Proactive versus Reactive Thinking

Proactive Vs. Reactive Thinking

By Al Bondigas, eHow Contributor

Proactive thinkers see the possibility of problems developing before they do.

In business and in life, success is often determined by how a person thinks things through.

A reactive thinker may battle crisis after crisis, but a proactive one seems to have everything figured out beforehand and can better deal with the curve balls life throws. Often a person seems extraordinarily lucky in life and in business, but this luck can be traced to the foresight and vision that is the hallmark of good proactive thinking.

Definition of Reactive Thinking

Reactive thinking is crisis-based thinking, coming up with solutions after problems develop. Reactive thinking responds to the situation. A reactive thinker often spends too much of his time fighting fires. A reactive thinker is easily blindsided by circumstances. A crisis-driven reactive thinker may be more prone to feeling stress.

Definition of Proactive Thinking

Proactive thinking, on the other hand, involves foresight. To be proactive means to think ahead, in anticipation of future changes or problems. It means covering your bases to include all possible scenarios. A proactive thinker will have several contingencies in mind. A proactive thinker sees the likelihood of crises before they happen

Real-Life Reactive

A person who lives from paycheck to paycheck may be a reactive thinker. She's staying even, meeting the crises as they come up. In business, a reactive thinker faces a financial or personnel crisis and deals with it on the spot. Setting a plan may have little to do with proactive or reactive thinking; a reactive thinker's blueprint may be short on realistic contingencies and too general to be truly proactive. Reactive thinking is better suited for day-to-day management.

Real-Life Proactive

A proactive thinker builds a personal budget, sets something aside for crises and takes initiative. In business, he is the one who screens prospective employees to determine who best fits in the organization, and he is the one who asks "what if." He may be at odds with reactive-thinking people; they don't see as far ahead as he does. There is an element of risk in proactive thinking; the premises and scenarios may be wrong. Proactive thinking doesn't always work in day-to-day business situations, and it's easy to get locked into a plan while ignoring what is really going on.

Becoming Proactive

A reactive thinker may need to revamp her personal management style if she wishes to become more proactive. Shee will need to devote more effort to seeing potential consequences of a plan and ways to address these issues as they come up. Sometimes this means disconnecting from a plan and viewing it from different perspectives. It takes time to think proactively, though, and a proactive thinker may have difficulty swaying co-workers who need an actual cause to get them moving.

Read more: Define Proactive Vs. Reactive Thinking | eHow http://www.ehow.com/about_6642468_define-proactive-vs_-reactive-thinking.html#ixzz2W0gRplLX

Employee Motivation - The 5 Master Keys for Success

Employee Motivation - The 5 Master Keys
for Success

How to build employee motivation by creating an environment that rewards excellence at every level

By JP Maroney, CEO
http://www.PeopleBuilders.com

Employee motivation is a mystery for many managers. But, it doesn't have to be. Instead, understanding how motivation impacts employee performance, and understanding how to use motivation to improve performance can be reduced to five master keys. Organizations desiring to improve employee motivation need a system in place that consistently rewards employee achievements. I'm always surprised how few organizations have such a system. 

However, not all employees respond to the same motivations. Each person has his or her own likes and dislikes, passions, interests and desires. The role of the successful manager is to learn how to identify what motivates each employee, and learn how to leverage those motives to simultaneously fulfill the goals of the organization, as well as the goals of each employee. 

The five key employee motivation factors include: satisfaction, appreciation, recognition, inspiration and compensation. 

1. Employee Motivation By Building Satisfaction

In their book "The Service Profit Chain," James Heskett, W. Earl Sasser, and Leonard Schlesinger make a compelling case that regardless your business, the only way to generate sustained profits is to build a work environment that attracts, focuses, and keeps talented employees. In other words, they have to be motivated to show up, get committed and perform at a level of excellence. 

Employee motivation as it relates to employees satisfaction is vitally important. And, it goes way beyond just a "happier workforce." Why? 

Because there is an undeniable link between satisfied, motivated employees, and satisfied customers. In other words, focus on creating satisfied employees, focus on employee motivation, and those motivated, satisfied employees will take care of your customers. 

2. Employee Motivation Through Genuine Appreciation

At times, managers unknowingly sabotage employee motivation by failing to recognize the positive behaviors and achievements of their employees. As a result, employees don't know whether or not they are doing a good job. 

I recently had an employee of an organization tell me, "The only time we ever hear anything from management is when we do something wrong!" 

Fortunately, savvy managers can improve employee motivation by rewarding employees with personal attention. This can include a pat on the back, a hand-written note, or a quick comment in the hall. 

When showing appreciation, be specific. Instead of just saying, "We really are grateful for the good job you do around here," the approach might be, "I really appreciate how you handled the Franklin Industries account last week when we had to get their rush order out late Friday afternoon. Your effort really made a difference." 

By being specific, the employer comes across as much more sincere, and the employee realizes their actions are truly being watched. And, a highly level of employee motivation is the natural result.

3. Employee Motivation Through Recognition

Many people will do for recognition what they will not do for money. And, this is the manager's secret weapon for employee motivation. Some people are motivated by the opportunity to get their name on the wall, receive a trophy at an annual banquet, or see their name in the company newsletter. It gives them an "emotional payoff" for their actions. 

Look for ways to increase employee motivation by recognizing excellence in the workplace. Ring a bell every time an individual or team hits the production target. Put up posters with the photographs of team members who have had the most days without accidents. Give out awards for attendance records. Just do something. It is so inexpensive, yet highly effective in your efforts of employee motivation.

4. Employee Motivation Through Inspiration

Inspiration comes from leadership. This form of employee motivation includes the company's mission, purpose and goals. People want to be part of an organization that is going somewhere, that stands for something, and that provides a meaningful service to the marketplace. 

If you want to lead an inspired, mission-guided organization, follow these steps and watch employee motivation improve dramatically.

1. Have a clear mission - in other words, know where you are going.
2. Be excited and passionate about your mission. After all, if you don't get excited, they won't either.
3. Be able to communicate the mission, it's value to the marketplace. In other words, why it's worthwhile.
4. Make sure everyone in the organization understands and can communicate the mission.
5. Be sure employees understand how they fit into the process of fulfilling the organization's mission.
6. Make the connection between the mission and the individual values and goals of your employees.
7. Keep your mission in front of everyone in the organization.

5. Employee Motivation Through Compensation

Some employees are motivated by money. In fact, most are motivated by money; at least for their basic needs. Employee motivation through compensation can come in the form of raises, performance bonuses, commissions, profit sharing, or any number of "extra benefits" like, automobiles, vacations, or other tangible items purchased and used as rewards. 

I noticed an interesting program in a hotel where I recently stayed. They have a sophisticated system for rewarding employees based on customer feedback. Throughout the hotel, they have placed customer feedback forms and boxes for depositing the forms. When customers comment on the performance of a hotel employee, the employee accumulates points that can be used to purchase rewards like trips, gifts, and other incentives.

Taking Action On Employee Motivation

Whatever the chosen method, it is important to have a system in place that builds employee motivation. Not every person is motivated by the same factor, or combination of factors. Offering all five - satisfaction, appreciation, recognition, inspiration and compensation insures that the organization has something to contribute to the motivation of each employee. 

Individu Sebagai Pemimpin

Burung daman terbang ke Daik

Kena perangkap diraja muda

Kalau ada pedoman yang baik

Sahaya pun cekap jadi nakhoda

(Abdullah Munshi)

Konsep Kepimpinan

Konsep kepimpinan masih lagi kabur. Konsep ini tidak ada batasan masa. Fokus konsep ini lebih kepada proses kejayaan dalam interaksi manusia. Ramai pengkaji sains sosial memberi tafsiran berbeza mengikut bidang keilmuan mereka. Ahli-ahli psikologi sosial melihat pemimpin sebagai kesan pengaruh peribadi, sedangkan ahli-ahli sains politik menyatakan pemimpin boleh sesiapa sahaja yang dapat mengisi peranan dan menggunakan kuasa (Aminuddin Mohd. Yusof, 1990). Pendekatan untuk memahami konsep kepimpinan ini perlu menggabungkan pendekatan seni dan pendekatan sains.

Definisi Kepimpinan

Kepimpinan berasal daripada dua kata Greek iaitu archein (memulakan, memimpin, memerintah) dan pattein (melalui, mencapai, menyudahkan). Makna ini mencadangkan kerjasama pemimpin dengan pengikut untuk menyempurnakan tugas. Majlis Bahasa Malaysia dan Indonesia pula menterjemahkan leadership dalam beberapa istilah berbeza. Pemimpin termasuk dalam pengurusan am, pengurusan ladang dan pentadbiran perniagaan. Kepimpinan merujuk kepada psikologi dan antrapologi. Kepimpinan memfokuskan kepada sosiologi dan pengurusan.

Terdapat lebih 350 definisi kepimpinan untuk menerangkan perlakuan pemimpin dan persekitaran. Tidak ada definisi kepimpinan yang sesuai untuk semua situasi kerana fenomena kepimpinan begitu kompleks. Para pengkaji sains sosial berpendapat fenomena kepimpinan boleh diperhatikan tetapi sukar untuk memahaminya (Bennis dan Nanus, 1985). Bagi tujuan ini, beberapa definisi kepimpinan yang popular telah dipilih.

1. Para ulama itu adalah obor (penyuluh) dipermukaan bumi Allah SWT dan sebagai pengganti (khalifah) para nabi dan sebagai waris kepada Rasulullah SAW.

Sabda Rasulullah SAW:

"Para ulama itu adalah pewaris nabi-nabi" (H.R. Ibnun Najjar dari Anas r.a)

"Para ulama itu adalah sebagai pelita  (obor) dipermukaan bumi ini sebagai pengganti para nabi dan aku (Muhammad SAW) juga sebagai pewaris para nabi" (H.R. Ibnu 'Ady dan Saidina Ali r.a)

2. Pemimpin sebagai individu dalam satu kumpulan  yang diberi tugas mengarah dan menyelaras aktiviti kumpulan atau orang lain semasa ketiadaan ketua (Fiedler, 1967).

3. Kepimpinan ialah pengaruh perhubungan antara pemimpin dengan pengikut yang berkeinginan untuk membuat perubahan sebenar bagi menghasilkan sesuatu yang menggambarkan tujuan bersama (Rost, 1993).

Prinsip Kepimpinan

Setiap budaya mempunyai prinsip kepimpinan tersendiri. Setiap prinsip kepimpinan itu tidak terkeluar daripada landasan agama, etika dan moral masyarakat.

1. Pemimpin mempunyai ilmu yang tinggi

2. Pemimpin bukanlah sebaik pengurus organisasi

3. Pemimpin sentiasa berkorban

4. Pemimpin menjadi pendorong utama

5. Pemimpin bukan perancang segala-galanya

6. Pemimpin mesti pandai membina hubungan

7. Pemimpin perlu memiliki kemahiran berpolitik

8. Pemimpin perlu cekap dalam berorganisasi

9. Pemimpin tahu menggunakan kuasa, bijak membuat keputusan dan bertanggungjawab

10. Pemimpin bersedia menanggung risiko, membuat perubahan dan bersedia meninggalkan jawatan apabila tiba masanya (Chek Mat, 2003)

Rukun Kepimpinan

Rukun kejayaan individu, kelompok, organisasi dan masyarakat masih bergantung kepada nilai-nilai agama, etika dan moral masyarakat.

1. Bekerja keras

2. Kuat belajar

3. Ada inisiatif

4. Mencintai tugas

5. Bertindak tepat

6. Semangat ingin menakluk

7. Membangunkan personaliti

8. Membantu dan berkongsi dengan orang lain.

9. Bersifat demokratik

10. Membuat sesuatu dengan terbaik (Manning dan Curtis, 2003)

Kenapa Kepimpinan Penting?

Pada tahun 2002, Who's Who in America melaporkan seramai lebih 125 000 pemimpin dunia telah wujud sepanjang peradaban manusia. Setiap pemimpin telah memberikan sumbangan bermakna kepada masyarakatnya. Definisi dan konsep kepimpinan juga telah berubah. Gaya kepimpinan bertukar daripada gaya autokratik kepada gaya demokratik dan gaya bebas. Model-model kepimpinan berhierarki telah hilang pengaruhnya kerana digantikan oleh model-model penyertaan dan model-model penghakupayaan (empowering).

Bidang kajian kepimpinan biarpun kuno sifatnya tetapi tetap mendapat perhatian umum. Perpustakaan Kongres Amerika Syarikat melaporkan terdapat sebanyak 9155 buku dan 6290 jurnal dalam bahasa Inggeris. Hampir kesemua universiti di Amerika Syarikat mengajar ilmu kepimpinan dalam kurikulumnya. Corak pergerakan perjuangan juga mengalami perubahan dari caring leadership kepada caring society.

Kategori Pemimpin

Secara umum terdapat tiga jenis pemimpin dalam sejarah peradaban manusia. Mereka dikategorikan sebagai guru, wira dan raja (Allen, 1945). Setiap pemimpin ini memiliki satu atau dua atau tiga jenis karakter pemimpin. Pada masa kini masyarakat moden lebih cenderung untuk mengkategorikannya sebagai pemimpin politik, pemimpin ekonomi dan pemimpin masyarakat.

Terdapat kajian kepimpinan mengenai karakter dan personaliti yang dipengaruhi oleh faktor-faktor keturunan. Contohnya, Warren Bennis (1992) memberi penumpunan terhadap karismatik dan gaya keperibadian yang mempengaruhi organisasi. Kajian seterusnya mengenai tret-tret individu dalam teori-teori kepimpinan karismatik (Conger, 1991), kepimpinan transformasi (Bass, 1985) dan kewibawaan pemimpin (Kouzes dan Posner 1993). Kebanyakan hasil kajian mendapati faktor keturunan bukanlah faktor utama kejayaan tetapi dibantu oleh faktor persekitaran.

Untuk memahami perbexaan individu, kita mesti menilai kesan interaksi antara keturunan dengan persekitaran. Persekitaran dan suasana sosial boleh membentuk corak genetik untuk mempengaruhi personaliti pemimpin. Individu dan kelompok secara sedar akan dipengaruhi oleh budaya, pendidikan dan kekeluargaan. Kanak-kanak dari kecil sehingga tua dipengaruhi oleh persekitaran dan perlu belajar menguasainya. Kekuatan genetik sahaja tidak memadai bagi meneruskan kelangsungan hidup. Kemahiran memimpin yang berada dalam kemahiran kemanusiaan perlu dipelajari bersama dengan kemahiran konseptual dan kemahiran teknikal. Kebanyakan kajian kepimpinan sekarang ini memberi fokus kepada kepentingan persekitaran (Nahavandi, 2000).

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