How comfortable are your team members in expressing emotions in the workplace? If someone cried, would they feel embarrassed, or have you created a culture where vunerability's OK?
Data can improve business performance (increase sales), forge solid client relationships and streamline operations. But, the value isn’t purely the data. It’s what you do with and how you use it to drive decisions.
Whether you strive for work-life balance, integration, or separation, the primary focus for any leader is to find time away and focus on yourself, your mental health and well-being.
Encouraging curiosity is as important as prioritising your own level of curiosity as a leader. Ask questions and invite questions from team members.
Perhaps you feel your career has been a series of lucky breaks, you were in the right place at the right time or promoted into your leadership role by fluke. You're not alone.
Emotional Intelligence is a critical leadership capability. The ability to perceive your own and others' emotions; to understand the signals, whilst managing them successfully.
For any leader, being kind, compassionate, or showing empathy doesn’t mean being a pushover. Demonstrating empathy and compassion is a successful approach to leadership on many levels.
At a high level, self-regulation is about displaying predictable and calming behaviour in front of team members, regardless of external challenges.
As a leader, you have a pivotal role in creating an environment where your introverted team members feel empowered to speak up and share their insights and perspectives.
Compassion fatigue can have a significant impact on a leader’s effectiveness and well-being, as it can hinder their ability to provide support and make sound decisions. While caring for employees is crucial, leaders should also establish and maintain healthy boundaries.
Leading a start-up run by ‘toddler-CEOs’ can be an intricate dance between brilliance and practicality. The challenges may be many, but the opportunity for transformation and growth can also be substantial.
New and middle managers who aspire to be true leaders and senior leaders who aim to create a leadership culture must work together to break free from the constraints that limit potential.
Leadership is often associated with guiding a team, helping individuals grow, and solving problems as they arise. But what happens when your team is already high-performing, reasonably self-sufficient, and for the most part seems to require less direct intervention?
One of the most important roles for any leader is to build trust and psychological safety, and to foster an environment where team members feel safe and confident to share their thoughts and feelings without fear of judgment or reprisal.
Some senior leaders believe that after many years building and running teams, that it’s impossible to change the way they lead; while others are actually afraid to make changes or to reinvent themselves. What would you do if you could start your leadership journey all over again?
Reacting defensively should never be the default response to a team member whose question or comment might be slightly controversial. Leaders need to accept that being challenged is part of their job. By welcoming challenges, they can create an environment where creative thinking flourishes.
The true test of a leader believing in their purpose often lies in their ability to persevere through challenges and uncertainty while remaining steadfast in their commitment to their purpose.
Many organisations use both KPIs and OKRs. While KPIs cover a wide range of metrics including employee productivity, customer satisfaction, and financial performance, it’s also important for leaders to focus on keeping individuals informed, interested, involved, and inspired.
When an organisation believes in you and invests in your future and your professional development by providing you with leadership coaching, it’s essential that you make the most out of that experience by being prepared.
Coaching is rapidly evolving. Digital coaching has emerged as the front-runner with a proven track record of increased learning outcomes, stronger participant engagement, and better accessibility for all.
This article doesn’t just help leaders lay the foundations for having more meaningful developmental conversations, it gives them the bricks. Whilst it may have been written with client-facing team members in mind, it can certainly apply to non-client-facing team members, too.
The path to leadership success is not solely paved by formal authority. In fact, expanding your informal authority can significantly enhance your ability to lead, influence, and inspire others.
Consciously brining conflict into a work environment should never be purely about ‘turning up the heat’ on a team that might be slacking off. Nor should it be about making people feel so uncomfortable that they self-eject.
A call to leadership requires more than just holding a position or title. It encompasses the responsibility to inspire, motivate, and guide others towards achieving shared objectives.
