It's amazing how often I speak with leaders and executives about getting back to basics. I think we get so caught up in the future-focused complexity and speed of our work that we forget about the here and now. What I see though is that forgetting the basics in the here and now can have huge consequences on the future that we're visioning and driving toward. Setting clear leadership expectations is one area that I see neglected time and time again, with some fairly serious consequences.
Technical leadership can be a minefield. Too much of an expert and your people suffer. Too much of a leader and people question your credibility. How can organisations walk this fine line? It begins with understanding your leadership pathways.
Over the years I've come across so many businesses where leadership has just become all too hard. Either the exec wasn't sure exactly which approach they wanted to take so they've implemented multiple options, or legacy and the inertia of existing culture has lead a business to find themselves in that position. How can you turn that ship around?
A few months back I made a video on the true cost of disengagement where I argued that the real impact of disengagement reaches well beyond statistics and percentages, and as leaders we should focus on how it feels to lead a disengaged team. But do you remember how it feels to be disengaged yourself? If not, let me share some of my own story to remind you.