This week I started re-reading the book Maverick by Ricardo Semler to refresh my memory about the radical leadership approach he took to improve productivity and overall staff morale amongst his fellow employees. I chose to read this book as I am currently fascinated by the abstract approaches which leaders use to achieve goals. 

As a leader I believe it is critical that these types of approaches are utilised when things are going right and when things are going wrong. This is more so to overcome complicated barriers which may or may not arise. Another reason is to gain better productivity from staff as they may acknowledge different ways to be the right ways thus it working.

I found when analysing Ricardo Semlers unorthodox approach that I started to believe that there is a no one size fits all approach to leadership and perhaps there is no right or wrong way to approach things so long as it works but the way that todays times are the old is becoming just that and I feel as if new ideas and approaches should be taken further by leaders. Ricardo demonstrated this will by letting the employees decide the fate of how the conditions should be within Semco. In this regard I believe he has demonstrated goodwill to his employees as he is compasionate and caring to let them take some control of rightfully what is there's as they are the ones who do a majority of the work.

The questionnaire has also made me ponder what questions would have of I create if I were to have of had the responsibility to hand it over to staff? Some questions would be:

• Are you currently satisfied with the subject(i.e. leader) If not why?

• Does the subject play his role well?

• Does the subject influence the environment?

• Have you been dissatisfied with the subject and if so for how long?

• If you were the subject what would you do differently?

Based on these questions I can already see that it wouldn't be such a bad idea to ask employees such questions. Sure it may cause indifferences between leaders and staff but it could also close gaps and improve both leaders and staff. It's sad that such things don't get experimented as often as they could. The only thing there is to lose is possibly old unproductive ways and introduce new practices which may provide for a better future. Perhaps there is a better solution than to using questionnaires?

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