Have you ever made a decision without much thought and later regretted it? 

Or perhaps you made a choice that seemed good at the time, but left you feeling unfulfilled? 

Well, in today's episode, we're going to explore the fascinating world of stress mechanics and how our limbic system influences our decisions.

#leadershipdevelopment #mentorship #coaching  #leadership  #selfmastery #personaldevelopment  #selfawareness #selfmanagement  #podcast 

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Have you ever seen yourself in that awkward moment when people are arguing, and you will say something when, all of a sudden, everybody stops talking right before you speak? 

That moment where your statement will sound loud as loud can be, even if you speak in a low voice?

I will share with you some easy-to-follow tricks to better decide when to speak.

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Silence!

In today’s society, this is, without a doubt, a privilege.

Can SILENCE be harmful, or should we fight vigorously to have it?

We cherish silence, but sometimes noise is the best way to understand what is happening.

So…in today’s society, what should we strive for? To have quiet times with silence, or should we look for more noise to work as a reality check?

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Since several leadership styles exist, how can we know them by heart at such a tender age?

We can have some traits that our current society associates with a Leader, but there is more to it than that.

A leader should be adaptable, switching their leadership style accordingly with the teams, the organisations and the living moment.

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When it is time to analyse our staff performance, three questions demand an answer.

Unfortunately, some companies don’t give much thought to this process.

Managing underperformance is always a stressful situation.

Pushing someone to success sometimes fails, and we should be expecting that to happen. It is always a possibility. And sometimes, even the more humane approaches hurt people.

When you have a clear, transparent, and humane process, the harsh parts of managing underperformance should be minimised.

It will not become easier with time, but nothing is wrong if you need to “share your employee with the competition”.

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What does it mean to provide feedback?

This is not something we think about on a daily basis.

I have seen too many managers using feedback to complain about something or request course corrections. But it seems to me that they don’t see the real meaning of feedback.

Our primary and sole purpose as a leader is to grow our people, enabling the entire team’s success. That said, I will share seven tips to help you improve your feedback moments, and in between, I will do callouts to some hidden dangers.

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We can do a great service to our teams if we only try to learn more about each person as an individual.

Applying personality tests to our people is something that we should be cautious about.

The biggest risk is putting someone into a specific box and thinking that the person IS that. The person is not that. The person can be showing that trait at that moment in time because multiple reasons.

nderstanding that each trait demands a different way to communicate or a different way to handle a conflict, is key.

That will help you as a leader to navigate the team dynamics.

This show will provide an easy and fast way to detect where the other person is coming from, using a small framework of questions.

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“There is no amount of time I could say is enough. And with all my demands, my teams could improve to give fewer worries. That’s the bare minimum. If only I could have a 48h day.”

The higher you get, the higher the pressure. And I can sense that in some way or another, you, too, one day had a similar internal monologue.

And that’s common. At least it was something that the Daniel Goleman’s team discovered in one of their studies:

“Many leaders told us they don’t have the time in this high-pressure economy for the slow and tedious work of teaching people and helping them grow.” - Daniel Goleman

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When, for the first time, we land the role of team leader or engineer manager, we are en route to a great trap. You see, that opportunity probably appeared because:

a) you were probably the best individual contributor from that team;

or

b) you found yourself looking at the pitfalls of the systems in place and you wanted to be part of the solution

None of these options implies that you have the right tools or the right mindset to start leading people. So we fall into the first big leadership trap: to be a people-pleaser.

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