Easy Way

People say,"A leader should be inspiring." Easier said than done.
For a long while, I have had subordinates. I had them from 12 to 25 to just 2. Now, I had five direct subordinates with around 30 staff altogether. You are absolutely right when you guess that this is going to be about that subordinate-leadership stuff. It's not too late to escape. Go. NOW. Hihihi.

Anyway, I had around 12 people a.k.a teachers under my supervision when I was only 28. That was my first managerial position. My boss gave me a hard-headed older teacher, a deadwood, some teachers with serious administrative problems, a snappy teacher who must be addressed with soft voice no matter how loud she yells, a senior teacher who falls for my special approach, a teacher with a great potential but had low self-esteem and a bunch more. I don't mention this 'bunch' not because they're not important. On my10-as-the-highest-score scale, their attitude is still between 7 to 10. Gathering them in meetings or even notifying good or bad news to each of them requires special approach.

And then the number rose to 20 people a.k.a teachers when two of my colleagues left the office. The challenge was the time and the energy. At that time, many slots had no stand by teachers. At times, we had to create scenario one, two or even three. The best one is, of course, scenario one when everybody was in and I could teach my own class 'peacefully'. The second scenario would be the one involving a teacher going back and forth. He must teach two classes at once and we had to arrange the scheme based on the floor list and the rooms which teachers are available. Or, which teachers are willing to teach two classes. This decision could be taken at the last minute involving the staff calls to my cell when I was in class. And then the third scenario: combined classes. Besides the levels, the classrooms and the mapping, teachers should be notified. Sometimes, persuaded.

Things didn't involve that many people when I was in a new position as a CS staff. However, educating my staff with his own special needs and considerations put my creativity, intelligence, patience and wittiness at work again.

And now, I have a bigger crowd to manage. To lead. Managing is quite an easy stuff. I have had my experiences as references. But leading?

Creativity, patience, perseverance, wittiness, unselfishness, intelligence, social skills, I know. I learn endlessly second by second. It's that 'burden' thing that I can't handle quite well and gracefully yet. It just seems so easy to burst and tell the people around how lousy this is. How pathetic these people are. How principles and paradigm has changed. How dissatisfied one can be. I have seen some people telling their subordinates these things just to show how hopeless they are to the challenges they face. Or to, implicitly, tell people not to blame them when something goes wrong. Oh, what an easy way out. Never have I had any of that intention. Though hard, I intend to keep my stand on it. Insya Allah.