Here’s 3 things that effective leaders take total responsibility for. While average ones might own one or two (and bad ones none 🙈). Strong leaders don’t make excuses. They accept that – if something happens on their watch – they’re responsible. They don’t just parrot… Strong leaders take total ownership
A friend recently asked – hypothetically – what advice I would have given to Australian Olympic breakdancer, Raygun. I don’t know anything about breakdancing (beyond it being artistically and culturally complex) or elite competition. But I would encourage anyone to be sincere, try their best… What Olympic breakdancing teaches us about being ourselves
The more senior we get, the more tempting it can be to play not to lose. (As opposed to playing to win). I’ve noticed this trend amongst some leaders (and in myself sometimes). The more senior we get, the more conversative we become. At a… Bad culture punishes mistakes more than it celebrates success
You know all those amazing people who seem to have their sh!t together? Well, they all have (at least) one thing in common with you… I used to get intimidated by the many capable people I work with. Especially if they were older and more… Nobody has it all together
Is there such a thing as too much praise at work? Some managers think so. Here’s why they’re wrong. “You can’t hug your kids too much”. That’s what I told one of my colleagues when talking about encouraging our teams. Here’s why it matters. There… Is there such a thing as too much praise at work?
A plan is only as good as its outcomes. Here’s how to track progress and ensure your strategy is delivering results. It’s easy to feel good about a strategic plan when it’s fresh. But the real test is whether it delivers results. How do you… How do you know if your strategic plan is working?
Here’s the number 1 thing managers should do with their team members. It’s common sense, but not common practice. What is it? Set quarterly goals with each team member. It’s a straightforward exercise, but rarely done well. Usually because managers simply haven’t been taught how… The number 1 thing managers should do with their team members
Most managers have one on ones with their teams. But here’s what separates the best from the worst 👇. Average managers organise one on ones from time to time. Highly effective managers schedule them in advance. And stick to them. The least effective don’t have… Effective managers schedule regular one-on-ones. And stick to them
What’s the number 1 reason that most people can’t find the time to get organised? Because they’re too busy being disorganised! Many people can’t get organised, simply because they’re too busy being disorganised. As author Patrick Lencioni says in his book The Advantage, sometimes we… Most people can’t get organised, because they’re too busy being disorganised
It’s impossible to engage your team overnight. But here’s what’s possible today… It’ll only take you 30 minutes. But, in one year’s time you’ll have a team with boosted engagement, because they: And highly engaged teams are 3x more productive than merely satisfied teams. Talk… You can’t engage your team overnight, but here’s what you can do today
Turkish Olympic shooter Yusuf Dekic reminds me of a common problem in management. So many of us overcomplicate things, because of sophistication bias… This is when we ignore simple solutions in search of something more complex, innovative or clever. As a result, we – wrongly… Sophistication bias is a disease within organisations
I think we each operate in an envelope of leadership competence. When we’re calm and composed, we rise to the heights of our competence. But, when we’re under extreme pressure, we lose our leadership composure and fall to the baseline of our incompetence. Our envelope… The envelope of leadership competence
Modern leaders focus on authenticity. While old school managers are too busy obsessing about not looking weak. But, you can be a strong, authentic leader and: Modern leadership sees authenticity as the key to connection. And connection as a key lever of leadership.
70% of us suffer imposter syndrome. If you do, here’s 3 strategies for overcoming it… Harvard Business Review says that imposter syndrome usually involves: Most of us experience it. But it can be hard to shake. So, here’s four research-backed ways to overcome it, according… 3 research-backed ways to overcome imposter syndrome
Very polite leaders tend to be less effective. Whereas highly respectful leaders perform better. Here’s why… Imagine a situation where someone isn’t doing a good job. Now, imagine it was you. What would you want your manager to do? Be polite and say nothing, in… Respect > Politeness
Strong cultures flourish when organisations do three things. And weak ones prevail when they don’t. Values are a powerful tool for defining culture. Many organisations have them. But they can be little more than dusty, faded wall decorations. Here’s how to use your values to… Strong cultures are built on these 3 steps
There are three kinds of feedback great leaders use every day. But good managers don’t. Here they are 👇 The best leaders create a psychologically safe environment where there is a lot feedback. In all directions. Between peers. To the boss. And from the boss.… The three kinds of feedback great leaders use every day
The best team members demonstrate these behaviours. But other people don’t. What are they? Have you ever noticed that some people are very good at what they do AND easy to work with at the same time? They’re a manager’s dream. Because we spend more… The best team members demonstrate these behaviours
What we learn at work about relationships often helps in our personal lives too. And vice versa. Leadership is fundamentally about developing strong and healthy relationships with other people. Because, organisations are social structures. At their core, they’re a collection of interpersonal relationships. Both in… Leadership – like life generally – depends on strong relationships
One of my favourite questions to ask in one-on-ones is: “What’s one thing I could do differently to better support you?”. Or you can unpack it further by asking, “What’s one thing I could stop or start doing? Or change how I do it?”. The… A great question for one-on-ones