Leadership Today Podcast

Summary In this conversation, Andrew Beveridge speaks with Brad Englert, founder of Brad Englert Advisory and author of 'Spheres of Influence'. They discuss the importance of mentorship, building genuine relationships in business, and the significance of understanding both internal and external spheres of influence. Brad shares insights from his extensive experience in IT and leadership, emphasising the need for proactive customer service, the power of apology, and the challenges of influencing without formal authority. The discussion also touches on the dynamics of hybrid work environments and the importance of maintaining connections in a remote setting. Learn more about Brad and access a free chapter of his book - https://bradenglert.com/podcast/   Takeaways Mentorship is a two-way street, involving both giving and receiving. Understanding your boss's expectations is crucial for success. Building genuine relationships can lead to long-term success. Proactive customer service is more effective than reactive fire drills. Apologising can build trust and strengthen relationships. Long-term relationships can lead to unexpected opportunities. Creating a positive organisational culture requires clear communication and values. Navigating crises requires preparation and strong relationships. Influencing others without authority is a key leadership skill. Hybrid work environments require intentional relationship-building.   Chapters 00:11 Introduction to Brad Englert 03:26 Understanding Spheres of Influence 10:13 Building Genuine Relationships 16:24 Cultural Transformation in IT 23:04 Navigating Crisis and Change 28:58 The Power of Apology 32:24 Communication and Clarity in Leadership 36:52 Understanding Expectations and Influencing Upwards 39:29 Building Customer Relationships 45:02 Influencing Without Authority 48:46 Navigating Hybrid Work Environments 51:59 Looking Ahead: The Future of Leadership

Summary We each have mindsets that we bring to our leadership. In this final of a five part series, we explore Drive for Growth and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 225 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this final of a five part series, we explore Drive for Growth and the role it plays in The Leader's Mindset. We are continuing to explore The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the  previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta Continuing our journey metaphor, we can be clear about where we're going, have a positive attitude towards that journey, and even be great at identifying various options to get there, but without Drive for Growth we won't make progress. Drive for Growth is like momentum and making forward progress on the journey. With a Drive for Growth mindset, a person will be motivated to keep going and persist even when things get hard. They push themselves to standards that are greater than the minimum that's expected. Without a Drive for Growth, a person tends to give up when things become difficult to achieve. They also find it hard to get going on a task they know will be difficult. Sometimes it can feel like some people are just born with higher levels of drive and motivation, but we can all develop and improve our Drive for Growth. Here are five practical ideas you can use: Boost Your Mood: Procrastination is about putting short term mood repair over long term results. We procrastinate because it makes us feel better in the moment. Research demonstrates that boosting your mood by completing an activity you enjoy makes you less likely to procrastinate. Whether it's going for a quick walk or talking with a colleague, take a few moments to boost your mood before you begin. Start Small: Getting started can be the hardest part of pursuing any goal. Identify a small first step you can take to make progress. Dedicating a short amount of time such as 10 to 15 minutes to begin can also be a useful approach. You can then add another 10 to 15 minutes on at the end, as you're likely to be more motivated once you get started. Review Why It Matters: It's challenging to make progress when we lose sight of why our actions matter. Think about your broader goals and sense of purpose in life. Identify how activities align with this purpose to give you that extra motivation. Reflect on Progress: Take stock of the progress you have already made. Think about where you were a month or a year ago and reflect on what you've learned and how you've grown. This will help to build your confidence and motivation to keep going. Recognise That Growth is Difficult: Learning anything new is uncomfortable. Feeling awkward and wanting to give up are natural responses to trying any new activity or pushing ourselves out of our comfort zone. It doesn't mean that you lack potential. Push through the awkwardness towards growth and improvement. Becoming comfortable with feeling uncomfortable is a key part of a Drive for Growth mindset. Choose one of these to practice over the coming week. That's our final episode in this series on The Leader's Mindset. If you found the episodes and Mindset to Action assessment helpful, please share them with a friend or colleague. We are committed to sharing resources that help everyone with their leadership and you play a big part in spreading the news. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary We each have mindsets that we bring to our leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 224 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this fourth of a five part series, we explore Options Thinking and the role it plays in The Leader's Mindset. We are continuing to explore The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the three previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta We often aren't great at coming up with multiple options when we encounter challenges. Typically we will generate one option, and then become stuck if that option doesn't work. Options Thinking is like identifying various pathways to the destination on your journey. With Options Thinking, a person identifies ways around emerging challenges and problems. They are confident in their ability to come up with another way around obstacles they might face. Without Options Thinking, a person gets stuck when things don't go to plan. They find it hard to identify new ways to reach their destination when the first pathway is blocked. So Options Thinking has two parts - the identification of options up front, and then immediately focusing on options when you become stuck. There are five ways you can build your Options Thinking: Brainstorm Options: When you face an obstacle, immediately start to brainstorm options. Recognise that option generation and option evaluation are two distinct steps. If we are trying to evaluate our options while we generate them, we will often throw out too many options that could have merit. Instead, spend time generating multiple options before evaluating them. Ask Yourself Questions - Use these questions to help prompt further options: What are your options moving forward? What else might you do? What has worked so far? How could you do more of that? Who else could help? What are the pros and cons of these options? What are the easiest options that will have the biggest impact? Engage Others: Ask a trusted colleague or friend to help you generate new options. Having someone asking you for further options and guiding you towards new areas to consider is extremely helpful. It's often even better if the person isn't close to the problem so they can take a more objective view. Change Your Setting: Consider where you come up with your best ideas. Most people develop their best ideas when they're relaxed, maybe having a shower or going for a walk, and when they're interacting with others. Make sure you give your brain time to relax and consider options, and bring others around you to bounce ideas off. Reflect on Past Successes: Take time to reflect on moments when you have overcome challenges or worked through adversity. Reflecting on our past successes can encourage us to keep going and generate new ideas to move forward. As always I encourage you to select one of these to practice over the coming week. In our final episode of this series we are going to explore Drive for Growth. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary We each have mindsets that we bring to our leadership. In this third of a five part series, we explore Optimistic Outlook and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 223 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this third of a five part series, we explore Optimistic Outlook and the role it plays in The Leader's Mindset. We are continuing to explore The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to the two previous episodes first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta When I talk about mindsets, the most common one that people think of is optimism and pessimism. Optimism has lots of positive benefits, particularly when you combine it with the three elements of hope theory covered in the Mindset to Action assessment. Combining the two overcomes the main shortcoming of optimism, which is its lack of direction and momentum. Just looking at the world in a positive way and expecting good things to happen doesn't take you anywhere - you need clear goals, openness to options, and the drive to push you forward. Continuing our journey metaphor, Optimistic Outlook is like the perspective you bring to the journey. A person with an Optimistic Outlook thinks positively about the future, expecting things to go their way. They see the future as positive. A person without an Optimistic Outlook mindset focuses on the negatives and what can go wrong. They anticipate more bad things to happen than good things. I'm often asked if it's possible to have too much optimism. The research suggests this is the case, but that it's pretty rare. For example, with extremely high levels of optimism I may be reluctant to take personal responsibility when things go wrong. What is more common is so-called toxic positivity, which describes a culture where people only focus on the positive and ignore challenges, criticisms and issues. The Leader's Mindset is all about tackling challenges and making progress, therefore avoiding this potential trap. The Mindset to Action report provides five ways of building and maintaining an Optimistic Outlook. Gratitude Journal: Write down three new things that you are grateful for each day. This will help you to focus on the positive things happening around you that are so easy to miss. Before long, you will have trained yourself to focus more on the positive than the negative in your work and life. Consider the Three P's: Martin Seligman describes three ways in which optimists and pessimists think differently in both good and bad situations - personal, permanent and pervasive. When things go wrong, an Optimistic Outlook involves: Personal - not automatically blaming ourselves, but rather accepting the outside forces that have contributed to the situation Permanent - not extending the bad situation out, but realistically appreciating that this will pass and that other good things are probably happening Pervasive - not extending the challenging event to all aspects of our life, but rather compartmentalising it to one aspect of our life When things go right, an Optimistic Outlook includes: Personal - seeing the role that we played in achieving a good outcome Permanent - extending out the good result over time, and making sure we reflect on the good things that are happening in our lives Pervasive - using the good result to flow into other aspects of our life Tame How You Speak To Yourself: Often the way we speak to ourselves is not very kind. When things go wrong we can quickly become our own worst critic. If a friend spoke to us the way we speak to ourselves in those moments, they probably wouldn't be a friend for very long. Instead, be generous and kind to yourself. Speak to yourself as a supportive friend. Reframe Challenges as Opportunities for Growth: When we expand our horizons and try new things, we build optimism and resilience. Sure, we might make mistakes or find new things hard - that's to be expected. See these minor setbacks as chances to become wiser, stronger and more capable. Why not pick one of these to practice over the coming week? In the next episode we are going to explore Options Thinking. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary We each have mindsets that we bring to our leadership. In this second of a five part series, we explore Goal Orientation and the role it plays in The Leader's Mindset.   Transcript Hello and welcome to episode 222 of the Leadership Today podcast where each week we share practical tips to improve your leadership. In this second of a five part series, we explore Goal Orientation and the role it plays in The Leader's Mindset. In the last episode we introduced The Leader's Mindset which has four elements: Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. I encourage you to listen to that episode first and also take the time to complete our free Mindset to Action assessment. This provides detailed feedback on all four areas along with development suggestions. Just go to https://leadership.today/mta Snyder's hope theory, which the Leader's Mindset is partly based on, indicates that setting and pursuing meaningful goals is a core element of satisfaction, well-being and general health. Yet we're typically not great at setting and achieving goals. Research reveals that of the roughly 50% of people that set a New Year resolution, only 8% achieve the goal they set. Research from Strava, the fitness tracking company, reveals that of those who set a clear fitness goal for the new year, a full 80% have given up within two weeks. That's people who are motivated to make a change and encouraged to set a structured goal. So what goes wrong? Setting a goal is a rewarding activity, but working toward a goal requires effort. This shift from reward to effort is where many people give up. We also know that development and growth is uncomfortable. It's typically more comfortable to just let the goal go and stay where we are. We also often express our goals as a general desire rather than a decision. Compare “I want to improve my public speaking” with “I will improve my public speaking”. The second statement demonstrates a decision to change. If we use the metaphor of a journey, Goal Orientation is like identifying a destination point on a map. With a Goal Orientation mindset a person is clear about what success looks like in their own terms. They have a clear vision for the future and regularly set goals towards that vision. They know where they're headed and why that's important to them. Without a Goal Orientation mindset, a person isn't clear about their future direction and where they want to head. They become directionless in their lives and therefore may struggle to make progress. Goal Orientation is where a Leader's Mindset begins. And like any mindset, you can develop Goal Orientation with intention, practice and time. Here are four practical strategies to develop your Goal Orientation. Define What Success Means To You: It's important to have your own vision of what success looks like for you. It can be easy to end up chasing others' ideas of success, or to become directionless without a clear vision of who we want to be. Consider the following questions to develop your own definition of success for your life. What are two or three key values for you? What three things would you want people to say about you at your retirement party? How would you spend your time if you no longer needed to work for money? What matters most to you? How do you define success for your life? Make Sure Your Goals Are SMART: SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This framework provides a set of criteria for goal setting that ensures clarity and accountability. Specific: Define goals clearly and precisely. The more specific the goal, the easier it is to understand and work towards. Measurable: Set concrete metrics to track progress. Measurement adds objectivity to the process and enables you to assess whether the goal has been achieved. Achievable: Goals should be challenging yet realistic. Ensure that the goal can be accomplished with the available resources and effort. Also make sure there is an achievement point - a moment when you can say that the goal has been completed. Relevant: Goals should be relevant to the individual, team, or organisation's current needs and priorities. Time-bound: Set a clear timeframe for achieving the goal. This adds urgency and prevents goals from dragging on indefinitely. Set Goals Across Different Time Horizons: Goal Orientation involves regularly setting goals to work towards that align with your vision of success. Sometimes we can set goals that are either so far into the future that they seem impossible, or so close to where we already are that they're not worth pursuing. A helpful approach is to break long term goals into smaller goals across different time horizons. Experiment with setting goals on the following time horizons: 10 years plus, 5 years, 1 to 2 years, 3 to 4 months, 1 month, 1 week. You can keep these goals in a note that's easy to edit and update. Your shorter term goals should be contributing towards your longer term goals and objectives. Review Progress and Refine Goals: It's easy to set a goal and then fail to review your progress. Ensure you regularly review your goals. Set times up in your calendar to review your progress. Also be open to refining your goals. Just as your vision of success may change over time, so too might your goals. If a goal doesn't matter to you any more, it's okay to delete it and set a new goal. Why not pick one of these to practice over the coming week? In the next episode we are going to explore Optimistic Outlook. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary  We each have mindsets that we bring to our leadership. In this first of a five part series, we introduce The Leader's Mindset and how it will help you to lead more effectively in all areas of your life. This is part one of a five part series.   Transcript Hello and welcome to episode 221 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we are commencing a five part series on The Leader's Mindset. As we start our series on The Leader's Mindset, it's important to step back and remind ourselves about what leadership is and isn't. Importantly, leadership isn't a role. Someone doesn't demonstrate leadership just because they have the title of leader. And people who don't have a team reporting into them can absolutely demonstrate leadership. I think it's more helpful to think of leadership as how you approach your work and life. Great leadership is about achieving sustainable results through people and, with a little effort and practice, we can all do that. There are four domains of leadership:  Behaviour – what we say and do, the actions we take Thoughts – conscious ideas, perspectives and opinions Emotions – physical state reactions and responses Context – the environment in which we are operating Each of these influences the others. For example, our thoughts shape our behaviour and how we feel. Likewise, how we feel influences our thoughts and behaviour. And our behaviour shapes our thoughts and emotions. All of this happens in a context which can impact our behaviour, thoughts and emotions.  The Leader's Mindset focuses primarily on our thoughts - the mindset we bring to our leadership. Some important points about mindset: A mindset is how we think about the world in which we live Our mindsets influence our feelings and behaviour Mindsets change over time based on our experiences and context We can change our mindsets through conscious effort and attention When we think about mindsets, the one that most frequently comes to mind is optimism. We all vary in the amount of optimism we bring to our lives. Optimism is a positive outlook about the future, and expectation that things will generally go our way. With optimism we expand positive events and minimise negative events. An additional areas of mindset research over the past 30 years has focused on hope. In psychology as defined by Snyder, hope is “the process of thinking about one's goals along with the motivation to move towards those goals (agency) and the ways to achieve those goals (pathways)”. We have brought the theories of hope and optimism together to identify four elements of a leader's mindset - Goal Orientation, Optimistic Outlook, Options Thinking and Drive for Growth. Goal Orientation is like identifying a destination point on a map. With a Goal Orientation mindset a person is clear about what success looks like in their own terms. They have a clear vision for the future and regularly set goals towards that vision. They know where they're headed and why that's important to them. Without a Goal Orientation mindset, a person isn't clear about their future direction and where they want to head. They become directionless in their lives and therefore may struggle to make progress. Optimistic Outlook is like the perspective you bring to the journey. A person with an Optimistic Outlook thinks positively about the future, expecting things to go their way. They see the future as positive. A person without an Optimistic Outlook mindset focuses on the negatives and what can go wrong. They anticipate more bad things to happen than good things. Options Thinking is like identifying various pathways to the destination on your journey. With Options Thinking, a person identifies ways around emerging challenges and problems. They are confident in their ability to come up with another way around obstacles they might face. Without Options Thinking, a person gets stuck when things don't go to plan. They find it hard to identify new ways to reach their destination when the first pathway is blocked. Drive for Growth is like momentum and making forward progress on the journey. With a Drive for Growth mindset, a person will be motivated to keep going and persist even when things get hard. They push themselves to standards that are greater than the minimum that's expected. Without a Drive for Growth, a person tends to give up when things become difficult to achieve. They also find it hard to get going on a task they know will be difficult. Over the next four episodes we are going to explore each of these mindsets in more detail, including practical tips to practice and improve in each area. We have developed a self-assessment of these four areas called Mindset to Action. Now is a great time to complete this free assessment. Just go to https://leadership.today/mta Once you complete the assessment you'll receive an email with your personalised report. We won't use your email address for any other purpose. In our next episode we are going to explore Goal Orientation in more detail. Have a great week as you become an even better leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription.  Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks  - Five five day challenges with workbooks - Nineteen recorded webinars  - A searchable library of 170+ "how to" quick videos on a range of leadership challenges  That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect 

Summary In this conversation, Dr. Alexa Chilcutt (www.linkedin.com/in/alexa-chilcutt-phd/) discusses the importance of executive communication and public speaking skills. She explains that anxiety around public speaking stems from the fear of being judged and evaluated. However, she emphasises that with practice and a clear process, individuals can become more confident and effective communicators. Dr. Chilcutt also provides tips for structuring a message, including identifying the purpose, understanding the audience, and breaking the information into three main points. Additionally, she highlights the significance of executive presence in career advancement and outlines the 10 characteristics of executive presence, which include confidence, communication ability, appearance, and values in action. In this conversation, Alexa Chilcutt and Andrew Beveridge discuss various aspects of leadership and communication. They explore topics such as executive presence, effective communication for technical professionals, and the challenges faced by women in leadership roles. Alexa emphasises the importance of intention and preparation in developing executive presence and highlights the need for technical professionals to simplify complex information for their audience. She also discusses the significance of leaders communicating directly with their teams and the broader organization. Finally, she addresses the challenges faced by women in leadership and the importance of empowering women to overcome imposter syndrome and advocate for themselves.   Takeaways Anxiety around public speaking is common and stems from the fear of being judged and evaluated. However, with practice and a clear process, individuals can become more confident and effective communicators. When structuring a message, it is important to identify the purpose, understand the audience, and break the information into three main points. This helps to captivate the audience and increase memory retention. Executive presence is crucial for career advancement. It encompasses characteristics such as confidence, communication ability, appearance, and values in action. Building executive presence involves being self-aware, authentic, and aligning actions with values. To improve executive presence, individuals can ask for feedback, record themselves presenting, and focus on creating meaningful connections with the audience. Developing executive presence requires intention and preparation. Technical professionals should simplify complex information for their audience and use relatable language. Leaders should communicate directly with their teams and the broader organization to ensure effective communication. Women in leadership face challenges such as imposter syndrome and should be empowered to advocate for themselves.   Chapters 00:10 Introduction and Background 01:19 Interest in Executive Communication 05:09 Structuring a Message 09:01 Finding Your Authentic Style 11:38 Understanding the Audience 14:21 Avoiding Imitation and Finding Your Own Style 23:24 Characteristics of Executive Presence 25:11 Self-Reflection Exercise 27:10 Shifting Perceptions and Elevating Adjectives 29:12 Communicating Complex Technical Information 33:41 Effective Communication in Leadership 36:28 Building Connections and Getting Accurate Information 43:48 Challenges and Empowerment for Women in Leadership 49:21 Creating a Supportive and Diverse Organisational Culture 51:18 Connecting with Alexa Chilcutt   References and Resources Dagley, G. R., & Gaskin, C. J. (2014). Understanding executive presence: Perspectives of business professionals. Consulting Psychology Journal: Practice and Research, 66(3), 197–211. https://doi.org/10.1037/cpb0000011 Body Language Expert Explains How to Show Confidence | WIRED - https://www.youtube.com/watch?v=VRJzvJ5XPQI   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary  Rules can be frustrating. It can be tempting to bend the rules or ignore them altogether, but this can lead to negative outcomes. This week we explore how to work around rules but maintain your integrity.   Transcript Hello and welcome to episode 220 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to work around rules but maintain your integrity. Lapses in integrity have ended many leaders' careers. Breaking the rules is never a good idea. But we often need to be creative and flexible to get things done. Blindly sticking to out of date rules can mean we miss opportunities. Organisations can become overrun with excessive bureaucracy if we don't challenge the rules. Sometimes we need to bend the rules, change the rules, or work around them. But how do we do that with integrity? Research demonstrates that while rule-breakers may be seen as more dominant, they generally have less respect from others and are seen as having reduced leadership potential. The research also shows that rule-benders can be seen as having more leadership potential, but only in competitive situations. Generally, rule-abiders were viewed most positively in cooperative settings. So while bending the rules may work when we need to win against a competitor, we need to be careful bending the rules in most other settings. We also need to be careful about the example we set for others. If we bend the rules as a leader, we can expect those who follow us to do the same. This can lead to adverse outcomes if people bend rules without fully understanding the consequences. Here are five tips to help you bend the rules while maintaining integrity: Understand why the rules exist. Take the time to research why rules were put in place originally. Speak to those responsible for the rule and find out the history behind them. You might uncover specific reasons why the rule is in place, or you might find that the rule can be changed. Confirm the constraints. Sometimes rules are shared from person to person with slight variations. What someone might share as a steadfast rule might actually be quite different to the actual rule. Explore the constraints and where there might be flexibility. Get creative. Look for innovative ways to either work around the rule or reduce its impact on your work. Brainstorm with your team to come up with creative solutions. Get a second opinion. Before you take action, check in with someone else you respect to confirm your approach.  Inform others. You don't want to be taking innovative action without letting others know. You don't want to be seen as being deceptive or sneaky in your approach. And if you do discover a rule that no longer makes sense for your organisation, mount the case to have it removed. That will help others to be more effective as well.   Research Rule benders make more appealing leaders than rule abiders - https://www.bps.org.uk/research-digest/rule-benders-make-more-appealing-leaders-rule-abiders   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription.  Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks  - Five five day challenges with workbooks - Nineteen recorded webinars  - A searchable library of 170+ "how to" quick videos on a range of leadership challenges  That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect 

Summary Interviewers place a strong emphasis on perceptions of nervousness. But there are practical steps we can take to appear less nervous in meetings and interviews.   Transcript Hello and welcome to episode 219 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we work through ways to appear less nervous in meetings and interviews. Research demonstrates that anxious candidates perform worse at job interviews, even when their skills and experience align well with the role. Interviewers place an oversized importance to the appearance of anxiety when making judgements. And this tendency can extend to other important meetings. To avoid this, we might consider visible signs of nervousness such as shaky hands or nervous laughter. We might then focus on the use of our hands, slowing our speech or avoiding fidgeting. We can risk becoming overly sensitive to how our behaviours are coming across. However, In the research, the only consistent behavioural indicator of nervousness that the interviewers focused on was long pauses before responding to questions. This was potentially seen as the candidate being less prepared and less assertive than if they answered questions directly. Negative perceptions of anxiety in meetings and interviews was less about nervous signs, and more to do with perceptions of assertiveness and warmth as traits. Those who were perceived as less warm and less assertive were also rated as more anxious. Those who came across as friendly and assertive were seen as less anxious. It appears the overall impression we leave is far more important than any nervous tics that we might show. So what can we do to appear less nervous in meetings and interviews? To increase others' perceptions of our warmth and assertiveness, you can try these techniques: Plan for first impressions. We want to demonstrate warmth from the very start of the meeting or interview. Research who will be there. Prepare and practice what you will do and say when you first arrive. Listen to others. When we're nervous we can focus too much on ourselves and not enough on others. Demonstrate you're listening by taking notes, restating their perspectives, and clarifying their views. Be prepared. There's no substitute for preparation. It will help you to avoid lengthy pauses before responding. Remember to smile. When we're nervous we can forget about our facial expressions, but they're an important indicator of our confidence and friendliness. Video yourself. Have someone ask you some practice questions, and video your responses. This can help you to uncover unconscious signs of nervousness. Seek feedback. After the meeting or interview, explore how you came across. Ask about anything you could have done to appear more confident and engaged. We often feel more nervous than we appear. Focus on the overall impression of warmth and assertiveness that you give to others. Apply these tips in your next meeting or interview.   Research Feiler, A.R., Powell, D.M. Behavioral Expression of Job Interview Anxiety. J Bus Psychol 31, 155–171 (2016). https://doi.org/10.1007/s10869-015-9403-z   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Research demonstrates the background we choose for video calls has a significant impact on how trustworthy and competent we appear. This week we explore how to boost your first impressions on a video call in three simple ways.   Transcript Hello and welcome to episode 218 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to boost your first impressions on a video call in three simple ways. Your choice of background on a video call has a greater impact on how you're perceived by others than you might expect. You might be tempted to choose a novelty background to communicate a sense of fun, or a home background to reflect that you're not in the office. But there are risks with these choices. Selecting a novelty background or a simulated home background saw ratings of trustworthiness drop. Blurring a home background resulted in better ratings of trustworthiness for the person, but the best ratings were for a background with plants or a bookcase. The research also found that facial expressions, not surprisingly, also mattered. Happy faces were rated as more trustworthy than neutral or sad faces. Ratings of competence also varied by background, with bookcases, plants and blank walls leading to the highest ratings. Novelty backgrounds, home backgrounds, and blurred backgrounds saw lower ratings. Again, happy facial expressions resulted in more positive ratings of competence. Interestingly, women were seen as more trustworthy and more competent than men across all backgrounds in the experiment. Our gender impacts the first impressions we make on a video meeting. Men will likely benefit from additional efforts to demonstrate trustworthiness and competence during the meeting. Here are three simple ways to boost your first impressions on a video call: Keep backgrounds professional.  Avoid a home or novelty background when you can. Blurring a background is better, but choosing a virtual background with a bookcase or plants helps to boost first impressions. Demonstrate warmth. Smiling helps perceptions of both trustworthiness and competence. Try to maintain your interest in others on the call and keep your facial expressions positive and engaged. Build confidence in your competence. Research suggests it's always best to start with warmth and build perceptions of your competence over time. Being helpful, responsive, on-time, and interested can all boost how confident you appear. Give these practical ideas a try on your next video call.   Research - https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0291444     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Research demonstrates a risk of detachment and reduced connection on video calls. This week we explore ways to be more real when we're not meeting in-person.   Transcript Hello and welcome to episode 217 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to be more real on video calls. We make rapid judgements about people based on visual and other information we receive. While this can lead to us making incorrect judgements when we meet people in-person, the risk is increased through video calls. Research demonstrates an increased risk that we treat a visual representation of someone as less real than if we meet them in-person. On a video call we can treat other people as abstract rather than real. This effect is likely increased on a call that has audio and video challenges. In experiments, participants viewed others as having fewer conscious feelings and less ability to make free choices than when meeting in-person. As a leader, this could make us seem detached and lacking empathy during the conversation. It can, in turn, lead us to give less ethical consideration to the person on the other end of the video call. Our decision making may lack the warmth, concern and consideration that we would normally provide. So what can we do about this? When making video calls, we need to be conscious of the risk of detachment and make conscious effort to see people as real human beings. Here are some tips to try: Connect as human beings first. Rather than just getting straight down to business, spend a few minutes enquiring about the other person, how they are, and what they have been doing. You might share something personal about yourself to enhance this connection. Ask open questions. When we treat people as an object rather than a person, we can tend to “talk at” people rather than “talk with” people. Asking open questions helps avoid this trap. Increase your ethical consideration. Explore the impact of any decisions you are making upon people. Great decisions are a combination of logic and emotion. Acknowledge the challenge. You might share this research with your team members. This will help everyone to manage the risk of detachment. Make the most of in-person opportunities. When you do meet together in-person, use this time to connect on a personal level. Save more administrative activities to video calls and don't waste the time you have physically together. Give these tips a try on your next video call, and we can all become more real.   Research summary - https://www.bps.org.uk/research-digest/medusa-effect     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary When you're in leadership for long enough you discover that crises are inevitable. This week we look at five ideas to help you lead through a crisis.   Transcript Hello and welcome to episode 216 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at five ideas to help you lead through a crisis. When you're in leadership for long enough you discover that crises are inevitable. Whether it's a financial downturn, a global pandemic, or internal organisational challenges, we all need to navigate through uncertainties to ensure the survival and success of our teams and organisations. Here are some practical strategies backed by research on how to effectively lead through a crisis. Maintain Transparent Communication: Research suggests that leaders who communicate clearly and honestly during a crisis build trust and enhance team resilience. Sharing information about the situation, potential impacts, and the organisation's response plan helps employees feel informed and engaged. For example, during the COVID-19 pandemic, leaders like Microsoft's Satya Nadella held regular virtual town hall meetings to update employees on the company's response, addressing concerns and providing a sense of direction. Foster a Culture of Adaptability: In times of crisis, adaptability becomes a crucial trait for both leaders and their teams. Research suggests that organisations promoting adaptability are more likely to thrive during crises. Leaders can encourage a culture that embraces change and innovation, empowering employees to contribute ideas and solutions. Prioritise Employee Well-being: The well-being of employees is a cornerstone of effective crisis leadership. Research by Gallup indicates that companies focusing on employee well-being experience higher levels of employee engagement and productivity. Leaders must demonstrate empathy, provide emotional support, and implement practical measures to ensure the physical and mental well-being of their teams. Help Others See the Potential for Development. The times when I have learned the most have also been times of crisis. Fortunately I had leaders and others who encouraged me to focus on what I could learn through these tough times. That brought a sense of purpose and opportunity to what otherwise might have appeared to be entirely negative situations. Develop a Robust Crisis Response Plan: Having a well-defined crisis response plan is essential for leaders to navigate uncertainties efficiently. Leaders should proactively identify potential risks, develop response strategies, and regularly test and update their crisis plans to ensure relevance. You can build this into your regular business planning. Each year I look at risks across one year, five year, and ten year time horizons. This helps me to anticipate what might go wrong and have contingencies in place ready to go. Leading through a crisis demands a combination of strategic thinking, effective communication, and a focus on well-being. Crises present opportunities for growth and transformation when met with thoughtful, prepared and decisive leadership.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Whether it's speaking up in meetings, taking on challenging projects, or navigating uncertain situations, courage plays a pivotal role at work. This week we explore how to be more courageous at work.   Transcript Hello and welcome to episode 215 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to be more courageous at work. Whether it's speaking up in meetings, taking on challenging projects, or navigating uncertain situations, courage plays a pivotal role at work. Courage is often associated with the ability to face fear and adversity head-on. From a psychological perspective, it involves factors such as self-efficacy (a belief in your own capabilities), resilience, and a willingness to embrace discomfort. To be courageous you need confidence to act and an ability to push through negative emotions. There are a number of steps you can take to increase your courage at work. Set Realistic Goals and Incremental Challenges: Research suggests that setting realistic goals and gradually increasing the difficulty of challenges can enhance courage. Start by identifying a specific work-related goal that requires a step outside your comfort zone. Break it down into smaller, manageable tasks, and tackle them one at a time. As you achieve these incremental successes, your confidence and courage will grow. Develop a Growth Mindset: Embrace a growth mindset, a concept developed by psychologist Carol Dweck. Individuals with a growth mindset see challenges as opportunities to learn and grow. When faced with a daunting task at work, shift your mindset from a fixed view of your abilities to a belief in your capacity to develop and improve. This shift can empower you to approach challenges with a more courageous attitude. Seek Social Support: Studies show that social support can be a significant factor in promoting courage. Cultivate relationships with colleagues who inspire and motivate you. Share your goals and fears with trusted coworkers or mentors, and seek their guidance. Having a support system not only provides valuable insights but also boosts your confidence to face challenges head-on. Practice Emotional Regulation: Being aware of our emotions helps us to manage our emotions more effectively. By learning to manage your emotions, you can face difficult situations with greater composure and courage. Take a few minutes each day to practice mindfulness techniques, focusing on your breath, noticing your emotions and developing a sense of calm. This can enhance your ability to navigate challenging workplace situations. Celebrate Failures and Learn from Them: Research indicates that viewing failures as opportunities for growth can foster courage. Instead of fearing failure, see it as a natural part of the learning process. When things don't go as planned, reflect on what went wrong, extract lessons from the experience, and use that knowledge to improve. Celebrating failures as stepping stones toward success can build resilience and a willingness to take calculated risks. Remember, courage is not the absence of fear but the triumph over it, and with intentional effort, you can become a more courageous and impactful leader.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect  

Summary Whether it's working arrangements, a pay rise, contract terms with a client or project timelines with colleagues, we are all required to negotiate at some point. This week we explore ways to negotiate effectively.   Transcript Hello and welcome to episode 214 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to negotiate effectively. Whether it's working arrangements, a pay rise, contract terms with a client or project timelines with colleagues, we are all required to negotiate at some point. Understanding the fundamentals of negotiation can help to achieve a great outcome for you, while also seeking to build the relationship with the other person. Before we work through some tips to help your negotiations, it's important to understand position versus interest. People come to a negotiation with a particular position in mind. This is the stance they are taking and sharing openly with the other person. For example, a colleague might have a position that a particular project will take six weeks to deliver. Behind every position is a set of interests. Interests are the reasons behind the position. So your colleague's position around the project taking six weeks to deliver could be based on interests such as not overworking their team, delivering other projects on time, or not wanting to over-promise a faster turnaround. As we negotiate it's important to move past positions and towards interests. Being aware of interests provides much more flexibility for all parties in a negotiation. Beyond that, there are several points to be aware of before and during a negotiation: Be clear about your goals and priorities. Entering a negotiation without being clear about what's important to you and what you want is very risky. It's helpful to write down what you want to achieve and why. Think about where you are willing to compromise and what's not negotiable. Writing these down can be helpful. Research and gather information. Make sure you have facts, data and documentation ready to go. This will help you to make informed decisions, anticipate counter-arguments, and establish credibility in the negotiation. Work on your communication skills. Be confident, clear and concise when expressing your views. Also recognise that communication is two-way. Listen to the other person, ask questions, stay curious, and work towards uncovering their underlying interests. A respectful, empathetic and collaborative approach will help you to build rapport and avoid the negotiation becoming overly adversarial. Be open to compromise. Negotiation typically involves give and take. Sometimes we need to be flexible and creative in the pursuit of an outcome that will work for both parties. Know when to walk away. There will be times when you can't reach an agreement that is adequate for you. Go into a negotiation knowing what alternatives you have available if you can't reach an outcome. This will help you to know when you need to strategically disengage and explore other options. Becoming more effective at negotiating takes time and preparation. Give these tips a try as you seek to increase your negotiation skills.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary With so much uncertainty and change it can be difficult to map out your career. However there are still steps we can take to build a great career.   Transcript Hello and welcome to episode 213 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to build a great career. In just a few generations the number of jobs someone is likely to have in their lifetime has increased markedly. Estimates vary, but it's likely a young person commencing their working life today will have around 15 jobs and 3 separate careers. Even across 50 years of working, that's changing jobs about every 3 years. Career planning is becoming more challenging and complex. When it comes to building a great career, you will find many people propose finding work with a combination of: Skills - what you're good at Interests - what you enjoy Opportunities - what the world needs and is willing to pay for The missing factor in this equation is growth - what you can develop. A job without growth opportunities will ultimately cause your career to stall. Life expectancy continues to increase so we will be working longer, which has implications for our training and development. The old model of completing training, then working in a career until your skills are bordering on redundant will no longer work. We have to continue learning, growing and adapting right across our career. But how can you plan for a career when the job you might have in 10 years may not even exist now? Here's how. A great career comes down to your mindset and actions. Despite rapid change and uncertainty, we can adopt a mindset that welcomes change, where we are willing to take calculated risks and learn from mistakes. We can invest in knowing ourselves and regularly improving our capabilities. And we can also build connections with others. So in order to build a great career, I suggest you: Ask “What is a great career… for me?” Your career is a personal expression of who you are and your broader purpose in life. Don't fall into the trap of blindly following others' careers or what your organisation is laying out for you as the accepted pathway. It's very easy to drift without having a clear idea of what a great career means to you. Factor in opportunities to develop, breaks from work for holidays, or whatever else matters to you. Set goals that matter. Approach life in a goal-oriented way. Keep stretching yourself forward towards clear goals. Apply pathways thinking. When the initial path to a goal is blocked, find a different way to achieve that goal. When you hit an obstacle, ask yourself how else you can get to your goal. Celebrate progress. Stop occasionally and reflect on what you can do now that you couldn't do 12 months ago. Don't worry so much about making a career mistake. Even the seemingly poor career decisions we make are opportunities to learn and grow. The biggest mistake I made in my career turned out to also be one of my biggest development opportunities, and a stark reminder of the kind of career I really wanted. Even though it seemed like a career mistake, it actually helped me in my career. Building a great career takes some effort. While we can't necessarily plan every step, there are actions we can take to help build a great career.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Leadership is about achieving results through people. With the demands of managing people, it can be easy to lose sight of results we need to achieve and deliver. In this episode we explore how to drive for results.   Transcript Hello and welcome to episode 212 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to drive for results.   Leadership is about achieving results through people. With the demands of managing people, it can be easy to lose sight of results we need to achieve and deliver. We can become distracted or even become unaware of the key outcomes expected, and therefore not provide the direction, feedback and support our people need to achieve the right results. We have all seen leaders that fail to deliver. People are left wondering what they're spending their time on, given the shortfalls in performance for them and their team. But there are practical things we can do to help us and our teams to drive for results. Determine what results matter. There are many potential things you and your team could focus on, so it's crucial to uncover the fewest most crucial results. This should involve consultation with your manager and other key stakeholders. Try to arrive at results that reflect a range of aspects of your work. For example, rather than just focusing on financial returns, you might also include customer satisfaction metrics. Otherwise we can risk chasing short-term results that lead to longer-term issues. Link results to purpose. Results by themselves don't provide meaning. Take the time to link results to a broader purpose. This will likely include the vision and purpose of your organisation. It's also worth helping individuals and teams link the results of their work to things that matter to them personally. Your team members might engage with their work for very different reasons to you and your manager. Communicate clear measures and targets. These should be shared and discussed with your team, but also with others within the organisation including your manager. You may need your manager to sign these targets off first so you should factor this additional time into your planning. It's best to capture these in writing to ensure clarity and agreement. Talk about the “how” not just the “what”. There's no point chasing after results and causing damage to others and the business along the way. How we achieve results is just as important as the results themselves. You should encourage people to reflect on the organisation's values and team commitments that encourage people to work collectively towards shared outcomes. Undertake regular updates and check-ins. Research suggests that making results visible and freely available helps people to drive towards these metrics. A literal scoreboard can help, particularly where people can see the change in results from week to week. For dispersed teams, there are plenty of tools that allow you to share results through the collaboration platforms you already use. Focus on continuous improvement. If we use a driving analogy, a car has a number of forces operating on it including acceleration, momentum and friction. We want to find ways to gradually accelerate our performance, adding to our momentum and reducing the friction of things that hold us back. It can help to frame a discussion with your team in these terms - what's taking us forward, what's keeping us stable, and what's holding us back. Celebrate efforts and outcomes. Some people prefer to be recognised for their efforts, while others prefer to be praised for their outcomes. It's helpful to see both areas of recognition as important. Sometimes people do all the right things but the results just don't come together for reasons outside of their control - we should celebrate this. Equally, we shouldn't be shy about celebrating great outcomes when people have reached or exceed the targets that we have set. Achievement drive is a common feature of effective teams and individuals. We can help our teams to establish and chase after purpose-filled results, providing feedback, support and encouragement along the way.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary It's common to experience stress at work and then struggle to perform at our best. We might even react in ways we regret later. This week we explore how to maintain composure under pressure.   Transcript Hello and welcome to episode 211 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to maintain composure under pressure. It's common to experience stress at work and then struggle to perform at our best. We might even react in ways we regret later. Perhaps it's a comment from a colleague that annoys us, or our computer crashing and losing what we've been working on for hours. We then say or do something that's not us at our best, or we might even feel unable to say or do what we'd like in that moment. But there are practical things we can do, both in the moment and as part of our daily routines, that can significantly improve the way we handle pressure. Here are four things you can do beforehand: Get plenty of sleep. Find a sleep routine that works for you and stick with it. Getting to bed around the same time and ensuring you have around 8 hours a night boosts your energy levels and resilience. Start your day with exercise. This burns off stress hormones and allows you to begin your day with greater resilience to stressful situations that might arise. Find exercise that works for you. For example, if you commute, you might build a slightly longer walk into your routine. Or if you're working from home, set an alarm to prompt you to take a walk. Structure recovery time into your day. This might include taking breaks away from your work, going for a quick walk during the day, or even catching up with a colleague for a coffee away from the office. We are not great at sustained work and attention beyond 60 to 90 minutes, so short breaks across the day will help you to recover and reset. Even 5 minute breaks to step away from one task and mentally prepare for the next one make a huge difference. Deal with any relational difficulties. Poor working relationships can place a lot of strain on our work day and lead us to become frustrated. We may then say or do things that don't reflect us at our best. We don't have to be best friends with everyone at work, but having open conversations with others about how you can best work together will help reduce stress and annoyance. And now five things you can do In the moment: Notice your emotional state. Just as we have a stream of conscious thoughts during the day, so we also have a steady stream of emotions. Tune into your body and emotional state. If you sense yourself moving up the emotional curve, do something about it before you reach the top. Name it to tame it. Naming the emotion we are feeling helps us to manage it more effectively. Research even shows that putting a label on an emotion reduces the intensity of that emotion almost immediately. So if you feel angry, note that emotion. Focus on your breathing. Simple techniques such as box breathing can rapidly calm our emotional state. Think of it like a box - breath in deeply for four seconds, hold for four seconds, exhale fully for four seconds, then hold for four seconds. Have an escape plan. If you are feeling close to losing control of your emotional state, have a plan for how you might exit the situation. Say sorry. If you do go over the edge and say or do something you regret, apologise to those involved. This will help others to understand that you weren't at your best and that you intend to do better next time. An honest apology goes a long way to maintaining and building effective relationships. These are just some practical things you can do beforehand and in the moment to help us maintain our composure and respond well when under pressure. If you found this helpful you can check out our Harnessing Your Emotions five day challenge for more tips - https://leadershiptoday.vhx.tv/challenge-harnessing-your-emotions . Have a great week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Artificial Intelligence is all around us and provides great opportunities to improve the quality and efficiency of our work. This week we explore how to use Artificial Intelligence at work.   Transcript Hello and welcome to episode 210 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we examine how to use Artificial Intelligence at work. Artificial intelligence is a complex and evolving field. It can feel overwhelming to consider how to use AI at work. In reality, AI is built into so many things, that you're already using AI multiple times per day. To help clarify, AI expert Juliette Powell talks about Artificial Intelligence as triple A systems - algorithmic, autonomous and automated. With this definition, it's easy to see how your organisation is already applying AI. Here are some steps you can take to implement and use AI well at work. Collaborate with Artificial Intelligence experts. While leaders don't need to be AI experts themselves, collaborating with professionals in the field is crucial for successful implementation. AI is not just a technology upgrade, it's a completely different way of approaching work. There are risks implementing something that we don't understand, so using experts to guide your thinking will help. Establish clear governance. The application of Artificial Intelligence has ethical considerations. It's possible to create adverse impacts on minority and other groups through the use of AI, so we need to proactively measure fairness and equity implications. Establishing clear governance around the use of AI will assist with this. We also need to consider data protection principles. Providing AI systems with access to your data may create privacy risks that need to be actively managed. Those accountable for AI governance should develop clear guidelines for employees to minimise these and other risks. Identify high-impact use cases. Not all tasks require the intervention of AI, so leaders must strategically identify areas where AI can make the most significant impact. Conduct a thorough analysis of your business processes to pinpoint repetitive, time-consuming, or data-intensive tasks that could benefit from automation. Education. Provide employees with the resources and opportunities to upskill and reskill in areas related to AI. Workshops, training programs, and online courses can help employees understand AI concepts, its applications, and how to integrate it into their daily tasks. By investing in education, leaders not only empower their teams but also create a workforce that is adaptable to the dynamic nature of AI technologies. Encourage safe-fail experiments. It's best to apply Artificial Intelligence in a way that minimises risk. Many organisations implement AI by first running the work through parallel processes to measure the impact on quality and efficiency. They are then able to objectively compare any benefits of AI with the traditional process without risking the quality of delivery. Invest in quality data infrastructure. Artificial Intelligence is only as good as the data it uses. It's easy for the implementation of AI to be let down by poor quality and out of date records. Assessing the quality of data being fed into AI will improve the outcomes you are likely to achieve. Artificial Intelligence will continue to provide benefits to organisations looking to improve their performance. Being informed and considered helps us to manage the implementation of new systems in a way that maximises benefits and minimises risks.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 160+ "how to" quick videos on a range of leadership challenges - valued at $500 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary  Starting a new job can be exciting and terrifying at the same time. We are often keen to deliver results quickly, but taking action too soon can sometimes backfire. This week we explore how to transition into a new role.   Transcript Hello and welcome to episode 209 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to transition into a new role. Starting a new job can be exciting and slightly terrifying at the same time. We are often keen to deliver results quickly, but taking action too soon can sometimes backfire. We've all seen people come into a role and quickly institute change without fully appreciating the context for their work. Or others that focus on the wrong things and end up not delivering what's required. There are some simple steps we can take to increase our chances of starting a new role well. Plan your approach. While this step seems so obvious that it's barely worth listing, it's remarkable how many people start a new role without a plan in place. I recommend having a clear plan for your first day, your first week, and your first month. During those first few weeks you can then develop a broader 60 to 90 day plan. You can involve your manager in this planning to ensure your objectives align with their expectations. Look at what's already in place, and resist the urge to make many changes in your first few weeks until you've had a chance to meet with others. Connect with People. You want to use the first few weeks in a new role to meet with your manager, peers, direct reports, and customers. These meetings will vary in their objectives, but the main goal is to develop a connection with people - to introduce yourself and find out more about them. Where possible, you should meet with people in person. Be clear about the intent of the meetings - if it's just to connect and find out more about them, then say that. The personal connections you establish in your first few weeks will serve you well into the future. They are also likely to provide further insight into the role and their expectations. Connect with Purpose. Be clear about how the role contributes to the organisation. While this should be clear through the recruitment process, it's worth clarifying with your manager how the role makes a larger contribution. This will help guide your decision making and also provide motivation for the role. Determine Priorities.  Identify the not-negotiable outcomes that need to be achieved. We've all seen people become excited about new initiatives and opportunities, only to neglect the core deliverables in their role. Once you've achieved the key elements of your role, you can then look towards other contributions. Metrics. As you transition into a new role, it's helpful to determine how to measure your progress and performance. In some roles it's easy to identify metrics, but others can be a bit more challenging. Work with your manager and others to identify important metrics that provide a genuine insight into your performance.  Moving into a new role presents lots of opportunities and challenges. Taking these five steps will help you to make the transition successful. If you are moving into a leadership role, you'll find our free Leadership Practices Assessment and supporting videos helpful - https://leadershiptoday.vhx.tv/leadership-practices-1    Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription.  Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect 

Summary When sensitive issues arise in the workplace it can be hard to know what to say and do. We might shy away from political and social issues, or find it difficult to respond to those taking a particular stand on an issue. This week we explore practical ways to handle political and other sensitive issues at work.   Transcript Hello and welcome to episode 208 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to handle political and other sensitive issues at work. When sensitive issues arise in the workplace it can be hard to know what to say and do. We might shy away from political and social issues, or find it difficult to respond to those taking a particular stand on an issue. However political topics and social movements are bound to make their way into our workplaces. As a leader we need to demonstrate empathy, while also maintaining a respectful and inclusive environment. Here are five ways we can achieve this balance: Stay neutral and objective. For political and other sensitive issues it's best remain impartial and avoid taking sides. Your primary role as a leader is to create a safe and inclusive space for all employees, regardless of their political affiliations and beliefs. Point people to your organisational values and expectations as the guide on how people should interact at work. Encourage open dialogue. While we might need to personally take a more neutral position, it's important to allow people to discuss their perspectives at work. Ignoring political and social movements will seem odd to your people. Here we want to encourage respectful and constructive conversations where people can hear different points of view. Building understanding of different perspectives can help people to continue to work effectively with each other, even when they may hold quite different views. Set clear boundaries. You should make it clear that while discussions about politics and other social issues are encouraged, they should never interfere with productivity or inclusion. We all need to work effectively with each other. People typically have far more in common than they do different from each other, so encourage people to focus on shared values and priorities. Lead by example. In your interactions listen with curiosity and respect. Avoid sharing your political beliefs in a way that could alienate or intimidate others. Focus on common ground and shared values that unite the team. Address conflicts promptly and privately. If political or other discussions escalate into conflict, address this quickly. Act as a mediator where that's required, ensuring the people involved can share their perspectives and listen to each other in a respectful way. This will work best in private rather than involving the whole team. Remember, the goal is to create an inclusive workplace where everyone feels heard and respected, regardless of their political or social beliefs. By setting a positive example and facilitating open, respectful discussions, you can help maintain a healthy work environment for your team.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary There are more generations in the workforce than ever before. How do we ensure expectations are met and people work together effectively? This week we discuss how to lead a multigenerational team.   Transcript Hello and welcome to episode 207 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we discuss how to lead a multigenerational team. There are more generations in the workforce than ever before, with up to five generations all trying to work together. Generational differences and tensions are a regular feature in any discussion of work culture and challenges. So how do we not only reduce the downside risk of having this broad range of ages working together, but also harness the potential benefits? I've managed teams that included people who were brand new to the workforce right through to retirement age. For me the benefits were obvious, but there were occasional misunderstandings and challenges. Here are some points to consider when leading a multigenerational team. People are far more than their generation. While each generation may have some shared experiences, there is huge diversity within generations. Leading someone solely based on their generation is likely to lead to poor outcomes for you and them. Their goals, needs and interests are likely to be more about them as an individual than them as a member of a generation. Find out what matters to each individual. Have open discussions with your team members about their goals and what matters to them most at work. You might be surprised at what people raise during this discussion. For example, you might find younger and older team members both share an interest in flexible work arrangements, but for different reasons. Tailor to individuals and their needs where possible. Adjusting your approach and meeting the needs of your team members is really important. For example, I've helped people to take additional unpaid leave for an overseas trip, varied the start and end times for people that needed that flexibility, and allowed people to work from different locations. You also want to do this in a way that is fair and sustainable. Be clear with people what you can and can't vary, and why. You don't want to set up precedents that are difficult to undo. Build understanding and appreciation of diversity. Provide opportunities for people to work together and get to know each other. Use discussion prompts in team meetings with time set aside to build an understanding of each other. A great idea here is to ask people to share a five star recommendation - anything that they would give five stars to. This could include a book, holiday destination, activity, movie, restaurant, recipe - anything. You might be surprised at what interests people have in common. Encourage inclusion. Diverse teams only outperform other teams where there is understanding and inclusion. Encourage people to actively include and consult with others to gain their perspectives. Use the experience in your team by asking people to mentor each other. I've even seen mentoring work well where a younger team member might mentor an older team member on something like use of technology or social media. Don't assume that the mentor needs to be older than the person being mentored. Harnessing the diversity in a multigenerational team can unlock many benefits for your team and organisation. It all starts with understanding and valuing the different experiences, skills and preferences people bring. Building inclusion can help people to see multiple generations  in your team as a benefit rather than a drawback.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Negativity can really impact a team's motivation and performance. This week we explore how to manage a persistently negative team member.   Transcript Hello and welcome to episode 206 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to manage a persistently negative team member. Having a negative person on your team can be really draining. The tendency to always point out the downside and limitations can drag others down and reduce motivation. It can be a difficult situation to address. We don't want to shut down criticism or pretend that everything is perfect, and we don't want to respond in a way that makes them feel like they don't belong. However, we also don't want to become trapped in negativity that can impact others' enthusiasm and commitment. Here are some tips that will help you to manage a persistently negative team member: Don't assume it will get better with time. Negativity doesn't tend to go away. In fact, the more you allow it to take hold, the more it can grow within the team. You need to address unreasonable negativity early. Just hoping it will get better by itself is not going to work. Don't assume it's all about work. Often the person who complains the most at work may also be facing challenges outside of work. An honest conversation can help address this. Provide feedback on impact. Look for examples of negativity from the team member and provide feedback as soon as possible. You want to clearly anchor the feedback in a specific situation, and provide insight into the impact of the person's actions on you and others. For example, “during the meeting earlier today when you described our new project as a waste of time that will never work, I saw several people look discouraged, and I felt like your comments made the project even harder to achieve”. Explore their intent. Oftentimes our intent is not the same as our impact. In my earlier example, the person describing the project as a waste of time may not have intended to discourage others. They may have intended to express some concerns about the feasibility of the project. Once the person is aware of the impact of their approach, helping them to share their intent will provide you with greater context. Help them to reframe. Once the person is clear on their intent, you can help them to achieve their desired impact. You might work through options of how they could express their concerns in a constructive way. For example, “I have some concerns about how feasible this project is. Can we discuss people's views on that, and how we might make our goals achievable?”. This is likely to have a much more positive impact, while still addressing their original intent. In this way their negativity can be transformed into a super power that actually helps the team. Listen for kernels of truth. It could well be that the project isn't feasible. Just because something is expressed in a negative or damaging way doesn't mean there isn't some truth to what they're saying. Asking probing questions to explore their perspective can help draw out a new perspective in a more positive and actionable way. Recognise improvement. Look for examples of the person expressing things in more constructive ways and provide positive encouraging feedback to the individual. It's always important to notice and appreciate efforts to grow and improve. Negativity is contagious and challenging to manage. Engaging with the person sharing negative views can help turn them around, and provide them with more positive ways of making an important contribution to the team. Have a great week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

In this interview we speak with Juliette Powell about her latest book, The AI Dilemma - 7 Principles for Responsible Technology During the interview we discuss a range of issues and opportunities around Artificial Intelligence: - What drew Juliette into AI in the first place - The "dilemma" in the AI dilemma - Ways to think about AI in terms of triple A systems - algorithmic, autonomous and automated - How to avoid the dehumanising impact of AI in organisations and society - How to introduce AI in an organisation while avoiding magnification of existing bias - Regulation of AI by technology firms and government - The implications of AI for the employment market Juliette Powell is an independent researcher, entrepreneur, and keynote speaker at the intersection of technology and business. Her consulting services focus on global strategy and scenarios related to AI and data, banking, mobile, retail, social gaming, and responsible technology. She has delivered live commentary on Bloomberg, BNN, NBC, CNN, ABC, and BBC and presentations at institutions like The Economist, Harvard, and MIT. She works with such organizations as Reuters, the United Nations, Warner Brothers, l'Union des Banques Suisses, Microsoft, The Red Cross, Cirque du Soleil, IBM, and the World Bank Group. Juliette's previous book is 33 Million People in the Room: How to Create, Influence, and Run a Successful Business with Social Networking (Financial Times Press, 2009). She was a cofounder with Intel Labs of the research network WeTheData. The AI Dilemma is based in part on her research conducted at Columbia University. Powell is a faculty member at New York University's Interactive Telecommunications Program and the founding partner of Kleiner Powell International (KPI), kleinerpowell.com. You can learn more about Juliette and her latest book here: https://www.juliettepowell.com/ 

Summary Moving on to a new role is a whole lot smoother when you have someone ready to replace you. This week we walk through the key steps to developing a leadership succession plan.   Transcript Hello and welcome to episode 205 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we walk through the key steps to developing a leadership succession plan. Moving on to a new role is a whole lot smoother when you have someone ready to replace you. All too often though we look for a change of role, and then have to rush finding a replacement or miss the chance to handover altogether. With some forward planning and effort we can ensure that leadership succession is smooth, fair, and well executed. Step 1 is to identify potential successors. An important point here is that the successor to your role doesn't necessarily have to come from your team. You will want to work with your own leader and others across the organisation to identify potential successors early. This could be based on performance evaluation data, 360 degree feedback, and other records. Potential successors don't need to be ready to do your job today. In fact. It's highly unlikely that anyone will be able to make a direct transition into your role without some development. Look instead for people who may have demonstrated performance or potential related to your role. Even if they're 70% of the way to being able to do your role, with time you are likely to be able to bridge that gap. Step 2 is to create individual development plans. These should be put together in consultation with individuals. There's not much point considering someone as a successor for your role if they're not interested in the role. Some people may be happy at their current level, or they may be looking for quite a different opportunity in the future. Individual development plans and discussions should include career planning. Identify any gaps the individual may have for taking on your role and other identified potential roles. Step 3 is to provide development opportunities. Here we are working with the person to fill their development gaps. We often default to training courses, but development gaps are often best filled through stretch assignments and projects, mentoring and coaching. Look for opportunities to build their development into the work itself. Step 4 is to test the succession plan. Here we want the individual to have a chance in the role itself. You can have potential successors step up into your role while you're away, or work alongside you on a project. Keep in mind that the person may want to do things differently to you, so provide freedom to make the role their own where that's possible.. A leadership succession plan is a great way to help you, the person who will take over your role, and your organisation to be successful.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Grief and loss are inevitable experiences for all of us. This week we explore how to lead a team through grief.   Transcript Hello and welcome to episode 204 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to lead a team through grief. Grief and loss are inevitable experiences for all of us. And the experience of grief isn't confined to our personal lives. Things like the death of a colleague, serious illness, and workplace accidents can all lead to grief at work. As a leader it can be hard to know how to respond. We may either try to continue with business as usual, or be tempted to become full time counsellors. On top of that, the grief is likely to impact us personally as well. Here are four things worth focusing on when you're leading a team through grief and loss. First, it's important to recognise grief's varying influence on the team. While grief is a universal experience, it affects individuals differently. Some may visibly demonstrate their grief, while others may internalise their emotions. It's important to also recognise that people will take varying times to process their emotions around grief. It's important to listen to people and give them your full attention. Acknowledging and validating their feelings can really help people to see their reactions as normal and acceptable in a workplace setting. Second, acknowledge with the team the likely impact on productivity and engagement. Grief will understandably distract people from their work. It's unreasonable to expect productivity to remain constant. This is an important moment to clarify priorities and adjust expectations. You may need to communicate this upwards to ensure any likely operational impacts are clear. Many people will find work a welcome distraction from their grieving. Providing a sense of meaning and purpose to the work will help people to continue to contribute, even if overall output is reduced. Third, ensure emotional well-being is a priority. Link people to any available resources your organisation may offer such as employee assistance programs or counselling. You may want to offer flexible work arrangements and time off to provide space for people to grieve. Normalise seeking help through these resources. And the fourth point, foster a supportive team environment. Even as the team leader you don't need to be the sole source of care and support. Team members can support each other. Ensure that grieving team members do not feel isolated or excluded. Include them in team activities and discussions, but respect their need for space. Also, recognise the support that you might need. There's not much point leading your team through grief, only to collapse at the end of the process. Grief in any context is difficult. At work these practical steps can really help you and your team to grieve well and support each other effectively.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Optimism is pretty easy when things are going well. This week we explore how to stay optimistic, even in challenging situations.   Transcript Hello and welcome to episode 203 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to stay optimistic, even in challenging situations. Optimism is pretty easy when things are going well. Seeing the bright side isn't difficult when things are bright. But our lives aren't typically either good or bad. Even in the good times, challenging situations can arise and knock us around. But how optimistic we feel has very little to do with our circumstances. Instead we can all learn optimism and apply it as a skill. Optimism is a lens through which we view life. Optimism zooms in on the good things to really study and make the most of them. It allows the good moments to spread across other areas of our life, and into the future over a longer period of time. In contrast, optimism zooms out in the challenging moments to gain greater perspective. It contains the bad things to one area of our life and to a moment in time. So how do we stay optimistic? Schedule time to step back and reflect. Often we end up on autopilot, letting our circumstances dictate how we think and feel. Instead, we want to grab hold of our thoughts and put them in perspective. We want to be intentional about how we think and feel. This requires time to reflect, and the best way to ensure this happens is to schedule it in your calendar. Take time at the start of each day to choose how you want to think and feel about any good and not-so-good things that happen. Take time at the end of the day to reflect on the things you are grateful for. Tame how you speak to yourself. Often the way we speak to ourselves is not very kind. When things go wrong we can quickly become our own worst critic. If a friend spoke to us the way we speak to ourselves in those moments, they probably wouldn't be a friend for very long. Instead, be generous and kind to yourself. Speak to yourself as a supportive friend. Reframe challenges as opportunities for growth. When we expand our horizons and try new things, we build optimism and resilience. Sure - we might make mistakes or find new things hard - that's to be expected. See these minor setbacks as chances to become wiser, stronger and more capable. Build supportive connections. Life isn't meant to be travelled alone. We need other people. Gather people around you that you can support and that can support you. Look for ways to encourage other people. Helping people is motivating and will make you feel more optimistic. Have a laugh. I was recently stuck at the airport with some colleagues as our flights became more and more delayed. To make things worse, I was going to miss a dinner with friends that I had been looking forward to. We started sharing some pretty low quality jokes with each other. Suddenly the annoying flight delays became a great chance to connect and feel joy together. Even in the hard times, take time to experience joy. Optimism is something we can all learn and improve. It just takes some intentional effort, time and focus to see the good in life and recognise opportunities to grow and develop. Have a great week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect  

Summary Even the best leaders need to listen to broad perspectives. This week we explore ways to gain input from others.   Transcript Hello and welcome to episode 202 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to gain input from others. As a leader, your decisions can shape the direction of your team and organisation. While your experience and expertise are invaluable, tapping into the insights of your team members can lead to more well-rounded and innovative solutions. Gaining additional input not only empowers your team but also strengthens your leadership. Let's explore four practical tips to help you gather valuable input from others and make more informed decisions. 1. Foster an Open and Inclusive Environment: Creating an environment where diverse perspectives are welcomed is essential. Encourage open discussions, active listening, and the sharing of ideas without fear of judgment. When team members feel their input is valued, they are more likely to contribute their insights, leading to richer discussions and better decisions. 2. Schedule Regular Feedback Sessions: Set aside dedicated time for feedback sessions with your team. These sessions can take the form of one-on-one meetings or group discussions. Use these opportunities to ask open-ended questions, such as "What challenges are you currently facing?" or "Do you have any suggestions to improve our processes?" Regular feedback sessions not only provide a platform for input but also demonstrate your commitment to continuous improvement. 3. Use Brainstorming Techniques: Brainstorming is a powerful tool for generating a wide range of ideas. Organise brainstorming sessions where team members can freely contribute their thoughts on a particular challenge or project. Encourage a no-judgment atmosphere, and use techniques like mind mapping to ensure everyone's input is heard. Brainstorming sessions can lead to innovative solutions that might not have surfaced otherwise. 4. Implement Anonymous Surveys: Sometimes, team members may be hesitant to share their input openly. In larger teams and groups anonymous surveys can provide a safe space for honest feedback. Use surveys to gather opinions on specific topics, collect suggestions for improvement, or gauge overall satisfaction. Ensure the surveys are well-structured and ask targeted questions to gather actionable insights. Tapping into the collective wisdom of your team can strengthen your leadership. By fostering an inclusive environment, scheduling regular feedback sessions, using brainstorming techniques, and implementing anonymous surveys, you empower your team to contribute their insights. Embracing diverse perspectives leads to more informed decisions, innovative solutions, and a team that feels valued and engaged. As you integrate these practical tips into your leadership approach, you'll not only strengthen the bond with your team but also harness the power of collaborative decision-making for an even better future.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Given how important goal setting is to performance and satisfaction, we can all use some tips to improve our goal setting. This week we explore how to set better goals.   Transcript Hello and welcome to episode 201 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to set better goals. Goal setting is a core activity that guides individuals and teams towards success. As a leader, your ability to set clear and meaningful goals is central to achieving excellence. However, we're often less effective at goal setting than we think. Today we will explore four practical actions you can take to set better goals, both for yourself and for your team. 1. Align with Vision and Strategy: Every goal should be a stepping stone towards a larger vision. Before setting goals, ensure that they align with your team's overall vision and the organisation's strategic objectives. This alignment keeps everyone focused and moving in the same direction. When goals resonate with a higher purpose, they become more meaningful and more motivating. 2. Make Goals SMART: SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This framework provides a set of criteria for goal setting that ensures clarity and accountability. Specific: Define goals clearly and precisely. The more specific the goal, the easier it is to understand and work towards. Measurable: Set concrete metrics to track progress. Measurement adds objectivity to the process and enables you to assess whether the goal has been achieved. Achievable: Goals should be challenging yet realistic. Ensure that the goal can be accomplished with the available resources and effort. Also make sure there is an achievement point - a moment when you can say that the goal has been completed. Relevant: Goals should be relevant to the individual, team, or organisation's current needs and priorities. Time-bound: Set a clear timeframe for achieving the goal. This adds urgency and prevents goals from dragging on indefinitely. 3. Foster Ownership and Collaboration: Involve your team in the goal-setting process. When people have a say in setting their own goals, they feel a sense of ownership and commitment. Encourage collaboration by soliciting input and feedback from team members. This not only leads to better goal alignment but also promotes a culture of shared responsibility. 4. Break Down Goals into Milestones: Large goals can feel overwhelming, but breaking them down into smaller, manageable milestones can make them more achievable. Each milestone serves as a mini-goal and a progress marker. Celebrate successes as these milestones are reached, boosting motivation and maintaining momentum. Goal setting is both an art and a science, and leaders who excel at it inspire their teams to reach new heights. By aligning goals with vision and strategy, making them SMART, fostering ownership and collaboration, and breaking them down into milestones, you set the stage for success. Remember, the best goals are those that not only drive performance but also resonate with the hearts and minds of your team, creating a sense of purpose and fulfilment in every achievement. Have a great week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect  

Summary Procrastination has been described as “our favourite form of self-sabotage” (Alyce Cornyn-Selby). This week we explore how to overcome it.   Transcript Hello and welcome to episode 200 of the Leadership Today podcast where each week we share practical tips to improve your leadership. Procrastination has been described as “our favourite form of self-sabotage” (Alyce Cornyn-Selby). This week we explore how to overcome it. Most people experience procrastination from time to time. 25% of the population even have procrastination as a defining personality trait. Procrastination is associated with a range of negative aspects including low self-esteem, pessimism, anxiety, fatigue and detachment. It's not only bad for performance - procrastination can wreak havoc on our well-being. Procrastination can be defined as voluntarily delaying an intended task despite expecting to be worse off for doing so. This is a crucial element of procrastination - that we put things off even when we know we will be worse off as a result. So why do we procrastinate at all given it's so bad for us? The function of procrastination is short-term mood repair. We procrastinate because it makes us feel better in the short term, even when that's at the expense of achieving longer-term goals. Research even shows that the more negative our mood, the more time we spend procrastinating. So what can we do about procrastination? A good place to start is to think about the opposite of procrastination. A flow state is the closest we experience to the opposite of procrastination. When we experience flow our attention is fully focused, we feel flexible and adaptable, our skills are challenged, we feel great and time flys by. So how do we achieve flow? Flow is assisted by clear goals, flexibility in pursuing those goals, lots of feedback, and an opportunity to stretch our skill set. So here are six practical approaches you can try to get into flow and overcome procrastination: Choose to be challenged in an area of interest: Boredom increases the risk of procrastination, so we want to focus our attention towards tasks that are interesting. Being guided by our interests can get us out of the procrastination rut and ready to tackle other more challenging areas. Set goals and deadlines to work towards: We prioritise and work harder to achieve tasks that have a deadline, so use that to your advantage. Boost your mood before you begin: Given procrastination is a technique to restore our mood, boosting our mood reduces the risk of procrastinating in the first place. Go for a walk around the block or undertake some other mood-boosting activity before you tackle a task that you typically put off. Minimise distractions: Turn off wifi or use settings to reduce notifications and access to distracting apps. Involve others: Gather people who can provide encouragement, mentoring and feedback. It's harder to procrastinate when others are checking in and holding you accountable. Work in bursts: Set a timer for 15 minutes and start working. When the 15 minutes is up, assess whether you can put in an extra 15 minutes. The urge to procrastinate tends to fade away once we get started. There's no need to be plagued by procrastination. Give these practical tips a try and let me know how you go. If you want to dive into this topic in more detail, our Leadership Today subscription includes a recorded webinar called “A Procrastinator's Guide” and also a five day Defeat Procrastination challenge. Go to www.learn.leadership.today for more information and use the promo code PODCAST at checkout for 25% off an annual subscription.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five-day challenges with workbooks - valued at $150 each - Twenty five recorded webinars and Ask an Expert interviews - valued at $100 each - A searchable library of 150+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Leadership is challenging at the best of times, but even more so when people aren't hitting the mark. This week we explore how to deal with underperformance.   Transcript Hello and welcome to episode 199 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to deal with underperformance. Leadership is challenging at the best of time, but even more so when people aren't hitting the mark. Underperformance can be tricky to address. Research shows that the further people are away from performance standards, the less feedback they receive. Managers often avoid dealing with underperformance, hoping that things will magically get better with time. But performance rarely improves by itself. It takes a concerted effort on the part of the leader and the individual to turn things around. It's helpful to consider two dimensions of underperformance - skill and will. Skill refers to a person's capability and proficiency in performing their tasks. It's possible that an individual's skills are not aligned with the requirements of their role, leading to subpar performance. Addressing skill-related underperformance involves identifying skill gaps and providing the necessary resources for improvement. Will refers to the person's motivation in completing their tasks. Motivation plays a significant role in performance. Low motivation can result from various factors, including personal issues, disengagement, or a lack of recognition. Dealing with will-related underperformance involves understanding the root cause of demotivation and implementing strategies to reignite enthusiasm and commitment. Underperformance may also be a mix of skill and will gaps. With those principles in mind, here are five practical strategies you can apply to help with underperformance in your team. Goal Setting and Monitoring: Set clear, achievable performance goals that align with the person's role and the team's objectives. Clarity comes first. If people aren't clear about their role and expectations, you can't manage underperformance. Regularly monitor progress and provide timely feedback. This approach keeps employees on track and motivated to achieve tangible results, addressing both skill and will dimensions of underperformance. Personalised Development Plans: For skill-related underperformance, work with the employee to create a tailored development plan. Identify areas that need improvement and provide resources such as workshops, courses, or mentorship. This proactive approach not only enhances skills but also demonstrates your commitment to their growth. Motivational Conversations: When dealing with will-related underperformance, engage in motivational conversations. Understand the person's concerns, aspirations, and potential roadblocks. Together, devise strategies to reignite their passion and commitment to their role. Sometimes, a simple change in responsibilities or opportunities for skill application can reignite enthusiasm. Constructive Feedback and Recognition: Initiate open and honest conversations with underperforming employees. Address skill gaps by providing specific feedback and suggesting training opportunities. For issues related to motivation, recognise their efforts and contributions particularly where you see improvements, reinforcing the value they bring to the team. Constructive feedback motivates improvement and fosters a sense of belonging. Mentorship and Role Modelling: Pair underperforming employees with mentors who can provide guidance and support. Mentorship encourages skill development and fosters a sense of belonging. Additionally, lead by example—demonstrate enthusiasm, dedication, and a growth mindset. Your actions can inspire others to embrace improvement and take ownership of their performance. Underperformance can be tricky to manage well. Being clear and supportive, while also providing the help and development people need, will provide your best opportunity to turn things around.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary It can be one of the most tricky conversations to have with your manager. This week we look at how to ask for a pay rise.   Transcript Hello and welcome to episode 198 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to ask for a pay rise. In a competitive job market it can be tempting to go for a job in another organisation in order to increase our pay. Often people find out that the grass isn't greener and regret their decision to leave. It is worth at least asking whether a pay rise is possible before making a more drastic decision. It is important to recognise that what you are paid is based on a number of factors, including your industry, your organisation, your role, and your contribution within that role. Industries pay wildly different rates for the same roles. Generally speaking, the more profitable the industry, the higher the pay levels.  Organisations also vary in their pay practices. Some will pay higher than their competitors, and others will pay lower. People care about their pay compared to those in other organisations before they join an organisation. This is called external competitiveness - the extent to which an organisation is competitive against its peers. Once they've joined an organisation, people then really care about how their pay compares to others within the same organisation. This is called internal equity - the extent to which my pay is competitive against others doing similar roles within the organisation. You could find the largest pay increases are possible by changing organisation or industry. But work life isn't just about pay. So let's say you want to stay in the same organisation. How do you ask for a pay rise? Don't get too caught up with what others are being paid. Rather focus your conversation on what you can control and what you are bringing to the organisation. This could include changes in your role such as greater accountability, more complex problem solving, or increased skills required to complete your work. It could also include changes in your contribution such as improved performance, helping others, or contributing to projects beyond your usual role. Check any existing pay review processes. If you have a Human Resources department it's worth seeing how often pay is typically reviewed and the standard process. Having said that, most organisations will have some scope for out of cycle reviews. Flag the conversation ahead of time. Say something like “I was hoping we could discuss my pay. Can I set up a meeting to do that?”. This will give your manager time to prepare rather than feeling like they have been hijacked by the conversation. Recognise that your manager may be nervous about this conversation as well. Help put them at ease by being polite and calm. Prepare for the meeting.  You might structure the conversation by saying that you want to stay with the organisation and are enjoying the role. You can then discuss changes in the role and in your contribution since the last pay review. Don't put your manager on the spot. The manager will typically not be able to make a decision right away, so discuss what time they might need to review your pay. Be prepared for a no. It is entirely possible that your pay rise request may be denied. Prepare for this by considering whether you are prepared to stay with the organisation. You might want to look for other roles within the organisation, or could even start exploring roles outside the organisation. Asking for a pay rise can be a tricky conversation. However, preparation, being clear about what you want, and being considerate can increase your chances of a good outcome.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary We all know holidays are important, but in our always-on work culture it can be hard to take a genuine break. There are some practical steps you can follow to ensure your holiday is a success for you and your colleagues.   Transcript Hello and welcome to episode 197 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to take a holiday. Given our always-on work culture and the technology that allows us to work anywhere, taking a holiday has never been more important and more challenging. Many people struggle to find the time to take a break. And when they do they find it difficult to truly switch off, continuing to check emails and answer phone calls. We are built to oscillate between stress and recovery, preferably on a daily basis. But even if we have effective daily strategies to maintain our wellbeing, there's an ambient level of stress that a genuine break from work can help address. Taking a clean break from work can have significant benefits to our health, well-being and performance.  As leaders, we need to role model this to our people as well. There's no point encouraging your team members to take time off if you never do. Here are five ideas for how to take a holiday well: Plan ahead. Secure the time in your calendar and gain the required approvals. I have found when I failed to plan ahead, it was difficult to find a completely free week. Lock the time away early so it can't be booked over. Delegate and collaborate. Distribute any responsibilities that need to happen while you're away. Use this as an opportunity for further development and growth. Pay it forward by supporting others when they take leave. Prepare for the break, but don't overwork. Communicate the dates you will be away. Document any work in progress and take time to walk others through what might come up while you're away. Switch off completely. Set clear boundaries with your work. Leave the work laptop and phone at home. You might want to provide a contact phone number to a trusted colleague for any emergencies that arise, but be clear about what constitutes an emergency. Choose the type of holiday you need. Holidays come in many different forms. A holiday might be about activity, or connections with friends, or rest by a pool, or a cross-cultural experience. Try new things and broaden your horizons. But make sure you don't come back from your holiday exhausted. Holidays are an important part of sustained performance as a leader. Build a culture where holidays are encouraged and supported. Be prepared and set others up for success. Role model taking a break to your team and colleagues. Now's a great time to book that next holiday in. Have a great week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Erica Keswin is a bestselling author, internationally sought after speaker, and workplace strategist. Her first two bestselling books Bring Your Human to Work: 10 Surefire Ways to Design a Workplace That's Good for People, Great for Business, and Just Might Change the World (McGraw Hill 2018), and Rituals Roadmap: The Human Way to Transform Everyday Routines Into Workplace Magic (McGraw Hill 2021) were widely discussed in media outlets like Good Morning America, MSNBC and Live with Kelly & Ryan, as well as many print articles and reviews. Her forthcoming book is called The Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company (September 2023 McGraw-Hill) and will set leaders up for success in this new world of work. When Erica isn't writing books and offering keynotes, she coaches top-of-the-class businesses, organizations, and individuals to help them improve their performance by honoring relationships in today's hybrid workplace. Erica is honored to be one of Marshall Goldsmith's Top 100 Coaches, as well as one of Business Insider's most innovative coaches. She's also the founder of the Spaghetti Project, a roving ritual devoted to sharing the science and stories of relationships at work. Erica lives in New York City with her husband Jeff, three children and her labradoodle, Cruiser. During our interview we discuss: - Workplace trends and what Erica is seeing as the major changes over the past few years - The competing forces taking the world of work forward and backward - The significant impact a well-designed onboarding process can have on employee engagement and retention - What Erica has learned from organisations about flexible working and what it takes to make it work - How to make the most out of meetings - The importance of managers - The off-boarding process and how to support people wanting to return in the future You can learn more about Erica here: https://ericakeswin.com/ Her latest book is available here: https://www.amazon.com/Retention-Revolution-Surprising-Employees-Connected/dp/1265158681

Summary Trust is the cornerstone of effective leadership. This week we explore practical ways to build and maintain trust.   Transcript Hello and welcome to episode 196 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to build trust. Trust is not just a word; it's the cornerstone of effective leadership. Anyone who has experienced working with someone they didn't trust understands the detrimental impact a lack of trust can have. The definition of trust we use at Leadership Today is “being confident you have my best interests at heart and can be relied upon to deliver”. Let's break down the two crucial elements of trust and explore actionable steps you can take to build it.   Element One - Having My Best Interests at Heart   Here are four actions you can take to build connection and care.   Action 1: Build a Personal Connection Begin by getting to know the people you lead on a personal level. Understand their career aspirations, interests, and what truly fulfils them in their work. Genuine conversations about their goals and challenges help foster a deeper understanding.   Action 2: Demonstrate Genuine Care Show that you genuinely care about your team members' well-being. Advocate for their interests and advancement. Look for opportunities to support their growth, whether it's through projects that align with their interests or training that boosts their skills.   Action 3: Provide Personalised Recognition Recognise and celebrate the unique contributions of each team member. Publicly acknowledge their achievements and show appreciation for their efforts.   Action 4: Regular Check-ins and Feedback Engage in regular one-on-one conversations to discuss progress, challenges, and goals. Seek feedback on your leadership style and actions, showing that you are open to improvement and value their input.   Element Two - Being Reliable   Here are four actions you can take to foster competence and consistency.   Action 1: Set Clear Expectations Communicate your commitments and expectations clearly. Let your team know what you're working on and what they can expect from you. Clarity minimises uncertainty and establishes a foundation of trust.   Action 2: Demonstrate Expertise Share your knowledge and skills with the team. Offer guidance and support based on your expertise. Be careful to also remain open to diverse perspectives and be willing to learn from others.   Action 3: Consistency in Behaviour Consistency breeds trust. Keep your emotions in check, regardless of circumstances. Uphold your values and principles consistently, demonstrating your reliability and predictability.   Action 4: Accountability and Humility When things go well, acknowledge and praise your team's contributions. When things don't go as planned, take personal responsibility as the leader. Admit mistakes, apologise if necessary, and work together to find solutions.   Trust begins with you and your actions as a leader. By investing in these actionable steps, you can cultivate an environment of trust where your team members feel valued, supported, and empowered. Remember, trust is not just an outcome; it's a continuous effort that strengthens the foundation of your leadership journey. Choose one or two actions to try out this week and let me know how you go.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Our thinking can fall into a rut over time. This week we explore five ways to take a broader perspective.   Transcript Hello and welcome to episode 195 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at five ways to take a broader perspective. Over time it's easy to fall into the trap of narrow thinking. Our minds can become confined to familiar sources of information and limited perspectives from the people around us. To excel as leaders, we need to break free from this thinking rut and embrace new ways of approaching challenges.  Here are five ways to expand our horizons, foster innovation, and become more effective leaders. Read Widely: Leadership is not confined to a single field of expertise. To gain a broader perspective, it's crucial to read widely and explore knowledge outside our usual sources of information. Pick out books, articles, and research from various disciplines. By immersing ourselves in diverse sources of information, we can spark creativity, uncover new insights, and develop a more holistic approach to problem-solving. When we expand our intellectual horizons, we become better equipped to tackle complex issues with fresh and innovative ideas. Seek Out Diversity: Leadership thrives on diversity – diverse perspectives, experiences, and ideas. Actively engage with colleagues and stakeholders from different backgrounds, departments, and roles. Embrace diversity in ideas and actively seek out the viewpoints of others. Innovation often arises at the intersection of diverse ideas. Stay Informed about Industry Trends: In the ever changing world of business, staying informed about industry trends is essential. Keep yourself updated on the latest developments, challenges, and emerging opportunities within your industry or field. Dive into industry publications, attend conferences, and participate in webinars to broaden your knowledge base. Being informed empowers you to make data-driven decisions and see the bigger picture. Encourage Feedback and Constructive Criticism: Role model an openness to improvement by encouraging feedback and constructive criticism from your team members and peers. Create a culture of psychological safety, where everyone feels comfortable sharing their thoughts without fear of retribution. Embrace feedback as opportunities for growth, not personal attacks. By being receptive to suggestions, you can expand your perspectives and gain valuable insights that you might have otherwise missed. Use Data and Analytics: In today's data-driven world, relying on data and analytics is essential for informed decision-making. Data provides an objective understanding of a situation and reveals patterns and trends that might remain hidden from our limited perspectives. By analysing relevant data, you can gain a clearer and more holistic picture of your organisation's performance, customer needs, and market dynamics. This empowers you to make well-informed decisions that drive growth and success. As leaders, it's important to recognise the risks of falling into a thinking rut. To thrive in the face of challenges, we must actively break free from our comfort zone and expand our horizons. Reading widely, seeking diverse viewpoints, staying informed about industry trends, encouraging feedback, and using data and analytics are great strategies to become more effective and innovative leaders. Try applying one of these approaches this week and let me know how you go.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription.   Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader.   Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary This week we're exploring an ancient technique to help you memorise a presentation with numerous points in a set order.   Transcript Hello and welcome to episode 194 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we're exploring an ancient technique to help you memorise a presentation with numerous points in a set order. Think about the best presenters you've seen. Were they constantly checking their notes, or reading off PowerPoint slides? Probably not. There's nothing wrong with having notes, but it is compelling and indeed freeing to be able to present your ideas in a clear sequence without notes. Today we're going to explore a mnemonic or memory technique that is perfectly suited to storing away numerous points in a particular order. Many of us would say we don't have a great memory, but the problem is usually the initial storage of the memory rather than recall of the memory. For thousands of years people have used various techniques to store memories in a way that makes them easier to retrieve. One approach that's particularly effective is the Memory Palace, also known as the Method of Loci (or location). I've used this approach to memorise presentations up to 30 minutes long comfortably without needing to use notes. I really don't consider myself to have special memory abilities. This technique really makes it quite easy. The first thing you need to do when using the Memory Palace technique is to think of a location with various way points that you know well. For example, I use the house I currently live in, storing points away in rooms and locations in a set path through the house. It could be a path you regularly walk that has clear landmarks and objects along the way. Ideally you will use this same path for every presentation you want to remember. The pathway and landmarks should be effortless to recall. Using my house I have a number of places where I can store a memory or point in my presentation. I start at the front door, then there's the entrance hall, around the corner to a bathroom, a son's bedroom, on to the kitchen, then the living room, another son's room, then the dining room, lounge room, upstairs to yet another son's room, another bathroom, and then a final bedroom. That's 11 way points which is plenty. I typically find I don't even need to use the upstairs rooms. We then chunk up our presentation into main points. Each of these main points should be easy to talk through. You can even contain multiple points within these points if you want to get really advanced. The key then is to create a vivid and hopefully unusual visual association you can store in each location. The more bizarre, colourful and ridiculous the better. Let's say I'm giving a general presentation about leadership. My first chunk is a discussion about the definition of leadership I typically use and some discussion that will come out of that. I have about 5 minutes worth of content that I can use around this point. So the first point I want to remember is “what is leadership?”. The visual reminder could be the word “leadership” shaped like a large bright red inflated question mark. Perhaps I could also put some smaller question marks following the large question mark as it walks around in a circle. My second point is around the impact leadership can have. So in the second room, the bathroom, I might have a large hammer smashing the mirror on the wall - a memorable image of impact. If I have several sub-points under that main point, I could memorise a sequence of events unfolding in the room. For example, if I want to talk about the impact of leadership on people, organisations and society, I could have the hammer smash a figurine representing people, then a building representing organisations, then a globe representing society. We repeat the storage process through the remainder of the rooms. To store all of this information away I just walk through the house in my mind, recalling each of the visual cues and ensuring I can then bring to mind the points I need to make. I physically walk through the house the first few times, closing my eyes in each room to store away the visual associations. I find that makes the memories even stronger. A few final tips - think about key objects in each room. For example, my eldest son has a record player in his room, so I use that to interact with other visual cues. We have a fire place in our lounge room, so I often have points interacting with fire in that room. I recommend the first time you use this technique that you keep a simple paper copy of the points. If nothing else, getting your presentation down to a post-it note of points is far ahead of reading from slides or pages of notes. Also, you can use this approach for more than just presentations. Anything you need to memorise in a particular order will work, so you could memorise your calendar for the day, a list of errands, or people you need to speak with. I hope you find this approach as helpful as I have. Give it a try and let me know how you go.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Cynicism in others can be challenging for a leader. This week we outline some practical steps you can take to deal with cynicism in the workplace.   Transcript Hello and welcome to episode 193 of the Leadership Today podcast where each week we share practical tips to improve your leadership. Cynicism in others can be challenging for a leader. This week we outline some practical steps you can take to deal with cynicism in the workplace. Cynicism is a belief that others are only focused on their own interests and are not sincere. At work this might include assuming leaders are just out for themselves, and any initiatives are ultimately going to be bad for people. Cynical behaviour can be discouraging for leaders and colleagues alike. It can decrease trust, creativity and collaboration. As a leader there are some practical steps you can take to deal with cynicism. Lead by example. Make sure you're being positive and honest in your communications. Cynicism can breed in environments that lack transparency and trust, so make sure you are role modelling these. Encourage people to talk about their frustrations, and focus on continuous improvement. Sometimes as leaders we think it's best to avoid discussing frustrations, but it's actually helpful and indeed necessary to bring them out to the surface. The key thing is to then focus on improvement. Bring people together from different areas. It's difficult to be cynical about someone you know well. More in-person time helps people to see others as real human beings and can reduce cynicism. Provide direct and timely feedback. It can be tempting to make generalisations about a person's character or approach when trying to tackle something like cynicism. However, instead of describing someone as cynical, it's more effective to base your feedback on observed behaviour. What did the cynicism actually look like? What was the impact of that behaviour on you and others? This approach will help the other person to understand and accept the feedback. Coach people past cynicism. Those who are being cynical are often frustrated by their inability to shape the team and organisation. You can help them to explore what they want to achieve and more effective ways to influence outcomes. In my experience, with a little bit of effort and empathy, people who have been cynical in the past can often become the biggest agents for change. Why not try some of these approaches in the coming week.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 150+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

In this interview we speak with Ralph Kilmann, conflict management expert and author of the book Mastering the Thomas-Kilmann Conflict Mode Instrument, detailing the tool he co-created almost 50 years ago. We discuss: - What drew him to conflict in the first place - Why conflict is on the rise and what we can do about it - His conflict mode framework - The core skills of managing conflict well - How to think about conflict in an organisational setting - Thinking about conflict across cultures You can learn more about Ralph Kilmann, his latest book, and even take the Thomas-Kilmann Conflict Mode Instrument here - https://kilmanndiagnostics.com/

Summary Decision making and problem solving are significantly important to any leadership role. This week we look at ways to make better decisions.   Transcript Hello and welcome to episode 192 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at ways to make better decisions. To help us make better decisions, we will explore three elements - the inputs, the outputs, and involving others. First element, the inputs. We tend to use either an analytical approach or a conceptual approach when considering inputs to our decisions. They are distinct cognitive processes, each with their benefits and limitations. Analytical thinking is a logical and structured approach to problem-solving that involves breaking down complex issues into smaller components and analysing them individually. It relies on data, facts, and evidence to understand the current situation, identify patterns, and draw conclusions. This could include detailed analysis of the financial situation, or exploring current customer data. Conceptual thinking is a more abstract and creative cognitive process that involves synthesising diverse ideas, connecting disparate concepts, and envisioning new possibilities. It focuses on the "big picture" and the underlying principles or frameworks that shape a situation. This might involve combining products or services together to reach new customers. It could include drawing on lessons from a completely different industry. Leaders need to employ analytical thinking to analyse data, evaluate risks, and make evidence-based decisions. At the same time, conceptual thinking enables them to envision future possibilities, set strategic direction, and inspire their teams. By leveraging both approaches, leaders can develop comprehensive insights as an input to decision making. Coming up with our Leadership Today On-Demand service involved both analytical and conceptual thinking. The conceptual idea was to draw lessons from online fitness training and apply these to leadership development. So our service feels quite different to traditional online courses. You don't have to access content in any particular order. Just start where you're interested and expand from there. The analytical thinking involved testing the market, reviewing the content people were most interested in, and analysing competitor offerings. Second element, the outputs. Once we've gather information and have completed our analysis, an effective decision needs to consider what could be called both the head and the heart. The head is logical, rational, cold and detached. Here we focus on consistency and objective facts. The heart focuses on the impact of our decisions on people. It's empathetic, warm, involved and connected. When using a heart approach things can become more subjective, however we can still use rigour when considering the implications of our decisions on the people likely to be impacted. Third and final element, involving others. We each have preferences around how we take information in and make decisions. I tend to be more of a conceptual and heart kind of person when it comes to analysis and decision making. While that brings some strengths around drawing together broad trends and considering the human impact of decisions, I risk not considering enough data and involving too much emotion in decision making. I therefore involve others at the input and output stages. I find this helpful to check my thinking and ensure I'm not overlooking important information or implications. It's particularly helpful to involve people who may be directly impacted by the decision making. Here we do need to be clear about what help we are seeking. Is their involvement an input to decision making, or are they actually making the decision? Clarity around involving others is very important. I hope you found these three elements of effective decision making helpful - the inputs, the outputs and involving others. This week I encourage you to apply one aspect that stood out to you.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Many people want to be more assertive at work. This week we explore assertiveness as a type of conversation.   Transcript Hello and welcome to episode 191 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to be more assertive at work. Many people want to be more assertive at work - you might be one of them. Perhaps you feel your perspectives are overlooked, or you struggle to get your opinions across to people, or you're frustrated that others just steamroll through and always get their way. To address these challenges, we really need to break some misconceptions about assertiveness. Assertiveness is not something you're born with. It's not a personality type or preference. Rather, assertiveness is a set of skills any of us can develop and improve. A helpful way to think about assertiveness is to picture a line. At one end of the line is passive. If I'm being passive it's 100% about them, the other person and their needs, wants and interests, and 0% about me, my needs, wants and interests. It's okay to be passive sometimes, particularly on issues that really matter to the other person but don't matter to you. If it's genuinely not important to you, it's perfectly fine and even a great idea to let the other person get what they want. However, if we're passive about things that matter to us, then that can be a problem. At the other end of the line is aggressive. Here it's 0% about the other person, and 100% about my needs, wants and interests. Again, sometimes it's perfectly appropriate to put your needs and wants first. There are issues where it's important to hold your ground. But if you're aggressive about every issue, even ones you don't care about, that's likely to limit your effectiveness and relationships. So assertiveness isn't being passive, and it's also not about being aggressive. Assertiveness also isn't the midpoint on the line - it's not 50% about them and 50% about you - that's compromise not assertiveness. Instead, assertiveness is a type of conversation - one where my needs, wants and interests are 100% on the table, but so are the other person's needs, wants and interests. The best way to measure your assertiveness isn't by seeing whether you got your way or not - that's really more a measure of aggressiveness. Instead, you can measure your assertiveness by whether the other person understands your perspective and why it's important to you, and also whether you understand their perspective and why it matters to them. We may then have a shared problem to work through - you can't always get a win-win solution right away. Here are a few quick tips for more assertive conversations: Be clear about needs, not just your wants. Sometimes what people present as what they want isn't the same as what they actually need. Write down your needs, interests and wants before a meeting then make sure you share these during the meeting. Preparation really helps. Acknowledge where there is disagreement and your willingness to work with the other person towards a solution. If you found this helpful, check out our Boost Your Assertiveness course.   Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary The week we explore how to prepare for a job interview to give you the best chance of winning that new position.   Transcript Hello and welcome to episode 190 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to prepare for a job interview. Job interviews are stressful and unpredictable. There are no guarantees in an interview and it can feel like a guessing game. But there are some simple things you can do to dramatically improve your chances of success. Take their perspective. An interview is an opportunity to learn more about you and your capability to take on a role. Think about the goals of the interviewer. They want to be confident that you can do the role, so the interviewer will be looking for specific things, which brings us to the next tip. Ask about the interview format and selection criteria. You will most likely already have the selection criteria as these are typically spelled out as part of the application process. If you don't have the selection criteria, ask your contact if they can provide them. In addition it's helpful to know the general format of the interview,  number of interviewers, and any tips they might have to make sure you're as prepared as possible. Complete a self-assessment against the selection criteria. This will help prepare you to address any gaps that might come up during the interview. Create a narrative. How is this role a sensible next step in your career journey? It will be helpful to the interviewer to demonstrate the story or narrative that has led up to this point. Why this job specifically? And why this job now? Do your research. If you're applying for a listed organisation, read through their annual report and latest investor briefings. If it's a smaller organisation, look for any media releases or newsletters. Demonstrating that you understand how this role fits in to the broader organisational challenges and opportunities will impress any interviewer. Come into the interview with the mindset and awareness of an investor. Clearly explain how you can add value to the organisation through this role. Prepare evidence and examples. There are two broad types of interview questions - hypothetical and behavioural. A hypothetical question could be about a scenario such as “How would you deal with a difficult customer?” A behaviour question looks for a specific example of when you've done something, such as “Tell me about a time when you've dealt with a difficult customer?”. With either approach, make sure you include actual examples. Even if the questions are hypothetical in nature, providing behavioural answers through real examples is far more compelling. Ask a friend to help you practice by asking behavioural questions. Come with questions. A pretty standard way to finish an interview is to ask if you have any questions, so it is worth having one or two genuine questions prepared in advance. A great question to ask is whether there's any other information you can provide that might help their decision making. Arrive early and dress appropriately. Make sure you're not in a rush for the interview. If it's online, log in early to test your technology. For clothing, err towards a step up from what others wear at the organisation. Dress standards vary widely between organisations and even offices. Wear something that makes you feel comfortable and confident, but that also shows you've made an effort for the interview. Follow up. Send an email to say thank you for the opportunity, offer to provide further information if needed, and ask for feedback. I hope these tips have been helpful. Interviews are always going to create some stress, but with a bit of planning and thought you can improve your odds of being successful dramatically.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Summary Delivering a presentation is a fear-inducing situation for most of us. This week we look at practical ways to manage pre-presentation nerves.   Transcript Hello and welcome to episode 189 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at ways to manage pre-presentation nerves.   Most of us will need to give a work presentation at some point. Whether it's to a group of 5 at a team meeting or 500 at a conference, speaking in public can be very stressful. This applies to online presentations as well. These nerves impact people differently, but many will experience an elevated heart rate, sweating, feeling hot or going red, and struggling to concentrate.   If we let our nerves get the better of us we may not present as well as we had hoped. Our fear might even lead us to avoid opportunities to share our ideas in the future. However there are some practical steps you can take to deal with pre-presentation nerves that will help you to be more confident and clear. Prepare. Be really clear about what you're planning to say. I've found keeping presentations to three main points works well. Your notes should be bullet points rather than a script. You can start by outlining the three points you will cover, then go into more detail for each of the points, then summarise the three points at the end. Practice. Run through your presentation in front of the mirror or, better yet, video yourself. Don't ever let your actual presentation be the first time you've said it out loud. I find it helpful to visualise the room I will be presenting in. If you have access to the room ahead of time that's even better. Run through the presentation until you only need your notes occasionally as a prompt. Know your audience. Take the time to understand their interests and needs. Speak with people one-on-one before the presentation to gain their perspectives and insights. You can even gather further information during the presentation by getting a show of hands or asking questions. Great presenters focus far more on their audience than themselves. Reframe your emotions. Being nervous or feeling excited have the same physical signs. It's down to how you interpret your physical state. It's far better to say to yourself “I feel like this because I'm excited about this opportunity to present and want it to go well”. This won't remove all the physical signs of stress, but it will help you to use these feelings to your advantage. Breathe. We breathe all day long, but we rarely focus on our breathing. We can use our breathing to calm us. A great approach is the box breathing technique. The box is a simple way to remember the structure - inhale for four seconds, hold for four seconds, exhale for four seconds, hold for four seconds. Doing this for just a minute will calm you down dramatically. Pose a question for discussion early. Asking a question of the group and having them discuss it with one or two others provides an engagement point and also gives a chance to settle in, take some deep breaths and focus. Focus on individuals not the group as a whole. Another presentation technique which can work well is to focus your attention on a single person for a sentence, then shift to someone else for the next sentence. You need to make this natural for you, but making eye contact will draw people in. It is also a reminder that you are communicating with a room of individuals, not just a group of people. Seek feedback. This can feel painful, but feedback is a great way to improve. Find someone who can provide you with balanced feedback and speak with them prior to the presentation to set this up well. After the presentation, ask them to share anything that worked well, and things you should do differently next time. Then thank them for the feedback.   Your presentations will continue to improve with practice. If you can learn to expect and even enjoy the discomfort, you will be able to deal effectively with pre-presentation nerves.     Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.learn.leadership.today and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Our annual conference including a range of leadership experts - valued at $450 - Five online courses with workbooks - valued at $250 each - Five five day challenges with workbooks - valued at $150 each - Nineteen recorded webinars - valued at $100 each - A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350 That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.   Get Connected Find out ways to get connected here: https://leadership.today/connect

Hello and welcome to episode 188 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to build the working relationship you have with your manager. The working relationship you have with your manager is particularly important for your performance and career. Yet we can all struggle to make this relationship work. It's easy to put this down to personality and style differences, or perhaps a lack of interest or skill on the part of the manager. However there are some important things to keep in mind. Managers are typically busy. What you might see as a lack of interest or attention may simply be due to them having so much on. Managers have a different perspective and priorities. The scope and time horizon associated with their role could be dramatically different to your role. There are likely to be things they are focused on that you may know nothing about. Your manager might work quite differently to you. Their work style and preferences could well be different to yours. So, keeping all of these things in mind, here are seven tips for working more effectively with your manager: Establish clear goal posts. Having agreed expectations is fundamental to performance and your relationship. Without clear goals, you can't have an effective working relationship with your manager. Build trust. Trust is a combination of having another person's best interests at heart, and being reliable in following through on your commitments. To build trust you need to understand what is important to your manager. You also need to be rock solid in delivering what has been agreed. Ask “How can we best work together?” This is a great question to explore what your manager has found most helpful when leading others. It also opens up a two-way conversation where they're likely to ask what you've found most helpful from other leaders, so be prepared to share some thoughts. Secure some one-on-one time. Given the time constraints on managers this can be challenging, but even 20 minutes a week can make a huge difference. Frame this in terms of how it will be helpful for your manager. For example, it provides an opportunity to bundle-up non urgent questions rather than disturbing them during the week. It will also help ensure clarity and alignment, and that your manager is across progress against objectives. Try to lighten their load. It's easy to come to your manager with a problem and just make their life harder. Instead, come with options and potential solutions. Even better, come with your preferred approach and rationale. Seek specific feedback. Let your manager know what you're working on and that you'd appreciate and value their feedback. Again, frame this up from the manager's perspective and how this regular feedback will help you to be even more effective. Express gratitude. The research is clear - the more senior someone is, the less feedback they receive. Let your manager know what you're appreciating about the way they have led you. This will encourage them to keep going. I hope you have found these tips helpful. Give them a try and let me know how you go. Check out www.leadership.today for more episodes and information about our Leadership Today App.

Summary Many people are uncomfortable receiving feedback from others, even when the feedback is positive. We explore how to accept feedback with grace.   Transcript Welcome to episode 187 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to accept feedback with grace. How would you feel if I said “I have some feedback for you”? When I ask this question in leadership development programs, most people indicate that they would feel nervous, a sense of dread, that they would want to leave, or that they're expecting bad news. It turns out that most of us assume feedback will be negative. When we receive negative feedback we might feel defensive, want to argue back, or even provide our own negative feedback without fully thinking through the implications. But many people even struggle receiving positive feedback. They might try to play it down, perhaps making a joke, or suggesting that the person providing the positive feedback is wrong. So how can we make the most of the feedback we receive, taking it on with a bit more grace? Here are six tips: Always say “thank you”. If it's positive feedback, try not to dismiss the feedback. If it's negative feedback, don't get defensive but just share genuine thanks that the person has had the courage to speak with you. Don't respond right away. If it's positive feedback, come back to the person later to let them know what you appreciated about their feedback. If it's negative feedback, come back to the person later with what you've taken out of their feedback. You're likely to respond better with some additional time to think and reflect. Look for the truth in the feedback. If you have received positive feedback, assume that it's true. For example, if someone says you seemed really confident when you were presenting to the team, even if you didn't feel confident, the truth is that you appeared confident. If someone provides negative feedback, look for the kernel of truth. You may not agree with or accept all of the feedback, but there's likely to be an element of truth in there somewhere. Separate intent and impact. You can set out with the best of intentions, but feedback is focused more on your impact than your intent. Focus on the impact you're having and be clearer in sharing your intent. Provide further context if required. If you have received negative feedback, it can be helpful to provide further context. It's important here not to be defensive or dismissive, but additional context can help others to understand why you did what you did. Let them know what you will do as a result. Whether it's positive or negative feedback, let the person know what you're planning to do based on the feedback they've provided. If it's positive feedback it might be that you'll try to keep doing this in the future. If it's negative feedback, you might let them know what you will try to do differently. Always remember that feedback is a gift. We may not always like the way the gift is wrapped, but there's always value in feedback. Give these approaches a try and let me know what you think.

Summary This week we explore why focusing on your identity is a better investment of time than focusing on your personal brand.   Transcript Welcome to episode 186 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore why focusing on your identity is a better investment of time than focusing on your personal brand. With the proliferation of influencers and social media over the past decade, there has been an increased focus on building a personal brand. Well meaning organisations even run workshops helping people to carefully curate their LinkedIn image. On the surface this sounds like a good thing to focus on in the context of our leadership. Surely we want to be careful about how we present ourselves to the world? There are however some risks of treating yourself as if you were a company or a product. Who we are is much more than just how we want to be seen by others. And how others see us is likely to be more genuine if it's grounded in our identity. Our identity is who we are, not just our external persona. It includes what we value, our opinions, what's important to us, and ultimately who we are. Personal brand is how we want others to see us. It tends to be more carefully curated. There is a risk that our personal brand can become detached from our identity. This can lead us to effectively put a mask on as we interact with others. This doesn't just require additional effort to maintain, it also can come across as disingenuous. People are very good at picking up when we are pretending to be something we're not. In contrast, identity is who I am, not just my external persona. When we focus on our identity, we are more grounded in who we are and what we stand for. This gives us a sense of purpose and direction. When we are clear on our identity, our personal brand flows naturally. Here are three things you can consider this week if you want to explore your identity: Reflect on your values and beliefs. What is important to me? What motivates me? Look at your life experiences and how they have shaped who you are today. What have you learned from your successes and failures? Examine your relationships and the people who have influenced you. Your identity is often formed in reference to others. So this week spend some time considering your identity. It's a better investment than your personal brand. Have a great week.

Summary It turns out many people don't like compulsory team building activities at work. So how do we build relationships and connections in a way that people do appreciate?   Transcript Welcome to episode 185 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how to build team connections without resorting to compulsory fun. Many leaders are noticing a reduction in inter-connection between their people. This could be due to a range of factors, including an increase in remote working, busy-ness or just inattention to relationships as an important part of team effectiveness. People are therefore exploring ways of building these connections.  A tempting option is to book a hopefully fun team building activity.  However research suggests that people can resent team building activities, particularly when they aren't voluntary. Even when people are okay with being involved, often the activities chosen don't allow much opportunity for discussion and bonding. Research suggests that intentional efforts at building relationships and connections are usually more beneficial than generic team building activities. Here are some of the suggestions I'm sharing with clients who are wanting to build team cohesion: Focus on team effectiveness. We are here to do a job, and your team building efforts are best placed when they have a clear link to the effectiveness of the team. That doesn't mean it needs to be stale or boring, but the activities need to have a point. Allow people to share and get to know each other safely. Team building efforts work best when people can choose how much or how little they want to share. An example is having people share a five star recommendation. This could be anything - a book, holiday destination, recipe, restaurant, activity - anything they would give five stars and why. This simple question often breaks down barriers and allows people to safely open up and get to know each other. Invest your own time in getting to know your people. Team building works best when the leader is involved and makes a conscious effort to get to know all the people in their team, rather than just sticking with the people they know or seeking to keep a distance between them and the team. Building effective relationships is part of the work, so stick to normal work hours. If your team want to organise to do something together outside work hours, that's great. But anything you organise should honour their time. Give these approaches a go with your team and have a great week.   Reference Petr Matous, Julien Pollack, Jane Helm. Collecting experimental network data from interventions on critical links in workplace networks. Social Networks, 2021; 66: 72

Summary This week we explore how goal setting changes over time and with our personality preferences. Could setting tighter goals make us more happy?   Transcript Welcome to episode 184 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore how goal setting changes over time and with our personality preferences. People vary markedly in the way they set goals and where they focus their goals. In general though, tighter and clearer goals tend to be more effective than loose and general goals. A tight goal of exercising for 30 minutes each day is likely to be more effective than a loose goal of wanting to become more resilient. A tight goal of practicing giving presentations in weekly team meetings is likely better than a loose goal of wanting to become a better communicator. But the kinds of goals we set can vary over time and with our personality preferences. A 2020 study by researchers at the University of California tracked the goals of participants from when they started college to 20 years later. They also looked at the personality preferences of participants, the impact these had on the goals set, and how personality changed over time. The study found that personality changes impacted the kinds of goals people set. For example, participants whose levels of agreeableness, kindness and compassion increased placed more emphasis on family, relationship and social goals over time. Similarly, those who increased in responsibility, organisation and self-control placed more value on economic and family goals over time. This can help explain why our views of success vary so much - we value different things and set different goals. The researchers also found that people placed less emphasis on goals as they headed into middle-age, and believed this was due to people being more selective in the focus on goals while also having achieved some of the major goals they set in the preceding 20 years. Interestingly, research also suggests happiness tends to reduce from a peak in our late teenage years, to a low point around 47, before increasing steadily into old age. The mid-forties often feature the greatest competing demands around relationships, parenting, career and health. It is however interesting that the period where we have fewer clear goals appears to coincide with the period when we are least happy. We can end up being so busy that we lose focus on what is most important. We end up focusing on survival rather than planning for the future. As a leader, it's important to understand that different members of your team may have different approaches to goal setting based on their personality types. By understanding these differences, you can tailor your approach to goal setting to best suit each individual. For those with a strong sense of conscientiousness, it's important to provide clear guidelines and deadlines when setting goals. These individuals thrive on structure and specificity, so providing a clear roadmap and measurable outcomes can help them stay focused and motivated. On the other hand, individuals with high levels of openness may benefit from more flexible and creative goal setting. These individuals tend to be more innovative and enjoy exploring new ideas and possibilities. By providing a broader vision for the goals and allowing for more creativity in how they are achieved, you can tap into their strengths and keep them engaged. So this week I encourage you to take another look at your goals. How clear and tight are they? What areas of your life do they focus on? Are there goals you need to let go, or new goals you need to set? Spend some time dreaming about what the future could hold, then use goals to mark clear waypoints towards the life you want.   References Olivia E. Atherton, Emily Grijalva, Brent W. Roberts, Richard W. Robins. Stability and Change in Personality Traits and Major Life Goals From College to Midlife. Personality and Social Psychology Bulletin, 2020; 014616722094936 Blanchflower, David G. Is Happiness U-shaped Everywhere?  Age and Subjective Well-being in 132 Countries. National Bureau of Economic Research Working Paper Series No. 26641 January 2020.

Summary When looking for ways to improve and make progress, it is sometimes helpful to explore what could be the most negative outcome and what we can learn from that. This week we look at the benefits of thinking about how to break something in order to make it even better.   Transcript Welcome to episode 183 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we look at the benefits of thinking about how to break something in order to make it even better. I was recently watching a documentary about SpaceX, the manufacturer and launcher of rockets, including the largest and most powerful ever made. In the documentary called “Return to Space” they reflected on the contrasting approaches to experimentation and progress used by SpaceX and NASA. The documentary explained that NASA focuses on getting things as right as possible on paper first before committing to a launch. This leads to an inherent conservative risk-aversion. Success from a NASA perspective is a rocket flight that's perfect first time even if that takes a long time to get to. SpaceX in contrast has seen some of the most spectacular and dramatic rocket explosions ever. Instead of being disappointed by these or even viewing them as failures, each explosion was seen as an opportunity to gather data and learn fast. Elon Musk even declared their latest Star Ship launch as having a 50% chance of success. He said in an interview "I'm not saying it will get to orbit, but I am guaranteeing excitement”. Star Ship exploded prior to reaching orbit. Interestingly though, SpaceX's other rockets now have an enviable level of safety and reliability. By breaking it, SpaceX are learning how to fix it. So what does this mean for the rest of us leaders who aren't in the space race? Whether it's a physical product, a service, or a process, I believe there are several lessons we can learn and apply. Conduct a pre-mortem. A post-mortem is something we undertake after a negative event to find out what went wrong. A pre-mortem flips this process to consider what could go wrong in advance. In a pre-mortem we look at potential negative outcomes and work back to what might cause these, and therefore what we might do differently. This makes it far easier for people to speak up and air concerns. Check your culture. Organisations have different attitudes towards risk and failure. If you are in a risk-averse organisational culture, it's helpful to consider how you can fail safely. Safe-fail experiments are a great way to stress-test what you're building. Encourage people to be open about risks and failure. Often times people will attempt to downplay risks and cover up failures. Promoting sharing of these as learning opportunities can help people to be more forthcoming and honest. Focus on the system, not the people. When things go wrong, it's easy to point the blame at individuals. Instead we should start with the system. This will encourage honest reflections and openness rather than fear of retribution. I hope you found this helpful. Consider how you might fail-forward in your context. Have a great week.

In this interview I speak with Clifford Morgan, author of the new book "The Coaching Leader - Essential Skills to Enhance Your Leadership and Develop Your People Every Day".  We discuss: Challenges leaders are facing today The benefits of leaders taking on a coaching approach What it takes to be a great coach Some lessons from Cliff's military background You can learn more about Cliff, his book and other resources at: https://cliffordmorgan.com.au/

Summary Appreciation is an under-utilised method for engaging and motivating our people. This week we explore the most appreciated ways of showing appreciation.   Transcript Welcome to episode 182 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explore the most appreciated ways of showing appreciation.   There are many ways we can show appreciation, however research demonstrates that employees favour some approaches over others. Before we explore these, it's important to think about what we are appreciating.   Appreciation can largely be based on either effort or results. As leaders we will tend to favour one of these over the other. For me, I tend to place more emphasis on recognising effort. Some people really appreciate having their efforts recognised on the way towards a result, so this approach works well for them. However, others would prefer to be recognised for what they have delivered. They may even dislike being recognised for their efforts. So any form of appreciation starts with a conversation. You should explore how people have liked being appreciated in the past.   Research into the ways people prefer to be appreciated highlights words of affirmation as the most frequently chosen, with just over 45% selecting this as their most preferred method. This could include verbal or written appreciation. There weren't major gender differences in how people prefer to be appreciated. Interestingly, the least preferred approach was gifts, coming in around 5%.   It can sometimes be easy to just give someone a gift or other token recognition, but this is likely to fall flat if it's not paired with words of appreciation. Providing regular specific appreciation and positive feedback is a great way for motivating your people. Everyone wants to feel appreciated. Take some time to talk to others about how they like to be appreciated and build that in to your approach.   Have a great week.   Reference   White, P. (2017), "How do employees want to be shown appreciation? Results from 100,000 employees", Strategic HR Review, Vol. 16 No. 4, pp. 197-199. https://doi.org/10.1108/SHR-06-2017-0037

Summary As human beings we face a tension between solitude and socialising. This week we explore practical ways to strike the right balance for you.   Transcript Welcome to episode 181 of the Leadership Today podcast where each week we bring research to life in your leadership. This week we explode practical ways to strike the right balance between solitude and socialising.   As human beings we face a tension between solitude and socialising. A recent study found that in older adults, while socialising is important for mental and physical well being, times of solitude are also important to help people recharge. The authors provide a helpful analogy of solitude and socialising as opposite ends of a see saw. We need both, and we need to oscillate back and forth.   Socialising helps foster a sense of belonging and connection with others, allows us to consider new perspectives, and builds relationships. In contrast, loneliness not only impacts our mental health, but also our physical health.   Solitude allows us to reflect and consolidate our experiences. This can help build our understanding of ourselves and our effectiveness. As the earlier study flagged, solitude can also allow us to recharge and refresh from the demands of socialising.   We need to be strategic in our application of both solitude and socialising. Here are some thoughts to consider: How do you spend your time now? Take a look at your calendar and gain a rough idea of your balance between solitude and socialising. Assess your current levels of satisfaction with this balance. Our needs can shift over time. What worked for us five years ago may not suit us now. Changes in our work arrangements may have also knocked our balance out. If you find yourself working more often remotely, you may also need to be more intentional about scheduling social connections. Make the first move. If you do want to increase your level of social interaction, don't wait for others. Think about people you love catching up with and give them a call to schedule a time to reconnect. Schedule seclusion. While meeting with others often requires a calendar invite, we don't typically apply the same approach to time alone. Put time for solitude and reflection in your calendar.   Striking a balance between solitude and socialising is important. What works for others may not work for you, and what worked a few years ago may no longer work. Take a quick audit and let me know how you go. Have a great week.   Reference   Luo, M., Pauly, T., Röcke, C., & Hülür, G. (2022). Alternating time spent on social interactions and solitude in healthy older adults. British Journal of Psychology, 113, 987– 1008. https://doi.org/10.1111/bjop.12586