The Ying and The Yang of the Office

Since as long as I can remember I’ve been a list maker, feeling a great sense of accomplishment when those to-do items got crossed off of the list. This trait has followed me throughout life. And, for the most part has served me well. In work and volunteer functions, I’ve been described as well organized, efficient, resourceful and capable. It wasn’t until I met Iris, that I truly began to appreciate the importance of people skills.

Iris is the woman I shared a job with as the receptionist in the administration office of a public school district for five years. I worked mornings and Iris worked afternoons. When greeting visitors, I smiled and was friendly but immediately focused on why they were there and whom they were there to see, connected the parties and moved on to the next task. Not Iris. When visitors arrived she treated them all like they had entered her home. Did they want to hang up their coats and could she get them a beverage. She treated frequent visitors like close friends, asking them about their families, their recent vacation or if were they feeling better after being sick. She was a pro.

Within a short period of time of working together, I became the person to delegate special projects to. I did everything from gathering student data for our published district profile, helped maintain the district’s website, created financial spreadsheets for the business office and so on. Iris continued to focus mainly on the people side of the job. She maintained the district phone lists, employee directories, and the birthday list along with reminders so no ones birthday would go uncelebrated. In essence, Iris was a people person and I was a taskmaster.

When considered from the leadership style approach, three different studies although using different descriptors, all concluded that there are two basic behaviors or actions a leader uses toward subordinates. A concern for people, the relationship and consideration for others are what I refer to as the softer side of leadership. When a leader shows concern for people, they use relationship behaviors that can help followers feel comfortable with themselves, with others and the situation (Northouse, 2013, p. 75). According to The Ohio State study these behaviors help to “build camaraderie, respect [and] trust” (Northouse, 2013, p. 76). When showing concern for production, tasks or initiation structure, a leader uses task behaviors that help their followers meet work objectives, the harder side of leadership. These behaviors, according to The Ohio State study as cited in Northouse (2013, p. 76) include organizing and structuring work and defining roles.

What made our partnership truly successful is that we both appreciated each other’s strengths and often called ourselves the ying and yang of district office reception! Our skills perfectly complemented each other. More importantly, we learned from each other. Through Iris, I have come to appreciate the importance of stopping and taking the time to truly interact with others and get to know them. While just as important, tasks can come later. On the other hand, Iris shared with me how she was amazed at my focus and ability to efficiently complete tasks all while remaining calm and unflustered. In combination, as leaders, the ability to tap into both of these behaviors is extremely beneficial. Leaders must constantly make assessments of their subordinates and the given work situation and dial up one behavior and/or turn down another in order to meet the needs of the subordinate and at the same time, accomplish their work goals.

References:

Northouse, P.G. (2013). Leadership Theory and Practice. Los Angeles: SAGE Publications, Inc.