Leadership | Workplace Mental Health Institute

Leadership in times of crisis

24/06/2020

Hard times are when we need Leadership more than ever. Leadership is not a part time job. It’s about showing up as a leader every day. There are no born leaders, leadership is not about being chosen. Leadership is about choosing to do the right thing that will make a difference in the most amount of lives in the shortest amount of time, that is sustainable and scalable. That’s what great leaders are all about.

Great leaders require three things. The Right Psychology, The Right Methodology, and Flexibility.

Starting with the right psychology

Crisis = opportunity. That is the psychology of a leader. Whenever there’s a problem or a crisis, on the other side of that crisis, there is always opportunity. In order for us to find that opportunity, we have to ask ourselves three questions. First, where is the good in this? Second, what can we learn from this? And finally, the third question is, how can we use this to find opportunities to improve the quality of our lives, our organizations, our families, and our tribes? You’ve got to get your psychology right.

Second, is the right methodology

This is about following a simple five step system that will make the biggest difference in the shortest amount of time that is scalable and sustainable. The five simple steps of this methodology are as follows.

A vision that outlives the leader

“Without a vision people perish.” Proverbs 29:18. You need a vision, and not just any vision. But a crystal clear vision that can outlive you. This is the only way for it to be sustainable and scalable. Your vision needs to be set up so your tribe is empowered with the opportunity to also implement the vision forever. Whether it’s within an organization, a government, a family.

How do you know your vision can outlive you? Ask yourself, “Does my product, service or organization stand for something that makes a difference in people’s lives long term?”

This is what leaders need to ask themselves, if their vision incorporates others and makes a difference -not just in their own family or their organization, but the world? Establishing a vision allows people to stand for something and not just fall for anything – especially in tough times.

Communication

The number one skill of all leaders is their ability to influence and persuade. Your ability to communicate is in direct proportion with you turning your vision into a reality. Without the ability to communicate, your vision will never be realized or accomplished. Are you communicating your vision in a way, so your tribe practically buys into it? Or are you dictating — forcing your vision upon your tribe? The second type is the fastest way to stop your vision from ever being realized.

There are two styles of leadership and communicating. There’s a Socratic way and there’s an Autocratic way. Socratic leadership is actually asking questions and enrolling and getting buy in for your vision from your tribe. It’s long term and sustainable. The second style is Autocratic, and it also works. However, it’s basically dictating and telling people what to do, which is not sustainable for the long term if you want to develop other leaders and empower them to maintain your vision.

Demonstration

In order for any vision or leader to stay on top to continue leading a tribe or an organization, the most important thing is the ability to demonstrate the core values of an organization that represent achieving the vision. Does the leader demonstrate the example of what needs to be done to empower people from the bottom to the top and the top to the bottom of the organization? This is what allows people to step up and become an example and a leader themselves.

Meaningful Education

The number one thing that empowers us to change the world is education. It’s no wonder the word education was derived from the latin word “Educere” which means “to bring forth” the best in others. Are you bringing out the best in others? Do you teach them how to think, and not just what to do? Ultimately, what changes our world more than anything, is our ability to educate and empower our people and teams to learn to think for themselves. This is how you future proof your business or organisation by creating future leaders who will carry on your vision forever.

Implementation

In times of crisis, There are two kinds of companies. The Quick and the Dead. Which one are you? Your ability to implement your vision and be nimble on your feet as a leader, as an organization — will determine how fast that you can pivot and adjust to the marketplace. The crisis or the opportunity tests your organization to sustain growth in good times and in bad. There will always be a winter, spring summer or fall in life and business. Can you weather the storm of the winter? So that in the spring, you can grow again, and in summer, you can reap the benefits and prepare in the good times as well as the bad? Your business needs to be battle tested. The only way to do that is to weather all the seasons.

Finally, the third key for leadership is Flexibility

This is the ability to adapt to the situation to be flexible and continue making a difference by altering strategies to achieve the vision. The law of the universe is “You Either Grow or Die”. and if you are not adapting to the situation, your company is going to suffer. Depending on how big of a business you have, most businesses if not all, are being forced to work on a skeletal workforce right now, during these times of crisis. Your ability to be flexible can be determined by you implementing what I call the Three W’s and the Three S’s so that you can evaluate your business every week.

Ask yourself these three questions, “What’s working, What’s not working, and What can I do differently”? Finally, once you answer those questions, you ask yourself “What should I STOP doing? What should I START doing? and what should I STREAMLINE?”

This is what I call the ultimate leadership system. At the end of the day, the only thing that changes the world is leadership, individuals putting others and the greater good before themselves. With the right psychology, methodology and flexibility. We can all change the world. Help me change the world.

John Rankins

Business Growth Expert

This article was first published on WorkLife CoronaVirus Edition

COVID 19–What is Jeff Bezos doing?

05/05/2020

In times of crisis and uncertainty, we all know that leaders must communicate – and communicate well. Amazon has over 700,000 employees all over the world. On March 21, 2020, Jeff Bezos, CEO and founder of Amazon, sent a letter to all their employees.

So, what did Jeff Bezos say to them and is there a “template” we can follow to communicate with our teams, employees, and followers? (Go here to read the full text of his letter)

I believe there are seven (7) main ideas we can replicate for those who are looking to us for leadership. And while directed to employees, Bezos’ letter also communicates the way ahead for Amazon customers, suppliers, and third-party sellers.

1. Acknowledge Reality

Bezos opens his letter with, “This isn’t business as usual, and it’s a time of great stress and uncertainty.” Your employees know we are in uncharted waters. Platitudes won’t work. All of us are under great stress. Bezos says, “Across the world, people are feeling the economic effects of this crisis, and I’m sad to tell you I predict things are going to get worse before they get better.”

2. Reinforce the mission

When Bezos founded Amazon, he knew its core purpose and message. In his original 1997 Letter to Shareholders, Bezos said, “we are working to build something important, something that matters to our customers, something that we can all tell our grandchildren about.” Bezos reinforces that original vision by saying, “It’s also a moment in time when the work we’re doing is its most critical. We’re providing a vital service to people everywhere, especially to those, like the elderly, who are most vulnerable.”

3. What we are doing now?

Bezos explains the steps Amazon is taking (and already has taken) to adapt to the dramatic increase in orders. He says exactly what Amazon is doing, “We’ve changed our logistics, transportation, supply chain, purchasing, and third-party seller processes to prioritize stocking and delivering essential items like household staples, sanitizers, baby formula, and medical supplies.

They have prioritized delivering essential items to customers most in need.
In a time when many are fearing for their jobs, Amazon is hiring 100,000 new temporary workers to get orders out. “We hope people who’ve been laid off will come work with us until they’re able to go back to the jobs they had.”

4. Gratitude

Bezos says thank you. “I’m not alone in being grateful for the work you are doing.” Let your employees know you appreciate their effort in continuing to help your clients or customers. And let them know when customers are saying thank you by passing along notes of thanks and encouragement. Employees need to feel valued, especially now. “Your efforts are being noticed…” Everyone is at risk these days, and being noticed and valued is especially important when people are working and feeling scared and unsettled.

5.Protection

Bezos explains the steps they are taking to protect workers who are not able to work from home, especially those vital workers in their fulfilment centers. Again, Bezos acknowledges reality, “When our turn for masks comes, our first priority will be getting them in the hands of our employees and partners working to get essential products to people.” And he makes a commitment that it’s not a “once and done.” “We are meeting every day, working to identify additional ways to improve on these measures.” Employees need to know this is a process that will have attention daily in this volatile time.

6. Reassurance

Let your employees know there is always a future. And leadership involves letting those who work for you, and with you, know that you are still looking toward the future and there is hope.

Bezos says, “My own time and thinking is now wholly focused on COVID-19 and on how Amazon can best play its role. I want you to know Amazon will continue to do its part, and we won’t stop looking for new opportunities to help.”

And, Bezos is personal. This isn’t just theory or rhetoric. He rightly says, “There is no instruction manual for how to feel at a time like this, and I know this causes stress for everyone. My list of worries right now — like yours I’m sure — is long…”

7. Mindset — Believe It’s Always Day 1

How has Amazon been able to react to this crisis so quickly? It all comes down to mindset.
Day 1 is not simply a list of steps or strategies. It is the mentality through which all decisions are made. It is the anchor for acknowledging and remembering their beginning values and their dogged focus on serving the needs of customers and in “delighting” customers—even in turbulent times.

It is designed to keep everyone in the company focused on doing what is right in each situation, just like the first day you were open for business. Because, like a child’s tower of building blocks, if the foundation isn’t stable, the tower will come tumbling down. And then it’s Day 2, which is “Stasis. Followed by irrelevance. Followed by excruciating, painful decline. Followed by death. And that is why it is always Day 1.”

So, can we use Bezos’ letter as a template for us to communicate well? I think Bezos’ closing words are actually the most important and essential for all of us to remember.

“Please take care of yourselves and your loved ones. I know that we’re going to get through this, together.”

Steve & Karen Anderson

Steve is a Trusted Authority on Risk, Technology, Productivity, and Innovation.

Steve and his wife, Karen, are the authors of the The Bezos Letters: 14 Principles to Grow Your Business Like Amazon (Morgan James) a Wall Street Journal, USA Today bestseller, and Forbes Top Pick for 2020.

This article was first published on WorkLife CoronaVirus Edition

My Main Peeve About Workplace Mental Health and what Steve Wozniak (co founder of Apple) told me about it

09/05/2018

I’m a pretty positive guy. I actively practice positivity and this builds resilience. But today, just today, I have to share one of my peeves, if that’s ok. Most people I meet intellectually know and agree that mental health at work is important and vital to get good results. But the thing that frustrates me and annoys me the most, my main peeve about workplace mental health, is that I have to ‘convince’ people to actually take action and do something about it. REALLY? Can you believe it? If people truly understood and believed that taking care of your employees is important, and will give you better business results, then why don’t they do anything about it? Even the research clearly shows that every dollar spent in mental health and wellbeing has an average of 230% return on investment! (and we get a much higher ROI than that!)

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Yet people are slow to act, while their profits are silently drained out of the businesses, and employees are quietly (or not so quietly) burning out. I recently interviewed STEVE WOZNIAK, Apple co-founder with Steve Jobs, and asked him what he thought about this. He confirms it – investing in wellbeing and mental health of your employees is a no-brainer. In the interview, he shares a little about his experience with and thoughts on mental health and psychology, both at Apple, and when he returned to Uni later on (under a false name)! What I love about Steve Wozniak is that he is such a great, down-to-Earth guy. He has family here in Australia, so hopefully, I’ll be able to catch up again on his next visit! This interview is interesting both from a mental health angle and also a human angle. Have a look.

Author: Peter Diaz

Peter Diaz is the CEO of Workplace Mental Health Institute. He’s an author and accredited mental health social worker with senior management experience. Having recovered from his own experience of bipolar depression, Peter is passionate about assisting organisations to address workplace mental health issues in a compassionate yet results-focussed way. He’s also a Dad, Husband, Trekkie and Thinker.

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When being the boss’ favourite can hurt your career

04/07/2017

Machiavelli once ruminated on whether, as a leader, it was better to be loved or feared. While he concluded that it is “safer” to be feared than loved, as humans we crave community and recognition from those we respect or who are in a position of leadership.

Our natural instinct in the workplace is to try to curry favor with the boss so we can be influential in the decision making process, know that our ideas are heard first or bend the ear of our leader when promotion opportunities arise. While all of this might sound great for you personally, it can actually work to your detriment in very important ways.

Envy brings out the worst in people

When you are seen as the “chosen one” in the office, your teammates and coworkers will inevitably begin to envy you. While it may appear inconsequential at first, your proximity to your boss’s power may present some challenges in doing your job. Coworkers will gradually shut you out of important interpersonal office relationships. Even those who eschew workplace friendships recognise the need for connectedness in sharing crucial work-related information and team communication. If you are seen as the boss’s favorite, you may be left out of the loop, intentionally or not.

Hitching your wagon to your boss’s horse may work against you

Currying your boss’s favor is nice while it lasts. However, bosses who tend to play favorites are also fickle in their affection. You may be the heir apparent to their job one week and at the rear of the pack the next thanks to a manager’s changing whims or perceptions. It is also unwise to attach your merit within an organization to anyone else’s. Sure, your boss is influential today, but should they lose their position or credibility, you will likely lose yours as well unless you are associated with something other than your boss.

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You begin to lose your objectivity

The idea of “groupthink” was first introduced by Irving Janis in 1972. He theorised that groups who are insulated from outside opinions are subject to faulty reasoning, a deterioration of mental capacity and a lack of moral judgment. Whether that group consists of 2 or 20, the concept remains the same. The longer you spend in the shadow of your boss, the more likely you are to insulate yourself from the differing opinions of your coworkers. Without that difference, you lose the ability to make an objective decision. This, coupled with a growing sense of invulnerability inevitably leads to carelessness and negative consequences.

So what should you do instead?

As humans we tend to want to be recognised for our accomplishments. We want to feel as though we are in positions of power to affect change for the better. In order to do this without sacrificing personal integrity or career trajectory, it is important to act decisively and methodically in your relationship with your boss.

Honesty is the best policy. Do not oversell your influence with your peers or your boss. Give credit where credit is due. Never claim success that is not yours.
Honour the workplace team. As tempting as it may be to let favoritism work for you, remember that your work team is where the majority of your tasks are accomplished. If relationships are strained, productivity plummets and your credibility dwindles.
Be impeccable with your word. If something is shared in confidence with you by your boss, do not tell your coworkers until your boss shares the information. If something is shared in confidence by a teammate, do not tell your boss but rather encourage your coworker to build that relationship.
Get to know other executives. Many people who are seen as parrots of their boss can combat this by interacting with other executives and learning from their insights. While some bosses become paranoid about losing their sidekick, most will see your desire to learn as a way to leverage your talents with other areas of the organization.

As nice as it may be to have the favour of your manager, you might find that it leads to greater stress and career hindrance rather than help.

Author: Peter Diaz

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5 Traits of Confident Leaders in Uncertain Times

26/04/2017

Trump is in the White House, the iPhone 8 isn’t far away, and now we hear robots are planning to take our jobs. Uncertain times indeed.

These days change is inevitable and guaranteed. So how do we take back some semblance of control over our lives and our careers?

The key to it, I think, is confidence.

While confidence is often defined by a self-assurance in one’s own abilities, uncertain times often work to diminish a leader’s confidence in their organisation, in their employees, and in themselves. So how does one keep their confidence when faced with uncertainty?

1. Confident leaders perceive failure as the beginning, not the end.

Paralysed by fear of uncertainty, many leaders find themselves in endless cycles of the decision making process. These leaders tend to view failure as the end – the end of their success, the end of the company, or perhaps even the end of their career. Confident leaders tend to view failure as a learning opportunity, a part of the discovery process. They do not take unnecessary risks, but rather rely on sound decision making processes to take calculated risks that will springboard them into their next success.

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2. Confident leaders rely on the expertise of others.

We all know of one manager who confused confidence with expertise, eschewing the advice of those that surrounded them. Chances are, their leadership tenure met an untimely demise. Truly confident leaders treat their role in organisations the way a conductor of an orchestra treats his musicians. Understanding that they are not a professional musician in every instrument in an orchestra, conductors provide strategic direction based on the knowledge of how the instruments work together to create the best overall sound. Likewise, confident leaders know they are not experts on every tool, mechanism, process, or skill, but provide strategic direction on how each expert can work together for the overall outcome.

3. Confident leaders own their mistakes.

In a day and age where many people try to take ownership for success while sidestep the blame for their mistakes, confident leaders take responsibility for both. Rather than relying on blame for self-preservation, these leaders instead take responsibility when they are wrong, learn from their mistakes, and move on to greater success. Miraculously, this singular characteristic also inspires subordinates to do the same, creating a culture where fear of failure no longer limits productivity and innovation.

4. Confident leaders communicate purpose.

It is easy to get caught up in the chaos of uncertain times. However, those who lead with confidence also understand and effectively communicate their organisation’s purpose. Part of a healthy psychological reward system, the concept of altruism – behaving for the betterment of others – has been shown to increase job satisfaction and increase workplace cooperation. Confident leaders understand, sometimes intuitively, how their employees’ efforts contribute to the strategic vision of the company at large. Taking this knowledge a step further, they are able to clearly and effectively communicate how the company’s overarching vision translates into action plans at a departmental level. Once their people buy into the purpose, altruism takes over, improving productivity and overall job satisfaction throughout the department.

5. Confident leaders are honest and consistent.

It is tempting to sidestep direct questions about the future of an organisation. Yet truly confident leaders understand that honesty breeds trust and a sense of safety at work. Knowing your boss will give you an honest, direct answer to your question without dancing around the issues gives employees confidence in their leaders. However, honesty must be matched with consistency. If a leader is honest with one group, but betrays that honesty with another, the perception of favouritism arises and employees are left with feelings of uncertainty about their status with their boss. Truly confident leaders are not only honest, but are honest in every situation, every time.

Many people equate confidence with arrogance. While arrogance is wrapped up in ego tied with a ribbon of insecurity, true confidence understands and embraces is fallibility. It sees mistakes as inevitable and failures as learning experiences. It acknowledges the expertise of others and revels in consistent honesty. Perhaps most importantly, confidence does not waver in uncertainty. Those who are truly confident leaders see the chaos of competitive economic times as a way to energise a lagging team and rally them to a common purpose. Uncertainty truly separates the average leaders from the great ones who seem to effortlessly turn uncertainty into opportunity.

Author: Peter Diaz

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The 4 Simple Strategies Top Performers Use To Neutralise Setbacks & Stay Confident

20/02/2017

Wouldn’t it be nice if everything you touched turned to gold and just worked? And everyone loved it? BUT, guess what? That leadership development strategy you’ve been working on for the past three months? The CEO didn’t like it. Your carefully constructed and painstakingly recruited project team? About to be decimated due to budget cuts. And that multi-million-dollar business deal you were sure you’d nailed? Fell through at the last second because someone changed their mind…In the business world, you don’t always get what you want, right?—even if you’re the boss. (if you don’t believe me, just ask your boss). In fact, you can often feel like you’re caught in the middle between helping your company advance and pressures that are beyond your control. That’s when setbacks happen.

The Psychological Impact of Setbacks

When you’re a relatively inexperienced leader or if you suffer from anxiety, these types of setbacks can be demoralising and humiliating—especially because so many people are aware of them. Sometimes, you might even feel like you’re a failure in the eyes of your own team. And that can compound your negative emotions and anxiety even further.

Setbacks produce a form of psychological pain that can warp our perceptions. As a result, we feel less capable of achieving specific goals, plus, we perceive those goals as much more challenging to attain. What’s more, we believe that whether we succeed or fail isn’t within our control.

It should be clear that when you fall prey to these kinds of misperceptions, they negatively impact your ability to do your job and most likely affect your quality of life.

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Foster Resilience to Turn Setbacks into Stepping Stones

Of course, setbacks are part of life and business. Successful people haven’t gotten to where they are without failures and disappointments, but what sets successful people apart is their resilience—in other words, their ability to bounce back from failure, maintain good workplace mental health, and keep moving forward in a constructive manner.

The good news is that you can learn how to become more resilient—and heal that psychological pain that’s distorting your perception of your abilities. Here’s what you need to do:

Analyse the setback. Take a high-level look at the incident and objectively analyse what factors contributed to your failure. Was it really due to something you did or didn’t do? Or was it an external factor?
Learn from your failures. Once you’ve determined why something didn’t work out, brainstorm what you could have done differently to produce a better outcome. Knowing you’ve learnt something from the setback will help empower you to take positive action.
Manage your self-talk. You can’t let that voice of self-doubt influence your confidence or actions. Every time you hear yourself thinking negatively about yourself, stop, and instead, think something positive about your achievements and your ability to learn from past experiences.
Keep moving forward. Avoiding challenges isn’t going to do your career or your confidence any good. Every time you do overcome a challenge or meet your goals, it helps build your confidence and strengthen your resilience.

Bouncing back from a setback isn’t always easy. But with the points above in mind, you can become more resilient and better prepared to give every business opportunity your best effort.

Remember: realising you’re only human is actually productive. It means you’re capable of learning, adapting, and moving forward after any disappointment or setback.

Author: Peter Diaz

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How do I lead authentically in a competitive culture?

20/02/2017

Most Leaders I’ve met, and I’ve met thousands of them, love the idea of being an authentic, ‘real’, leader. What about you? I love it but, and there’s a big ‘but’ here, I have to say that it’s not easy in the current competitive market. Despite the rise of informal, matrixed organisations, the majority of companies are still relatively traditional and have a hierarchical structure. And in these types of companies, it’s not uncommon to have a dog-eat-dog culture where everyone’s in competition with everyone… and one mistake can sideline you.

If you’re in a leadership position in an organisation like this, you’ve probably learned to adopt a certain management style to get things done. Maybe you relentlessly pursue your objectives, regardless of employee burnouts. Maybe you run a tight ship and exercise a lot of control over your employees’ work to ensure you hit your numbers. Or perhaps you play along with company politics—because if you don’t, you and your people will be disadvantaged.

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However, if you’re new to the company or if your conscience prompts you to question certain actions, there might be a moment when you realise that this autocratic, even ruthless management style doesn’t sit well with you. In the long run, it could even become destructive to your workplace mental health. Eventually, you could find yourself asking whether you can develop an authentic leadership style—one that aligns with your inner values—without risking a loss of respect and power and eventually becoming a casualty of the culture.

Fortunately, it’s entirely possible, and realistic, to develop an authentic leadership style, regardless of what your company culture is. An authentic leadership style doesn’t automatically mean that you have to become “soft” and wishy-washy. What it does mean is that you develop a leadership style in which your character and values are the most important factors.

It’s critical, however, to keep in mind that those can’t be the only factors that determine your behavior and actions. You need to balance them against your experience, knowledge, and the best interests of your company. For example, even if it’s in your nature to be open, you can’t always be transparent in the workplace. There are times when it’s best to keep certain information under wraps because it could have a demoralising impact on your employees. Or if you’re naturally cautious, there are going to be times when it’s not in your company’s best interest to hold off and instead, you’ll have to be decisive and take action.

It’s important to understand that becoming a more authentic leader isn’t going to happen overnight. It will take a lot of introspection, plus, you’ll have to become accustomed to using your own values as a touchstone instead of simply falling into old management habits. However, with time and practice, you can develop a leadership style that reflects who you are and what you believe in without sacrificing effectiveness.

Yet all things considered, it’s not in your control how your work environment will receive your change in management style. However, if you have to choose between being constantly stressed because your values conflict with your management style or having to find a new position where you can further develop your authentic leadership style, in the long run, the second option is probably better for your mental health and your overall wellness.

Author: Peter Diaz

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How Will You Lead Differently in the New Year

03/01/2017

There’s no one right style of leadership. Each manager needs to make decisions based on the people who make up her team and what works best for them. However, it’s also true that there is always room for improvement. And that’ll be time well spent since good leadership is strongly associated with improved results overall. The good news, it’s not that hard. By taking some time for some self-reflection and study, you can become a better leader in the new year.

Reflect on What Went Well

Figure out what your leadership wins were in last year so that you can build on them in the new year. This starts by writing down your own impressions of where you think you were successful. Think in terms of what you did that got you to a goal instead of just what was accomplished. Hint: you are looking for your own ‘pattern of success’ here.

You should also talk to employees and your manager to see what they think about the year we’ve just finished. What did they feel was especially effective? What did they find surprising or innovative?

… And on What Didn’t

None of us hit it out of the park every time. That’s ok. We are not supposed to. But we are supposed to take the opportunity to learn from what didn’t work. After writing down your wins, take some notes about what you felt did not go well. Were there times you fell short of goals? Times that you felt that you did not make yourself clearly understood to team members? Times you dropped the ball and didn’t delegate as well as you should?

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When asking others for their impressions on where there was room for improvement, it can sometimes be better to allow people to be anonymous. Consider sending around a survey or putting out a box where people can drop notes about what they think could have gone better and their suggestions for the new year. One word of caution: make sure that you yourself get into a powerful state before you review feedback. Some of it will not be pleasant. Don’t make it personal even when it feels personal. Remember, you are a leader and the aim is to take what you can out of it and learn how to lead better, not to go into a pity party. If you need to vent, go and vent with someone you respect and can guide you with wisdom, such as your executive coach.

When you are looking at how you did, you should also look at metrics that spell out hits and misses in numbers. Were there more sick days in your department this year than in others? Did you have a higher average than other departments in the company? Were your rates of turnover higher than normal or about average for your company and your industry?

Look Outside for Inspiration

If there were situations that you did not feel you handled as well as possible or areas where you feel your team has untapped potential, look for ways to change or improve your leadership to bring out everyone’s best in the coming year.

Sometimes the best thing we can do is find an example of what we want to be. Modelling your style on the style of someone who you find successful can be an excellent place to start. By looking to others, you can adopt some of what gets them their great results. Who’s the leader you admire or like the most? What is it about them you like?

A leadership coach or a mentor can help provide actionable advice about how to take your current leadership strategies and tweak them to be more effective. These individuals will have the outside perspective you need to see what you are doing well and how you can improve.

Challenging yourself in the workplace is another way to make yourself a better leader, as well. When the people who work with you see you stretching, they often feel more confident about your abilities. You will also likely learn new skills that translate well into better leadership.

Communicate with Your Team

To be effective, change can’t be unilateral. If you want to change procedures in your workplace so that you are more effective, be sure to talk about this with your team. Get them meaningfully engaged. Explain where you feel you all are at the present time, what new results you want to see and what you see as the ways to get there. Make sure you ask them for their ideas and suggestions of what they feel will help you, as a team, get there. Remember – sudden changes can make people feel unsettled or even worried about their jobs. This sort of open communication makes people feel more at ease. It also helps them understand your expectations better so that they are more able to shape their efforts to fit your needs.

Better leadership is, in many ways, the result of deliberate and thoughtful choices. By making decisions based on what you want instead of being in a place where you are purely reactive, you are better able to coax and work together with your team in the direction that will be more successful for you all. Be patient as you try putting new strategies into place. It can take some trial and error to get the results you want. Over time, however, it will lead to better results from your team and a happier, more productive workplace.

Author: Peter Diaz

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Category Archives: Leadership

Leadership in times of crisis

Starting with the right psychology

Second, is the right methodology

Finally, the third key for leadership is Flexibility

COVID 19–What is Jeff Bezos doing?

1. Acknowledge Reality

2. Reinforce the mission

3. What we are doing now?

4. Gratitude

5.Protection

6. Reassurance

7. Mindset — Believe It’s Always Day 1

Steve & Karen Anderson

My Main Peeve About Workplace Mental Health and what Steve Wozniak (co founder of Apple) told me about it

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When being the boss’ favourite can hurt your career

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5 Traits of Confident Leaders in Uncertain Times

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The 4 Simple Strategies Top Performers Use To Neutralise Setbacks & Stay Confident

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How do I lead authentically in a competitive culture?

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Expert insights and tips on how to build resilient and mentally healthy workplace cultures delivered straight to your inbox each month.

How Will You Lead Differently in the New Year

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