From history we know that the father of the famous King David was Jesse, but we have little information about his mother.
His name is not mentioned in the Bible. However, one time, when David was fleeing from Saul's armies, he sought a place of refuge for his father and his mother, so clearly she knew of his triumphs over Goliath, and that Samuel had anointed him king. of Judah. But we don't know if they lived long enough to see him reigning on the king's throne.
But we cannot deny that he lived long enough to exert a powerful influence on his life. Because in the books written by King David it is noted that he learned to serve the Lord by observing his mother. For example: “I serve you just as my mother served you.”
Just like our children are always watching us; from the first moment they open their children at birth until the day we close our eyes for the last time. Our collaborators do the same, in this sense, it is never too late to influence and set an example.
The amount of influence you have at work isn't always determined by titles.
To measure your influence, do a simple audit and write down the 10 people who help you get things done and give each a score from 1 to 10 based on how much you depend on them. Think broadly about what they offer you: professional advice, emotional support, access to stakeholders.
Then give yourself a score from their perspectives. Consider what you offer them and how difficult it would be to replace you. Finally, look for red flags: Are you adding value to a team?
Do your contacts help you more than you? Do most of your contacts work in one function or business unit?
If you are not satisfied with the results of the audit, plan how you would improve the results. This could mean contributing more to the company or spending more time with stakeholders. The more value you create, the more important the management and legacy you leave will be.
Now if you are a new leader in an organization, make decisions slowly
When you take on a leadership role, it can be tempting to test yourself by making quick decisions.
But until you're familiar with how things work in the organization, you run the risk of judging processes and people too quickly. That's why it's important to control your impulse to "do something." Instead of acting, focus on listening, observing, and learning from those around you.
Take notes about what you hear, paying attention to when your assumptions about the company or its team are right and when they are wrong.
And make sure you talk to a variety of people. You may not yet know who is a reliable source of information, so it's easy to be overly influenced by one person's or group's perspective. Once you feel confident moving forward, use your newfound knowledge to select a critical area of focus for the year. This will help your collaborators direct their efforts and evaluate progress, both yours and theirs.
Consider that, in these times where mistrust and selfishness abound, certain people like to identify themselves with the title of leader through external labels on t-shirts, bracelets, or labels on diplomas that they receive after receiving an N-hour course, to tell the world that belong to the leadership avengers.
But most of us realize, however, that no label can truly proclaim a person's true identity. After all, anyone can dress up as a leader; and some do; There are even some who would fool themselves into thinking that they belong to the group of certified leaders. So how do we identify a genuine leader?
The trustworthy mark of a true leader is not what is displayed on a T-shirt or on the cardboard posted on the Internet. We distinguish leaders from the rest by their conduct in practice.
A productive, positive, influential leader will practice day after day a genuine interest in his collaborators that can only be translated into one word: “time”, to dedicate it to positively influencing those around him.
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