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Becoming More Collaborative - When You Like to Be in Control
Successful leaders can fall into the trap of thinking they know what's best for their team or organization. After all, they worked hard to get where they are and have made many tough decisions along the way. However, some leaders rely too heavily on their ability to make decisions on their own - with steep consequences for themselves, their team, and the organization.When leaders who are used to calling all the shots start working with peers and stakeholders, they sometimes find themselves at odds. Unless they pivot their decision-making style and reposition themselves as open-minded, collaborative leaders, they might be putting their future success on the line. Gallup research estimates that the cost of poor leadership and lost productivity can tally up to $ 1.2 trillion dollars per year due to disengaged employees. If you want to be known as an influential leader, you must encourage your team's engagement, collaboration, and accountability for collective goals and decisions. Here are some ways to get started:
I. __________
If you focus more on immediate outcomes, consider the eventual consequences of your decisions, as well as the "second-degree consequences": the indirect or unintended results of your decision. For example, if you decide to lay off employees to cut costs, you immediately reduce payroll expenses. However, the second-degree consequence may include a negative impact on employee morale, a loss of institutional knowledge, and a potential decrease in productivity.
II. __________
You must acknowledge that your way is not the only way. Asking for input is not a weakness; on the contrary, it's an advantage that will only make your decision-making more effective. When you focus your decision-making solely on your inner beliefs and experiences, you limit your inputs. When you shift your focus to be more inclusive and take the time to search for external factors and perspectives, your rate of success will increase.
III. __________
New inputs and options will bring better information that most likely wasn't on your radar and foster creativity, collaboration, and engagement. You, as the leader, must draw information from all sources, thus making sure everyone on your team has their say.
IV. __________
Overconfident leaders tend to lead with positions. They stake out their own viewpoint and try to convince others to see it, accept it, and go along with it. Positions are inflexible and leave little room for collaboration. This leads to confrontations and a winner-takes-all attitude.
V. __________
The higher you are in the organization, the more you'll depend on others to execute your vision and goals. Winning becomes a team sport. Thus, learning to nurture, empower, and motivate your group is essential, especially when it comes to decision-making.
(Adapted and abridged from https://hbr.org/2023/03/becoming-more-collaborative-when-you-like-to-be-in-control)
In relation to the vocabulary underlined in the first paragraph of the text, we can only affirm that:
Becoming More Collaborative - When You Like to Be in Control
Successful leaders can fall into the trap of thinking they know what's best for their team or organization. After all, they worked hard to get where they are and have made many tough decisions along the way. However, some leaders rely too heavily on their ability to make decisions on their own - with steep consequences for themselves, their team, and the organization.When leaders who are used to calling all the shots start working with peers and stakeholders, they sometimes find themselves at odds. Unless they pivot their decision-making style and reposition themselves as open-minded, collaborative leaders, they might be putting their future success on the line. Gallup research estimates that the cost of poor leadership and lost productivity can tally up to $ 1.2 trillion dollars per year due to disengaged employees. If you want to be known as an influential leader, you must encourage your team's engagement, collaboration, and accountability for collective goals and decisions. Here are some ways to get started:
I. __________
If you focus more on immediate outcomes, consider the eventual consequences of your decisions, as well as the "second-degree consequences": the indirect or unintended results of your decision. For example, if you decide to lay off employees to cut costs, you immediately reduce payroll expenses. However, the second-degree consequence may include a negative impact on employee morale, a loss of institutional knowledge, and a potential decrease in productivity.
II. __________
You must acknowledge that your way is not the only way. Asking for input is not a weakness; on the contrary, it's an advantage that will only make your decision-making more effective. When you focus your decision-making solely on your inner beliefs and experiences, you limit your inputs. When you shift your focus to be more inclusive and take the time to search for external factors and perspectives, your rate of success will increase.
III. __________
New inputs and options will bring better information that most likely wasn't on your radar and foster creativity, collaboration, and engagement. You, as the leader, must draw information from all sources, thus making sure everyone on your team has their say.
IV. __________
Overconfident leaders tend to lead with positions. They stake out their own viewpoint and try to convince others to see it, accept it, and go along with it. Positions are inflexible and leave little room for collaboration. This leads to confrontations and a winner-takes-all attitude.
V. __________
The higher you are in the organization, the more you'll depend on others to execute your vision and goals. Winning becomes a team sport. Thus, learning to nurture, empower, and motivate your group is essential, especially when it comes to decision-making.
(Adapted and abridged from https://hbr.org/2023/03/becoming-more-collaborative-when-you-like-to-be-in-control)
In relation to the vocabulary underlined in the first paragraph of the text, we can only affirm that:
Resolução comentada
'Tally up to' tem sentido de totalizar/corresponder, por isso A é a única afirmação aceitável.
'Tally' significa 'bater, corresponder, totalizar'. Por isso é compatível com 'correspond'.
Análise das alternativas
B: 'tough' (difícil) não é 'shaky' (instável). C: 'steep' (acentuado/pesado) é oposto de 'gradual'. D: 'pivot' e 'turn' têm sentido semelhante, não oposto. E: 'calling all the shots' é tomar todas as decisões, não 'colocar tudo em operação'.
Referência: Vocabulário em contexto.
Resolução comentada do VaiConcursos.