Recently, Employee Engagement expert Debra Corey produced a 10 part video and podcast series with Nvolve on how to be a great leader.
The information in the series came from a survey of 350 Millennials, which was conducted for her book Build It – Rebel Playbook for Employee Engagement.
In the survey, employees were asked to state and prioritize leadership traits that they respected and valued in leaders and the results clearly show that what employees are looking for in a leader has changed dramatically over the last 10 to 20 years.
And that if you want to be a successful leader, you need to understand and develop these new leadership traits.
The 10 Things
1. Owning Your Company’s Values
Firstly, what are company values?
Now, there’s many definitions but the easiest way to think of values is as a set of words, sentences or paragraphs that state or suggest that the company has in some way decided that these are valuable, unique and important to them and also to their workforce.
Company values are important in four ways, as they:
- define who you are
- guide your decisions and your actions
- fuel your workforce
- drive employee engagement
I think of values in this way:
If your values are the plays that you’ve pulled together to win a game, and none of your employees are reading or using these, then you’ll never win the game.
Which is why if your company is ever going to win the game that they’re playing, you need to as leaders first role model the values, showing employees exactly what they look like in action, and leading by example.
As mentioned at the beginning, owning and living the company’s values was the very first thing that employees said that they expect from their leaders in the survey.
Tips to owning and role-modeling your company values
1.1 Understand what your company values are
It may seem basic but in a survey conducted by Gallup, they found that only 23% of employees even knew what their values are.
Once you know what your values are, and what they mean at a high level, it’s important to take it to that next level and understand what they mean to you, to your team and to the business.
1.2 Use your influence
Use your influence and your leadership abilities with your team and help them understand what your values mean and what they look like. Bring them together, your employees and discuss the values with them, have them share examples of how and when they’ve seen it in action, and how they could live it in the future.
1.3 Live your values
It’s time to put your role model hat on and live your values and don’t just put it on from time to time but wear it in each and everything that you do.
For example, if you’re communicating or you’re coaching your team, how are you doing it through your values?
If you’re making business or people decisions, how are you role modeling, making these decisions through your values, you get the idea?
Use your values as the lens and the filter in all of your actions and then just as important to communicate how you’ve used them so that your employees can visibly see that connection.
2. Communicate Open & Honestly
Why is it important for leaders to communicate openly and honestly?
Let’s start with trust. Trust is not something that just happens, it needs to be earned and one of the key ways that it can be earned is through communicating in an open and honest way.
The reason that trust is so important is that without it, you will never truly have the commitment and engagement of your employees.
How often do we as leaders hold back information from our employees and then expect them to magically know what to do without it? If you don’t communicate over and over again in an open and an honest way, you’re holding back critical information that will help your employees and ultimately the company succeed.
One of my favorite quotes, which talks about this is from Keith Roberts, who said that:
If you want people to make the same decisions that you would make, but in a more scalable way, you have to give them the same information.
Communicating openly and honestly drives employee engagement, which is the connection and relationship that your employees have with you, their job and the company.
When I define employee engagement, I often say that an engaged employee is someone who understands the direction that the company is going, so that they can engage and support it.
Without a leader communicating this information to them openly and honestly over and over again, your employees have absolutely no chance of understanding this direction.
Tips for communicating openly and honestly
2.1 Stop telling lies
One of the reasons that our employees don’t trust us is that we persistently lie to them.
We tell them half truths or we withhold information. If we ever want our employees to trust us as leaders in the business, we have got to stop doing this; stop the lies and build trust instead.
2.2 Default to transparency
Start with the mindset that you’ll share everything with your employees.
So putting all of your cards on the table, all truths, good and bad. Remember that people are anxious about unknowns and they tend to assume the worst when they’re not informed about new information and new developments.
So when management meets in secret or they they don’t share important information, their employees easily become too stressful and quite frankly, they waste a lot of unneeded energy and concerns.
Instead, if you put everything that you can into being open, visible and public, defaulting to transparency over and over again, your employees will spend less of this wasted time and energy.
2.3 Starting with why
Start by explaining why you’re doing something or why a decision has been made.
Too often what we do is we jump into the middle, we jump into the what or we jump into the how and we leave out the why.
If instead you start at the beginning with the Why, you’ll not only improve the understanding of your employees but you’ll also drive higher levels of trust and engagement as your employees will feel that you respect them by sharing this important but often left out part of the story.
2.4 Timing of the communication
So, not just what information you share but when you share it.
Too often we hold or we delay sharing information thinking that if we do it too early all it’s going to do is cause problems and concerns. We really need to switch our thinking when it comes to this because if we wait too long it will actually negate all of the good that we hope to achieve.
Since communication means listening just as much as speaking, you should allow and encourage employees to share the whole truth with you.
Encourage them to speak up, making room for dissent, disagreement and diversity of thought by creating an environment where they feel comfortable doing so.
3. Inspire Employees to Reach Higher
A key part of your job as a leader is to inspire the people that work for you. But why is this so important?
Inspiration wakes us up to new possibilities by allowing us to transcend and look outside of our current experiences and limitations.
It gives our employees that jolt, that wake up call to realize they can and they should want to do more and being open to new possibilities.
Inspiration is the springboard for creativity, as it propels us from apathy to possibility.
So not just waking us up but making us open-to and ready to push ourselves to be more creative, opening our minds to believe that anything is possible.
And, Inspiration helps employees achieve their goals and not just any goals but inspired goals.
Tips for inspiring employees to reach higher
3.1 Expect the most from your employees
Start with the mindset that you believe in them, it will help them in turn believe in themselves and their capabilities and potential.
If you show and tell them that you expect the most from them, they will return the most to you and your company.
3.2 Challenging your employees
You need to find ways to challenge your employees to go beyond what’s easy and comfortable to them and trying new things, new ways and overcoming obstacles to help them achieve them.
It may seem uncomfortable at first but it’s well worth it to you and it’s well worth it to them.
3.3 Providing feedback
I like to think of feedback as a gift – when it comes to inspiring and helping your employees be their best. But as you know, not all feedback is the same.
So, it’s absolutely critical to deliver it in a constructive and caring way. Making sure that it’s received as a gift and not as a punishment, without sugarcoating anything.
But make sure that you deliver it from a place of caring for them and their development, explaining and inspiring them to improve and develop.
3.4 Treat your employees as individuals
As a leader, I’m sure you already know how important it is to treat employees as individuals.
The same is true when it comes to inspiration, as not everyone is going to be inspired in the same way.
Going back to my days as a gymnast, I was very competitive and I wanted to win. But I also wanted to do it in my own way.
Ask yourself, do you know what inspires and motivates your employees?
Where do they want to go?
And how do they like to get there?
Pay attention to these details, as it not only shows that you care but it will help them reach higher, with you guiding and supporting them along the way.
A quote by a former president of the United States, John Quincy Adams, where he said:
If your actions inspire others to dream more, learn more, do more and become more, you are a leader.
So go out there and inspire your employees to dream, to learn to do more and become more, and trust me, it will be great for them, for you and for your company.
4. Own Your Mistakes
So let me begin by saying that when I started out in the workplace over 20 years ago, leaders were expected to be seen as perfect, knowing everything, never needing to ask others for help and absolutely never making mistakes.
It was like we had to be a superhero and wear a superhero cape all the time.
But luckily, times are changing. And more and more companies are realizing that this is not only impossible for leaders but it’s actually not good for them. It’s not good for their employees and it’s not good for the business.
There’s a great quote from Oscar Auliqu-Ice, who talks about this concept of getting power from mistakes, which says:
Mistakes have the power to turn you into something better than you were before.
So if we want a company full of people who are at their best and who wouldn’t want this, then as leaders we need to take off our superhero capes from time to time and show our employees that it’s ok to make mistakes, so that they in turn can be turned into superheroes themselves. Getting better by making their own mistakes.
4 reasons why it’s important as a leader to own your mistakes
4.1 Earns respect
Respect is such an important part of any strong relationship, especially between a leader and their employees.
Without it, employees do not give their all to their leader and to the company as they don’t feel engaged with and committed to them, thinking why bother as actually don’t respect them.
If leaders were more honest with their employees about their shortfalls and their mistakes, learning from moving on from them, they have a much better chance of earning and maintaining the respect of their employees.
Keep in mind that employees really respect that their leader has put their fears ‘of not appearing perfect’ in front of them, showing them that they deserve the respect.
4.2 Creates trust
Moving on to trust, which is also something so basic and yet so essential between the company and the workforce and between you as a leader and your employees.
Trust is not something that just happens it needs to be earned. And one of the key ways that it can be earned is through owning your mistakes.
4.3 Creates learning moments
A few years ago, I heard someone use the term learning moments when he spoke about mistakes, saying that he never uses the word mistakes anymore because he believes it sends the wrong message, implying that mistakes are always bad.
This is one of those light bulb moments for me, as it shows that we all need to start looking at mistakes in this way and see them as opportunities to learn instead of moments of sadness, disappointment, or even punishment.
With mistakes come key learnings. And with each learning comes more experience. With experience comes the greater ability to identify opportunities and with opportunities comes improvements and innovation. And these are all things that companies need.
4.4 Sets an example for others
When leaders lead by example, it shows their employees that it’s okay to not always have the right answers and to make mistakes to have these learning moments and give them permission and not the fear to do the same thing.
Think of it this way, if you were teaching your employees a new technical skill, you wouldn’t just say do it, you show them first, helping them see what it looks like to master the technical skill themselves.
And the same is true With this concept and the skill of making mistakes or having learning moments, as it’s just as important to show them how to safely and effectively master it, and then give them the freedom to get on and do it.
Start seeing mistakes as a strength and not a weakness. Start having the courage to own any that you make in front of your employees.
And when I say own it, I mean, really own it, talk about them, dissect them, turn them into learning moments for your entire team, by discussing what you’ve all learned through them.
If you do this, when it happens to you, it will create a safe environment where others will openly admit and discuss their mistakes and environment of respect to trust and engagement and a team where you create and do the best that you can together.
5. Recognise Others
Let me share with you two key reasons why recognising others is important, one from the employee perspective and the other from a company perspective.
So from the employee perspective, recognition gives them what they crave. There is a physical, a chemical reason why we as humans crave recognition.
In fact, when we’re recognised, there are three chemicals that are released – dopamine, which is known as the feel good chemical as it makes us, well feel good. Serotonin, which puts us in a good mood and makes us feel a sense of pride. And oxycontin, which makes us feel a sense of trust, and connection.
From the company perspective.
So as with employees recognition satisfies a craving, companies have a craving for employee engagement.
Recognition has been found to be a key driver of employee engagement. In fact, a recent study reported that of all the factors that drive employee engagement recognition is the leading one globally.
As Dale Carnegie, who’s considered a leadership training guru said:
People work for money but go the extra mile for recognition
So, which is why when I talk about recognition, I often talk about how recognition turns our employees into superheroes.
4 tips on how to recognise your employees
5.1 Look for recognition moments
Be open to and receptive to recognition when it happens and not just to let these important moments slip away.
Too often I’ve heard leaders say that recognition should only be for the big wins. But this is and can be a huge mistake.
For example, let’s say that you have a team of sales people. If you wait until they get the big sale, you’ve missed out on all those little in between steps which actually need to be recognised to help your employees get through to the end.
If you see a moment, don’t let it slip by but capture it and recognise it.
5.2 Recognise in a timely manner
Too often we leave our employees aimlessly waiting to be recognised.
So going back to my superhero analogy, waiting to put on their superhero cape and waiting to make a difference.
The next time you find one of your employees achieving the small win, the big winner putting in hard work for the effort, don’t wait recogniee it in the moment.
5.3 Recognise in a meaningful way
Although recognition is great, it won’t be enough to release those chemicals or turn employees into superheroes if it’s not done a meaningful way.
So here’s a really simple and effective three step framework that comes from the book Crave, by Greg Letterman that will help you provide meaningful recognition. If you use this when you recognize your employees either in writing or face-to-face, it will make a huge difference.
Step 1 Tell the action. It’s the starting point of the message telling the recipient exactly what they did and no guessing as to what they did.
Step 2 is to connect it to accompany value or some type of area of focus.
And what this step does is it links the action to the big picture of your organisation’s priorities and to their objectives. And connecting this action to the company values, which I spoke about in an earlier session is even a better way to do it.
Step 3 is to share the impact and this is a step which is often forgotten.
But think about what was the difference that they made. It answers the question, what’s the point? So who benefited from what they did and how did they benefit.
5.4 Make recognition visible; putting it under the spotlight.
Now, this is important from an employee’s perspective because it lets them celebrate this achievement with others.
And from a company perspective, It’s really important because it shows others what good looks like. So by shining the spotlight on recognition moments when it happens, over and over again, the actions and the behavior for which you’re being recognised have a much better chance of being repeated and becoming habits.
So, make it a part of your culture and look for recognition moments, make it timely, make it meaningful and make it visible.
By doing this, you’ll see the magic happen with engaged superheroes helping you and your company succeed.
6. Trust People
Previously, I’ve spoken about why you need your employees to trust you, however in this session I’m going to flip it around and talk about why you need to trust them.
Trust shows your employees that you respect them, that you are in essence, giving them the keys to the car as you trust and you respect them enough to give them this responsibility.
This is so important to employees that in a study conducted at Georgetown University of nearly 20,000 employees worldwide respondents ranked respect as the most important leadership behavior.
Trust helps your employees be more productive.
Too often, leaders keep the training wheels on, micromanaging their employees because they don’t trust them.
All this does is slow down their employees efforts and decisions, making it difficult for them to move quickly as they need to come to you each and every time.
In a world which is moving at such a fast pace, no business has the luxury of time.
The next reason has to do with team spirit, with trust creating a greater sense of community and helping to build a healthy and a powerful positive team spirit.
That’s an important prerequisite for success in businesses, and research shows that high trust environments in these employees feel more confident in themselves and in each other. So, they’re more open to working with one another other to innovate and to also to take risks.
4 tips on how to trust employees
6.1 Open the door to trust
Letting trust and your employees in. Remember, you’ve hired people because you felt they were right for the job, for the company, and also for you, so don’t shut the door on them by not trusting them.
Trust your hiring instinct. As Ernest Hemingway said:
The best way to find out if you can trust somebody is to trust them.
So instead of making them earn your trust, instead, give trust a chance.
6.2 Giving feedback
Feedback is so important when it comes to building and maintaining trust.
Too often, I see leaders expect their employees to magically know what they want and how to do things. And if they don’t, then the leader loses trust in them.
If instead, we give constant and effective feedback, our employees would have a much better chance of meeting our expectations and delivering the results that are required.
But as you know, not all feedback is the same. So, it’s absolutely critical to deliver it in a constructive and a caring way. Making sure that received as a gift and not as a punishment.
6.3 Give employees latitude to be themselves
When I started out as a manager, I used to think that the only way to do something was my way.
If it wasn’t done in this way, well, it was wrong. It wasn’t until I understood and in fact, appreciated that my employees would and should do things in their own way that I started to truly trust and get the best out of them.
If we give our employees the latitude to try things in their own way, getting it right and even getting it wrong. It shows them that we trust them as individuals and not as robots performing exactly as we would do it.
6.4 Accept their imperfections
Keep in mind that it is your role as a leader to help your employees grow and to develop.
And with learning comes imperfections and mistakes.
It’s important that you do not lose trust in your employees if and when they make mistakes instead, seeing them as opportunities for lessons and to further build a trusting relationship built on open and honest discussions.
7. Make the ‘Right’ Decisions
As leaders, we should never underestimate the impact of a single decision. One wrong move and it can ruin what you and your team are able to achieve and deliver, as well as something as critical and fundamental as your relationship with your employees.
So, why is it important to make the right decision? It drives the right results, driving employee engagement and minimizes the risks to you, to your team and to the business.
6 tips on how to make the right decisions
7.1 It’s not a popularity contest
Nowhere on your job description for being a leader does it list the responsibility of being popular.
Yes, of course we all want to be liked. But that’s not a cornerstone of being a great leader. It’s more a byproduct of being one.
The fact that in our survey employees said they want the right decisions and not the popular ones, even from our leaders says that it’s just as important to them as well.
7.2 Be aligned with your strategy
If you start your decision making process with strategy, then the decision will be much clearer and will be more effective as it’s ultimately driving your strategy.
This is especially important when you have to make difficult decisions, as it gives you not only a focus but an explanation as to why the decision was made.
7.3 Work it out
Which involves testing out your decision. So taking it out for a workout or a test drive.
It’s something I do either formally or informally whenever I make a decision as it gives me feedback and perspective to the decision or even the consequences that I might never have considered.
7.4 Pay attention to signs
I’d like to suggest that you not only see the signs, but that you stop and you pay attention to them before you make your final decision.
Look for signs that say that you’re not on the right track or if there’s any red flags, so warning signs that your decision may not be the right one, as it may cause problems that you may not be able to overcome.
7.5 Remove the emotion
Emotions often crowd-out or mask objectivity.
We instead follow our hearts relying on intuition or gut feelings over hard facts, data and strategy. Then we end up making bad decisions.
If we instead remove the emotion and focus on these facts, data and strategy, we have a much better chance of coming up with the right decision.
7.6 Live with your decision
Let’s say for example, your decision is to restructure your team and you’ve made it by carefully looking at your strategy, testing it out on some people looking for signs and removing the emotion.
Stop one more time and ask yourself if you can live with the impact of this decision, which in this case in this example, is to move to a new structure.
Can you live and deal with employees leaving? Because they don’t agree with or approve with this new structure?
Can you live and can you deal with the taking longer to get things done in the short term, as people need to learn their new roles?
I’m not saying that you shouldn’t make your decision because of these impacts. What I am saying is that you should be aware of them and be prepared to face and overcome them if and when you make your decision.
8. Help Your Employees Succeed
Performance management involves helping your employees succeed in their current job and helping them develop into future jobs and future success.
So why is it important for leaders to help their employees succeed through performance management.
By giving your time and your attention to your employees performance and their development, it shows them that you care about them. You care about helping them to set them up for success and you care about helping them develop to be the best they can in their current and future jobs.
Performance management helps employees know how they’re doing against their goals. So, if they’re on track or if they’re going in the wrong direction.
Too often, I’ve heard employees come to me in my HR role to say that they have no clue as to how they’re doing and what their manager thinks of their performance. This should never happen. Employees should always be clear as to how they’re performing against their expectations.
If they don’t know how they’re doing, they could be less productive. They could waste time wondering what to do or making costly mistakes. And this is important to them, so they have a sense of accomplishment but it’s also important to you as the leader and to the company.
Training and Development is so important that one study found that 40% of employees leave their company within the first year due to poor training. And speaking of 40%, another survey found that 40% of employees who received poor training and limited opportunities for development will actually leave their company within five years.
6 tips on how to make the right decisions
8.1 Make time to do it
Make a commitment to take the time for performance management.
Now I know how busy you are as a leader but if you don’t make it a priority, you’ll never do it. And you and your employees will never benefit from it.
By making the time and holding yourself accountable for regular and meaningful conversations with your employees, they’ll feel valued. They’ll feel appreciated, engaged, and they’ll perform at their best and develop additional skills.
8.2 What makes them tick
The next tip stems from the simple fact that I’m sure we all know, which is that no two employees are the same.
It would certainly be easier if they were. But unfortunately, each employee performs and is motivated differently, which means that when it comes to performance management, we need to start by understanding what makes each employee tick.
So how do they like to receive feedback? How do they like to learn? How do they like develop what’s their own unique set of career expectations and goals?
8.3 Actively involve your employees
Involve your employees in the performance management process, opening the door to let them be a part of this process.
Gone are the days of managers sitting across from their employees and telling them exactly how to do things or how to have it done and getting no input whatsoever from their employees.
8.4 Timely and meaningful feedback
Now, I’ve mentioned feedback a few times already throughout this leadership series and I’ll mentioned a few more times.
That’s because it’s important in so many different situations and so many different processes. When it comes to performance management, feedback is absolutely critical.
Feedback needs to be effective to achieve goals. So, it has to be done in the right way, in the right place, and just get it done effectively.
One of my favorite books that talks about this is Brené Brown’s book, which is called Daring Greatly. And she says something which is called the engaged feedback checklist which include 10 things that you must be ready to do before you sit down and give feedback, such as being ready to sit down next to the person and not across from them. And being ready to put the problem in front of you and not between you.
8.5 Create a culture of continuous learning
Understand the importance of learning and development in the performance and management process.
Make sure that you focus as much of your time and your effort on the development as on the day-to-day performance, helping your employees understand what’s available to them, coaching them through new development.
9. Be naked and visible
Now, many people believe that Chameleons change colours to disguise themselves and hide from predators. However, they’re actually really fast. Many can run up to 21 miles per hour and they can avoid most predators pretty easily.
So actually, the main reason why Chameleons change colors is actually to reflect their moods and by doing this, they send social signals to other chameleons.
So why am I telling you all this about chameleons?
I’m doing it because I think it’s a great way of thinking of this concept of being naked, which is not about hiding behind your perfect persona, but showing who you are all moods all feelings and all colours. And the reason that this is important is so that our employees can read us and work better with us as a leader, not having to guess what we think and how we feel.
It also shows our employees that if it’s okay for them, for us to show our moods, that it’s okay for them to do the same thing as well, to show our moods, our feelings and our colours, which leads to a much healthier and effective working relationship.
And how about being more visible? Why is this so important? Well, let me start out by saying that when I started out as a leader being visible was not something that leaders aspired to be or were encouraged to be. I mean, just think about how offices were designed with leaders.
One of my first jobs in a bank, the leaders actually had separate elevators or lifts and separate dining rooms. And it’s not just physical barriers that divided leaders from their employees, it was also how they behaved and how they communicated to their employees, withholding things from them.
By removing these barriers, leaders are better able to work with their employees being available to them in both body and spirit.
5 tips on how to be naked and visible
9.1 Being courageous
When employees were asked in the survey about their leaders, they said:
We want our leaders to have the courage to be naked and visible.
9.2 Be authentic
I’ve talked about and written about quite often through the concept of Authentic Leadership.
There’s many of ways of authentic leadership but I want to focus on two of these – being self aware and being your true self.
Now, being self aware is something that I’ve seen overlooked many times when leaders don’t realise the impact that they have on their employees. An example is something that happened to me years ago, when my team told me that they actually had figured out whether I agreed with them by my body language and meetings.
It was something about if I curled my hair down low and then I agreed with them. If I curled my hair up higher, I disagreed with them.
They had figured the whole thing out. So, it was a real lesson to me on being more self aware of subtle and unconscious behaviors and actions, as well as the more outgoing types of ones.
The other aspect of being authentic is to be your true self.
So too often, what I’ve seen leaders do is put on this facade this mask when they interact with their employees, thinking that this is what their employees want and this is what they need.
9.3 Be where your people can see you
I’ve seen leaders who are never out there, they’re not available for their employees to see and to interact with them.
In fact, I worked for someone once, who we saw so infrequently that we used to joke about ‘do they even work for the company’, which is not very good.
Now, I do confess that I used to have my own office and I have to confess I did love it. And the first time that I moved into an open plan, I really did struggle with the noise and distractions. But once I came to see the benefit of being where my people can see me and could find me, I’d have it no other way.
I’ve seen the benefit of sitting next to my team getting insights into their struggles, their frustrations and their wins that they experience, and being able to understand what they’re going through and then the way that I can support and also celebrate with them.
Now, I know that this doesn’t work at all companies, this concept of open plan, it doesn’t work for all people, and that’s absolutely fine.
What I’d like you to take away is this concept of whether you’re in an office or open plan is getting out there and being there for your people walking around talking to your people. Just because you sit in an open workspace doesn’t mean that you’re necessarily out there.
9.4 Keep your calendar open
I know as leaders that you are very busy and you don’t have a lot of time but it’s absolutely critical to save time for your employees being visible and available for them.
So whether you need to lock time in your calendar each week or schedule regular one-to-ones with them months in advance, whatever works best for you, just make sure that you do it.
9.5 Communicate in a visible way
If as a leader you hide communication, either thinking that your employees don’t need to know something or maybe fearing what are they going to do with this information, you’re holding back from what they want and also what they need.
Instead, if you can find ways to communicate in a visible way, getting information out there to help them to engage with them and not hiding it from from them.
Do it when you meet with them, when you email them whatever works best for you. Just be visible on how you communicate and you’ll see a huge difference in your relationship with them.
10. Take Care of People
So why is it important for leaders to take care of the people?
As Richard Branson says:
If you take care of your people, your people will take care of your customer and your business will take care of itself.
What I love about this quote, is that it really talks about how we need to flip traditional business strategies to start with the people and do this by caring for them.
Taking care of people combines all of the elements discussed throughout this series.
One of the the key factors to looking after people is unlocking your employees potential. Now, I’ve spoken about this concept many times throughout the series in a variety of ways, especially in the in the eighth session. And that’s because a key part of your role is to unlock the potential helping your employees be the best that they can be and helping them succeed.
One of my favorite leaders is Claude Silver, she’s the Chief Heart Officer at VaynerMedia.
She talks about how our role as leaders is to do this by finding our employees light, their joy, their purpose and their happiness.
So ask yourself, do you know this for everyone on your team? And then ask what am I actually doing as a leader to show them my care by doing something about it, unlocking their potential.
Finally, remember and act on something very important, which is your duty of care.
As leaders, we need to remember that we have a duty of care so we have a responsibility for caring for our employees.
So, what are the next steps for success?
Throughout these series of 10 sessions, I’ve shared lots of ideas and lots of tips. But how do you know which ones are the ones that you should take on board and which are the ones that you should action?
To help you with this, I’ve created a document that you can download here and use to create an action plan based on the 10 things that I’ve covered in these sessions, which are the 10 things that great leaders do.
Now there’s three parts to this document.
1. The first is to assess how well you live the traits now.
2. The second part is to rank them from high to low so that you can identify which are your development areas.
3. And finally, what you do is you select the two to four areas where you need to develop and improve the most and for each of these list out what you’re going to do about it.
Go through the series, pick some tips and clearly list out what you’re going to do to improve.
Now in regards to these development areas, just a few things that I wanted to mention. First of all, they should be the ones with your lowest rankings.
If you have a few of them, what I’d suggest doing is looking at the ones that you feel will make the biggest difference.
I also suggest if you’re brave enough is to actually share these 10 things with the members of your team and ask them to rank you and it might give you a very different perspective.
So I hope you find this this action plan helpful, use it to help you develop to be a better leader than you are already now.
I wish you all the luck in being the best that you can be. Thank you.