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Only Those With 100 % Confidence Can Add To The Ukrainian Army.


     To become the successful leader people must trust you 100% and you must trust people equally.  To become the successful manager you must delegate to people who trusted you. To be the successful military commander, one should be the leader and the manager: two in the one.

   The head of Department asked his employee to fix the settings of the equipment, he asked to remedy the equipment as he failed himself. Then, the employee tested the different settings and worked out a solution, and was already done by the moment when the boss came in. The manager became angry as the employee explained the concept and in five minutes the chief finalized the work himself using the idea and commenting that what he needs is the immediate solution instead of testing the good ideas. (The boss had been telling lies pretending he always had the ready solutions instead of the useless thoughts, he just wanted to track a string of incremental solutions.) As the employer knew 85% out of 100% about how to solve the problem and the chief knew, only 60%, the compound probability of matching has dropped to 0.85*0.6=51% and the problem was finally resolved, with a scandal and dissatisfaction.

    However, the next time the ‘boss of the boss’ came in asking to solve the other problem. The ‘boss of the boss’ had only 35% understanding of the concept, the ‘boss’ had 60% and the employee 85%. The ‘boss of the boss’ assured that the equipment is ready to work and the provider is very qualified, and the problem was in the settings. Therefore, the chief commanded to the employee to explain the theory of routing in practice and check if the settings were right or cabling not wrecked. Nobody listened to the employee's point, explaining that the problem was in a provider. As a result, the team was not able to patch together the ideas within the constrained timeframes. It was not a surprise that they could not match the compound solution positively and "flown in the vacuum" contributing 0.35*0.60*0.85=18% to the successful solution. It was obvious that the new risk-seeking initiators have gained a peace in understanding but lost a momentum for a step-by-step expert solution. Finally, those several assumptions did not combine 'into a series of aims to travel to the moon and to the sun in the one set' to position the team to the success.

    In contrast, Thomas Edison had no formal education at all. Instead, he had a clear vision and succeeded in discovering the electric bulb; he made more than 1000 inventions. His vision was the indispensable element that added 100% to the discovery and his inspiration contributed to 100% confidence of his employees. Statistically, two goals with the probability higher than >100% * 100% … = will contribute to the 100% success plus the additional capability to add to the stretch and risky goals. 

    The Ukrainian poet-and-painter Taras Shevchenko was a leader and a prophet by example because he was 100% talented in painting and poetry, so his popularity in Ukraine is constantly on the top because of his 100% patriotism. Winston Churchill had dyslexia and a difficulty with delivering his speeches; succeed in delegating to the people having 100% trust in them.

    To become the successful leader employees must trust the one 100% and the leader must trust the subordinates equally. To become the successful manager one must delegate to people who trusted him. To be the successful military commander, one should be the leader and the manager: two in the one (Table 1).

    The leadership and the management styles, according to the MindTools (2016) and Vecchio consist of four maturing levels. The two first examples would recommend the different actions as the least experienced members should update their knowledge through the telling style. Those with the basic understanding (duties and technical side) would prefer the selling style. The participation style suggests the further workforce planning and organization design by adding the excitement to work instead of fear as the employees already have the necessary skills. 
    Finally, the delegating style can help the team to further self-propel as the autonomous unit without a participation of the leader. However, asking for help should not be frustrating, was not reciprocal in the first situation, and the missing element in the second case. The delegation style is ideal when the leader trust the employees can set the clear goals and even ask for assistance. 

Works Cited

    “Forming, Storming, Norming, and Performing.” MindTools. 2016. Web. 11 June 2016.

    Vecchio, Robert P. "Situational Leadership Theory: An Examination Of A Prescriptive Theory." Journal Of Applied Psychology 72.3 (1987): 444-451.Business Source Complete. Web. 11 June 2016.

The page was last edited 28.03.2017