Successful leaders understand that they cannot do everything themselves. To lead their team or company forward, they need to learn to rely on their people. It sounds easy, although in reality, letting go of something you are renown for doing and do so well, in fact probably better than anyone else - can be difficult. Right?
Systems psychologist David Kantor refers to delegation in his book, ‘Reading the Room: Group Dynamics for Coaches and Leaders’ as something to be mastered – an art rather than a process. There is a fine line between delegation, throwing work at people, and micromanaging them. The art is finding the balance in between.
Posted on Tue, July 16, 2019 in Leadership
Often when attempting to recognise or identify leaders there’s a desire to rely on classifications, job titles that contain manager, president, chief or director, or social roles that contain the word leader. The question is what comes first - the leader or the leadership skills and qualities? Are people put into leadership roles and then left to develop as leaders, or do they show leadership qualities and earn those roles?
Posted on Tue, July 02, 2019 in Leadership
As leaders, we face many challenges. Often times they’re operational, financial, or are to some degree, external challenges. Sometimes though our greatest challenges can come from within.
In 1978 Dr Pauline Clance and Dr Suzanne Imes published "The Impostor Phenomenon in High Achieving Women" In it, is described the phenomenon of someone perceiving intellectual phoniness or fraudulence within themselves.
Over time more has been understood about this condition, now often referred to as Imposter Syndrome, and the types of people it affects.
Within any professional organisation, there's a leader, managers and workers. For the most part, this structure is viewed as a pyramid with the leader firmly placed at the pinnacle. While there may be smaller structures within the organisation, with their own local leaders, the shape remains; a leader at the top, everyone else beneath. The problem with this perception is that it ignores the obvious truth about our lives. We are all leaders.
Posted on Fri, June 07, 2019 in Leadership
For many professions, continuing professional development (CPD) (usually technical) is seen as a necessity, a vital part of work and individual development. The Law Society of Scotland sets out that Scottish solicitors have to do a minimum of 20 hours’ CPD a year, and Scottish teachers recognise its importance with 35 hours’ CPD expected a year.
“Leadership is influence.” —John C. Maxwell
If you bring out the best in people, inspire others through your actions and influence them to follow you, you are a leader.
Influential leaders have the ability to make things happen, they are able to influence the ideas, thoughts, opinions and behaviours of others in order to achieve desired outcomes.
Title is not synonymous with influence, successful leaders become influential via their likability, authenticity and behaviour.
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