Effective management v micro-management? Do you check up or check in? – Discovery in Action. How to Lead When Your Team Is Exhausted — and You Are, Too. As we head into the second wave of Covid-19, you and your team may be feeling foggy, cranky, and fatigued.
The adrenaline of the first wave is over and, while good news about a vaccine is on the horizon, getting through the winter may be the... “What happened to my resolve?” A leader remarked in the middle of a session. We were discussing how he and his team were navigating the second wave of the pandemic and responding to the breaking news that a vaccine might be on the horizon. On the surface, everything was fine: The business was thriving and his company was in a good position.
Still, that remark captured his true concern: On a personal level he was experiencing a loss of agency, determination, and energy. As we dug through the layers of the organization, it turned out that the feeling was widespread among other leaders and managers. The same is likely true across a broad range of companies and sectors. It feels like the whole world is tired. Psychological safety and leadership development.
When employees feel comfortable asking for help, sharing suggestions informally, or challenging the status quo without fear of negative social consequences, organizations are more likely to innovate quickly, unlock the benefits of diversity, and adapt well to change—all capabilities that have only grown in importance during the COVID-19 crisis.
Yet a McKinsey Global Survey conducted during the pandemic confirms that only a handful of business leaders often demonstrate the positive behaviors that can instill this climate, termed psychological safety, in their workforce. Audio As considerable prior research shows, psychological safety is a precursor to adaptive, innovative performance—which is needed in today’s rapidly changing environment—at the individual, team, and organization levels. Fortunately, our newest research suggests how organizations can foster psychological safety. Make Your Meetings a Safe Space for Honest Conversation.
Dr Kirstin Ferguson reveals the one trait all great leaders possess. What role does a leader play in times of strife?
Most would agree that in moments like these – when the world has been brought to its knees by unprecedented global health and racial pandemics – exceptional leaders rise to the top with transparency, authenticity and empathy. People like Dr Kirstin Ferguson, whose energy and enthusiasm for her purpose – making good leaders truly great – knows no bounds, even in the precarious moment we are speaking. When we meet over Zoom, I’m immediately struck by her optimism and passion for her work and the future. A business leader, company director and leadership coach to some of Australia’s top executives, it’s no surprise she’s a much sought-after speaker and corporate advisor.
“Every single one of us is a leader, regardless of what it says on our business card.” – Dr Kirstin Ferguson. How to Manage Your Former Peers. Becoming the boss is an exciting transition, but it can also be a nerve-wracking one.
This is especially true if you are now managing people who used to be your peers. You need to establish your credibility and authority, without acting like the promotion’s gone to your head. How you walk this line will depend on your organization and your leadership style, but here are some general rules to make any transition smoother. What the Experts Say “If you take a typical group of mid-level executives and ask if they’ve ever been promoted to lead their peers, 90% of them will say yes,” says Michael Watkins, the chairman of Genesis Advisers and author of The First 90 Days and Your Next Move. But being in good company doesn’t make it any easier. What to Do First When Managing Former Peers. You just learned that you’ve been promoted and will now be managing a team of your former peers — exciting news!
That is, until the moment you realize that your good fortune means disappointment for your coworkers who didn’t get the job. When you’re promoted over people who have always been friends (or rivals), the power relationship is inevitably altered. I’ve been working with teams for two decades, and the one thing I can almost guarantee is that there will be awkward moments as you transition from team member to team leader. 2021 Global Human Capital Trends. Increasing Accountability Through Leadership. Have you ever griped about employees’ lack of initiative?
Grumbled over their unwillingness to take ownership of projects, processes, and problems? Then just shook your head, thinking there is nothing you can do to boost accountability? The challenge for organizations is that accountability is intrinsic. What People (Still) Get Wrong About Emotional Intelligence. Many people assume that having emotional intelligence means being“nice.”
But this perception obscures some fundamental benefits to developing one’s EI. For example, simply saying someone is nice can belie... In the 25 years since my book Emotional Intelligence was published, one of the most persistent things I see people get wrong about the concept is that it equates to being “nice.” But it doesn’t, and misunderstanding this can get people into trouble. The first thing that often comes to mind when someone says a colleague is “nice” is that they’re pleasant to work with. On the flip side, especially in some competitive business contexts, I also see niceness interpreted as someone who tries to avoid confrontations and is thus easily manipulable. In fact, being skilled in each of the four components of emotional intelligence would allow you to have confrontations when you need to, and to do it more strategically and productively.
Leadership Run Amok: The Destructive Potential of Overachievers. A leader’s hunger to achieve—to continually be the best—is a major source of strength for any organization.
It fuels innovation, productivity, and growth: companies would be lost without it. But taken to an extreme, the drive to achieve can damage an enterprise. To meet ambitious goals—a revenue aim, a sales target—overachievers command and coerce employees rather than coach and collaborate with them. Emotional Intelligence Has 12 Elements. Which Do You Need to Work On? Although there are many models of emotional intelligence, they are often lumped together as “EQ” in the popular vernacular.
An alternative term is “EI,” which comprises four domains: self-awareness, self-management, social awareness, and... Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. Open, honest and effective: what makes Jacinda Ardern an authentic leader. The qualities that have made Jacinda Ardern New Zealand’s most popular prime minister in a century were on display this week as she took an earthquake in her stride during a live television interview.
“We’re fine,” she declared cheerfully as the 5.9-magnitude quake shook New Zealand’s parliament house in Wellington for 15 seconds. “I’m not under any hanging lights.” Her coolness under pressure, self-discipline and the decisiveness of her government’s response to the COVID-19 pandemic has led some to call Ardern the most effective national leader in the world. But the key ingredient to her popularity and effectiveness is her authenticity. Google spent 10 years researching what makes a great manager. They found these 10 things - Not-For-Profit People.
Research shows that managers matter. Employee engagement is linked to productivity, quality (fewer errors), lower turnover, less absenteeism and theft, and fewer safety incidents; and guess what: 70% of employee engagement is accounted for by team managers. But that wasn’t always a known fact. That’s how, back in 2002, tech giant Google decided to get rid of all it’s managers, having decided that they were a layer of bureaucracy that it didn’t need. Needless to say it didn’t go well. Psychological safety: an overlooked secret to organizational performance. Have you ever worked on a team with low psychological safety? How about with high psychological safety? Chances are you could probably answer these questions without even knowing the full definition of this concept. We have worked in both situations, and the differences in effectiveness are stark. Every New Employee Needs an Onboarding “Buddy” Bringing a new employee onboard is both an exciting and stressful time.
And while managers play a critical role in shaping a new employees’ first weeks and months, a broader team effort can ensure the experience is both positive and productive.... Bringing a new employee onboard is both an exciting and stressful time. And while managers play a critical role in shaping a new employees’ first weeks and months, a broader team effort can ensure the experience is both positive and productive. Over the last few years, Microsoft has been working to improve its onboarding process. At the outset, we learned that a seemingly simple action — managers having one-on-one meetings with their new hires during their first week on the job — has outsized benefits. Onboarding buddies provide context. 3 Reasons Your Company Needs a Mentoring Program. Doing business today requires having low-cost, yet high-quality, solutions. Starting a mentoring program in your business allows you to capitalize on your greatest resource, your employees.
Strategically developing their talent contributes to the company's growth, innovation, and bottom line. It shows management's support, interest, and concern for an employee's potential with the company. The psychological ingredients of high-performing teams - Work Life by Atlassian. What It Takes to Coach Your People. You know you need to coach your employees. What Is Psychological Safety at Work? As research on diversity and inclusivity stacks up, most HR and senior executives agree: Organizations benefit from diversity of thought. Groups made up of people with different life experiences bring together many valuable perspectives.
And diverse groups are better able to recognize problems and offer up creative solutions than groups of people with similar life experiences. But what if some team members don’t feel comfortable speaking up? Guide: Understand team effectiveness. Much of the work done at Google, and in many organizations, is done collaboratively by teams.
The team is the molecular unit where real production happens, where innovative ideas are conceived and tested, and where employees experience most of their work. But it’s also where interpersonal issues, ill-suited skill sets, and unclear group goals can hinder productivity and cause friction. Following the success of Google’s Project Oxygen research where the People Analytics team studied what makes a great manager, Google researchers applied a similar method to discover the secrets of effective teams at Google.
Guide: Identify what makes a great manager. Six tips for the difficult conversation with a remote employee who's underperforming - Not-For-Profit People. With the pandemic forcing many organisations to move to remote working almost overnight, there have been different levels of success in shifting to the new set-up. The remote working environment has seen some employees flourish, while others have found it difficult. In addressing the underperformance of the latter, managers must balance the need to be compassionate about the challenging times, with making sure that the right outcomes are reached.
How to conduct an effective performance review remotely - Not-For-Profit People. For most in the NFP sector, 2020 has brought new experiences of working remotely. Decision making during the coronavirus crisis. This article is part of a series Leadership in a crisis: Responding to the coronavirus outbreak and future challenges. To weather a crisis, build a network of teams. Integrative awareness: Staying calm and optimistic in a crisis. Cultivating compassionate leadership during Covid-19. The boss factor. Report Beyond Decision Bias. Thriving during a pandemic: What moves the needle on organizational health. Driving organizational and behavior changes during a pandemic. A model for effective change management.
Winning hearts and minds in the 21st century. From supervisor to team leader - Discovery in Action. 7 killer questions that fundamentally shift a conversation - Discovery in Action. Circle of concern v Circle of control - Discovery in Action. Influence model and shifting mindsets during COVID-19. Influence model and shifting mindsets during COVID-19. HR says talent is crucial for performance. Why capabilities are key in the postpandemic era. Addressing the 5 Sources of Employee Demotivation. The Genie Is out of the Bottle: How Leaders Can Adapt. What is leadership, and who is a leader? Leadership Skills Needed in the Future Uncertain World. AIM How Australian industry has responded to the COVID 19 pandemic Infographic. 3 Key Leadership Questions to Answer Now. 3 Ways Great Leaders Use Creativity to Engage Others. Mihaly Csikszentmihalyi: Flow, the secret to happiness. Developing Resilience - Bounce Back from Setbacks with MindTools.com.
Adapting to Change Requires These 3 Types of Flexbility. After COVID-19: An executive’s guide to operational recovery. Six Emotional Leadership Styles - Leadership Skills From MindTools.com. Emotional Intelligence Has 12 Elements. Which Do You Need to Work On? Louise Thomson LinkedIn Self leadership social leadership and Strategic leadership. (16) UNITING: Leading Others - A Focus on Coaching. (1) What opportunities will you seize to define your 'new normal' as a leader? (16) How do we determine and manage performance during times of crisis? (16) Advice for leaders who may be struggling and now need to lead remotely.
Top 25 Leadership & Management Blogs - Hubworks.