One of the areas where I never acted as a giver is my management position at the organization where I am currently working. To me, it was critical to address this issue and act more as a matcher/ giver and not a taker because I felt like this experience would be helpful. I found out that altruistic behavior is practically one of the biggest assets available to an organization (Grant & Rebele, 2017). Looking back at my experience being a giver manager for the first time, I can tell that I liked how things went. Not surprisingly, I was able to stabilize relationships with my colleagues, and the latter became much more responsive than before. It is not that I had been rude and nonempathetic before, but being an altruistic giver opened new perspectives in terms of managing people right in front of me.
Most definitely, I would recommend everyone who holds an administrative or leadership position to try being a laid-back person (Grant & Rebele, 2017). Since I changed my approach to managing people, I have seen performance levels rising and more people coming to me with their personal and workplace problems and questions. From what I can tell, there is a rather thin line between being not so altruistic and overly empathetic. To find the balance, it is important to become a knowledgeable giver who is interested in seeing their team win (Grant & Rebele, 2017). Despite the benefits of being altruistic and helping everyone, I would also like to notice that a great deal of control should also be in place (meaning authoritative leadership, not authoritarian) to create a perfect workplace.
References
Grant, A., & Rebele, R. (2017). Beat generosity burnout. Web.