When moving on to head new teams, it is often tempting to dive in to find similarities between the new team and the previous team. Indeed, for some of us our previous team may be our only reference point for us to base any decisions or comparisons on. While it is certainly effective to find similarities between teams to guide our actions and decisions, more importantly it is crucial to note the differences between the teams that may potentially make the difference.
We have previously discussed the fatal mistake a leader …

It is often tempting to seek a ‘perfect’ leadership model, and use stick to it religiously. Such a model certainly has its appeal, as it would mean a strategy that would work 100 percent of the time, and this would certainly prevent much unnecessary failure and setbacks.
However, we must realise that such a ‘perfect’ model simply does not exist, for leadership is certainly not a straightforward process that may be carried out by robots. Leadership is a delicate process involving the leader, his team, the work the team does and …

Do unto others, as you would have them do unto you.
This common saying has far reaching applications in the workplace, as it has in our everyday life. Many times, we may find ourselves furious at others for not treating us as we hope they would, or wishing that they would meet our expectations. However, we fail to realise that we are treating others in the exact same way, and by our own criteria, we ourselves would fail. This is often very true when it comes to respect.
We often ridicule how …

The free rein leadership style is one that favours autonomy and abhors control. This model caters for minimal control by the leader or manager and maximum flexibility for the team members. As such, the team leader often takes a back seat role and functions to coordinate and direct the actions of the team rather than dictate it. It is wise to remember that free rein leadership is at the extreme of freedom, away from the extreme of control, and that most teams operate within the continuum between.
The free rein leadership …

In the first article of the ‘Higher Intent’ series, we discussed about how focusing on the higher intent allows us to stay flexible in our approach while always keeping the outcome in sight. In the final installment of the series, we will complement this concept by looking at how focusing on the higher intent and flexibility can further be used to lead us to success.
Let us first, start with a question. A new entrepreneur who has great aspirations decided to start a business. However, due to his lack of experience, …

In the previous installment of the ‘Higher Intent’ series, we spoke about how thinking in the frame of higher intent allows us to add value to our task. In the third installment, we shall discuss about how we can communicate in the language of ‘Higher Intent’ to maximize our results.
We know that thinking in the frame of ‘Higher Intent’ helps us to achieve flexibility in approach and allows us to determine the true purpose of a task, hence allowing us to add value to it. Wouldn’t it be helpful, then, …

Have you ever been commented by your superiors or subordinates as being inflexible or rigid? Perhaps, it could be that you have an ‘ideal blueprint’ for achieving certain results or a tested and proven strategy to tackle problems. While you know that flexibility is important, your solution just seem so riveting that you are absolutely convinced that this MUST be the way.
Many leaders are often labeled as ‘stubborn’ or ‘inflexible’ because they think this way. They are so fixated with a particular solution to a problem that they close off …

Many less experienced leaders often fall into the trap of creating an ‘ideal’ leadership blueprint, a leadership template which they believe can be applied throughout the numerous teams they would possibly work with. After all, it certainly sounds great to have a holy grail for their leadership journey, right?
This leadership lesson is hence about flexibility, and is written to pre-empt new leaders and warn them against being a victim of the lack of flexibility. All to often, junior leaders and managers possess the belief that by having a ‘template’ plan …

The boss goes on endlessly about visions and goals but is somehow oblivious to the numerous problems on the ground. The boss picks on every little detail and controls every single aspect of the subordinates’ lives, suffocating them as a result. The boss leaves merrily well before knock-off timing but chides off any poor soul who leaves a second before the bell. The boss claims credit for work not done and shrinks responsibility for work poorly done.
Is this a common experience in your workplace? Does this ‘Boss’ sound like a …