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Leadership

6 Strategies for Leading Through Uncertainty

6 Strategies for Leading Through Uncertainty

By Leadership, Personal

“It seems that any given week provides ample reminders that leaders cannot control the degree of change, uncertainty, and complexity we face. The authors offer six strategies to improve a leader’s ability to learn, grow, and more effectively navigate the increasing complexity of our world. The first step is to embrace the discomfort as an expected and normal part of the learning process. As described by Satya Nadella, CEO of Microsoft, leaders must shift from a “know it all” to “learn it all” mindset. This shift in mindset can, itself, help ease the discomfort by taking the pressure off of you to have all the answers.” -HBR

Read the 6 Strategies for Leading Through Uncertainty here 

6 Leadership Paradoxes for the Post-Pandemic Era

6 Leadership Paradoxes for the Post-Pandemic Era

By Leadership, Personal

In order to continue to adapt to this new era, leaders need to upgrade their skills and capabilities. HBR’s in-depth research shows the companies that perform the best actively invest in a wide set of characteristics rather than relying solely on their areas of strengths. The successful characteristics identified throughout their data align with the six paradoxes of leadership described in Blair Sheppard’s recent book, Ten Years to Midnight.

Read the 6 Leadership Paradoxes for the Post-Pandemic Era here

 

What Does It Mean to Be a Manager Today?

What Does It Mean to Be a Manager Today?

By Leadership, Personal

Managers used to be selected and promoted largely based on their ability to manage and evaluate the performance of employees who could carry out a particular set of tasks. Recently, three disruptive, transformative trends are challenging traditional definitions of the manager role: Normalization of remote work, automation, and changing employee expectations. To be successful in this new environment, managers must lead with empathy. This will require organisations to develop their managers’ skills, awaken their mindsets to manage in new ways, and create the capacity across the organisation to enable this shift.

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Giving hard feedback

Giving hard feedback

By Leadership, Personal

“When giving hard feedback they become harsh, clinical, calculative and unemotional. All the flexible kindness is
replaced by rigid compliance. This often comes out when a leader needs to give their people feedback. Giving feedback is a critical role of leadership, yet the way in which it is given can leave the person on the other end feeling
confused. After finding themselves on either side of this negative experience, we often see people change. They turn into one of these persona’s you might recognise: Jekyll & Hyde, The Drill-Sergeant, or, Mr Nice Guy.” – Empathic Consulting

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Managers, Adjust Your Expectations (Without Lowering the Bar)

Managers, Adjust Your Expectations (Without Lowering the Bar)

By Leadership, Personal

“In addition to the numerous, tangible challenges many employees now face in getting work done, there are several intangible challenges that we all face that greatly reduce our capacity to do work. These include: emotional and cognitive fatigue, compassion fatigue, and physical fatigue. To support their employees, managers must recalibrate their expectations, at least for the short-term. The author offers three ways to do so…” – HBR

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