“ A LEADER IS SOMEONE WHO DEMONSTRATES WHAT’S POSSIBLE ”


#1 – Coaching and Mentoring – Gaining mutual trust and respect is a long-term process when it comes to coaching and mentoring. Research has shown that employees react better to women in leadership who approach development through exploration and challenging assumptions. Instead of sticking to rules and regulations when it comes to developing your staff and your business, use your uniqueness to approach things differently. Instead of laying out exactly what employees need to work on and setting a specific plan for them to do it, include them in conversation, let personalities shine through.

 

#2 – Service – Helping employees is a huge part of effective leadership. As leaders we can have a tendency to micromanage the situation rather than being genuinely helpful. Use your skills and knowledge to guide your team throughout a situation instead of dictating or taking control because you think you should.

 

#3 – Thoroughness – While it’s a good thing for leaders to set high expectations for employees, when women in leadership focus on getting things right the first time, employees don’t take it well. Instead of optimising work processes to eliminate mistakes, optimise them for continuous improvement. Use mistakes as a learning process for yourself and your team.

#4 – Planning and Organising – Trying to not let lots of things overwhelm us can be a task on a day to day basis. Instead of dictating plans, involve everyone in the process and consider new ideas before finalising them. Be open to changing and altering these plans if new information and feedback are received by your team around you.

 

#5 – Monitoring Performance  – These days employees need and want feedback far more regularly than a yearly performance review. With employment rights and workplace wellness programmes being more apparent than ever, we know what we can and can’t ask for. Acknowledging an employees enthusiastic approach to knowing their progress and goals will be rewarding for both of you. While numbers and details are important, performance reviews shouldn’t be a competition and leaders, shouldn’t put constant pressure on employees. Check in with them on a regular basis, looking at their progress in the context of the big picture and concentrate on positive aspects first.

 

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