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. When the team loses sight of achievements and isn’t clear in terms of what is truly building toward your definition of “success”, frustration builds instead of positive progress. I began acknowledging and documenting individual and team wins when I realized the need to positively motivate my team, periodically lift us out of the weeds of the work to see the big picture, align our focus around what really matters for us to achieve success, and build our collective confidence.
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 … Continue reading 10 Ways to Take Your Mentorship Practice to the Next Level
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 … Continue reading Unleash the Power of Positive Feedback
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 … Continue reading What are Category A Teams?
As leaders, we must learn to hand off work in order to scale our teams and develop our team members. However, how do you learn who to delegate to and how do you do it in the right way?
A primary part of a leader’s role is to support the team in reaching objectives. This involves keeping the team aligned on what the objectives are, ensuring the team has the resources to execute the work, and keeping the work engaging so the team develops and remains enthusiastic. In this post, I’ll detail the key differences between quantitative and qualitative objectives, provide insight on how to make your quantitative objectives impactful, and provide some ways to begin finding balance and new energy on your team.
Mind mapping is a powerful tool we can use as leaders to balance our logical thinking processes with expansive, innovative thinking about how to approach our work. We can also better understand and achieve our objectives with our teams. In this post, I will describe the benefits of mind mapping I have experienced, the key aspects of mind mapping that make it impactful, a how-to guide for getting started, and explained examples.