INSIGHTS (on leadership/self-leadership)
It’s a profound goal to strive for in life. It’s a desired output you might not expect.
It’s a worthy measuring stick for work, and life. I’ll explain.
Adopt a mindset of usefulness at work, and you won’t coast, ever. You’ll seek to add value in every meeting. You’ll view relationships differently, striving to be of use and service in them. To be useful to your employees you’ll invest in them, coach them, give them feedback and learning opportunities, access to resources, bust barriers for them, and help them advance their careers. At work, constantly ask yourself: Am I being useful right now? It jars you out of complacency and puts a different lens on every meeting and interaction.
To be useful in life means to be there for your friends when they need you, to share equally in the labor around the house, to make time for your kids, to connect with your parents and siblings and offer to help when you can, to be involved in your community, to hold the door for a stranger. Ask yourself outside of work, Am I being useful right now? You’ll be less likely to mindlessly plop in front of the TV. More likely to get to that project you’ve been putting off. Even choosing to relax and do nothing takes on a different lens – you’re giving yourself a break to improve your energy and desire to be of service later on.
IMPERFECTIONS (a mistake many leaders make)
Want to foster more respect, kindness, and inclusion at work? Don’t miss the opportunity to express gratitude (like many leaders mistakenly do), and, as this University of Central Florida research shows, you’ll achieve just that. Additionally, other research shows the simple act of showing gratitude and recognizing employees more than doubles employee engagement. The case is clear – so, regarding showing gratitude, here’s three ways to get better at it:
IMPLEMENTATION (one research-backed strategy, tip, or tool)
Want to foster a high-performing group? Remember the Golden Rule of World Class Teams:
It’s not WHO is on the team. It’s not WHAT the team accomplishes, or WHAT its processes and procedures are. It’s HOW membership on that team makes you feel.
Research from Google shows the key indicator of peak team performance lies in the team norms, the behavioral and psychological vibe present on the team. More specifically, do team members feel safe taking risks and sharing their ideas and opinions? So, ask, “How do members of this team feel, and what makes them feel that way?” Make adjustments as needed to the environment being created and the team norms, and watch results, rocket.