Help Right, Lead Better
This newsletter is for professionals who value their time.
Why?
Because I curate all the best Leadership content so you don’t have to.
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"If you're a Recruitment Consultant or own an Agency check out this incredible resource".
Here’s a gem shared by Harvard Business Review “Is Your Instinct to Help Actually Hurting Your Team?”. This tip is adapted from “5 Well-Intentioned Behaviors That Can Hurt Your Team,” by Nihar Chhaya.
If you’re a manager with a strong desire to be helpful, could you actually be undermining your team’s performance??
Beware these common ways your best intentions could backfire.
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1. Seeking constant agreement.?
Finding common ground and consensus is an important leadership skill. But quashing all disagreement is ultimately unproductive and will stymie the flow of ideas on your team. Effective leadership requires recognizing when differences of opinion should be discussed and explored.
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2. Overprotecting your team.?
It’s noble to shield your employees from organizational tensions or issues that could negatively impact their morale. But keeping them in the dark all the time may in fact be a disservice. The best leaders know when to be transparent about bad news and when to keep it to themselves.
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3. Being too involved—or not at all.?
If you’re too eager to help your team, you risk being seen as a micromanager. And if you try to give them space to own their work without your interference, you risk being seen as absent or aloof. To walk the fine line between empowering and supporting your team, be clear about roles and responsibilities, and establish yourself as a lifeline should they need your input.
An excerpt from Harvard Business Review “Are You Micromanaging Your Team? This tip is adapted from “Are You a Micromanager?” by Julia Milner.
Are you a micromanager??
Especially if you’re a new manager building your confidence and leadership style, check in with yourself and ask these three questions to ensure you’re not leading with a grip.
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1. Am I always giving my team advice??
There’s nothing wrong with giving your team members advice in situations that truly require it (high-stakes projects, urgent issues, or new processes that require more hands-on guidance). But in most cases, your goal should be to help people develop their own approaches. Use your expertise to ask teaching-oriented questions that will help your direct reports grow.
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2. Do I need to approve every decision my team makes??
Don’t be a bottleneck. Make a list of high-stakes decisions you need to oversee or approve and lower-stakes items you can delegate to trusted employees. Remember: Delegating isn’t just saving you time—it’s giving your employees a chance to learn.
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3. Do I approach feedback as a one-way street??
Use your one-on-one check-ins to turn feedback discussions into a dialogue. Give your reports a chance to evaluate themselves before sharing your evaluation. And be proactive about asking your team for feedback on your leadership.?
Here’s another excerpt from Harvard Business Review on “Discovering Your Innate Strengths”.This tip is adapted from “Identify—and Develop—Your Natural Strengths,” by Sanyin Siang.
Most of us tend to hyperfixate on our weaknesses. But reflecting on your innate strengths—the skills that come naturally to you and set you apart—can help you maximize your potential and make a unique impact in your role.?
Here’s how to understand your innate strengths.
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1. Start by asking mentors and colleagues for their feedback.
Questions like, “What situations do I thrive in?” or “What makes me a good team contributor?” or “What type of work do you see me get excited and energized by?” can reveal strengths you might overlook. Their insights, drawn from observing and working closely with you, are valuable data.
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2. Put yourself in new situations.?
Look for opportunities to take on tasks, projects, and responsibilities. Pay attention to what you gravitate towards naturally and pick up easily. New experiences can activate hidden strengths that remain dormant in familiar settings.
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3. Finally, be aware of your biases.?
Be mindful not to project your strengths onto others. Not everyone has the same innate strengths as you. When someone doesn’t meet your expectations, reflect on whether it’s because they lack a skill you naturally possess. This awareness can help you better understand yourself and your collaborators.
Free Resource Pack for Leaders
Enjoy your free pack containing resources to share with your teams, professional development, and activities to refine your skills.
You can download the pack here.
That’s a wrap on this week.
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Rewiring Leaders to Thrive in Chaos
4 个月Thank you, Eddie, for another insightful newsletter. Your curated content always provides valuable food for thought. The section on micromanagement particularly resonated with me. Leaders often micromanage not out of distrust, but from a genuine desire to ensure quality and success. However, it's crucial to recognize that this instinct, while well-intentioned, can be counterproductive. To address these micromanagement instincts, we might: Reflect on our fears: Are we worried about losing control or failing? Build trust: Invest time in developing our team's skills and our confidence in them. Set clear expectations: Define success criteria upfront to reduce the urge to constantly check in. Practice delegation: Start with smaller tasks and gradually increase responsibility. Focus on outcomes: Shift our attention from how work is done to what is achieved. By addressing the root causes of our micromanagement tendencies, we can create a more empowering environment for our teams. My two cents worth ?? Thanks again Eddie.