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While the NSW and Victorian OHS guidelines allege that the autocratic management style heightens the risk of workplace bullying and harassment claims, the real issue is that smart employees don't want to work with an autocrat. Autocrats like to think people appreciate their 'hard-nosed' approach and revere them as business legends but these days they are just out of date dinosaurs that people avoid when possible. That's why some of us have had to change our behaviour. </em> </p> <p align="justify"> <strong> Reflex Management Postures and Behaviours </strong> </p> <p align="justify"> In my leadership programs, I emphasise the concept of 'Reflex Postures and Behaviour'. These are the management styles and behaviours we revert to under pressure. And because managers are often under pressure in work situations our people often observe these. The styles (postures) range from autocratic to avoidance; the behaviours from dominating to indecisive. What I say to my participants is that you need to be clear about what your reflex postures and behaviours actually are. As Clint Eastwood once said 'A good man knows his limitations'. If you don't know them you are unlikely to be able to ever adjust them and, for those of us who are natural autocrats, we become irrelevant. The message is that being predominantly autocratic in style will no longer cut it in the modern workplace. Yet to change personality is extremely difficult. To change behavioural patterns is hard but more possible. Strangely enough I am beginning to believe with behavioural change we can actually achieve a personality shift. </p> <p align="justify"> Is this negative press fair? Is this generation the product of poor parenting? Or are their attitudes and beliefs in themselves the result of parenting that has nurtured a sense of entitlement and instilled confidence to challenge and ask for what they want. Many have also witnessed the impact of their parent's work-life balance stresses and concluded that there is more to life than a job. </p> <p align="justify"> Education and technology have significantly contributed to the perception that an engaging workplace is one where the employee feels empowered to take some level of control of his or her work and environment. If your reflex style is autocratic then you have some work to do & just as I did. </p> <p align="justify"> <strong> Two Critical Behaviours for the Natural Autocrat or Dominant Personality </strong> </p> <p align="justify"> There are many people who are naturally autocratic in style. They like to keep control and are not overly comfortable with handing that control over to others. This may be because of their experiences and influences throughout life and / or a personality that is simply controlling by nature; or even a work ethic that influences them to get autocratic style behaviours mixed up with accountability. For those of us with this natural style it is important is to recognise and accept who we are and to learn to work with it. If you act as an autocrat in a modern business environment, the majority of people won't want to work with you. While some around you may admire your hard-nosed commitment, generally educated people will shun you and see you as 'old news' and potentially a bully. Their behaviour will generally reflect a preference to work around you - not with you. </p> <p align="justify"> Therefore, I have discovered, given my own naturally forceful nature, three behaviours that are critical to me achieving better engagement with the people that work with me. </p> <p align="justify"> <strong>1. When possible, listen before talking.</strong> Whether one on one or in a meeting situation with our people, this sounds easy, but for those of us with a controlling disposition it is extraordinarily challenging. An autocrat's reflex behaviour is to do the talking because we feel our control can't be challenged. Of course it's not, it simply feels that way. The power of this behaviour is that it encourages people to talk to you, listen more intently when you do speak to them and gives them a sense that you value their opinions and ideas. The result is greater engagement that leads to higher levels of discretionary effort and confident decision making thus lifting performance. The natural autocrat will get it wrong sometimes but keep trying and it will become habit. </p> <p align="justify"> <strong>2. Let others have a turn chairing the meetings.</strong> The autocrat will feel on the back foot straight away with this one. It will be really uncomfortable for you at first but empowering to others. Remember your reflex behaviour is to take charge because you see that as your responsibility and / or it is a deep need. However, sharing the chair will encourage accountability and a sense of value among those who take on the role (not all will want to). This will naturally encourage leadership and build confidence and ultimately lift performance. </p> <p align="justify"> <strong>3. When possible (and if authentic) tell others that you trust them to make a decision.</strong> You can't make trusting someone up, but when you do trust them - say it. Your reflex feeling is not necessarily to trust others and your reflex behaviour is either to do it yourself or direct people on how to make a decision. If people don't feel trusted they won't feel valued. In any workforce under valued employees feel less motivated and less engaged thus having a negative impact on performance. </p> <p align="justify"> Without hesitation, these three behaviours won't come easy, but without doubt will be culture changing and allow you to focus on what a leader should be. 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