Why is Asia So Afraid of Engaging Leadership of Screenagers?
Why is Asia So Afraid of Engaging Leadership of Screenagers?
Being the first generation growing up truly native, Screenagers are becoming the group leading our world economy.
As younger generations have lead and influenced change in the past, Screenagers are now beginning to show their influence in the world.
In many Asian cultures though, age and knowledge are highly respected and now Engaging Screenagers leading change. That is creating deal of fear if we’re not opening our vision of the world.
Yesterday, after my blog about encouragement, I received several emails about leadership from readers here in Asia, where I live.
Culturally, in Asia quite often the position is “the leader” or more like “the controller” as everyone follows orders “or else…”
While in the West, where I’ve taught courses, lead seminars, coached, and written blogs and books on leadership, the position has much power, but the best leaders “enroll” others to be leaders too.
The difference is following orders versus enrolling others to be leaders.
Most of what follows is what I learned as a Dale Carnegie Instructor, and by the way, follows a good deal of Dale Carnegie’s book which I want to share.
These principles were included as one of the first works (yes, there were other leadership works published at the time,) and became leadership ideas for normal (mortal) people who don’t have the “position” or their names on the letterhead.
Here is a leadership list for the rest of us (Along with my findings, research, and practice ideas:)
- Begin with praise and honest appreciation. (The key here is “honest” which comes out differently across cultures.)
- Call attention to people’s mistakes indirectly. (Dale, mentioned he learned about this on his trip to China, so we can learn to show more respect with this one.)
- Talk about your own mistakes before criticizing the other person. (In some cultures it is a sign of weakness to admit mistakes, so it’s best to know other cultures.)
- Ask questions instead of giving direct orders. (Here in Hong Kong, I’ve learned this over and over, as they take this to whole other level.)
- Let the other person save face. (This is important in most every culture, but it is manifested in quite different ways across cultures.)
- Praise the slightest improvement and praise every improvement. Be “hearty in
your approbation and lavish in your praise.” (Again this manifests differently in across cultures, but it’s important to not show overt flattery.) - Give the other person a fine reputation to live up to. (Although this is powerful and a great sign of respect in the East, be careful not to appear too flattering.)
- Use encouragement. Make the fault seem easy to correct. (Be careful in the East, as talking about faults can be quite disrespectful.)
- Make the other person happy about doing the thing you suggest. (In a previous blog I go into detail about this as it appears to be a most valuable tool in most cultures.)
Remember, you will want to practice these to be skilled when you use them, where you use them, and how you use them.
A key is to embracing these principles is to embrace and submerge yourself in them by using and reviewing them continuously (like my blog on encouragement.)
Nowadays in we Screenagers (we are all Screenagers) have so many distractions (junk-engagement,) and we struggle to bring our attention back to what is really important (high value, optimal engagement.)
In his book, The Outliers, Malcolm Gladwell, talks about how the successful middle class are training their kids, from a young age, to build the skills needed to not only succeed but to lead.
In all my on-line and face-to-face training, participants answer many questions, and yet these questions are for the benefit of the trainees’ knowledge and understanding of blind spots, sticking points, and limiting beliefs.
Also, these questions give our trainers a great deal of information to support our trainees to be the leaders they want to be, as well as talk to themselves about, leading.
Where are you getting support to bring your attention back to being a leader and enrolling others to lead?
A few years ago I was working with a client who was in a high management position but had hit her ceiling due to her lack of leadership. She was a great manager who had accepted leading leading was impossible for her personality. Do you know of anyone like that?
After we went through a “follow-around” mentor/coaching, she was able to identify her leadership opportunities, accepted the new skills and she began to fly. She had changed from “impossible” to possible. She just needed the right program to support her.
It has been my experience in life that most people who are stuck where they are could get unstuck just by getting some support.
Yes, I am talking to you about you. (Actually, I’m talking to me about myself too. We all need to hear this.)
Where could you upscale your life if you could? Are you getting the support to take it to the next level?
I find here in Asia, there is an almost extreme fear of asking for leaders to get support, and for those who want to be leaders to even think about getting support.
If we are going to compete we want a different point of view supporting our vision in new directions.
Get support, open your vision, fly beyond your dreams.
Remember, come join tomorrow to see more Improving Your Engagement with Screenagers and others inspirational experiences and ideas for Optimal Engagement in the ScreenAge.
Remember to engage tomorrow.
Following with you.
Keep it simple.
All the Best, Warren
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