The Boss'S Little Action &Nbsp; The General Direction Of The Staff.

BAE Systems

Linda Hodson (Linda Parker Hudson) told her direct subordinates that they hoped to respond quickly to e-mail 24 hours a day.

To her surprise, several subordinates began to put the BlackBerry phone with a reminder voice on the pillow's edge so that they could reply at the first time when she sent an e-mail at three midnight.

Hodson said she told these colleagues several times that they could have a good night's rest and try to reduce the frequency of sending blackmail messages at night.

But she admitted that it may be several months before we get used to the way each other works.

Hodson experienced a kind of "

However, Adam Galinsky, a professor of organizational behavior at the Northwestern University School of business in the US, says that being in a high position makes you less aware of the impact of your actions, which will lead to a loss of morale in your team and thus stifle your career development. Adam Galinsky, University

When you walk in the aisle, even if you lack eye contact with your subordinates, you will pass on a sense of disapproval to your subordinates, causing employees to alienate you.

The influence magnification effect will also serve you, because effective small behavior often improves employee morale.

Gary Bradt of Summerfield, North Carolina, says you have to realize that leadership is a role and you are always in the role of Gary.

You have to make sure that you release the information you want to release.

In 1999, Hodson became the first female director of the General Dynamics Corp. in the United States, and for the first time, she had the effect of amplification of influence.

On her first week in office, she wore a new scarf and made a unique knot.

On the second day, she went to work and found that more than ten female colleagues wore scarves in the same way of knitting.

Hodson was frightened by such concern.

Hodson, 60, recalls, "I'm not used to being the center of attention."

I feel like hanging on the bulletin board.

Soon, she found herself again being watched closely.

A few months later, she visited a factory in her subordinates, and found that there were not only pictures of her, but also a series of objectives that she had recently put forward in management meetings.

Hodson said that thanks to these unexpected publicity lists, she realized that amplification of influence is also a potential incentive tool.

She explains that by delicately adjusting your behavior, you can change the way employees behave.

Anton Rabie, President and chief executive officer of Spin Master Ltd., a toy manufacturer, founded the toy company with two students in 1994.

He used a humble but symbolic approach to fully demonstrate his willingness to take risks to make progress.

He hangs Spin Master's failed products and misguided design models on the walls of the Toronto office.

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"Everything on the wall represents a lesson we should remember," Rabbi said.

When the employee sees the wall in his office, he knows that making mistakes in innovation is permitted.

You can also benefit from the influence magnification effect, such as constantly seeking feedback from employees and making the necessary improvements.

But this is easier said than done.

Richard RHR International The Intangibles of Leadership, partner of the company's corporate training company, and Richard A. Davis said that when your position rises, people will no longer tell what they should tell you.

Davis advocates that leaders should have a private think tank like the board of directors to find blind spots for themselves.

Davis suggests that these people must know you and understand the people around you, but they should work in other companies.

Rosemarie Fiorilli, an enterprise coach in New York, said she gave a training consultant to a new female executive in a multinational clothing business this year, and persuaded her to change the shape she was misunderstood by using a performance appraisal method called "360 degree feedback".

The 360 degree evaluation method enables anonymous colleagues, subordinates and superiors to make a comprehensive assessment of a person anonymously.

Faye Ollinn said that the female executive likes to wear designer clothes and luxury brand jewelry, while her company advocates business casual wear.

In the 360 degree evaluation, the female executive's colleague said: she wants to dress better than us.

Faye Ollinn recalls that only the woman executive did not know this dress was unpleasant.

Faye Ollinn said she warns that the female executives, who love luxury brands, will hurt their team's cohesiveness after the influence magnification.

Faye Ollinn said that the female executive immediately changed from head to toe, and her boss said that the others immediately noticed the change and praised it.

Colleagues' Frank feedback from another angle let Tim Les (Tim Rice) understand the influence amplification effect.

Les is chief operating officer of Greensboro Moses Cone health systems Moses Cone Health System, North Carolina. (Moses)

He went to one of the five hospitals run by the company to visit a friend who had just had heart surgery two days ago and sat in a wheelchair.

Rice jokes with the nurse who cares for the friend that she should not let the patient "stay in that wheelchair all day" because the patient looks tired.

His joke frightened the nurse, and the head nurse said to her, "she cried afterwards."

Later, when he approached nearly 150 colleagues, rice apologized to the nurse and praised the head nurse for his outspoken remarks.

The head nurse replied, actually, I'm really afraid to tell you the truth.

Les said he came to a conclusion that his high position would make his subordinates afraid that he should avoid saying a joke, "because what we say and do will be magnified in other people's eyes."

He was in charge of Moses Cone in 2004, but "I may not be so vocal as ever, and I rarely do stupid things."

At the same time, rice often encourages his team members to give him advice so that he can better lead the company development.

"I always say," who is going to tell the boss that his zipper is not pulled?