Need A Speaker? Bakatare: Japanese word meaning “stupid” or “foolish”
Keep bakatare in mind whenever you are tempted to think your disenchanted employees will somehow magically enchant your customers. Effective leaders know how important it is to have strong relationships with both customers and employees. They also have a strong vision of life’s possibilities, and how they are going to make the world a better place. Their cause, the vehicle for achieving that purpose, can be a product or service, an idea, or the creation or maintenance of an organization.
In today’s fragmented world it takes deep and strong relationships to make that happen. It means changing how people think, what is in their hearts, and what they do. It means learning how to enchant.
Why Enchant?
Why would you want to enchant someone? Not to make money from them, or to merely get them to do what you want. It means you want to create and sustain a sense of delight within them. You’ll need to enchant in lots of different situations. If you want to reach an idealistic goal, something that might be difficult to measure, people will ultimately need to share your dream. Your vision of how the world can be changed for the better may not be instantly apparent to others. If you have to make a difficult, significant decision that may cause considerable friction, there is a built-in need for enchantment.
You’ve got to enchant people if you want them to overcome deep and entrenched habits. While many habits are good and help us navigate the world more easily, others get in the way of positive change, especially of the change-the-world variety. People really need to be delighted by you and what you are doing to stick with you and your organization when results seem a long way off, or you are getting delayed feedback—or no feedback at all.
Aiming your enchantment efforts at your employees is a great way to navigate your journey toward your goals, especially the lofty, seemingly out-of-reach ones. These are the people you work with every day, who hold the power in their hearts and hands to implement what you want to do. They are the first line to your customers and clients. They represent you and your organization to the world as much as you do, or even more.
Enchantment defines a relationship with employees that is deep, delightful, and long-lasting. If you can enchant your employees, they will work harder, longer, and smarter for you—and, ideally, you for them too. It’s important to also enchant your customers or clients. But it is foolish to think that a disenchanted, unengaged employee is going to have the desire to do the enchanting. The proper application of enchantment turns a boss into a leader who motivates on a high level. Guy Kawa
More Leadership Articles
Creating a Workforce That Willingly, Wholeheartedly and Happily Chooses Effectiveness (Part 1)
Creating a Workforce: Understanding the World’s Only Two Psychologies (Part 2)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Part 3a)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Practical Thoughts) (Part 3b)
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part 4a)
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part 4b)
Creating a Workforce: Leadership Management Versus Boss Management (Part 5 and Series Conclusion)
Keep bakatare in mind whenever you are tempted to think your disenchanted employees will somehow magically enchant your customers. Effective leaders know how important it is to have strong relationships with both customers and employees. They also have a strong vision of life’s possibilities, and how they are going to make the world a better place. Their cause, the vehicle for achieving that purpose, can be a product or service, an idea, or the creation or maintenance of an organization.
In today’s fragmented world it takes deep and strong relationships to make that happen. It means changing how people think, what is in their hearts, and what they do. It means learning how to enchant.
Why Enchant?
Why would you want to enchant someone? Not to make money from them, or to merely get them to do what you want. It means you want to create and sustain a sense of delight within them. You’ll need to enchant in lots of different situations. If you want to reach an idealistic goal, something that might be difficult to measure, people will ultimately need to share your dream. Your vision of how the world can be changed for the better may not be instantly apparent to others. If you have to make a difficult, significant decision that may cause considerable friction, there is a built-in need for enchantment.
You’ve got to enchant people if you want them to overcome deep and entrenched habits. While many habits are good and help us navigate the world more easily, others get in the way of positive change, especially of the change-the-world variety. People really need to be delighted by you and what you are doing to stick with you and your organization when results seem a long way off, or you are getting delayed feedback—or no feedback at all.
Aiming your enchantment efforts at your employees is a great way to navigate your journey toward your goals, especially the lofty, seemingly out-of-reach ones. These are the people you work with every day, who hold the power in their hearts and hands to implement what you want to do. They are the first line to your customers and clients. They represent you and your organization to the world as much as you do, or even more.
Enchantment defines a relationship with employees that is deep, delightful, and long-lasting. If you can enchant your employees, they will work harder, longer, and smarter for you—and, ideally, you for them too. It’s important to also enchant your customers or clients. But it is foolish to think that a disenchanted, unengaged employee is going to have the desire to do the enchanting. The proper application of enchantment turns a boss into a leader who motivates on a high level. Guy Kawa
More Leadership Articles
Creating a Workforce That Willingly, Wholeheartedly and Happily Chooses Effectiveness (Part 1)
Creating a Workforce: Understanding the World’s Only Two Psychologies (Part 2)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Part 3a)
Creating a Workforce: Tap Into Employee Strengths to Be A Better Manager Now (Practical Thoughts) (Part 3b)
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part 4a)
Creating a Workforce: Psychology 2: Choice…Increasing Productivity through Choice and Collaboration (Part 4b)
Creating a Workforce: Leadership Management Versus Boss Management (Part 5 and Series Conclusion)
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