The history of our companies has accustomed us to leaders all in one piece, capable of selecting uniform teams and similar to their vision of the business.
Today this is no longer enough: you need a leader who is able to amalgamate different professionalism and personalities and create relationships in a spontaneous and sincere way.
Changing does not mean distorting oneself.
If we adopt a leadership style that tries to relate to each of the subordinates in order to meet their “relational style” does not mean that we will be less spontaneous and less ourselves. It simply means that we will be able to adapt our communication in order to get the message across to them in a clear and easily understandable way by their way of understanding and reasoning (yes, because we are not all the same in understanding things!)
This is the principle behind persuasive communication. But beware: persuasive does not mean manipulative. Persuasion relies on relationships and the ability to understand each other, to synchronize reasoning, while manipulation has deeper ethical implications that have to do with the goal of deriving a personal benefit.
For example, persuading the boss that he is better than his colleagues to get a raise is manipulation, letting the boss understand that in a certain operation there is an underlying risk to the company that only we see is persuasion.
Practice persuasion to improve relationships within the team.
Familiarizing yourself with persuasive communication techniques, therefore, should not be interpreted as an attempt to manipulate others, but rather as an attempt to adapt to a precise communication style and be clearer and more spontaneous, avoiding misunderstandings, ambiguities and conflicts.
The leader, therefore, will no longer need to select the people most similar to himself, but will also be able to manage and operate a team where different and complementary personalities and skills will coexist. Thus improving the quality of decisions and ideas .
Adapt while always remaining yourself.
Now the question is: how do we adapt to the communication styles of the various members of our team without changing intimately?
The answer is simple and depends above all on the fact that we are what we are because we relate to others. We cannot, therefore, expect to remain on our positions without confronting ourselves: we would in any case be “less ourselves”.
Treating everyone equally, in this perspective, no longer means being fair, but, on the contrary, discriminating more those who are not like us.