When I finally had the courage to apply for and accept a leadership position in a large company, I found that leading a team was deeply rewarding both personally and professionally. The responsibilities of leadership, like giving clear direction and motivating others, challenged me. The new capabilities I built through leading a team were exactly what I needed to overcome personal obstacles and progress in my career.
I often work with leaders that are frustrated by working with peers and team members that toss around problems for weeks or even months without a solution. Problems, questions, and requests become open wounds that hold the team or organization back from making progress. They turn into focus points that drain energy from other important projects and real forward progress…
Big news! We have a brand new article on Fast Company all about delegation. Delegation is a challenging yet essential leadership skill. Do you delegate with efficiency and confidence?
If you’re a leader striving to delegate more to your team members to open time in your calendar but struggling to feel confident that they’re ready to take ownership without your direction and guidance, here are some ways to start the delegation and transition process.
Discipline is a trait of many great leaders. Individuals are often given a position of leadership because they have shown that they have the strength to follow through with producing impactful results, often in the face of challenge. Leaders learn that discipline is an important tool. When we work up the discipline to follow through on something challenging and meaningful, it feels good. When we work through resistance, we build strength and we learn more about the work, the world, and ourselves, too.
Stepping into leadership means that we guide our team toward the big-picture mission and keep positive momentum going day-to-day. Teams have objectives to work toward and it’s up to the leader to design the approach and drive progress. There is a long, continuous path to collectively take on together. Over time, amongst the day-to-day work, team members often loose sight of the big picture mission and objectives, the progress that is made, and where attention should really be placed.
As leaders, we wake up each day with certain aspiration, responsibilities, and expectations at the forefront of our attention. Attachment and drive are key factors that tether us to our objectives and motivate us to show up each day to make progress.
However, when taken to far and practice in the wrong ways, attachment severely limits us as leaders. In my new guidebook, Awake Ethics, I present four primary attachments that leaders have: attachment to our ways of doing things, attachment to results and gratification, attachment to our identity, and attachment to team members. Here I’ll talk a bit more about how understanding your relationship toward each attachment is important in order to lead more ethically and find more clarity day-to-day.
I believe that most of us can agree that we attribute our professional trajectory and successes to our early leaders that were great mentors to us. It is hard to teach someone to become a mentor. The selfless effort one puts in to being a great mentor comes from the inspiration from our own mentors […]
A team is a group of people that works together to achieve a common objective. As the number of members on the team grows, the team has more power but the dynamic also becomes more complex! There are more people to align toward the vision and practices for continuous communication become very important. Feedback is […]
Throughout my time in the corporate world as a team member and leader, I found that, at any given, time teams fall into one of four categories: Obviously Category A looks most desirable to any leader, right? Category A teams have a solid team dynamic that enables relatively effortless and enjoyable collaboration. These teams are […]