…a head of department who’d like to help lead her people through a change:
Before she can win support for the change, she has to communicate in a way that inspires her key stakeholders (must-have #1).
Next, she has to collaborate in a way that motivates her partners and stakeholders to take action (must-have #2).
And before she can lead or influence anyone to do anything, she has to connect with them on a human level must-have (#3).
If you’re going to work on your own – that is, from home or office space by yourself without colleagues, there are seven skills you’ve got to master (secrets!). By yourself. For yourself. Essentially – you are your own cheerleader. Your own coach and motivator. Your own disciplinarian. Your very own mentor and advisor…and more.
Under multiple lockdowns, working life has changed forever.
The truth is, everything will look differently tomorrow than it does today…or at least that’s how I feel with my work situation. Some days I’m optimistic that we’re going to all come out of this stronger than before…other days I feel like this is just the beginning of future catastrophes that will make this one seem mild.
Bottom line – we’re all in this together. So what ever happens next, it’ll happen to all of us.
To survive and thrive in the complex modern workplace, your team needs these 3 characteristics:
Diverse – a good mix of functions, disciplines and experience.
Agile – the ability to adapt well on short notice.
Influential – made of people with influence in the organization.
PRO TIP: If your team doesn’t have these characteristics, make the necessary adjustments. That is, if you want to be seen as a top team or project leader in your organization.
You can’t be everything for everybody. Some reports will find you too directive, others not enough. However, you can listen to feedback and adjust your style when needed.
In everything you do, seek to understand first and act second. There is no right way to lead your team or group. It is as unique as every individual in it. Therefore, your paradoxes and the balance you need to find for each of them will look differently than mine.
In parts 1 and 2 I have presented 7 which I consider most relevant to people managers working right now. Apply the relevant tips and examples as needed.
