Why you must choose the responsibility model as a leader

This is what I called the “rescue model” of people development, as opposed to the “people responsibility” model. This “rescue model” not only makes you the permanent leader in their minds, but also deepens their dependency on you for solutions to their issues. Unless this is changed, you can expect them to take a back seat with you doing everything from facilitating, training, advising and making decisions, etc. for them. So what happens when you eventually leave?
The Bottom Line: Taking the “people development” model means you dare to take a back seat and believe that your people can do it. Guide them with clear parameters on what they should do in selected cases. Allow for a certain tolerance limit to risks and failures. Show them once or twice, and then it is time for them to own the goal, the process, solutions and decisions.
Powerful Questions: What is the outcome you are getting from the current way you are managing them? What happens if you continue doing it the same way? What will stop you from continuing doing this? What will you do now to make them independent, yet help them at the same time?

--MANAGING INTER-CULTURAL CONFLICT
I have been in this African country for almost three years now. I live with a big community of Malaysians who also work for the same organisation. We have no issues with one another, but the same cannot be said about our dealings with our African colleagues here. We find them arrogant, stubborn and not prepared to follow our instructions. The situation has not improved despite all our efforts to integrate them with the way we work. What should we do?
Be More Selfish
I call this “cross-cultural conflict”. It denotes a form of misunderstanding or miscommunication between the Malaysian counterparts and the local Africans. It is caused by a lack of understanding of each other’s culture, values, beliefs and work styles. Both sides fail to see, and don’t want to make an effort to understand, each other. When both sides hold strongly to their stand, conflict will arise.
The Bottom Line: Tolerance, compassion and understanding are three key pillars to resolve inter-cultural conflict, or rather, to promote inter-cultural understanding. Take charge of the situation (and rightfully so as you are all their employers), and make a dramatic change to your perspective when working with them. It is really beneficial to hold a heart-to-heart dialogue with them to understand them as well as iron out all the misunderstandings. Sign a sort of “team charter” on the approved and unapproved behaviours in the workplace.
Powerful Questions: What will make you find out the key differences between the African culture and the Malaysian one? How can both cultures be made to understand each other better? How can you blend the two together for the best synergy? What will you do on a constant basis to enhance the ties between the two?

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