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Management Update from your Library: a collection of interesting articles focusing on leadership and management.
How to Become a Transformational Leader
We’ve distilled Bass’ ideas into a process that you can use to become a transformational leader. This involves you:
- Creating an inspiring vision of the future.
- Motivating people to buy into and deliver the vision.
- Managing delivery of the vision.
- Building ever-stronger, trust-based relationships with your people.
Read the article… watch the video!
Recovering From Burnout: Finding Passion for Your Role Again
When Ron first started with his organization, he loved his job. He went into work every day filled with purpose and passion, and he was excited about the difference he could make in his new role.
Three years later, however, it’s hard to recognize him. Now, Ron dreads going to work. He feels as if his work is meaningless, he’s always stressed, and he calls in sick frequently.
These are classic symptoms of burnout. If you’ve experienced this yourself, it’s essential that you know how to recover from it, before you experience lasting damage to your sense of well-being and your career.
In this article, we’ll look at what burnout is and how you can recover from it.
How to Banish “Impostor Syndrome” and Own Your Success
We all feel the occasional twinge of self-doubt or dips in self-confidence. But people with impostor syndrome constantly feel that they don’t deserve success and will be “found out.”
The added stresses of the pandemic can magnify these feelings. In this article and new video, find out how to identify and overcome this debilitating condition.
7 Steps for Overcoming Perfectionism
Do you always feel dissatisfied, no matter what you’ve achieved? That’s not healthy! Learn how to beat harmful perfectionism.
7 Ways to Get Your Voice Heard in Online Meetings
Do you struggle to get your voice heard in meetings? Perhaps you find it difficult to speak up in a group, or get drowned out by louder, more dominating team members. Our latest article explores seven strategies for making sure that your voice and opinions are heard!
Managing an Underperformer Who Thinks They’re Doing Great
Almost every leader has been in the uncomfortable position of managing someone who thinks their performance is terrific when it’s actually just adequate, or worse. In fact, in my 30 years of consulting, it’s been one of the more frequent — and draining — performance problems I’ve observed.
What causes the mismatch between these employees’ real output and their perceptions of success? Some may not be receiving the resources and clear feedback they need to develop and improve; others may be unable to recognize that they’re struggling. Whatever the cause, if leaders fail to address the situation, the lagging employee’s work will not improve, and the organization will lose the value of a team member who could thrive if given the proper support. Perhaps a more insidious risk is that the leader will appear to condone substandard work, and competent employees may become demotivated and disengage. But if you can identify the likely cause of an underperformer’s lack of self-awareness, these five approaches will help you correct the problem behaviors — or understand whether that’s even possible.
How to Avoid Rushing to Solutions When Problem-Solving
It’s understandable that we leap to solutions. Crossing items of one’s to-do list and fixing problems provides a dopamine surge that is comforting, especially when the world around us feels more volatile and threatening. Nevertheless, an ineffective Band-Aid solution can make things worse, and can be just as damaging in the long run as the problem it’s trying to solve. In my work as a leadership consultant, I’ve devised a simple, four-step process that can help you get past the urge to rush to solutions…
How to Actually Encourage Employee Accountability
Managers must understand the weight of their own judgments. A recent study of the brain shows how other people’s opinions of us influence our sense of self-efficacy. When leaders believe their role is to create conditions in which people make their best contributions — and genuinely enjoy doing so — the following core foundations of accountability improve.
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