Commentary around the effectiveness of negative feedback is mixed, with people often highlighting the adverse impact that it can have on individuals. But is there a way to make negative feedback, well, less negative?
Working 9 to 5 may not be the best way for everyone to maximise their productivity. In this episode we look at the science of chronotypes, and how leaders can use our natural sleep/wake cycles to get the best out of their people.
How do leaders create an environment where people thrive? This week we look at the importance of leadership styles in helping to bring out the best in our people.
How safe do you feel at work to speak up, raise an idea or a concern, or to try something new? This week we look at psychological safety, and how it has an unexpectedly hard edge.
The self-fulfilling prophecy describes how our expectations of others can lead them to act in a way that confirms those expectations. As leaders it’s time to reset our expectations so we can get the best out of our people and stop holding them back.
Being able to effectively manage change is an essential skill for any leader. In this episode we explore the stages of change that people work through, and what they need from their leaders to support the change.
Learning new things can be painful. Understand why that’s the case can help us, both as learners and leaders, to become more effective. This week we look at a framework to help us understand the predictable stages of learning, and what that requires from us as leaders.
Conflict - love it or hate it, you’re going to end up facing conflict at some point. In this episode we discuss some ways of tackling conflict head on.
As the end of the year fast approaches, we take a look at goal setting - something we all know a lot about, and yet we’re lousy at it. Here are four ideas that might help.
As leaders, there’s always a risk of blaming people rather than processes. This week we look at a technique that helps us to avoid playing the blame game.
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?
Email is a great tool that can also be a huge distractions. Research shows that if we don't control our inbox, it will end up controlling us. This week we look at some ways to tackle that.
When you ask employees about the best thing about the place where they work, they often say "the people". Here are four ideas of how leaders can build connections and collaboration at work.
