Explore every episode of the podcast Leadership Today - Practical Tips For Leaders
| Title | Pub. Date | Duration | |
|---|---|---|---|
| Episode 238 - Remember What It Was Like to Be a Beginner | 28 Aug 2026 | 00:04:31 | |
Summary The better we become at something, the harder it can be to remember what it was like not to know. New research shows that experts give more useful and actionable advice when they reconnect with their own experience as beginners. This episode explores a simple way leaders can become better coaches and teachers.
Transcript Hello and welcome to episode 238 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at a challenge that comes with becoming more experienced: the better we become at something, the harder it can be to explain it to someone who's just starting out. Think about something you've done hundreds or perhaps thousands of times. It might be running a meeting, preparing a report, handling a difficult customer, using a particular system or having a performance conversation. After enough practice, many of the steps become almost automatic. You don't consciously think about everything you're doing because you've built up knowledge and patterns that allow you to work quickly. That's usually a good thing, but it creates a challenge when someone less experienced asks us for advice. We can forget what it was like not to know what we now know. A new study published in the Academy of Management Journal explores this problem. The research looked at what happens when experts reconnect with what they call a beginner's mind. Rather than simply remembering an event from the past, people were encouraged to mentally revisit what it actually felt like to be a novice in that particular area. Across studies involving managers and musicians, taking on a beginner's mind made a difference to the advice experts provided. When experienced people reconnected with their former beginner state, their advice became more concrete. And importantly, the novices receiving that advice rated it as more useful and were more willing to act on it. It helps explain something we see constantly at work. An experienced leader might tell a new supervisor, "You just need to have a clear conversation and hold them accountable." That sounds perfectly sensible to someone who has handled dozens of performance conversations. But the new leader may still be wondering: How do I actually start the conversation? What words do I use? What happens if they become defensive? What should I prepare beforehand? Expertise compresses all of those little steps. Once something feels obvious to us, we stop mentioning the things that no longer require conscious thought. That's why telling someone to "communicate more effectively", "delegate properly" or "think strategically" often isn't particularly helpful. The advice describes the destination without helping the person with the journey. There are three practical ways leaders can use this research. First, before giving advice, briefly remember your own first attempt. Think back to when you genuinely didn't know what to do. What were you worried about? What confused you? What did you misunderstand? What would you have wanted someone to tell you at that point? That mental exercise may help you notice assumptions that your expertise now hides from you. Second, make your advice behavioural. Instead of saying, "You need to delegate more", describe what the person could actually do. You might say, "Choose one task this week, explain the outcome you're looking for, ask the person how they would approach it, agree when you'll check in, and resist taking the task back unless there's a genuine risk." Concrete advice is easier to act on. Third, check what the other person already knows. Before launching into an explanation, ask, "What have you tried so far?" or "Talk me through how you'd approach it." That helps you pitch your advice at the right level and also encourages the other person to think rather than simply waiting for your answer. Expertise doesn't automatically make us good teachers or coaches. In fact, expertise can sometimes get in the way because it makes the difficult look obvious. Great leaders benefit from traveling back to their own beginning so they can help someone else move forward.
Reference Zhang, T. (2026). Back to the beginning: Rediscovering a beginner's mind enhances advice provision to novices. Academy of Management Journal. Advance online publication. https://doi.org/10.5465/amj.2023.0816.
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 | |||
| Episode 237 - The Hidden Bias in Performance Reviews | 21 Aug 2026 | 00:04:17 | |
Summary Some employees are especially good at adapting their behaviour and creating positive impressions, but does that mean they actually perform better? A new meta-analysis suggests self-monitoring predicts supervisor performance ratings more than objective performance outcomes. This episode explores how leaders can distinguish genuine contribution from the appearance of performance.
Transcript Hello and welcome to episode 237 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at a subtle bias that can influence performance reviews: confusing someone's ability to manage impressions with their actual performance. Some people are naturally very good at reading a room. They notice what other people expect, adapt how they present themselves and adjust their behaviour to fit different situations. Psychologists call this self-monitoring. High self-monitors are socially skilled. They recognise when to speak up, when to hold back and how to present their contribution in a way that resonates with different people. Those can all be useful capabilities at work. For years, research has suggested that self-monitoring is also associated with job performance. But a new meta-analysis asks an interesting question: are high self-monitors actually performing better, or are they simply better at being seen as high performers? The researchers analysed 35 samples and found a modest overall relationship between self-monitoring and job performance. But when they examined how performance was measured, they found that the relationship appeared when supervisors rated performance, but not when performance was assessed using more objective outcome measures. This indicates that at least part of the apparent performance advantage comes from influencing the person doing the rating rather than actual performance. Most workplaces don't measure performance perfectly. Leaders form impressions based on conversations, meetings, presentations, emails and the things they happen to observe. Employees who are skilled at recognising what the manager values may naturally become more visible in those settings. Meanwhile, another employee may quietly produce excellent work without drawing much attention to it. The danger is that we start treating visibility as performance. Someone who speaks confidently in meetings can appear more capable than someone whose contribution is less visible. Someone who regularly updates the boss can appear more productive than someone who simply gets the work done. There are three practical ways leaders can reduce this bias. First, define performance before evaluating the person. Be clear about the results, behaviours and standards that matter for the role. It's much easier for impressions to take over when performance expectations are vague. Second, use multiple sources of evidence. Look at outcomes, feedback from others, customer impact and observable contribution rather than relying solely on your overall impression. Ask yourself, "What evidence would I use to explain this rating to someone who has never met this employee?" Third, look for invisible contribution. Who solves problems quietly? Who helps colleagues without drawing attention to it? Who consistently produces reliable work but rarely talks about it? Strong performance isn't always highly visible. This doesn't mean socially skilled employees are intentionally manipulating leaders to receive a more favourable performance evaluation. However, we need to be careful not to allow presentation skills to substitute for evidence when evaluating performance. Performance and the appearance of performance are not the same thing. Great leaders don't ignore impressions, but they make sure those impressions are tested against evidence.
Reference Moser, K., Ebner, K., Iliescu, D., & Sîrbu, A.-A. (2026). Self-monitoring and job performance: Substance or style? A meta-analysis. Journal of Occupational and Organizational Psychology.
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 | |||
| Episode 236 - The Go-To Person Trap | 14 Aug 2026 | 00:05:02 | |
Summary Every team seems to have someone everybody goes to for help. New research shows that leaders may unintentionally create these go-to employees through the people they visibly rely on, increasing burnout without necessarily improving performance ratings. Discover how to spread expertise without exhausting your most dependable people.
Transcript Hello and welcome to the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at how the person everyone relies on can gradually become overloaded, and what to do about it. Most teams have a go-to person. They're the colleague people approach when they are unsure what to do, when something needs fixing, or when a deadline is approaching. They know how things work, they are reliable, and they are usually generous with their time. Having someone like that in a team can seem like an enormous advantage, but new research suggests there may be a hidden cost. The researchers began with an interesting question. When someone needs help at work, how do they decide who to approach? We might assume that people carefully consider who has the right expertise for the particular problem. Sometimes they probably do. But that requires knowledge and effort, and often we use shortcuts instead. One shortcut appears to be looking at who the leader relies on. If the manager regularly goes to one particular person for advice, information or assistance, other team members notice. They infer that this person must be knowledgeable, capable and safe to approach. The researchers describe this as an "imitate-the-successful" shortcut. Rather than asking, "Who is best qualified to help me with this particular problem?", people effectively ask, "Who does the boss go to?" Over time, those individual decisions accumulate. The same employee receives more questions, more requests for advice and more interruptions. Eventually, they become the unofficial go-to person for an increasingly broad range of issues. There is obviously an upside. Being trusted and relied upon can be rewarding. It can indicate expertise and provide opportunities to contribute beyond the formal boundaries of a role. But the research also identified an important downside. Go-to employees experienced greater burnout without necessarily receiving higher performance ratings as a result. That creates a real leadership risk. Some of our most capable people may be doing a large amount of invisible work that never appears in their position description or performance measures. Each individual request may only take five or ten minutes, but collectively those interruptions can consume a significant part of the working week. The irony is that leaders may contribute to the pattern because they trust the person. We rely on them because they are capable, and our visible reliance signals to everyone else that they should do the same. The reward for being reliable becomes even more work. There are three practical things leaders can do. First, notice where the requests are going. Ask yourself who people approach when they are stuck. You can also ask your team where they go for different kinds of help. If one name appears repeatedly across unrelated areas, you may have developed a dependency rather than simply recognising expertise. Second, distribute expertise deliberately. Instead of always approaching the same trusted employee, involve other people and make their expertise visible. You might say, "Sarah knows this process really well, so speak with her about that," or ask different team members to lead particular areas. The goal is to create several places people can go rather than one human help desk. Third, recognise helping as real work. If someone is regularly supporting colleagues, factor that into their workload and performance conversations. Do not give them a full individual workload and then treat all of the helping as something they should somehow squeeze in around the edges. There is also a useful question you can ask your go-to person: "How much of your week is spent helping other people get their work done?" The answer may surprise you. The key takeaway is that becoming the person everyone trusts can look like success while quietly becoming a source of overload. Great leaders build capability across the team rather than allowing dependence to accumulate around one highly capable person. So take a look at your team this week. Who has become the person everyone goes to? And perhaps more importantly, what are you doing as the leader that might be reinforcing that pattern? Thanks for listening, and I look forward to speaking with you again next week.
Reference Frank, E. L., Matta, F. K., Nakos, O. M., & Rodell, J. B. (2026). How the boss's "right hand" becomes the group's "go-to": Leader–member exchange as a heuristic cue for everyday asks. Journal of Applied Psychology. https://doi.org/10.1037/apl0001401
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 | |||
| Episode 235 - How to Help Your Team Feel Heard | 07 Aug 2026 | 00:03:59 | |
Episode 235 - How To Help Your Team Feel Heard
Summary Most leaders understand the importance of listening, but far fewer understand what great listening actually looks like. Discover the research behind high-quality listening and why helping people feel genuinely heard can improve trust, engagement, wellbeing, and retention.
Transcript Hello and welcome to episode 235 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we explore the research behind high-quality listening and why helping people feel genuinely heard can improve trust, engagement, wellbeing, and retention. Most leaders would agree that listening is important. In fact, if you ask people to describe the best leaders they've worked with, listening often appears near the top of the list. And yet, listening is one of those skills that can be easy to talk about and surprisingly difficult to do well. Part of the challenge is that we often think of listening as a communication technique. We focus on maintaining eye contact, nodding, paraphrasing, and asking questions. While those behaviours can be helpful, research suggests that what matters most is whether the other person genuinely feels heard and understood. What we're after instead is high-quality listening. Researchers who reviewed more than two decades of listening research identified three key elements of high-quality listening. First, giving someone your full attention. Second, genuinely seeking to understand what they mean, not just the words they're saying. And third, approaching the conversation with openness and curiosity rather than judgement. When people experience this type of listening they become less defensive, more reflective, and more willing to share information and ideas. In other words, good listening doesn't just help people feel better - it changes the quality of the conversation itself. Other recent research has also found that improving listening skills as a leader can reduce burnout and decrease people's intentions to leave an organisation. That's a useful reminder that listening can have a meaningful impact on wellbeing, engagement, and retention. So what can leaders do? First, focus on understanding before solving. Many leaders hear a problem and immediately jump to advice or solutions. Instead, try asking a question that checks your understanding. Something like, "So if I've understood correctly, the real challenge is…" This not only helps clarify the issue, it also demonstrates that you've genuinely been listening. Second, remove distractions whenever possible. If you're having an important conversation, put your phone away, close unnecessary applications, and give the other person your full attention. People notice very quickly when you're only partially present, and it often changes what they're willing to share. Third, become more comfortable with silence. Most of us feel pressure to respond immediately. Yet some of the most valuable insights emerge after a pause. When someone finishes speaking, resist the urge to jump in straight away. Give them a little space. You may find there's more they want to say. Remember that listening isn't just about gathering information - it's about helping people feel understood. And when people feel understood, they're more likely to trust, engage, contribute, and collaborate. As leaders, one of the most valuable things we can offer isn't a solution or an answer. Sometimes it's simply our full attention.
Research references: Kluger, A. N., & Itzchakov, G. (2022). The Power of Listening at Work. Annual Review of Organizational Psychology and Organizational Behavior, 9, 121 to 146. https://www.annualreviews.org/content/journals/10.1146/annurev-orgpsych-012420-091013
Itzchakov, G., et al. (2023). Learning to listen: Downstream effects of listening training on employees' relatedness, burnout, and turnover intentions. Human Resource Management, 62(5), 731 to 752. https://onlinelibrary.wiley.com/doi/full/10.1002/hrm.22103
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 | |||
| Episode 234 - The Hidden Motivation Trade-Off in Hybrid Work | 31 Jul 2026 | 00:05:19 | |
Summary Hybrid work isn't simply about where people are most productive. New research shows that working remotely tends to satisfy our need for autonomy, while office days strengthen our sense of connection, with both playing a vital role in sustaining motivation. Rather than debating attendance, effective leaders intentionally design office days for collaboration and relationship building, and remote days for focused, independent work.
Transcript Hello and welcome to episode 234 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we look at the hidden motivation trade-off in hybrid work. The debate about hybrid work often comes down to a single question: where are people most productive? Are they better off working from home or in the office? While that's an understandable question, new research suggests it may not be the most helpful one. Instead of asking where people work best, perhaps we should be asking which psychological needs are being met in each environment. A recent diary study published in the European Journal of Work and Organizational Psychology followed 187 employees over ten working days, collecting almost 3,000 daily observations. Rather than simply measuring productivity or job satisfaction, the researchers looked at three fundamental psychological needs identified in Self-Determination Theory: autonomy, competence and relatedness. Autonomy is our need to feel we have choice and control over our work. Competence is our need to feel capable and effective. Relatedness is our need to feel connected to other people. These three needs are important because they underpin high-quality motivation. When they're met, people are more likely to feel engaged, energised and willing to contribute. When they're frustrated, motivation tends to become more controlled, draining and less sustainable. The findings paint a much more nuanced picture of hybrid work than many headlines suggest. On remote workdays, employees experienced greater autonomy. They felt they had more control over how they structured their work and, importantly, they maintained their energy better throughout the day. The researchers found that this greater sense of autonomy was associated with lower declines in energy during the afternoon and evening. However, there was a trade-off. On office days, employees experienced greater relatedness. They felt more connected to the people around them. While office work didn't provide the same autonomy benefits, it did satisfy an equally important psychological need to belong. This suggests that the question isn't whether remote work is better than office work, or vice versa. Each environment appears to support different aspects of motivation. For leaders, this changes the conversation. Rather than arguing about how many days people should be in the office, we should be asking what each day is designed to achieve. If someone comes into the office simply to spend eight hours attending virtual meetings with headphones on, they've probably lost much of the autonomy of working from home without gaining the connection that office work can provide. Likewise, if someone works remotely every day without meaningful interaction, they may enjoy greater independence but gradually lose the sense of belonging that helps teams perform well over time. The best hybrid leaders think less about attendance and more about purpose. Office days should be designed around the activities that benefit most from human connection. Coaching conversations, creative problem-solving, mentoring, relationship building, onboarding new team members and tackling complex issues together are all likely to benefit from being face-to-face. Remote days, on the other hand, can be protected for focused work, thoughtful analysis, writing, planning and tasks that benefit from uninterrupted concentration and greater flexibility. This research also reminds us that motivation isn't like one bucket that we are either filling or depleting. Motivation is shaped by the environment leaders create. We influence motivation every time we decide how work is organised, how meetings are scheduled and how much choice people have over the way they complete their work. There are three practical areas you can consider this week. First, look at your team's calendar. Are office days genuinely designed around collaboration and connection, or are people simply working alone in a different location? Second, think about remote work. Are people given enough autonomy to benefit from working remotely, or have online meetings gradually filled every available hour? Finally, ask your team a simple question: "When do you feel most energised during your working week?" Their answers may tell you far more than another debate about office attendance. The key takeaway is that hybrid work isn't primarily a location challenge. It's a motivation design challenge. Remote work tends to support autonomy. Office work tends to support connection. Great leaders understand that both needs matter, and they intentionally design work so their people experience the benefits of each. As always the reference we used is in the show notes. If you did enjoy this episode, please take a few moments to rate and review it on your preferred podcast player - that helps others to find it. Have a great week.
Reference Olafsen, A. H., Kujanpää, M., Stenling, A., Tafvelin, S., & Bentzen, M. (2026). Daily need experiences across office and remote workdays. European Journal of Work and Organizational Psychology.
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 | |||
| Episode 233 - Bored, Busy and Burned Out | 24 Jul 2026 | 00:04:24 | |
Summary Being busy does not protect people from boredom, and boredom does not mean someone has spare capacity. New research shows employees can be bored and burned out at the same time. This episode explores how role conflict, limited autonomy and poorly designed work create this combination, and what leaders can do about it. Transcript Hello and welcome to the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore whether it's possible to be both bored and burned out, and what that means for us at work. We often think of boredom and burnout as opposites. A bored employee does not have enough to do, while a burned-out employee has far too much. One needs more work and the other needs less. But new research suggests that this neat distinction does not reflect how people actually experience work. Research shows it is possible to be extremely busy and still be bored. It is also possible to be both bored and burned out at the same time. A recent longitudinal study examined different profiles of boredom, burnout and work engagement. Rather than assuming every employee fell somewhere on a simple line from disengaged to engaged, the researchers found several distinct combinations. Some people experienced the familiar pattern of high burnout and low engagement. Others experienced boredom and burnout together. At first, that may sound contradictory. But think about a person whose day is packed with repetitive tasks, constant interruptions, unclear priorities and unnecessary administration. They may be exhausted by the volume and fragmentation of the work while also feeling under-stimulated by its content. They have too much to do, but it still doesn't feel challenging, meaningful or worthwhile. That is one reason simply reducing workload may not solve every wellbeing problem. Managing workload matters enormously, but the design and quality of the work matter too. The research found that role conflict predicted less favourable wellbeing profiles. When people face incompatible expectations or competing priorities, they expend significant energy without necessarily experiencing progress or purpose. By contrast, autonomy, learning opportunities and cognitive demands were associated with healthier wellbeing patterns. Cognitive demands do not mean overwhelming people with complexity. They involve providing enough challenge to keep work interesting and engaging. There are three practical implications for leaders from this research: First, don't just look at workload alone. Someone can have a full calendar and an overflowing task list while still feeling deeply under-challenged. Ask not only, "How much work do you have?" but also, "Which parts of your work are energising or stretching you?" Second, reduce role conflict. Clarify priorities when expectations compete. If everything is urgent, people can spend enormous amounts of energy shifting between demands without feeling they have accomplished anything meaningful. Leaders add value by deciding what matters most. Third, increase healthy challenge and autonomy. Look for opportunities to give people ownership, involve them in problem-solving, rotate responsibilities or build new skills. The goal is not to add more tasks - it is to create better work. It is also worth paying attention to mixed signals. A person who appears disengaged may not lack motivation. They may be depleted by the wrong kind of demands. Someone who asks for more challenging work may not have spare capacity. They may be looking for work that feels more worthwhile than the tasks currently exhausting them. The takeaway is that wellbeing is not simply about how hard people work. It is also about what they are working on, how much control they have and whether the work provides clarity, learning and meaning. Great leaders do not just manage the quantity of work. They improve its quality. As always the reference used in this podcast is in the show notes. Have a great week. Reference Toscanelli, C., Parmentier, M., Urbanavičiūtė, I., & Hirschi, A. (2026). The dynamics of well-being at work: Longitudinal profiles of boredom, burnout, and work engagement. European Journal of Work and Organizational Psychology. Advance online publication. https://doi.org/10.1080/1359432X.2026.2699462 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 | |||
| Episode 232 - How To Lead With Humility | 17 Jul 2026 | 00:04:32 | |
Summary Humility is often overlooked as a leadership strength, yet research links it to higher trust, engagement, creativity, and performance. Learn why humility is far more than being nice and discover practical ways to demonstrate confidence, openness, and a willingness to learn.
Transcript Hello and welcome to episode 232 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. When we think about great leadership, humility isn't always the first quality that comes to mind. We often focus on confidence, vision, decisiveness, or influence. Yet some of the most effective leaders demonstrate humility. They don't pretend to have all the answers, they're quick to recognise the contributions of others, and they're always learning. It turns out that humility isn't just a nice leadership quality, it has a measurable impact on how people experience their leader. Two recent research reviews back this up. The larger paper brought together 212 separate studies on leader humility and found that, above everything else, humble leadership predicts how satisfied people are with their leader and how much leaders involve others in decisions. It also improves how well teams and individual followers perform. A second review, of 53 studies covering more than 16,000 people found humble leadership is linked to stronger trust, deeper engagement, greater job satisfaction, more creativity, and better performance at the individual level. The second review also answered a question that's followed humility research for a while: is this just transformational leadership, servant leadership, or ethical leadership wearing a different name? The answer, in large part, was no. Humility contributed something beyond those other styles when predicting how people think and feel about their work. It has its own distinct influence. So what does humility look like in practice? Across this research, humble leaders share three things in common:
In other words, humility isn't thinking less of yourself, it's having an accurate view of yourself while recognising that others have valuable perspectives and capabilities too. So what can leaders do to develop greater humility? First, become comfortable saying "I don't know" or "I was wrong". Many leaders worry that admitting uncertainty will undermine their credibility. In reality, people often trust leaders more when they're honest about what they know and what they don't know. It also creates an environment where others feel safe to admit mistakes, ask questions, and learn. Second, give credit generously. When someone on your team contributes an idea, solves a problem, or helps achieve a result, make sure people know where the contribution came from. It's a simple habit, but it sends a powerful message that leadership isn't about personal recognition, it's about helping others succeed. And when people feel their contributions are noticed and valued, they're more likely to continue contributing. Third, regularly seek feedback from the people around you. One simple question is, "What's something I do that gets in the way of you doing your best work?" The key is not just asking the question, but listening carefully to the answer. Resist the urge to explain or defend. Instead, thank the person for their feedback, reflect on what you've heard, and look for opportunities to improve. The key point is that humility isn't weakness. it's not a lack of confidence, and it's certainly not about downplaying your strengths. Humility is having the confidence to recognise that you don't have all the answers and that other people have valuable insights to contribute. People are more willing to trust, engage with, and follow leaders who are continuing to learn and grow. Have a great week.
Research references Chandler, J. A., Johnson, N. E., Jordan, S. L., Brian, D. K., & Short, J. C. (2023). A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility. The Leadership Quarterly, 34(1), 101660. https://www.sciencedirect.com/science/article/abs/pii/S1048984322000637
Luo Y, Zhang Z, Chen Q, Zhang K, Wang Y, Peng J. (2022) Humble leadership and its outcomes: A meta-analysis. Front Psychol. 2022 Dec 21;13:980322. doi: 10.3389/fpsyg.2022.980322. PMID: 36619057; PMCID: PMC9811147.
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 | |||
| Episode 231 - Preparing for an Underperformance Conversation: The CLEAR Framework | 10 Jul 2026 | 00:08:31 | |
Summary Underperformance conversations often go wrong before they even begin. In this episode, we explore the CLEAR framework to help leaders prepare with greater clarity, curiosity and confidence. You'll learn how to clarify the purpose, listen well, explore causes, agree on next steps and reinforce progress after the conversation.
Transcript Hello and welcome to episode 231 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to prepare for an underperformance conversation. Most leaders think the hardest part of a performance conversation is the conversation itself. In my experience the hardest part is often the period beforehand. It's the days or weeks spent thinking about the conversation, worrying about how the other person might react and wondering whether you're approaching the situation in the right way. I've noticed that when leaders describe a performance conversation that went badly, the problem rarely started in the conversation itself. More often, the leader entered the discussion without enough clarity. They hadn't fully thought through what they wanted to achieve. They weren't clear on the evidence they wanted to discuss. They hadn't considered the other person's perspective. And because they weren't prepared, they became reactive when the conversation didn't unfold exactly as expected. What's interesting is that the conversations we avoid are often the conversations that would help the most. A performance issue continues. Team members become frustrated. Standards start slipping. The leader becomes increasingly concerned. Yet the conversation keeps getting postponed because it feels uncomfortable. Unfortunately, avoidance doesn't make the issue smaller. It usually makes it larger. By the time the conversation finally happens, something else has often occurred as well. The leader has spent weeks carrying the emotional weight of the issue. They've replayed examples in their mind. They've built up frustration. They've developed assumptions about why the problem exists. In some cases, they've already decided what the other person thinks before they've even had the discussion. That's why preparation matters so much. Douglas Stone in his work on difficult conversations, suggests that these conversations become challenging when the stakes matter, views differ and emotions are involved. That combination exists in almost every performance discussion. The goal of preparation isn't to eliminate those factors. The goal is to help us navigate them more effectively. One framework that is particularly useful is CLEAR. The framework provides a simple structure for thinking about a conversation before it happens. It doesn't give you a script to follow. Instead, it helps you clarify your thinking so you can enter the conversation with confidence, curiosity and purpose. The first step is Context. Before you think about what you want to say, it's worth asking yourself why you're having the conversation in the first place. What is the purpose? What outcome are you hoping to achieve? What would success look like? Many leaders focus immediately on the problem. They begin preparing examples, evidence and arguments. While those things matter, starting with the problem can create a mindset where the goal becomes proving a point. A more useful approach is to start with the outcome. If the conversation goes well, what will be different afterwards? For example, perhaps you want someone to understand the impact of their behaviour on others. Perhaps you want them to improve a particular aspect of performance. Perhaps you want to understand what obstacles are getting in the way of success. Clarifying the purpose helps shape everything that follows. The second step is Listen. This is where many leaders struggle because we've often spent so much time thinking about our perspective that we forget to explore theirs. When leaders describe performance conversations that went unexpectedly well, one of the most common reasons is that they learned something they didn't know beforehand. The person revealed challenges, concerns or circumstances that completely changed how the leader understood the situation. Listening doesn't mean agreeing. It doesn't mean lowering expectations. It simply means recognising that there may be information you don't yet have. Questions such as, "How do you think things have been going?", "What's been most challenging recently?" or "How do you see the situation?" create opportunities for insight. Sometimes the other person is already aware of the issue and has been struggling with it for some time. Sometimes they have a completely different interpretation of events. Either way, listening helps ensure the conversation is based on understanding rather than assumption. The third step is Explore. This is where we move from symptoms to causes. We have previously discussed clarity, capability, confidence, and motivation. The Explore stage is where those concepts become useful. Rather than assuming you already know why the issue exists, you start investigating possible explanations. Perhaps the person lacks a particular skill. Perhaps they're uncertain about expectations. Perhaps they're experiencing personal challenges. Perhaps they've lost confidence after a setback. Perhaps they're doing acceptable work but have stopped growing. The key is curiosity. Many leaders approach performance conversations believing they need to diagnose the problem before entering the room. A better approach is to enter the room with hypotheses rather than conclusions. Be willing to test your assumptions and adjust your thinking based on what you learn. The fourth step is Agree. Once both perspectives have been explored and the likely causes are becoming clearer, it's time to discuss what happens next. This is where vague commitments can become a problem. Statements such as "I'll try harder", "I'll do my best" or "We'll keep an eye on it" sound positive, but they rarely create lasting change because nobody is clear about what success actually looks like. Effective agreements are specific. What will change? What actions will be taken? What support will be provided? How will progress be measured? When will you check in again? The more specific the agreement, the greater the likelihood of improvement. Clarity reduces confusion and creates accountability. The final step is Reinforce. Many leaders treat the conversation as the finish line when it should really be viewed as the starting point. Most meaningful performance improvement occurs after the conversation. People need encouragement, support and accountability. They need opportunities to discuss progress and obstacles. They need recognition when they improve and guidance when they struggle. Without reinforcement, even a strong conversation can lose momentum. With reinforcement, a difficult conversation can become the catalyst for genuine growth. Running through all five stages is one underlying principle: curiosity. The most productive conversations are often those where the leader creates the conditions for understanding to emerge. Rather than delivering a verdict, they facilitate a discussion. Rather than proving a point, they explore possibilities. Rather than solving the problem alone, they work with the other person to identify a path forward. That's why preparation matters so much. Good preparation doesn't help you control the conversation. It helps you enter the conversation with greater clarity, confidence and curiosity. This week, think about a performance conversation you need to have. Spend ten minutes working through the CLEAR framework. Clarify the context, identify questions you want to ask, think about what you need to explore, consider what agreement might look like and decide how you'll reinforce progress afterwards. You may find that the conversation feels significantly less daunting once you've taken the time to prepare properly. | |||
| Episode 230 - Diagnosing Underperformance: Why Good People Underperform | 03 Jul 2026 | 00:08:05 | |
Summary Underperformance is often treated as a motivation problem when the real issue may be a lack of clarity, capability or confidence. Effective leaders resist the temptation to jump to conclusions and instead focus on understanding what's driving performance. By diagnosing before prescribing, asking better questions and creating clear expectations, leaders can prevent many performance issues before they occur.
Transcript Hello and welcome to episode 230 of the Leadership Today Podcast, where each week we share practical tips to improve your leadership. This week we explore four areas that will help you to diagnose likely performance issues before they become a problem. When someone in our team starts underperforming, it's remarkable how quickly we jump to conclusions. We see missed deadlines, lower quality work, reduced initiative or declining engagement and often assume we already know what's going on. They must have lost motivation. They've become complacent. They don't care as much as they used to. Before long, we've developed a story about the cause of the problem, often with very little evidence. One of the biggest mistakes leaders make when managing performance is assuming they know why someone is underperforming. We observe behaviour and immediately start interpreting it. The challenge is that while behaviour is visible, the causes behind that behaviour are often hidden. Two people can display exactly the same performance issue for completely different reasons. I was recently facilitating a workshop on managing underperformance and asked participants to think about someone in their team whose performance wasn't where they wanted it to be. The leaders could easily describe what they were seeing. They talked about missed deadlines, lower quality work, avoidance of difficult tasks, reduced initiative and a general drop in engagement. What was much harder was identifying why those behaviours were occurring. As the discussion unfolded, it became clear that most leaders were highly confident about the symptoms but far less certain about the causes. A useful way to think about performance is through four questions. Does the person know what good performance looks like? Can they do it? Do they believe they can do it? And do they want to do it? These questions point us towards four common drivers of performance: clarity, capability, confidence and motivation. Understanding which of these is getting in the way is often the difference between solving a problem and making it worse. For example, someone may avoid a task because they weren't aware it was important. Another might avoid it because they genuinely don't have the skills or experience to complete it effectively. Another person may avoid exactly the same task because they're worried they'll fail or look incompetent. Another person may avoid it because they simply don't see personal value in the task and have disengaged from the outcome. From the outside, all three situations can look identical. We see avoidance, hesitation or procrastination. What we don't immediately see is the reason behind it. This is why curiosity is such an important leadership skill. Rather than asking, "What's wrong with this person?", effective leaders ask, "What's getting in the way of this person's success?" That subtle shift moves us away from judgement and towards understanding. It encourages us to gather information before reaching conclusions and significantly improves our chances of providing the support people actually need. Research provides some useful insights here. Self-Determination Theory, developed by Edward Deci and Richard Ryan, suggests that people are more likely to be motivated when three psychological needs are met: competence, autonomy and relatedness. Competence is the feeling that we can do something well. Autonomy is having some choice and control over our work. Relatedness is feeling connected to others and to a broader purpose. What's particularly interesting is that competence sits at the foundation. When people don't feel capable, motivation often suffers as a result. Think about a time when you were asked to do something that felt completely outside your comfort zone. Perhaps you were asked to present to a large audience, lead a major project or take responsibility for something you'd never done before. Chances are you didn't immediately feel highly motivated. You may have procrastinated, delayed getting started or looked for reasons to avoid the task. Someone observing your behaviour might have concluded that you lacked motivation. In reality, the issue may have been capability, confidence or both. The same thing happens in our teams. Leaders often assume a motivation problem when the real issue is capability or confidence. The reverse can happen as well. Sometimes leaders invest heavily in training and development when the real issue is that someone no longer feels connected to the purpose of their work. Without understanding the cause, we're simply guessing. Another contributor to underperformance that often gets overlooked is clarity. Many performance issues begin long before performance actually declines. They start when expectations are vague, inconsistent or poorly communicated. I've worked with leaders who were frustrated that team members weren't demonstrating enough initiative, only to discover that nobody had clearly defined what initiative actually looked like. Different leaders had different expectations, making it almost impossible for people to consistently succeed. It's difficult to hit a target you can't clearly see. People are far more likely to perform well when they understand what success looks like, how their work contributes to broader goals and what standards are expected of them. Sometimes what appears to be an accountability issue is really an expectations issue. The conversation that needs to happen isn't about performance correction. It's about performance clarity. So what can we do as leaders? First, diagnose before you decide. When you notice a performance issue, resist the temptation to immediately label it as a motivation problem. Consider whether the issue might relate to clarity, capability, confidence or motivation. Gather information before reaching conclusions. Second, ask better questions. Questions such as "What's been most challenging about this?" or "What support would help you succeed?" often reveal far more than assumptions ever will. The quality of our diagnosis depends heavily on the quality of our questions. Third, focus on prevention rather than correction. The best underperformance conversation is often the one you never need to have because expectations were clear from the beginning. Invest time upfront defining success, checking understanding and providing regular feedback before problems emerge. Managing underperformance can be one of the most challenging aspects of leadership, but it becomes much easier when we replace assumptions with curiosity. Most people don't come to work intending to underperform. More often, something is getting in the way of their success. Our role as leaders is to understand what that obstacle is and help remove it. This week, think about someone whose performance isn't where you'd like it to be and ask yourself four questions: Do they know what good looks like? Can they do it? Do they believe they can do it? Do they want to do it? Your answers may completely change the conversation you need to have. | |||
| Episode 229 - How To Re-engage A 'Quiet Quitter' | 26 Jun 2026 | 00:03:59 | |
Summary Quiet quitting isn't usually about laziness or a lack of motivation. Research suggests it's often a sign that the relationship between an employee and their organisation has become unbalanced. Discover how leaders can spot the warning signs early and rebuild engagement through better conversations and clearer expectations.
Transcript Hello and welcome to episode 229 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we explore how to re-engage a "quiet quitter".
Over the past few years, you've probably heard the term "quiet quitting" - the idea that some people are stepping back from their roles to just do the bare minimum. It's one of those phrases that quickly gained popularity and sparked plenty of debate. Some people viewed it as a sign that employees had become less committed. Others saw it as a healthy rejection of unrealistic work expectations.
But the important question is what causes someone who was once engaged, enthusiastic, and willing to go the extra mile to start doing only the minimum required in the first place? Recent research suggests the answer has less to do with motivation and more to do with relationships and fairness.
Researchers studying quiet quitting have found that one of the strongest predictors is employees' perceptions of the exchange relationship they have with their organisation. In simple terms, people compare what they're contributing with what they're receiving in return. When they feel the relationship has become unbalanced and they don't see a way to improve it, they often respond by reducing their discretionary effort. Importantly, this doesn't necessarily mean they're planning to leave. Instead, they adjust their level of investment. They continue to do their job, but they stop contributing the extra effort that often drives innovation, collaboration, and performance.
The research also points to an important leadership influence. Teams whose leaders maintain regular conversations about both work and wellbeing appear less likely to experience quiet quitting. In other words, leaders who stay connected with their people are often better able to identify and address issues before disengagement takes hold. So what can you do to reduce the risk of quiet quitting?
First, have open conversations about expectations. Work relationships involve an ongoing exchange. What is the employee contributing? What are they receiving in return? Have either of those things changed recently? These discussions can sometimes uncover relatively small issues that, if left unaddressed, gradually erode engagement.
Second, make sure your one-on-one meetings cover more than just tasks and deadlines. It's important to understand how people are feeling about their role, what's energising them, and what's becoming frustrating or difficult. These conversations often provide early warning signs that someone may be disengaging.
Third, if you notice a drop in effort or enthusiasm, get curious rather than critical. It's tempting to focus on the behaviour itself. However, quiet quitting is often a symptom rather than the problem. Understanding what has changed is usually more productive than immediately trying to correct the behaviour.
The key point is that quiet quitting is rarely about laziness. More often, it's a signal that something in the relationship between the employee and the organisation has shifted. As leaders, we may not be able to solve every issue, but we can create the conversations that help us understand what's really going on. And often, that's the first step towards rebuilding engagement.
Have a great week.
Research references: Galanis, P., et al. (2023). The quiet quitting scale: Development and initial validation. AIMS Public Health, 10(4), 828 to 848. https://pmc.ncbi.nlm.nih.gov/articles/PMC10764970/
Dilchert, S., et al. (2026). Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences. Human Resource Management. https://onlinelibrary.wiley.com/doi/10.1002/hrm.70038
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 | |||
| Episode 228 - How To Get The Best From AI Without Falling Off The Edge | 19 Jun 2026 | 00:04:02 | |
Episode 228 - How To Get The Best From AI Without Falling Off The Edge
Summary AI can be incredibly helpful, but it's not always right. Learn about the "jagged frontier" of AI capability and why the most effective leaders know when to rely on AI and when human judgement remains essential. Discover practical ways to get the benefits of AI without falling into its traps.
Transcript Hello and welcome to episode 228 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore the so-called "jagged frontier" of Artificial Intelligence - where we fail to apply human judgement and pay the price.
If you've been using AI for a while, you've probably had two very different experiences. Sometimes it feels almost magical. It helps you generate ideas, summarise information, improve your writing, and solve problems faster than you thought possible. Then there are those other moments. The answer sounds convincing, looks professional, and is completely wrong. Understanding why that happens is becoming one of the most important leadership skills of our time.
A study involving more than 750 consultants at Boston Consulting Group explored the impact of using GPT-4 on a range of consulting tasks. The results were impressive. People completed more work, worked faster, and generally produced higher-quality outputs when using AI. But the researchers uncovered something equally important. When participants used AI on tasks that were beyond the technology's capabilities, their performance actually became worse. The AI didn't simply fail to help. It often led people towards the wrong answer.
The researchers described this as the "jagged frontier" of AI. Some tasks sit comfortably within AI's capabilities and the benefits can be substantial. Other tasks sit just beyond that frontier. The challenge is that AI often sounds equally confident in both situations. That's why the biggest risk with AI isn't that it makes mistakes. Humans make mistakes too. The risk is that we stop applying our own judgement because the answer looks so polished and convincing. So what can leaders do?
First, identify where AI genuinely adds value in your work. Think about the tasks where it consistently helps you save time, generate ideas, improve communication, or increase quality. Just as importantly, identify the situations where you've seen it get things wrong. Understanding both sides of the equation helps you use AI more effectively.
Second, keep your judgement in the process. For important decisions, strategic thinking, or complex problem-solving, consider forming your own view before turning to AI. Even a few notes or bullet points can help you avoid being overly influenced by the first answer AI provides.
Third, have open conversations with your team about how they are using AI. Some tasks may be suitable for handing over largely to the technology. Others require people to stay actively involved, challenging assumptions and validating outputs along the way. The more explicit you are about these differences, the better the outcomes are likely to be.
The key point is that AI is neither a miracle solution nor something to be feared. It's a powerful tool with strengths and limitations. The leaders who get the greatest benefit won't be those who use it for everything - they'll be the ones who learn where it performs best and where human judgement remains essential.
Have a great week.
Research reference: Dell'Acqua, F., et al. (2023). Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality. Harvard Business School Working Paper 24-013. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4573321
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 | |||
| Episode 227 - How to Use Microbreaks to Restore Focus | 12 Jun 2026 | 00:03:49 | |
Summary Feeling exhausted despite being busy all day? Research suggests that short breaks throughout the day can boost energy, reduce fatigue, and help sustain performance. Discover how leaders can use microbreaks more effectively and encourage healthier work habits across their team.
Transcript Hello and welcome to episode 227 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we're exploring how to use microbreaks to restore focus.
Have you ever reached the end of a day and wondered why you're exhausted despite never really stopping? Many leaders spend their day moving from meeting to meeting, email to email, task to task, without taking a genuine break. We often assume that pushing through is a sign of commitment and productivity. But there comes a point where working longer doesn't mean working better.
It turns out that even very short breaks can make a difference.
A 2022 review of more than 20 studies found that microbreaks, breaks of less than ten minutes, help boost energy levels and reduce fatigue. In other words, those small pauses throughout the day aren't wasted time. They're one of the ways we sustain performance over the longer term.
The researchers also found an important limitation. Microbreaks help maintain energy, but they aren't a substitute for proper recovery. If you've spent two hours doing deep analysis, solving complex problems, writing a major report, or making difficult decisions, a five-minute break will help, but it won't completely restore you. Some work requires a more substantial break. That's why lunch breaks, time away from work, and good recovery outside of work still matter.
So what can leaders do?
First, build short breaks into your day before you feel exhausted. Most of us wait until our energy is gone before stepping away. A better approach is to take a brief break every 60 to 90 minutes. Stand up, walk around, grab a drink, stretch, or simply look away from your screen for a few minutes. The goal is to create a genuine mental shift, even if it's only for a short period of time.
Second, match your work to your energy. Try to schedule your most demanding work when you're feeling fresh. Save routine tasks, administration, and email for periods when your energy is naturally lower. Too often we do the opposite, spending our best hours reacting to other people's priorities and leaving our most important work until we're already mentally depleted.
Third, role model healthy habits. Teams often take their cues from their leader. If you're working through lunch, responding to emails late at night, and sitting at your desk all day, others may feel pressure to do the same. When leaders take sensible breaks and openly manage their energy, they give others permission to do likewise.
The key point is that performance isn't just about how hard we work. It's also about how well we recover. Small breaks won't solve everything, but they can help us maintain our energy, focus, and effectiveness throughout the day. Sometimes the most productive thing you can do next is step away for a few minutes.
Have a great week.
Research reference: Albulescu, P., et al. (2022). "Give me a break!" A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance. PLOS ONE, 17(8), e0272460. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0272460
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 | |||
| Episode 226 - How To Reduce Loneliness at Work | 05 Jun 2026 | 00:03:12 | |
Summary One in five people feel lonely at work. While loneliness is often seen as a personal issue, research suggests leaders play a bigger role than they might realise in helping people feel connected, included, and supported.
Transcript
Hello and welcome to episode 226 of the Leadership Today podcast, where each week we share practical tips to improve your leadership.
Most of us think of loneliness as something that happens outside of work. But Gallup's latest global research found that around one in five workers feel lonely at work.
Workplace loneliness isn't just about how people feel - research shows it's linked to higher burnout, lower performance, more sick leave, and greater turnover. In fact, loneliness can be just as damaging to performance as job dissatisfaction.
A recent review published in Occupational Medicine found that one of the strongest workplace factors associated with lower loneliness is leadership. Leaders who are supportive, approachable, and empowering help create an environment where people feel connected and valued.
Now, leaders can't solve every cause of loneliness. People bring their own circumstances, personalities, and experiences to work. But we can influence whether work becomes a place where people feel connected or isolated.
Here are three practical ways to help.
First, make genuine connection part of your regular conversations. Before jumping into tasks and deadlines, spend a minute asking how someone is going and really listen to the answer. People often don't need a solution. They just need to know someone is interested.
Second, pay attention to inclusion. Most people don't feel excluded during formal meetings. They feel excluded from the conversations before and after them. Notice who gets invited into informal discussions, brainstorming sessions, and problem-solving conversations. Small moments of inclusion often have a bigger impact than large team-building activities.
Third, be deliberate with hybrid work arrangements. People can easily become disconnected when their work patterns don't overlap with the rest of the team. Sometimes a simple conversation about coordinating office days can dramatically improve connection and collaboration.
The key point is this. Loneliness at work isn't simply a personal issue - it's often a leadership issue. Every interaction either strengthens or weakens someone's sense of belonging. As leaders, we have more influence over that than we might think.
Have a great week.
Research reference: Wright, J. K., et al. (2024). Loneliness in the workplace: a mixed-method systematic review and meta-analysis. Occupational Medicine, 73(9), 557 to 567. https://academic.oup.com/occmed/article/73/9/557/7591258
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 | |||
| Interview - Brad Englert - Spheres of Influence | 09 May 2025 | 00:54:13 | |
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
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 | |||
| Episode 225 - The Leader's Mindset - Part Five - Drive for Growth | 27 Sep 2024 | 00:04:07 | |
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:
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 | |||
| Episode 224 - The Leader's Mindset - Part Four - Options Thinking | 20 Sep 2024 | 00:03:50 | |
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:
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 | |||
| Episode 223 - The Leader's Mindset - Part Three - Optimistic Outlook | 13 Sep 2024 | 00:05:06 | |
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.
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 | |||
| Episode 222 - The Leader's Mindset - Part Two - Goal Orientation | 06 Sep 2024 | 00:06:19 | |
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.
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 | |||
| Episode 221 - The Leader's Mindset - Part One - Introduction | 30 Aug 2024 | 00:06:00 | |
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:
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:
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 | |||
| Interview - Alexa Chilcutt - Executive Communication and Public Speaking | 05 Apr 2024 | 00:51:58 | |
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 | |||
| Episode 220 - How To Bend The Rules With Integrity | 01 Mar 2024 | 00:03:30 | |
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:
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 | |||
| Episode 219 - How To Appear Less Nervous in Meetings and Interviews | 16 Feb 2024 | 00:04:16 | |
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:
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 | |||
| Episode 218 - How To Boost First Impressions on Zoom | 09 Feb 2024 | 00:03:27 | |
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:
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 | |||
| Episode 217 - How to Be More Real on Video Calls | 02 Feb 2024 | 00:03:30 | |
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:
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 | |||
| Episode 216 - How To Lead Through a Crisis | 26 Jan 2024 | 00:04:06 | |
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.
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 | |||
| Episode 215 - How To Be More Courageous | 19 Jan 2024 | 00:04:06 | |
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.
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
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| Episode 214 - How To Negotiate Effectively | 15 Dec 2023 | 00:03:57 | |
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:
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 | |||
| Episode 213 - How To Build a Great Career | 08 Dec 2023 | 00:04:02 | |
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:
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:
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 | |||
| Episode 212 - How to Drive for Results | 01 Dec 2023 | 00:04:46 | |
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.
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 | |||
| Episode 211 - How To Maintain Composure Under Pressure | 24 Nov 2023 | 00:04:22 | |
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:
And now five things you can do In the moment:
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 | |||
| Episode 210 - How To Use Artificial Intelligence at Work | 17 Nov 2023 | 00:04:08 | |
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.
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 | |||
| Episode 209 - How To Transition Into a New Role | 10 Nov 2023 | 00:03:27 | |
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.
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 | |||
| Episode 208 - How To Handle Sensitive Issues at Work | 03 Nov 2023 | 00:03:48 | |
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:
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 | |||
| Episode 207 - How To Lead a Multigenerational Team | 27 Oct 2023 | 00:04:17 | |
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.
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 | |||
| Episode 206 - How To Deal With a Persistently Negative Team Member | 20 Oct 2023 | 00:04:38 | |
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:
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 | |||
| Interview - Juliette Powell - The AI Dilemma | 17 Oct 2023 | 00:43:58 | |
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: 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. | |||
| Episode 205 - How To Develop a Leadership Succession Plan | 13 Oct 2023 | 00:03:58 | |
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 | |||
| Episode 204 - How To Lead a Team Through Grief | 06 Oct 2023 | 00:04:03 | |
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.
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 | |||
| Episode 203 - How To Stay Optimistic | 29 Sep 2023 | 00:04:09 | |
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?
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
| |||
| Episode 202 - How To Gain Input From Others | 22 Sep 2023 | 00:03:27 | |
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 | |||
| Episode 201 - How To Set Better Goals | 15 Sep 2023 | 00:03:45 | |
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.
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
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| Episode 200 - How To Overcome Procrastination | 08 Sep 2023 | 00:04:29 | |
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:
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 | |||
| Episode 199 - How To Deal With Underperformance | 01 Sep 2023 | 00:04:58 | |
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.
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 | |||
| Episode 198 - How To Ask For A Pay Rise | 25 Aug 2023 | 00:04:12 | |
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?
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 | |||
| Episode 197 - How To Take a Holiday | 18 Aug 2023 | 00:03:08 | |
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:
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 - Retention Revolution | 17 Aug 2023 | 00:39:59 | |
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 | |||
| Episode 196 - How To Build Trust | 11 Aug 2023 | 00:03:51 | |
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 | |||
| Episode 195 - How To Take a Broader Perspective | 04 Aug 2023 | 00:04:28 | |
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.
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 | |||
| Episode 194 - How To Memorise A Presentation | 28 Jul 2023 | 00:05:55 | |
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 | |||
| Episode 193 - How to Deal With Cynicism | 21 Jul 2023 | 00:03:35 | |
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.
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 | |||