Incorporating Employee Feelings and Initiatives Into Business Decisions: What Is Three-Dimensional Leadership?

Great leaders don’t do it alone. They get help.

Successful executives and managers understand being a well-rounded, modern leader means practicing self-awareness and bettering individual leadership skills while listening to and incorporating the ideas of the employees around them.

Principles of three-dimensional leadership

The first step to becoming an accomplished leader is developing the three categories of three-dimensional leadership: personal, interpersonal and organizational.

The first dimension is entirely individual. Personal leadership deals with competencies that enable leaders to show their own effectiveness and includes accountability, credibility and ethical thinking.

The interpersonal dimension is about skills leaders need to work effectively with others. This includes communication skills, managing conflict and team building.

The third dimension to successful leadership is the organizational dimension, which deals with tools leaders must use at the right time, with the right people and with the right purpose. Organizational skills include change management, decision making and goal setting.

The more strengths a leader develops across these three dimensions, the higher the probability they achieve success and reach goals for their company.

Leadership in the modern world is not a one-way street where a leader leads and followers follow. It is much more dynamic and fluid, and smart leaders recognize gathering ideas from junior employees creates an open dialogue and can create powerful, company-wide change.

Change requires a critical mass of supporters. By incorporating employee feelings and initiatives into C-suite decisions, leaders develop a core group of supporters who are engaged in the company’s goals and future.

Leaders can enhance their team mentality by being transparent and communicating with employees about what their company is trying to do and why.

Three-dimensional leaders understand community must drive their company’s mission. Embracing a concept as powerful as the Culture of Good, for example, allows employees to build relationships with their coworkers and neighborhoods and becomes a factor in engagement and retention.

Including employees in business decisions empowers them with autonomy. TCC, the largest Verizon Authorized Retailer in the nation, gives individual employees and stores the opportunity to implement events and choose local charities independently to strengthen the Culture of Good throughout TCC and tailor it to each community.

By doing this, TCC leaders have created a way for their 3,000 employees to have a voice in what cause the company pursues and how, rather than those effort always coming from the top down. For example, some employees have taken the initiative to plan successful block parties with DJs and other events that involve the whole community where a store is located.

More money is spent on leadership development than any other area of corporate training, yet 71 percent of organizations don’t feel they are effective at developing leaders or that their leaders are able to lead the organization into the future, according to a Brandon Hall Group State of Leadership Development report.

Executives and managers who are visible, three-dimensional leaders always learning and listening to others can turn around that mentality and ensure employees the company is in good hands with good intentions.

Leaders who rely on “we” rather than “I” and integrate the ideas and listen to the feelings of all levels of employees will harness the power of the crowd — and unleash real results in their companies.

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