As leaders, we almost always have great intentions, but our intent isn’t always the same as our impact. In this episode we explore three principles for leaders when thinking about intent versus impact.
Having a mentor provides a wide range of benefits beyond development, including higher pay, more promotions and greater career satisfaction. But asking for a mentor isn’t always easy or the best approach.
What can prisoners teach us about performance ratings? And how can we better measure performance and support development as leaders? Check out the research and some ideas that will help improve the way you lead.
Over 50 years ago Bruce Tuckman described four stages of team development - forming, storming, norming and performing. This week we explore whether these stages still apply, and the implications for leading in an increasingly complex world.
Research demonstrates that 90% of the initial impression we form about people is based on two factors - warmth and competence. It also turns out these two factors are difficult to combine. So how do we demonstrate both warmth and competence as leaders?
Motivation - what’s the point? And how do we motivate people as leaders? This week I outline the four factors most important for motivating people at work, and focus in on practical ideas to increase a sense of purpose.
Research shows that leaders typically avoid giving feedback, particularly the further away performance is from expectations. This week we look at a feedback structure that focuses on behaviour and the impact we have on others.
Demanding jobs can actually be a good thing for us, provided we have a sense of freedom and control. Without this control, the negative health effects are dramatic. This podcast includes two ideas for improving control.