In the professional world, KPI, key performance indicators which is simply “targets” for us mere mortals, are measurable, yet Robert Hunter Stewart is redefining the KPI, presenting a new leadership formula that brings achievements that cannot be measured in numerical terms.
He presents this new KPI leadership formula as follows:
Keep people interested
Keep people informed
Keep people involved
Keep people inspired
While quality leadership is essential for a positive workplace culture, negative leadership that is harmful and unproductive creates a toxic environment in the workplace. According to research, around 50% say they quit their job at least once because of a toxic manager or aleader.
Common characteristics of such leaders include:
- No feedback or guidance
- Constantly disturbing employees with micromanagement
- Not dealing with the thoughts, ideas and concerns of employees
- Manipulating
- Creating tension and putting pressure on employees as if everything is urgent
- Poor communication
- Not respecting the employees
- Inconsistency
- Being unreliable
- Selfish attitude
- Creating a harmful competition at workplace
- Favoritism
- Not rewarding good performance
- Ignoring harmful behavior in the work environment
- Overburdening employees and keeping them at work for long hours
One in ten employees says their workplace is a toxic place. More and more employees say that they will not tolerate this and resign. Leaders in organizations face two choices: A deep clean-up of their corporate approach or lose the battle. The path that any leader must choose to retain talented and qualified employees in their organization is clear.
Ever since the word “Karoshi” used by the Japanese in the 1970s and turned into the word“Karojisatsu” in the 1990s, those of us who have heard the word may have thought that it refers to the long and grueling working hours, workplace pressure and stress they experience in Japan, or we may have thought that such movements may exist in their culture since the Japanese are already very sensitive people. While there is a case called mobbing in the world, “Karojisatsu” is now a social problem in every country. Many employers around the world are now looking for a solution to their employees’ psychological health and safety problems at work. Since people spend most of their daily lives at work, a working atmosphere that considers the well-being of employees is the most important thing to increase employee productivity. “Your brain at positive is 31% more productive than your brain at negative, neutral or stressed.” Shawn Achor says in his book, “The Happiness Advantage”. In the world’s shrinking economy, employers no longer have the luxury of losing talent. In other words, the mindset and approach have to be changed and improved in favor of the employees.
According to the data of OECD, the first four countries with people working more than 50 hours a week, which is deadly according to the World Health Organization, are as follows: Turkey 33%, Mexico 29%, Colombia 26.6%, South Korea 25.2%. We see that Japan has improved itself from its experience and has come to the sixth place from the first place.
“Leadership is not about being successful alone, it is about being successful with people”.Motivating employees, being an inspiration to them, defending their rights, being the healing hero of their conditions is the expected behavior from a good leader. If awareness is the most important characteristic of leaders, the power of visionary leaders to create radical and positive changes with this awareness will empower their organizations.
