Sensory and perceptual system can mean for instance, if you touch a person on the shoulder with intent to show support or empathy, but he/she shrugs and walks off from their rejecting your gestures. The feeling that was experienced in the moment and the interpretation of the event is the result of the sensory and perceptual system. The perception of the event can be understood and elaborated depending on the relationship with the person, opinion towards the person, like and dislike towards the person, overall experience (brief or long), your state of mind and emotions in that moment and so on.

Let’s say, you share a good bond with the person, but you didn’t appreciate the idea of him rejecting your gesture, there is a high possibility you might give him benefit of doubt. On the other hand, you share not so good relationship with the person but still you extended a gesture of support. His rejection of the gesture, might not go down well. The interpretation of this can be, “My opinion about him is right, he always shows a bad attitude”, and the animosity grows.

The response to this event has been linked to the senses and perception of the person throughout ones experience. Hence, one can work on developing leadership skills to align with their personality attributes and cater to the needs and group of people one would be leading with the following -

  • Informal Influence:
    As a leader one has been given formal authority and leaders have many opportunities to exercise the same. But does formal authority guarantee healthy and positive informal influence?

    To create informal influence, one must bond well with all the team members (with all age group). In personal influence, team members find leaders approachable, confronts their challenges and opinions, willingly share their mistakes and failures and can be seen to having open dialogues. Informal influence does not mean, team member or leader taking undue advantage of each other or following unethical practice.
  • Personal touch:
    Let’s say you join a vessel, and your subordinate informs that officer A is inefficient or have been displaying bad attitude or Officer A has excellent technical skills or amazing team member. In this case, we have formed an opinion about officer A. As is human tendency, we will approach the person with the information that is been fed.
  • No preconceived notions:
    Understanding your own strengths, weaknesses, values, and emotions is crucial for effective leadership. Reflect on your leadership style and how it impacts others.

    To avoid unbiased behavior, one can hold on the information been fed and evaluate him/her purely on the professional skills he is displaying. Further, you may corelate the information received and arrive at a conclusion towards the person that is fair and free of personal preferences.
  • Acknowledge and Appreciate:
    3 secrets from ‘The New One Minute Manager’ by Spencer Johnson says, plan goals together and describe them briefly and clearly. Keep it short, clear, and crisp. Praise people as soon as possible. Specify the actions, behaviors that lead to desired outcome. It can be done in a group. Make one minute re-directs (to address mistakes). Discuss where it went wrong and how it can be worked on. Don’t hold on to resentment. This can be done in private.