Twenty-one years ago, I started working with a big appetite. I was attacking like a wolf. My late father, who had to worry about his children for the rest of his life as he did with his parents, had started to rely on my father’s taste for some time, gaining my bread money and standing on my own.
He would ask questions about my work, then put it in stone with his accumulation of years and his unique wisdom that I missed the most. My ear is still full of earrings …
He once said, when I was about to complain about a manager:
“In My son, in fact, all the managers work for you, some of what you need to do, some of what you should learn not to do. You can be a really good leader if you don’t forget what you’ve learned when you get to that location. ”
I tried to observe the behavior of the managers, leaders I worked with, the leaders I worked with, and finally I decided to make a simple categorization with some of my experiences:
1. Submarine Type Leaders:
Submarines are ready to dive on the sea at any moment. When they detect any problems, they are immediately buried in the water to eliminate the problem and solve it. They focus so much on the problem that all other work and responsibilities lose their importance. It is very difficult to reach submarines, they are invisible. The problem they are working on, or deeper, takes almost all of their time, they cannot go back on the water and take care of you. They cannot concentrate on other issues, they cannot delegate matters, they have high levels of anxiety. When they seem to save their heads from a problem, they’re deeply immersed in another problem.
2. Butterfly Type Leaderboards:
Butterflies jump from issue to question, but they don’t spend enough time on any problem. For this reason, it does not appear that they solve problems or make concrete contributions to the areas of interest. The butterflies are always active and alive, well dressed, always busy, have a lively network. They’re easy to reach, but they’re not helping you. Maybe the wings can make some cool.
3. Pigeon Type Leaders:
Pigeons are a more harmful version of butterflies working in large or international companies and engaged in regional duty. They can travel between cities or countries as they can fly longer. Every time they go, they stop for a very short period of time, they don’t put in a place for a long time. However, as they do not have direct responsibility for work, they give promises that local teams cannot hold to impress customers in the relevant city or country and create great expectations. Over time, the team in the country in the eyes of the customer in the eyes of the country will take the position, take off the next country. In a nutshell, they stay short and fly. They’ve got dirt on the ground.
4. Aircraft Type Leaders:
If one rises, one will not be able to download for a long time. Leaving everyday problems with airplanes is difficult to talk about, even if it is difficult to talk. They do not find customer complaints, low sales figures and urgent actions. They are looking for visionary jobs, long-term projects and opinion leadership. While you are talking about a very concrete problem, you get answers at a height of ten thousand meters in a ten-year perspective and you are disappointed. The conversations are enjoyable, they open up the horizon, the speakers of the lectures are popular columnists of the magazines. However, they do not know the price of the products sold by their companies.
5. Helicopter Type Leaderboards:
Helicopters travel a little bit over the daily chores and problems. In this way, they do not get lost in the depths of everyday work, they can detect the problem and can stop at the right decision. They can see the whole area of responsibility. In an emergency situation where they need to intervene, they immediately go down, do the first intervention and support the problem solving. After determining the method and having the problem, sometimes by solving the problem, mostly leaving the application to the business owners without waiting to be solved completely. They keep track of their distance and continue to scan all areas of responsibility. Helicopters are generally achievable leaders. They solve the problem, they get results and they are loved by the teams they work with.
As you read, you may have thought, ” As if we were talking about Mr. Ahmet, a complete Aircraft Type Leader ”. But I’m almost sure that you ask yourself the question: ‘What kind of leader am I?’
People can also act with different types of leadership at the same time in different parts of the world. Helicopter Type Leadership is a good approach to avoid getting lost in the depths of the problems, completely unrelated or getting rid of the risks of being superficial.
What do you need for Helicopter Type Leadership?
1. Clean head:
A customer phone, an email from the top management, a television campaign from which the competitors appear, or an audit news organization may flip the balance and disrupt its balance. Sometimes a few of them can be at the same time as Wednesday of nine months. During the day, the person who stole your door can tell you the trouble with the excitement that brought you the most important problem of humanity or ask for your situation at the risk of putting your company at great risk.
A typical organization is very suitable for swinging between situations.
It is a must to have a leader’s head clean. Helicopter Type Lider’s strategy is clear. He knows how to differentiate his opponent, does not jump every attack, stays calm, applies his own plan, does not burn gasoline wasted. The famous To Do – Work list has worked well in the Don’ts. When the priorities are clear, skidding is minimized, some of the problems are no problem, and those are solved quickly.
“The hardest thing in business is to play according to someone else’s game plan. Helicopter Type Leader sets up his own game plan and plays that game.”
2. A good dashboard – control panel:
We would stay on the road with the speedometer. In order to reach a certain distance, the basic indicators should be at your fingertips. What are the basic variables to follow and how often these variables should be looked at will form your control panel. Helicopter Type Determining the importance to enter the control panel in leadership, regular follow-up and quick response from the control panel are indispensable. The control panel should bring the correct data in front of you, interpret it as much as possible and make your life easier to understand at a glance. Colors, dials, infographics are always for this purpose.
3. Very good team:
You must have a strong team on the ground to make you rise. He will understand the priorities, he will light you a flare at the real problem, he will work with you on the problem, he will keep you in place for a minimum – because it is very expensive to stay on the ground – and you will not leave your eyes behind when you take off.
I have to say politely: If your team is not good, you will be a little hard.
Do you have these three?
If there are, I wish you good flights?
N. Mert Başar
Linkedln: MERT BAŞAR
