Answer

Reality-Based Leadership

A lot of concentration and energy are dissolute on drama-gossip, ruling, confrontation and grievance, rather than creative and practical work. High hindrance and low energy would lead to undesirable outcomes.

I agree with Cy on her list of measuring office’s freak-out factor. Lack of great leadership and worker performance based on reality are the sources of pain in a business. Leaders and employees must be capable of realizing quickly and tactfully admittimg the reality of the circumstance, conserve valuable team energy, and utilize the energy in influencing reality.

Reality based management is influencing individuals to ditch the drama and embrace the facts. In the case of an event, instead of moving quickly to add value, they begin to think negatively, which influences their feelings to negativity, such as overtasking and being undervalued, resulting to a decline in their self-esteem. This will result to activities, which are not consistent with the goal of the business but activities based on miscommunication in the company. This may cause customers to lose trust in the business, and eventually affect the results and returns.

I would rather be successful rather than right. I agree with Cy because it will give me the opportunity and the potential to capitalize energy and talent for good business result to bring the business prospects to fruition; hence, fulfilling the organizational objectives that is filled with valuable information, and is drama-free. A company has to be happy, flexible and lucrative.

Lead first, manage second is associated with a coaching method that involves individuals and progresses use their logic of personal obligation and individuality. It permits one to produce a culture of responsibility by gratifying top performers, considering their suggestions more than those with an attitude of confrontation or learned weakness. Management must stop judging and start helping the team towards achieving the goals of the business.

Working with the willing means a worker’s preferences cannot outdo the potential of the business results, so the business needs to work with those who are flexible and loyal to achieving the goal of the organization.

Cy believes that people need to embrace change since it is an opportunity for growth. The three responses to change include; surprise, fear, and guilt, which all contend with the certainty that change holds us from adjusting to the new environment.

The three core competencies that make people bullet-proof include the capacity to react to hardship, a deep obligation to prosper despite the facts, and lastly, the will to determine and move through challenges faster. Change is unavoidable and impersonal.

The three common mistakes to avoid include dishonesty, reasoning with anger, and dropping support.

The restraining beliefs Cy mentions include the belief that everyone’s opinion is important, great outcomes can only come from flawless strategies, and compliant responsibility for disappointments results to a loss of trustworthiness. Other restraining beliefs are that there is no ‘I’ in team and no such things as stupid question. Cy implies that people would receive peace and sanity when they stop arguing with reality and coach people around them to do the same.

Cy is referencing to the rule of teamwork when she speaks of ambiguity. Leaders must stop judging their employees and start in helping them achieve better results.

What I learned about myself is that I have to change the way I think about my  job. I need to focus on embracing reality and basing my actions on the reality of the circumstance. I might use this information to create opportunities for peace and success for most people.

 In conclusion, Wakeman is very straightforward in her conversation and philosophies about how a leader must work with workers to attain results for a business. Wakeman contends that the energy going into these undesirable performances drains workers of time, consequently diluting the outcomes of the organization merits. What I disagree with her is that in her attempt to demonstrate that individuals hold themselves dejected by not engaging with reality, she overlooked the fact that sometimes workers are distressing you, and it somehow seem accusing workers for having psychological reactions. She has to consider that everyone has emotional reactions.