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Are you a bit of a control freak? (Like me!) 😬
Sometimes perfection and can be the enemy of greatness, particularly when it comes to delegation — holding us back from making progress because we need everything to be “just so”. 👌
However, sometimes leaders attempt to delegate, and find that the person they delegated to doesn’t do a good job.
🤦♂️ They make mistakes.
The leader ends up with the work back on their plate, and resolves that they are just too much of a control freak to hand the work over… they end up trapped!
So in this episode I go deep into this issue — how you can embrace just the right amount of your inner control freak to get amazing results when delegating… and the real life examples of it going well, and spectacularly wrong!
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Helpful resources:
- Lear more about AirManual: https://www.airmanual.co
Many business leaders wrestle with getting their employees to work collaboratively.
Especially when it comes to finding the right balance between hitting day-to-day targets driving significant organizational changes.
Navigating the shift from individualism to collaboration in your team can feel like trying to solve an ever-changing puzzle. And understanding how one’s day-to-day tasks impact the organization’s mission adds another layer of complexity, yet is crucial for the company’s long-term success.
Today, we’re joined by someone truly exceptional – Sophie Theen. Not only is she a seasoned HR and operations executive, but she's also an award-winning author. Sophie's career spans from leading HR divisions and large teams to successfully running her own consultancy and mentoring women in technology.
She’s also the author of "The Soul of Startups: The Untold Stories of How Founders Affect Culture," exploring how founder personalities shape company culture—a pivotal read for founders, managers, and HR professionals.
Today we cover :
🎯 Shifting from 'me' to 'we' in team culture
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Helpful resources:
In this episode of Destress Your Business, Alexis Kingsbury discusses the importance of issue management in empowering teams to solve problems and freeing up leaders to focus on strategic growth.
He introduces a three-component approach to issue management: the issue tracker, meeting rhythm, and empowering the team. Alexis emphasizes the need to avoid getting derailed by issues and instead give the team the opportunity to solve them.
He provides examples of different types of issues and explains how a good approach to managing them can save time and prevent frustration.
Alexis also shares the benefits of implementing an issue management system and empowering the team to own the process.
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Helpful resources:
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