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Many of us are still leading teams remotely. With all the video conference calls we need to be on, there is a chance we are pulling back from some of the critical opportunities that create connection.
A recent report by Michelle McQuaid and her colleagues at The Wellbeing Lab provided some interesting insights on how communities can increase the wellbeing of their members. The report confirmed that leaders have a big influence on the wellbeing of those who they lead. The interesting aspect was that the impact was actually greater on the leader themselves. There are two actions you, as a leader, can take on right away.
What do you look for when bringing a new member into your team? When we focus on the way they will fit into the current team, we are limiting our ability to take the team to the next level.
Mihály Csíkszentmihályi, a Hungarian psychologist, coined the phrase “FLOW” that describes a healthy mental state in which a person is so immersed in the task at hand that it creates a focus and engagement that increases effectiveness.
What is worse than being fired? Being ignored. As a leader, ignoring one or more team members is a form of punishment, and most of us never think of the impact.
As we work through the hybrid workplace, potential shortage of workers and an increased demand for goods and services, we, as leaders, need to realise we just got a wake-up call. Culture matters more than ever.
From a recent review of several hundred leaders, who received feedback from The Leadership BluePrint™, interesting patterns have emerged, most notably in the area of Goals.
Getting locked into how something needs to be done can often hold back our teams and ourselves. When we Connect the Dots by focusing on the “why” of our project, we engage our team into a purpose that drives action and accountability.
With many organisations now balancing hybrid working arrangements, it has never been more important to focus on clear and consistent communication, from both leaders, and staff. Here are 6 tips to help:
None of us likes to be micro-managed by others, and yet many leaders will micro-manage at times. To Energise Action, we need to understand how to avoid the three common ways that we micro-manage.
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