If you’re like most micro-managers, you probably don’t even know that you’re doing it, yet the signs are clear.
As a leader, you are ultimately responsible for seeing that your team fulfills the objectives they’ve been assigned. However, if you involve yourself too deeply in day-to-day tasks, “you create an organizational vulnerability when your team isn’t used to functioning without your presence and heavy involvement.” Do you constantly worry about what each and every team member is doing, and does it frustrate you if they choose to do things differently than you would? If so, you need to learn to let go and redirect your efforts to being a more effective manager. “The bottom line is: you need to stop. It’s harming your team’s morale and–ultimately–their productivity.”
http://goo.gl/S0yUga Source: Muriel Maignan Wilkins for Harvard Business Review (@HarvardBiz)
What’s an aspiring leader to do in order to avoid failing at emotional intelligence?
Technical skills, education and training matter most during the early stages of our careers because we don’t have years of work experience under our belts. “The higher you go, the less your technical proficiency at your job determines your success. Instead, you need management, people and emotional intelligence skills.” Your job evolves from completing a list of tasks to empowering others and managing relationships. You will be expected to administer your own time as well as the time of others in order to achieve results. Ensure you have the greatest impact as a leader by investing in developing your skills in relationship-building, communication and motivating others.
http://goo.gl/mp6qmj Source: Dana Theus (@DanaTheus) for Switch and Shift (@SwitchandShift)
Failure to encourage critical thinking from the team results in leaders having to figure everything out.
The best leaders learn how to manage and motivate their teams so that everyone’s contributions work in concert to achieve the best results. They understand that “one person does not possess all knowledge and that other team members may be better suited to solve critical issues.” As the one in charge, the leader should concentrate on enhancing the team’s capabilities by aiding them in their efforts, removing obstacles and encouraging them to grow their own leadership proficiencies. “Good leaders develop the skills of their teams and those leaders learn from the team as well.”
http://goo.gl/4Vidar Source: Taffy Williams (@twilli2861) for Great Leadership
“Imposter Syndrome” can derail careers as it causes otherwise qualified leaders to doubt themselves and their abilities.
Imposter Syndrome “occurs when successful and highly capable professionals feel they don’t deserve their accomplishments, or that they faked their way to success.” While it can occur in both men and women, it tends to strike women more often because they stand a greater chance of having their credentials or experience challenged during their climb up the ladder. Leaders who fall prey to Imposter Syndrome tend to become micromanagers due to a strong inner desire to prove themselves. To help counter the effects, they should find a coach or mentor who can help them objectively tally up their strengths and successes.
http://goo.gl/uaxiWT Source: Kate Everson (@EversonKate) for Chief Learning Officer (@CLOMedia)
True leaders are coaches who allow others to shine, while they themselves often choose to take a back seat.
“Strategic leaders develop compelling visions for the future of their companies” and stand out by focusing on developing the competencies of their employees. “Executives must learn to recognize when employees are capable and motivated to fill leadership roles, allowing them to take charge in order to help them develop.” By doing so, they are cultivating leadership at deeper levels within their organization “rather than creating a workplace dominated by a single powerful figure.” Productivity goes up as employees gain responsibility and authority to carry out their jobs, “enabling the company to perform tasks properly at a faster rate.”
http://goo.gl/4ZaNg3 Source: Matt Driscoll for Skip Prichard Leadership Insights (@SkipPrichard)
Mercer study examines how ‘good’ maternity leave programs can interfere with women’s career growth if not properly followed up.
Companies often tout their maternity leave policies when describing ways in which they attract and retain women. However, “in some cases, these programs are actually linked with slower projections for women to reach the executive ranks.” A study recently released by Mercer found that while companies with flexible work arrangements and maternity leave benefits do appear to attract women employees, “there was another correlation: those companies also appeared to promote women into their executive ranks at a slower pace.” Having these policies in place can lead companies to become complacent in promoting qualified women and neglect to provide them with the coaching and sponsorship they need
when they return to the workplace.
http://goo.gl/rxQYP9 Source: Jena McGregor (@JenaMcGregor) for the Washington Post (@WashingtonPost)
The COO role is becoming more visible, especially in the tech industry, which may lead to a new crop of women CEOs.
Women are increasingly drawn to the role of chief operating officer, especially at tech firms such as Facebook, Gilt and Airbnb. “It’s a plum C-suite job that comes with the opportunity to steer a company through a critical phase, be involved in every aspect of the business, and make a lasting mark.” When looked at as individuals, it becomes clear that these women “just have the right combination of business chops, operating experience and leadership,” along with a healthy dose of confidence in their own abilities. If this trend continues, it may herald “the slow, measured building of a healthy pipeline for future women CEOs.”
http://goo.gl/j59jp4 Source: Leigh Gallagher (@LeighGallagher) for Fortune (@FortuneMagazine)
While employers still like to see some consistency, the ability to reinvent yourself is becoming a sought-after talent.
Baby boomers and previous generations have typically had very linear career trajectories, often staying in one line of work or even at one company for most of their lives. In recent years many industries have undergone significant upheaval, forcing people to step back and find a new path for themselves. “Those who are nimble and can make career course corrections will have tremendous opportunities in the future.” Gaps in employment or major shifts in direction no longer carry the stigma that they may have in the past. “Moving from one career to another is all about listening, and if you are smart, it’s about responding to what the marketplace wants and realigning accordingly.”
http://goo.gl/E9PjKD Source: Hannah Seligson (@Hannah_Seligson) for The New York Times (@NYTimes)
Failure happens to everyone: Learn to move forward without letting roadblocks put a hold on your progress.
Failure can take many forms, ranging from not getting a raise you felt you deserved all the way through termination. “It all depends on what a person values, needs and expects from their employer.” Whether the failure you experienced was a result of your own actions or something that was completely out of your control, you must take the opportunity to learn from it. “The key is to know when and how to move on from it, which some people find it hard to do.” Allow yourself to grieve if necessary and understand that things will get better eventually. You will come to realize “that one little moment or one thing will not negate all the progress and success you’ve had throughout your working
http://goo.gl/jNP7f7 Source: Ashley Lauren Perez (@AshLaurenPerez)
Crack the code: Research shows that success correlates more closely with confidence than it does with competence.
In researching their book, The Confidence Code: The Science and Art of Self-Assurance,
authors Katty Kay and Claire Shipman set out to discover why women demonstrate less confidence in themselves than men. “Without confidence, we live stuck at the starting block of our potential.” Kay and Shipman found that “men don’t let their doubts stop them as often as women do and they spend less time thinking about the possible consequences of failure.” Each of us in our various roles as mentors and managers should make the effort to provide encouragement to those who look up to us. “The right words at the right moment can help someone gain the confidence they need and encourage them to succeed.”
Source: Sharon Orlopp (@SharonOrlopp) for Diversity Journal (@DiversityJrnl)
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