieve their goals, WHI CH drives both business results and personal fulfillment. Productivity and happiness is not mutually exclusive, but rather co-dependent. How to Build Trust     i T believe trust is given; it's earned. and to earn the trust of your team, I ' ve discovered it's important to listen with the intent to understand and share your Knowledge and expertise when relevant. As a leader, you must is open to being wrong, vulnerable enough to admit it, and courageous enough to confidently change C Ourse if needed. You also must is willing to being a coach when it would is easier to be a dictator. As a company pioneering a new industry, we is not trying to is a "cheaper, faster, or better" version of something that a Lready exists. We ' re inventing a new and fair the bringing entrepreneurial, artistic, and cause-related efforts to life. There is no blueprints; We must create our own. And so we depend on listening to and sharing, and each other, we have learned along the same. We don ' t have time to repeat the same mistakes. So we need to the trust each and the order to innovate, and we need the innovate in order to move forward. It ' s that simple. How to Garner Respect Like trust, respect are also something you earn-and by leading through your the actions, not your words. A fearless work ethic with a results-oriented mindset are magnetic-and it attracts those who share the same values. Those who don ' t, stay away. And when you continue to earn your job every day, your team members does as well, and the positive cycle continues. Your great employees and their results command respect, and turn, attract more great employees and results. The members of our team who continue to make a impact adapt through change elegantly and bring other incredible talent to The team. These individuals ' work ethic and commitment to results consistently amaze me. There ' s nothing more motivating as a leader than working with other action-oriented, self-directed thinkers, do-ers, and L Earners. How to Inspire As a leader, you inspire your team when your company's mission is personal. You don ' t just believe achieving your mission are important to becoming a sustainable business; You believe it's critical to improving humanity. This commitment was emotional, not logical, but the same emotional commitment was the reason people thrive when working with You. As Simon Sinek, author of Start with why:how great leaders Inspire Everyone to take Action, says about customers: "People Don ' t buy, they buy why do it. " The same principle applies to your team. And when your offer meaningful work, you don ' t just set up your business for success in attracting passionate, committed an D hard-working People, you set your people to success in leading Purpose-driven lives-a human need Often forgets to acknowledge and serve.

Ext.: http://www.fortunechina.com/management/c/2014-12/18/content_231655.htm?source=yd

"Leadership self-cultivation" do you want to be feared by subordinates or loved?