ionships and interactions with employees (Covey, p. 165). Ideally, these weekly goals should be incorporated with long-term goals and be prioritized according to his/her set of values and visions. When prioritizing, leaders understand that urgent matters arent always important. Important matters require more initiative (Covey, p. 151). Scheduling is a method by which leaders stay in touch with their deepest values through review of key roles. By satisfying every role that a leader occupies in his company, he is better prepared to carry-out visions and goals. Dealing with ResistanceEven with scheduling and prioritizing, leaders must still deal with resistance from employees when a change occurs in the workplace. This resistance can be caused by many factors. Sometimes workers are resistant due to a lack of understanding of a change. A leader must educate people beforehand. The education process usually involves one-on-one discussions, presentations to groups, and memos or reports (Kotter, 1999, p. 37). Other times, a change brings increased workload and extra effort for employees. In such cases, a leader provides training in new skills, or gives employees time off after a demanding period, or simply practices empathetic listening on a regular basis and provides emotional support. Although leaders have the authority to use any method, they stay away from manipulation when instituting a change. According to Kotter, manipulation is "the very selective use of information and the conscious structuring of events" (1999, p. 41). Leaders are aware that manipulation undermines their own capacities for developing power and trust for influencing others. Therefore, leaders avoid manipulation and stick to more honest methods previously mentioned to deal with resistance to change. Leaders are Needed, Not ManagersBusiness institutions succeed over the long term not because of their cultures, or their use of modern management tools, but because they re...
