The first week of work is like the first day at school. You have to adjust to a new role, get acquainted with your colleagues and try to fit in as much as possible. But when your chief executive personally welcomes you, it makes settling in much smoother.
During my first week of work two years ago in the financial organisation where I am still employed, I received a telephone call from our chief executive's secretary inviting me to his office because he wanted to personally welcome me to the organisation.
At that meeting, he told me how every employee's work was vital and tied to the organisation's development, and that if I needed anything I could always email him or drop by.
For a man who was extremely busy and always jet-setting, to take the time to meet me personally was a true honour.
Since then, whenever I meet the chief executive, he always gives me his undivided attention. He has a way of making his guests and staff feel at ease.
He shares his philosophical views and often quotes words of wisdom from great men. Even in the short conversations he has with staff, where he asks us to take care of a task or inquires about an update, he always injects a word of encouragement that makes us feel motivated to get stuck into our work right away.
Our chief executive mastered one important -but underused leadership skill - making an emotional and personal connection with employees.
Although leadership is about guiding others towards a common goal, it also entails the ability to establish a personal, human connection with every team member - a one-on-one relationship.
Our chief executive has the ability to connect with his staff to show us that he appreciates each employee's effort.
Perhaps in my chief executive's case and with many other leaders, establishing personal connections with people from all levels comes naturally. Some are fortunate to be charismatic. But charisma is not a merely innate quality. It is a skill that can be developed in those who are not naturally so inclined.
Like my chief executive, give people your undivided attention. It might sound simple, but many people cannot master it and are easily distracted when someone is discussing something important to him or her.
In the midst of his countless meetings, telephone conferences and business trips, our chief executive always makes time for us, even if the issue is minor. And that itself encourages us to do more and try harder - we do not want to let him down.
If you are a leader, you have to develop your interpersonal skills - to develop the ability to reach out to people by asking them about their feelings or seeking feedback, and to be able to engage in conversation with people, whether junior or senior. As a leader, it is your role to reach out, and the first step is to establish a relationship.
Finally, as a team leader, or a chief executive of a big company, keep in mind that your emotions are contagious.
I am interested in the topic of body language and how a state of mind can not only affect the person, but those around him or her.
Research by Nicholas Christakis from Harvard Medical School states that the emotional state of a boss affects that of his or her subordinates.
When you feel down, or negative, it is advisable to do more administrative tasks and not engage much with employees, so you do not negatively affect them. And, when you are feeling upbeat, this is the time to conduct important meetings or meet new employees.
Most leaders of big organisations do the majority of their work through other people, whether they are consultants or clerks, yet many focus on the work task itself. The thing is, the quality of the results depends so much on the investment made in developing personal relationships with those who bring about those results.
Manar Al Hinai is an award-winning Emirati fashion designer and writer. She can be followed on Twitter:@manar_alhinai