How to Grow New Leaders in your Organization

How to grow new leadersOne of the most important aspects of organizational development is succession planning and, in particular, growing new leaders. There are lots of ways to develop a positive culture in your place of work that will nurture and grow the leaders of the future. Here’s how to turn your workplace into an organization that grows the leaders of the future and makes your department a stellar place to work.

Close the Gaps

Take a look at the skills and experience in your department. Is there someone you are highly dependent on with particular skills? If they resigned or were ill tomorrow would you be left with a huge gap? Developing staff to be able to step up is vital, not only for their personal development but to increase the resilience in your organization so it can operate effectively if a crisis occurs. Offer buddy opportunities with other staff, encourage sharing of ideas at team meetings and enable co-working on projects to help increase that knowledge and experience in leadership. Make sure that your aspiring leaders are able to deputize for you as well. Examples are encouraging them to give board presentations, stand in for you at meetings or lead a key project. Succession planning enhances the culture within your organization, creating a positive working environment.

Be Aspirational With Objectives

All employees need clarity in their jobs and with their objectives. In partnership with writing the standard objectives that address everyday corporate issues, think of creative projects and opportunities to stretch into new territory at work and enhance personal development. Employees can also learn about different leadership styles and when to use them. Secondments open up opportunities to lead and learn from other teams. Offering development and secondments to employees and making the opportunity available in your own department grows new leaders through their new experience. All these help someone reach beyond their current surroundings to learn new skills, get out of the comfort zone and gain confidence. It also makes your department an attractive place to work for the existing staff and those looking for a job.

Encourage Coaching

A coach helps employees work through challenges and experiential learning. They facilitate a learner to develop through practical experiences. Having a coach is an excellent way of developing employees and enhancing leadership qualities in an individual. Having a network or list of potential coaches for employees is an effective way to start developing those skills and shows your team you care about their future. Coaches help people learn from mistakes or challenging situations. These are both areas where employees can gain insight into their behavior and deal with situations that grow leadership abilities.

Review the Culture

Doing a cultural audit to explore the characteristics of your organization is an excellent way of ensuring the values and behaviors are open to leadership development. By having an open and transparent culture where people can develop, talent and leadership will thrive. By getting your staff to think about the importance of culture in an organization, they are able to walk the talk with leading teams and model the values and beliefs of that workplace.

Growing a new leader is an exciting aspect of managing a department. By setting out opportunities and challenges within your team, you’ll develop the leaders of the future and be the go-to place for inspirational development in the workplace.

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How To Mentor Better Leaders – The Right Way

how to mentor leaders the right wayMentoring is not a modern construct. If you can recall your high school Greek mythology, the goddess Athena disguised herself as Mentor, the original “wise and trusted counselor,” to become the teacher of Telemachus, Odysseus’ son. In today’s world, we find mentoring in almost all forums where learning takes place – some of it excellent, some of it forgettable. Most of us can recall having a “faculty adviser” in high school or college. This was education’s version of a mentor. But there is a difference between an adviser and a true mentor.

What is a mentor?

Broadly speaking, a mentor is a co-worker charged with helping another employee develop into a better worker. In education, a mentor takes on a more advisory role. In business, mentoring is more a personal and professional relationship. Regardless of the professional environment, a mentor and mentee must have a common goal in order to be successful.

Mentors should be available to help their mentees learn to manage the routine, daily challenges and mundane grind that can come with any profession. Mandatory mentoring isn’t necessary; it can be a voluntary process with the goal of guiding fellow professionals toward greater job satisfaction, fostering solid work habits and encouraging the growth of better leaders.

Mentoring for better business

A school is only as good as its teachers. Likewise, a business is only as good as its employees. Mentoring new teachers has become a standard practice in the education field, especially with employees who aspire to leadership roles. The same practices used in education mentoring are applicable to a business model. The goal of business mentoring is the grooming of a better leader for the business.

We offer here some common skills found in the best mentors for growing businesses:

  • Commitment to mentoring role. To be successful, a mentor must commit to the process of mentoring fellow professionals. The mentor’s goal should be to help their mentees be successful in their roles within the business.
  • Good mentors have empathy for their charges. To have empathy for another means to be accepting of that person without being judgmental. Personal beliefs and values must be set aside for the benefit of the mentee and the business as a whole. Mentors should practice critical reflection on their own performance in the mentoring role.
  • A mentor must provide leadership support. Mentors to future business leaders must know how to bring out the leadership potential in fellow professionals. A better leader is one that has been properly groomed for the role within the business setting. Mentor training programs should prepare mentors with the skills, knowledge and dispositions needed to foster leadership skills in their mentees.
  • Good mentors work well with varied interpersonal dynamics. All employees are not created equally. Mentors must be able to work with a multitude of personality types, cultural behaviors and levels of professional aspirations. Mentors must be able to reflect on their own objectivity toward mentees and make needed adjustments to their communication styles in order to meet the needs of their mentees.
  • Projecting optimism is important. Mentors should project optimism to their mentees that they are capable of overcoming any challenges encountered and prevail in their goals within the business. This is especially important when mentoring a potential business leader. A positive outlook for the company is a pillar on which a better leader can build his or her leadership skills.

A Better Leader

Building a better leader starts with mentoring programs that can help identify employees with leadership potential. Focusing on mentoring can foster a working environment in which employees feel comfortable in letting their ideas and personalities emerge for the betterment of the business. Giving new employees the opportunity to receive guidance from some of the best professionals within your organization is a great way to ensure continuity of your business.

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From Fox to Hedgehog: Training Managers to be Better Leaders

 A Better Leader from Fox to Hedgehog

The fox knows many things, but the hedgehog knows one big thing.
— Archilochus, 700 BC

In the global economy of today, competition can be tough. The success of a company is often rooted in how effectively department heads take the lead. Effectiveness can be tied to whether one is more like a fox or more like a hedgehog. This approach, known as the Hedgehog Concept, can be used to help managers (foxes) complete a transformation that leads them to become better leaders (hedgehogs).

What Is the Hedgehog Concept?

Jim Collins, best-selling author of “Good to Great: Why Some Companies Make the Leap… and Others Don’t,” uncovered common characteristics found in businesses that made a transition from simply being good to being a great company. As a result, his research team came up with the Hedgehog Concept, which was inspired by a line from Greek poetry about a fox and a hedgehog.

Metaphorically, the quick, cunning fox represents a good company that tries too many things at once, lacks focus and acts scatterbrained. A fox limits its own progress in the long run. In contrast, a hedgehog is a great company that is slow, calculated and focused on an overarching vision. A company that behaves like a hedgehog is able to excel and overcome challenges. Good-to-great companies learned strategies to transform from a fox to a hedgehog.

Three Dimensions of a Hedgehog Concept

Organizations succeed when they take advantage of a business strategy that properly aligns with three key areas: passion, talent and economic drive.


Passion is a unique focus of those companies that become great. It is not something to be created in someone, but something that is revealed. Leaders who take the time to uncover what they are most passionate about find themselves one step closer to discovering their hedgehog concept.


The best companies were those that hired talent rather than trying to change underachievers. When individuals consider their own talent, it’s important to discern what they can do best from what they cannot do best. When leaders are able to apply their talent, they become more engaged.


Finding out what common denominator effectively drives the economic engine of a company can be the difference between being good and being great. Sustainability is key when it comes to longevity. Individually, managers should tap into their own drive to support a company’s goals.

Creating Better Leaders

An intersect of passion, talent and drive means that a business has acquired a Hedgehog Concept. Achieving this state helps to guide company-wide efforts. The same approach can be applied to a team of individuals.

It’s important to openly communicate with all team members, ensuring that they are on-board and fully understand the concept. Not only does strategy alignment help each leader to be more focused, like a hedgehog, but it also positively impacts customers, vendors and, ultimately, a company’s bottom line.

At A Better Leader, we make it convenient and easy to transform your teams from foxes to hedgehogs. Our online leadership courses are designed to help you train your managers to become better leaders. We offer many courses that aim to show your team how to motivate, connect, support and improve employees. Take a look at some of the course previews, and decide for yourself.

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Assumed Leadership: Why Better Leaders Don’t Seek Permission!

Assumed Leaders Are Better LedersFinding and developing the leadership talent required to navigate an increasingly complex and demanding business environment never seems to get any easier.

Despite that, there’s no doubt that many great and gifted candidates exist out there; and one of the saddest tragedies of all is to fail to recognize this talent, especially when it’s hiding away unnoticed within your own organization.

To meet this challenge, a new approach to recruitment and training is being developed — an approach that seeks, fundamentally, to empower prospective leadership candidates to assume leadership roles within their workplace outside of, or in parallel to, any formal or procedural recognition of such a position.

This model of leadership promotion attempts to democratize and distribute management potential in such a way that those with the capacity and skills to take on these roles are able to do so, unencumbered by the lengthy and, at times, needlessly bureaucratic HR filters that can stifle the flourishing of capable employees.

One such provider of development training packages is the U.K.-founded Common Purpose organization. In the words of Julia Middleton, Common Purpose’s Chief Executive, the company seeks to equip individuals with the ability to “lead beyond authority.” But what does this mean in practice, and how can you implement this ethos into the structure of your own business operation?

Categories of Influence

The first paradigm to grapple with when it comes to liberating leadership talent is to recognize that your employees, both those in management and those at staff level, operate in what can be thought of as circles of authority. These are:

The Inner Circle: Typified as situations where the individual exercises often large amounts of personal authority within the company hierarchy.

The Outer Circle: Intra-organizational authority, which is normally substantially less than in the Inner Circle.

The Circle of Society: Everything outside of the Inner and Outer Circles, where actions are mandated through civil and cultural norms, and authority is not normally a part of relational activity.


The dilemma that these circles of authority present is that success in one sphere of influence does not necessarily translate into success in another. This is highly problematic in a world in which globalization is ascendant and traditional hierarchies within the work-space are reforming or becoming completely obsolete.

Breaking the Boundaries

To effectively initiate change in your organization — and the wider world at large — it means dissolving the barriers between these spheres of influence and becoming the vanguard of leadership that your assumed authority demands.

This breaking of boundaries can be achieved in many ways. Cultivating a workforce with individuals that are passionate about their mission, courageous in their drive to see change and able to reflect on their own source of power — whether it be down to their personal qualities, the networks they’ve created or the colleagues they surround themselves with — are all valid ways of doing this.

One real-world example of this approach is the role of “brand ambassador,” and the world-famous drinks manufacturer Coca-Cola has its own Coca-Cola Enterprises Ambassador program.

Empowering workers to transcend their own Inner Circle of responsibilities, the initiative allows them to take their message into the community — the Outer Circle, if you will — and engage with customers, would-be-customers and essentially anyone who’s willing to hear their message on a one-to-one basis. Confidence in the scheme is high, and reports suggest that trust in the brand “radiates to the outside world” through its outreach and educational endeavors.


If you think this way of working would suit your organization and you’d like to apply the principles of assumed authority to your own business, visit us at A Better Leader today to find out how to grow great leaders!

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Is a “Trained” Leader a Better Leader?

Leadership Training vs. CoachingAlternatives to Traditional Leader Training

The only way to create a winner is to train one, right? That’s not necessarily true. The most successful athletes and the most successful business executives absolutely need targeted training to reach the pinnacle of their respective successes. What’s the caveat? Effective teaching should be fluid, thoughtful and dynamic. An education that feels stagnant or monotonous to the recipient isn’t doing anything to further the subject’s goals. Of course, a trained leader is generally a better leader, but the best leaders are those who also receive alternative paths to enrichment.

What is Training?

According to the Business Dictionary, training is always an organized activity to help one learn. In a traditional sense, it involves studying from a textbook, and it typically involves sitting in a classroom to receive knowledge dispensed by someone else. It is often repetitive, which can be beneficial. While training is necessary, traditional training doesn’t go above and beyond to create real leaders. True leaders are individuals with the motivation to expand their knowledge base beyond the humdrum training manuals and courses that they and all of their peers studied.

A Better Approach to Typical Training: Dynamic, Powerful Leadership Coaching

Even highly effective leaders need to keep growing. The most effective individuals understand that leadership is not a destination: It’s a journey. Effective leadership training, therefore, should be challenging, fluid and dynamic. It should not instruct via a tired textbook or a well-worn manual. Unfortunately, that’s the basis of many so-called leadership training courses. That’s why individuals typically aren’t excited about attending “training.” There’s a better way to train a better leader. Instead of sending leaders to a conference room to watch a speaker read from a training manual, give them a dynamic coaching session with seasoned, successful professionals in the field who will challenge their assumptions and pique their interests. Inspired and energized leaders are better leaders, with the ability to transform your team.


Coaching is Contagious

Leaders who are coached leave their training sessions feeling empowered and excited to share what they’ve learned and achieved. Coaching turns leaders into coaches themselves! Every team needs an encouraging coach who can rally members to improve. You could send your leaders to a “one-and-done” training session the pinnacle of which is a “Certificate of Completion.” But why? These tired training sessions tend to go in one ear and out the other. Coaching-based leadership training is the true path to building a better leader. This training approach resonates and creates a domino effect of leaders throughout an organization.

Successfully Trained Leaders Become Coaches to Those They Supervise

Coaches are not cheerleaders, although sometimes they can and should act like cheerleaders! Business coaches are able to pinpoint the strengths and weaknesses of each member of a team and use that information to benefit the organization as a whole. When your leaders receive effective training, they essentially become coaches for those they supervise. Imagine the power and productivity of an employee base led not by “bosses” who dictate but by coaches who motivate and uplift? Programs like A Better Leader transform “trainees” into coaches by stimulating them and energizing them to succeed in all aspects of their professional life.


If you’re a business owner or manager, take a pause before you schedule your next leadership training event. If training simply involves going through the motions, then what’s the point? If you’re pursuing training for your team because you sincerely want to develop better leaders, make sure the program you choose is dynamic. Choose a program that takes a coaching approach and encourages leaders not to only internalize what they learn but to also go out and share it with everyone in your organization.


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Transformational Leadership Keeps Businesses Union Free

Leaderslhip UnionFreeIn the business world, a transformation is the process of inducing profound change, taking the organization in a new direction to achieve a higher level of effectiveness. That sounds ideal for operating in today’s marketplace where change is a constant, meaning your business needs flexible and adaptable leaders. Transformational leaders are better leaders who know how to develop an engaged workforce in which employees are personally motivated and inspired to do excellent work through the internalization of business values and goals.

In their book “Transformational Leadership,” business scholars Bernard Bass and Ronald Riggio define this leadership style as one that helps followers grow and develop through personal empowerment and the alignment of the goals and objectives of the followers, leaders, the group and the organization as a whole. It is the ultimate employee engagement strategy for developing a union proof culture because it ensures sustainable engagement practices.

A Better Leader

Enthusiastic About the Future

One of the most important tenets of staying union free is developing an engaged workforce in which each employee feels connected to the organization, shares its vision and understands the value of the work done. Unions find the easiest pathway into any business is through employees who are disgruntled or disengaged and believe management does not care about them as people. An engaged workforce is much less likely to listen to union representatives because employees believe the employer treats them fairly, cares about their personal and work concerns, and allows opportunities to fulfill their potential.

From this perspective, developing transformational leadership is an important step in union proofing an organization, because it develops an engaged and inspired workforce that is able to manage change and believes it can achieve great things. Employees are enthusiastic about the future. Such a workforce is more adaptable to a volatile business environment where change is a constant and frequently leads to people to feeling insecure about their jobs.

Inspiration Rather Than Perspiration

Transformational leaders are better leaders because they inspire employees through example rather than focusing on supervision and compliance, which is what transactional leaders do. There are four elements of transformational leadership: individualized consideration, intellectual stimulation, inspirational motivation and idealized influence. The leaders motivate employees to perform at a higher level through a well-managed change process. When organizations go through change, such as downsizing or reorganizing or facing new competition, it is easy for employees to disengage from the process when they believe their jobs are threatened or their input is ignored.

The transformational leader demonstrates real concern for the needs and feelings of employees and encourages them to be innovative and creative, a key tenet of engaging employees. The leader owns problems, accepts responsibility for change, educates and trains employees, and involves employees in problem solving and idea creation. Employee development and training, effectively delivered through eLearning tools, are integral to change management.

Effective Communication at Core of Transformational Leadership

If you have developed transformational leadership, your managers and supervisors are naturally keeping your business union free. The leader stays in close contact with employees, giving them individualized consideration, and understands what employees are feeling, needing and wanting in order to do the best job possible. A main component of transformational leadership is effective communication, because it requires being able to listen to employee concerns and respond in a way that helps the employee think creatively, see the big picture and rethink how they do their work, all within the context of working towards common goals.

Transformational leaders are not born. They are made through leadership training, and every organization, including yours, needs them.

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Are Your Employees Keeping You From Hiring the Best New Talent?

Engagement and RecruitingArguably, your employees are your business’s most valuable assets. When your employees feel valued and like they’re an integral part of a dynamic team, they’re likely to wow your customers by going above and beyond. As a business owner, you need and want to recruit the very best talent to support your customers, and that starts with nurturing and engaging your existing employees.

Three Critical Words: Word of Mouth

The days of recruiting specialized, professional employees via newspaper classified ads are largely behind us. Thanks to social media, many of your best leads are likely to come from your current employees. If that is, your current employees are happy.

Engaged Employees Are Most Likely to Become Loyal Employees

It costs far more to hire a new employee than to retain exemplary employees you already have. According to the Society for Human Resources Management, it can cost nearly $40,000 to replace an employee whose annual salary tops $60,000. The numbers don’t lie: you’ll save money on recruiting costs by ensuring your current employees love their jobs.

Challenged Employees are Better Leaders

Whether it is or is not a reality in your business, the “glass ceiling” perception is pervasive. Employees of both genders and every age range often reach a point in a particular job when they conclude they can no longer advance to a higher level. Driven to succeed, they move on to a new opportunity. To stop this cycle in your business, offer valued employees leadership training opportunities that will engage them and show them you want them to rise through the ranks. Online leadership training programs such as A Better Leader create positive, optimistic work environments and stellar, loyal employees. What’s more, they can be a snap to administrate, and incredibly affordable.

Candidates Take Their Cues from Current Employees

If your current employees aren’t happy, they may do more than commiserate at happy hour after work. More and more, they’re taking their grievances public – cloaked in the comfort of anonymity. Check out It’s a website that, among other things, hosts anonymous reviews from employees about their employers. Odds are high that at least some of the job seekers you’re wooing have heard of it and give it credence. Engaged employees won’t have a reason to post damaging online reviews of your company.

Your Team is only as Strong as Its Weakest Player

Happy employees equal less turnover. Less turnover means that your team is able to work together effectively and that when recruitment is necessary, it’s immediately apparent which candidates will be a fit. Lack of engagement leads to a revolving-door effect and lowers morale and productivity. It’s a vicious cycle that leads to more frustration and more loss of talent. As an employer, it’s in your best interest to invest in your people and to train them, challenge them, and nurture them. You’re the boss, but your business is a collaboration.

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Leaders: Here’s How To Handle Conflict… Without Creating Conflict

Handle Conflict_BillboardThe office is a powder keg and every employee represents a fuse – some are shorter than others, but under the right circumstances, each are capable of being set off. Managers and office leaders are responsible for defusing these situations.

In the University of California – Berkeley’s “Guide to Managing Human Resources,” the author sums up workplace conflict as thus: “Neither party is right or wrong; instead, different perceptions collide to create disagreement.”

It’s a spot-on description of the inherently nuanced nature of conflict, but it’s this very complexity that makes handling it so difficult. And that is where the skilled and delicate hands of a seasoned leader come in.

Yes, There Is a Problem. Now What Is It?

Berkeley’s Guide clarifies the first step in resolving a workplace conflict is simply acknowledging that the situation exists, and that it is difficult. “Acquaint yourself with what’s happening,” the Guide reads, “and be open about the problem.”

Another step is to ask what the actual problem is. Often, conflicts are built on a less obvious foundation – a problem that perhaps existed before the actual confrontation. Rooting out the underlying forces driving the animosity will be a big step in ultimately resolving the conflict, but it’s not something a manager can easily handle on his or her own; rather, the individuals involved need to be allowed to express themselves.

The report reads: “Some feelings of anger and/or hurt usually accompany conflict situations. Before any kind of problem-solving can take place, these emotions should be expressed and acknowledged.”

But wading into the thick of a conflict is inviting risk. When tempers are high, people can become volatile. Understanding how to manage that anger separates leaders from over-zealous or over-involved spectators.

Defusing the Tension

Berkeley’s Guide lays out four things to keep in mind while defusing an angry person:

  1. The person wants to vent. They have steam, let them blow it off.
  2. When they’re venting, use body language to let them know you’re paying attention.
  3. React to what they tell you; acknowledge the legitimacy of their emotions and concerns.
  4. Finally, try to empathize and understand the situation. People have a right to feel the way that they do, and sometimes validating that is enough to calm an angry person down.

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Navigating the final stretch of the resolution will mean finding the points between each person where they can stand together in agreement. Even if the space is small and cramped, having something in common is the first board in what could eventually be a strong and sturdy bridge.

If the presiding manager ever hopes to reach the ultimate goal of resolution, determining and outlining attainable solutions will be paramount. Berkeley’s Guide suggests taking a padded approach, in which the office leader comes to the involved parties with several resolving avenues. Together, with the general manager acting is arbiter, the different parties can agree on what actions should be taken.

Want to become a better leader by learning to resolve conflict? Check out A Better Leader’s one minute preview on conflict resolution.

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Feedback Reboot: Turbo-Charge Your Performance Reviews


Using Strategic Measurement to Understand Performance

Condensing twelve months of employee contributions into one comprehensive annual performance evaluation can be challenging. To make things more difficult, managers run the risk of damaging engagement levels if annual reviews are perceived as “unfair”. Your team counts on you to see a full, robust picture of their performance, including the activities they do well and their opportunities for improvement. Employees want to walk away from a performance evaluation meeting feeling empowered – not embarrassed.

Take Subjectivity Out of the Performance Evaluation Process

The use of strategic measurement to assess employee achievements takes subjectivity out of the equation. Pursuing a fact-based approach to annual evaluations ensures staff members understand exactly where their strengths lie as well as how they can improve, without the appearance of subjectivity. These four tips on using strategic measurement will make delivering feedback more effective:

Align Metrics with Company Goals

Gaining employee buy-in for your selected measurement tools depends on your ability to make metrics relevant to department and company goals. For example, if your business claims to offer world-class customer service, metrics should focus on customer experience feedback. Many puzzled staff members feel frustrated when they are told the company’s primary goal is customer satisfaction, yet they are measured on the speed at which they get customers off the phone or out the door.

Choose Valid, Reliable Metrics

In the world of measurement, the validity and reliability of metrics are the two most important qualities to consider. Validity is the extent to which a metric actually measures the behavior it is designed to measure. Reliability is the extent to which the metric consistently measures the specific results over time and between staff members.

Communicate Expectations Early and Often

Once you have selected the metrics that will be considered in performance feedback, communicate expectations right away. When possible, explain the process at the beginning of the measurement period, then offer regular reminders when appropriate. Employees that understand what they are supposed to do and how success is determined feel empowered to achieve the desired results.


Provide Regular Performance Updates

Don’t wait until the annual performance review meeting to provide year’s worth of feedback. Regular updates will ensure there are no surprises when evaluation discussions occur.

For more tips on transforming your performance feedback process for increased effectiveness, visit A Better Leader. User-friendly training modules walk you through common errors and how to avoid them, as well as best practices for meaningful, motivational performance discussions.

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Stop This One Bad Habit and Become a Better Leader Right Now

One Bad Habit_billboardLeadership is about displaying the best practices in front of your employees at all times. Unfortunately, one bad habit can ruin all of those efforts. For instance, when your employees let you down, you might be tempted to just do the job for them. But your good intentions of helping the team can lead to long-term problems. To be a better leader, you need to learn how to give your employees the opportunity to succeed without you doing the work for them.

Why Does It Happen?

Organizations and leaders are judged based on results; customer and clients just want it to work. So, in the midst of a project, it is very tempting to do whatever it takes to achieve success. You can’t make excuses for why something isn’t getting done, especially if the reason is that your employees didn’t live up to expectations. So you do what it takes, and you repeat that process without making the necessary adjustments because the priority is the end product, not the process.

What Can You Do?

Becoming a better leader means taking action. You need to delegate effectively, although doing it right can take time. But better delegation will let you provide better service with half the stress. Here is what you need to do:

  • Take time for employees to set goals. Helping your employee take ownership of their work motivates them to do better. It also motivates them to better monitor their own performance and self adjust when their work is not going well.
  • Improve (or create) a feedback loop. Your employees can’t improve if they don’t know what they are doing wrong. Every few weeks or so, check in with your employees. A few moments can allow you to pass on some tips and encouragement that could yield big gains in your teams’ performance.
  • Recognize your employees for good work. You have to balance the criticisms with recognition for good work. Not only does providing public, positive feedback ensure that your employees hear you when you talk about how they can improve, it demonstrates what good habits are to the rest of the staff.

8 Steps You Can Take Right NowWhat Happens If You Hold Onto the Habit?

There are short-term benefits to doing whatever it takes and protecting your employees; you get the job done and happy clients. But the long-term costs can be massive. Your employees don’t improve because you don’t inform them about what they are doing wrong. They can’t take the steps necessary to get better. Also, there is a big emotional cost to you. The more you have to cover for your employees, the more you might resent them. This can lead to significant stress to you, which could affect your health. It also increases the possibility that you might “explode” after the stress becomes too much. This will make you appear irrational, create a less than optimal work environment and just make it that much more difficult to provide a quality product.

To be a better leader, you need to learn how to delegate effectively. Take the right steps, and you will have better products and less stress.

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