Getting the best out of others is not an easy task. Helping your team members to be more effective, more productive, and more engaged is not always as simple as asking them to be so, or equipping them with the skills or support to be so. In fact, sometimes it’s not even about the very problem that’s causing the problem. To be an effective leader of people requires us to be flexible in the way we approach and support our people. Sometimes it even calls on us to allow the problem to get worse before it gets better.
When I’m working with clients, either one on one or in groups, I pay a lot of attention to what’s happening in the general space.
“I try to listen without giving solutions but I just don't understand why my staff keep telling me their problems if they don't want me to fix them.”
Should’s are a toxic part of our vocabulary. Generally the more we ‘should’ (and then ‘don’t’) the worse we feel about ourselves. I ‘should’ finish that project today. I ‘should’ have prepared more for that meeting. I ‘should’ spend more time doing real work.
Incompetence at work is a necessary part of any developmental journey. A new skill, a new role, a new culture will all spark a fresh set of incompetencies.
Do people sometimes get up your nose? Do you your clients, partners, friends or staff know just what to say to get under your skin?
Our emotional states are contagious. How you feel in any given moment leaks out into the atmosphere and infects other people.