It is essential for leaders to treat their direct reports in the same way leaders want them to treat their own team members. People learn how to lead from their bosses – and it’s not only through direct interaction with them, but through their day-to-day leadership actions. Moving from an individual contributor to a manager is a transition that often lacks the attention it requires, with first timers not getting a lot of formal training. Therefore, looking for opportunities t

The Great Resignation, which some are now calling ‘The Great Reflection’ has shown that employees today expect more out of their jobs and that they are no longer willing to compartmentalise their work as separate from the rest of their lives. Whilst purpose - a sense of direction, intention, and understanding that the contribution we are making is impactful - is personal, organisations play an important role in how we express it. A recent McKinsey research suggests that 85 pe

While the perception is that leaders are big-picture thinkers and visionaries, managers are the ones who "get things done," execute leadership direction and manage teams. However, the manager's role goes far beyond supervision. According to Gallup, 70 percent of a team's engagement is influenced by managers. The traditional role of a boss as a command-and-control function no longer works for today's workforce who expect their manager to be more of a coach and mentor than a bo

As a leader it's your responsibility to develop your employees, meaning that sometimes constructive feedback is necessary. Yet, research shows that 44 percent of managers find it stressful or difficult to provide negative feedback. Feedback is a key driver of performance and leadership effectiveness, and negative feedback, in particular, can be valuable as it allows employees to monitor and improve their performance. However, giving, processing, and acting on negative feedbac