Three years ago, a virus changed the world. COVID-19 was spreading, and many companies sent their people home. The lockdown changed work forever for many, even for those organizations in which most (or all) employees remained in the workplace. Over the course of the pandemic, many have yearned for a “return to normal,” whereas others have heralded the arrival of “the new normal.”
Fear is an emotion that everyone feels many times throughout their lives—and often at inconvenient or expected moments. Even highly experienced leaders encounter this saboteur while executing routine leadership tasks. By learning how to understand and manage that fear, leaders can avoid being paralyzed by it and will therefore be ready and able to lead effectively.
Nearly everyone has been micromanaged at some point in their careers—and no one ever loves it. No one ever lists micromanagement as one of the top skills of great leaders. More than a bad habit for individual leaders, micromanagement can create several big problems within an organization, including some that might not readily be associated with it. To determine whether they’re doing too much micromanaging, leaders should ask themselves the following questions.
Whether it’s positive or negative, receiving feedback is one of the best ways for people to know if they’re doing something right or wrong. Feedback plays a key role in a healthy workplace culture, where it fosters the growth of individuals, teams, and the organization and where employee voices are valued. Unfortunately, many businesses lack guidelines about when or how their employees receive this information.
A team at its best is unstoppable in how it responds to daily challenges (and even crises) in large part because each member of that team has the potential to lead from wherever they are, regardless of their title or position. Capable of achieving great things, a balanced team of leaders has several distinguishing characteristics.