Author: LeadArtfully

When should I delegate work?
Whether you are a busy business owner or a Manager who is used to the doing, you are asking when should I delegate work? If you are going to continue growing your business successfully, or step-up and lead, then you must be able to delegate effectively. A business cannot scale up and grow if its owner is making all the decisions or doing all the work. Equally a team cannot grow and perform at its best if the Manager is doing likewise.

What is delegation?

“Delegation is the assignment of authority to another person in order to carry out specific activities. It is the process of distributing and entrusting work to that other person” (Wikipedia). The art of delegating is considered a core concept of leadership.

Examples

Two examples will illustrate this. One is anecdotal, the other describes the experiences of a senior executive in the Coca-Cola company.

Example 1

At a very academic school, a government policy threatened the scholarship examinations, which the school had great success in and hence regarded as very important to them. The headmaster was disturbed by this and did not know what to do.

Knowing that a certain senior teacher was a very able person, he turned to him in desperation and delegated the task of saving these examinations, as he was not sure what to do. The teacher was given complete autonomy and every encouragement to succeed. He was protected from overt and subtle sabotage by others at the school and, after some time, the task was very successful and the scholarship examinations continue to this day.

Example 2

At Coca Cola, Jack Stahl had a long career, culminating in being president of that company, before his move to Revlon in 2002. Early in his career, he was delegated the task of preparing a prospectus. Being given the trust and autonomy to fulfill this task, he benefited from high professional development. Mr. Stahl described the delegation, which was truly effective, both for the task and for himself in his subsequent career (Jack Stahls).

The difference between delegation and job duty

At first sight, delegation may be seen as nothing more than assigning or allocating tasks or jobs. To a large degree, delegation is just that. However, hiring someone as a janitor with clearly outlined tasks is not the same as delegation. There are core activities associated with a role. Delegation usually entails some degree of empowerment of the person to whom a responsibility has been additionally assigned.

Why delegation is important?

As described earlier, without delegation an organisation cannot grow. Genuine and effective delegation means giving authority for some organisational functions, which the overall manager or owner cannot possibly have time to contend with. With delegation, authority is spread among others and helps create a more effective organisation. Moreover, it leads to better decision making as people closer “to the action” can understand the full context of decisions. Decisions are also made faster, since staff do not need to wait for a Senior Manager to be available. Simply put, it spreads the workload out more evenly reducing decision making bottle necks. Finally, and equally importantly, it can improve an organisations culture by improving trust, staff empowerment, and teamwork.

When to delegate work

You should delegate work when:
- Tasks that are time-consuming but not strategic. Question to ask yourself “is this an operational activity?”
- Tasks that others in your team can do better. Ask yourself, “Who has the better job, technical, or relationship experience to do this better?”
- Tasks that are good opportunities for other team members’ professional development. Ask yourself, “who is ready to learn from this activity?”
When not to delegate work
1. When the team is overloaded; that is the time to get new temporary or permanent staff. Or prioritize!
2. Tasks for which your team does not have the skills required.
3. Activities that require decisions on important matters like governance, very important legal and financial matters.
4. Crises, unless you have an extremely able staff member who can handle it, and you are not sure how to proceed. Example 1 illustrates this.
5. Sensitive and personal matters, which include the counselling and disciplining of staff.
6. Tasks that are strategic and are the natural province of the leader.
7. Things that can be done more swiftly by the delegator (unless the second or third bullet points above apply!)
Skill vs Will: Who to delegate to

Situational experience, trust, and technical competency has a lot to do with delegation decisions when assigning such tasks.   Clearly someone new to the team will require a certain level of direction, coaching or support when starting out. When delegating new tasks to them, a leader needs to take a considered approach. Clearly you would not delegate critical, complex, or crisis tasks to a new or inexperienced staff member.   Sink or swim is not a strategy, it is just setting them up to fail.

Low skill or low will

So, for a newbie you first need to know what their skill levels and ability to handle new situations is like, and they need to understand how you and the organisation operate.   By first giving direction and oversight you can learn about them through observation. As their confidence and trust grows, so does their will to do the work. Then you can start identifying more complex tasks to assign to them, as they grow into the role. As long as you are not doing the work yourself, over time they will need less diretion or support from you.

High skill and high will

In contrast, more experienced team members are much better placed to take on new or additional responibility. They have both the skill and will to successfully carry out more complex tasks or decisions. They know better how the organisation operates and what will be required. As leader, you can therefore trust them with higher levels of autonomy. All based on your understanding of their capability and the level of support they will need. The skill-will delegations matrix provides context for this.

A word of warning: If you find yourself constantly delegating work to the same person then you need to start finding development opportunities for others in your team.   There are clear risks if you find yourself doing this. First, you could burn out a top performer and cause them to leave. Secondly, it could be perceived as you picking favourites which can demotivate others in your team. Lastly, you are also increasing the reliance on one or two individuals in your team which is unsustainable.

Delegating work effectively: Checklist

Delegation must be done properly. Here are some principles for effective delegation.
1. First, identify when you should delegate tasks.
2. Next, know your staff well enough to pick the right person for the job.
3. Once you’ve selected your delegate, you motivate them. Explaining the need and why you think they are the best person to do this.
4. Be clear about what is to be done.
5. Give the person to whom you’ve delegated the task your fullest support.
6. Must make sure they report to you on progress. Advise them how you would like this.
7. Finally, and this is very important, show appreciation with progress, and when the task is completed.
Barriers to delegation

Earlier we have outlined the importance of good delegation and given successful examples. You may wonder what the symptoms are of poor delegation. There are times when we all struggle to delegate tasks that we should. These do require us to take a good look at our own behaviours, assumptions, and insecurities to identify if we in fact, could be the cause!

Identifying and removing barriers to delegating work
1. Do you resent the idea of someone else getting credit? What comes around goes around. A leader who gives credits where it is due becomes trusted, respected, and followed! A leader who does not is resented.
2. Fear of burden. You may feel the team is already over worked and do not want to burden them with extra workload. But have you asked them?
3. Fear of increasing team stress. The idea of more responsibility can be perceived as adding stress to the team and they will not be able to handle it. It is usually just the opposite, if you delegate effectively the team will feel greater trust and empowerment, and stress is reduced if they know you have their back.
4. You can do it quicker yourself. This might be the case the first few times, but is it something you should be doing? Think longer term. Use it as a development opportunity for your staff and free yourself up more to do your actual job of managing and leading!
5. You enjoy doing it. Again, think longer term. Is this an effective use of the leader’s time?
6. Your boss will think you are shirking responsibility. Not if you have a good reason to delegate, and remember, you are still ultimately accountable for what your team produces!
7. Fear of loss of control. This fear can be easily resolved if you follow the checklist. Delegate clearly, and make sure you get feedback and updates. Effective delegation is not about blindly passing off decisions to others.
Conclusion

In this article we have defined delegation, provided examples, and given you some guiding principles for this crucial part of leadership. The is article aimed to answer your question on “when should I delegate work”. We also hope it has made you realise the importance of delegating, and given you the key principles to benefit you in your own enterprise. Also, check out our article on the top sought after management skills which includes empowerment as in hot demand.

Recommended reading:

The Art of Delegation – CC Malone

Effective Delegation of Authority – H Osman

Clockwork: Design Your Business to Run Itself – M Michalowicz (Audio Book)
November 23, 2020
The difference between governance and management

Governance and management
The terms governance and management are common in business. So what is the difference between governance and management? Why does it matter?

The role of governance
Every business has a governing body. This is either the business owners, or a group of people who are accountable for organisations overall performance.   For larger companies, this is typically the board of directors. The governance role provides overall vision, direction, and strategy. Therefore it establishes the framework or methods of working, and what areas to focus on.
Governance is also accountable for compliance. Every business operates in an environment where relevant laws and regulations apply. There are also increasing demands for corporate social responsibility. This sets expectations to businesses to operate ethically and sustainably.

The role of management
On the other hand, Management concerns focus on the day to day operations of the business. It is therefore responsible for organising and doing the work. Senior Managers make decisions in line with the organisation’s goals, set by governance. In other words, Management is more involved with the details. Things like staff hiring, resourcing, budget oversight, processes, and operational management.

When governance and management collide
In smaller organisations there is a risk of overlap between the governing board and management functions. Boards in these organisations often involve themselves in the business of management.   It is healthy for boards to ask questions and seek information from management. However, it is unhealthy for them to micro-manage by getting involved in operational activities. For example, a board member questioning an operational decision around a recent hire. This can occur if the board loses faith in the management team, or due to role familiarity. Role familiarity is common, since most board members come from management backgrounds.

The focus of governance
In commercial organisations the governance role comes down to fiduciary duty.   That is, their responsibility is to govern on-behalf-of the owners (usually shareholders). In other words, they look after the owners interests by seeking to improve organisational performance, while mitigating risks. So, a boards focus is approving policies, developing strategy, oversight of risk, and improving performance. They also choose the senior management team and CEO. Lastly, the Board’s role is to act in a way that supports the organisations goals. How a director behaves can support or damage a company reputation.

The focus of management
Management on the other hand is responsible for executing the boards strategy. They develop operational plans in line with approved policy. While they too must act in a way that supports organisational goals, they are closer to the action. They must manage and respond to operational demands daily. Lastly, Management must support both functions by ensuring the right information is available. This is key to managing operations, as well as monitoring progress on strategic goals, and regulatory compliance.

Final thoughts
Understanding the difference between governance and management is important as the two roles differ. Each has a distinctly different focus, but they must work in partnership. The first provides strategy, direction, and the frameworks for the second to work in. Management needs to know what to concentrate on within these frameworks. To such an end, suitable key performance indications (KPIs) need reporting to both senior leadership and governing board levels. This enables both groups to monitor and understand the overall health of the organisation.
[Want to learn the difference between leadership and management? See our article here.]

Recommended reading:

October 31, 2020
How to become a good role model

Role models
Most of us have come across charismatic and engaging people. And once you are in a leadership role, what you do and say influences others. But you don’t have to be the most dynamic and extroverted person to be a good role model. How to become a good role model at its core is simple, if you keep true to yourself. Actions are much more effective than words, and this is particularly relevant to the field of leadership. Paying attention to your own behaviour, and modelling this, is arguably the most powerful tool for culture change.
Good role model: Definition and importance
Setting a good example for your staff helps inspire and drive them to emulate your actions, attributes, and behaviours. Your values and attitudes define the standard for what you expect from others. That is the art of how to become a good role model. No tricks, just authenticity. Followers observe the leader and subconsciously follow their cue. Negative role models will set the tone for a negative corporate culture. A surly or disrespectful manager is likely to have surly and disrespectful employees. Similarly, if you cut corners, or are disorganised, your staff are likely to follow suit in exactly the same way. For example, if you value quality but ignore an obvious error, you have just set a new quality benchmark! Ignoring something is also accepting it. So a business will reflect its leadership values. As a leader it is up to you to create a positive, focused, and caring team. If you work on becoming calm, positive, approachable, and diligent, then that is what your team will model. Merely saying what you want but not practicing it, will not help achieve your objectives. The disparity between your words and actions creates mixed-messages and obstacles. Or at worst conflict and mistrust. This is equally true for parents, as role models, or coaches.
How to become a good role model in the workplace
Leaders are constantly being observed by their staff, customers and peers. So you will be measured by both your words and behaviours. The following traits can help you become a better role model:
Humility:
A good leader needs be able to practice humility to be able to learn and grow. This involves asking for assistance when you need it, and being comfortable with not being the smartest person in the room.
Hard work:
A leader who works hard and does not shy away from duties that are ‘beneath’ them. This shows your team that a ‘this-is-not-my-job-description’ mentality is not acceptable.
Sharing knowledge:
Show enthusiasm when it comes to sharing knowledge and working towards company goals. Doing this reduces the inclination to guard information. Sharing knowledge also encourages an organisational culture of transparency and synergy within the organisation.
Trust and integrity:
Always demonstrate trustworthiness, fairness and consistency in your dealings. Avoid indulging in gossip, bullying, or harassment of any kind. Even jokingly.
Respect:
A good manager displays respect to every employee, regardless of the position. Doing this helps set the tone for courtesy and civility. In those moments where you have to provide negative feedback, do it in private. This demonstrates you can maintain your respect for individuals, even in the tough moments. Staff will also adopt a respectful attitude towards each other when it comes to settling differences and resolving conflicts. If they do not, it is your job as role model to call it out as unacceptable behaviour.
Resilience and strength:
Persist in the face of adversity, and show you do not give up easily. Tackle problems with a sense of urgency and focus, but also courage and calmness. Resilient behaviour will inspire your team to deal effectively with high-stress situations more calmly. [Want to learn more about resilience? See our article here.]
Accountability:
Effective leadership involves taking responsibility for decisions and mistakes. Refrain from blaming others. Your employees will also display increased accountability levels.
Confidence and positivity:
No, you do not have to smile all the time. But a confident, optimistic, and upbeat leader is more inspiring to followers than a nervous or negative one.
Pragmatism:
While it is important to always stick to your values and beliefs, it is important to be able to adapt to different circumstances and look for pragmatic solutions.
Compassion:
A compassionate manager helps create a kind and empathetic work environment. Things do not always go well for people, inside and outside of work. Showing understanding and making allowances for people is not a sign of weakness.
Additional tips on becoming a positive role model
If you want to inspire your team, you can also try modelling the following behaviours:
Maintain a healthy work-life balance
A healthy work-life balance promotes physical, mental and emotional benefits. A workaholic stressed boss is likely to have workaholic and stressed employees. This leads to burn-out and counter-productive results. As far as possible, avoid staying long hours after work or pressing your staff to give up their free time.
Adopt a people-centric approach
A leader a people-centric approach demonstrates value and appreciation for their people. They care about their well-being. Your team will also follow suit, and the combined effort will create a healthy working environment. [Want to learn more about people-centred leaders? See our article on Servant Leadership].
Recognise unconscious bias
You can become a positive agent for change by identifying unconscious bias and taking steps to eliminate it. Showing respect and acceptance for others different from you, inspires others to adopt the same open attitude. Focus on building a non-judgemental, open-minded culture that does not encourage stereotypes. A forward-thinking, fair and inclusive leader paves the way for a diverse, free-thinking organisation. [Want to know how to recognise unconscious bias? See our related article here].

Final thoughts
It is impossible for leaders to model behaviours that are inconsistent with their values and beliefs. Trying to be someone you are not only undermines your credibility. People see through it. It also prevents you from living up to your own standards. Making sure your own words, behaviour, and actions align with your moral code draws likeminded people to you. Increased self-awareness helps you understand your attitudes, values and expectations and helps you become a good role model.
Recommended reading:

October 18, 2020
How to read body language

Non-verbal communication
When it comes to our working lives, being able to communicate effectively and understand others is key. But did you know that study’s show that up to 65% of communication is nonverbal? What we say is only a small part of how we communicate. Therefore, understanding nonverbal cues, and how to read body language in the workplace is crucial.
What is Body Language and How Does it Work?
Body language is how we communicate with another non-verbally, meaning without words. It is reading subtle and non-subtle gestures and movements that we often make unconsciously. These include your hands, your facial expressions, or your posture. There are 7 types of body language that you will want to learn and pay attention to when interacting with other people. Although, there are many types of nonverbal cues, these are typically the most important and easiest to read.
Facial expression:
This is the one that is most important, but also something we inherently understand from a young age. The face will express happiness, anger, sadness, confusion, doubt, agreement, and fear. Common facial expressions are universal, regardless of race or culture. But the look on someone’s face can help you decide whether you trust them or not. They can also show if someone is trusting what you are saying, or even taking it in at all. The arching of an eye brow, a frown, or a smirk, are all telling signs.
The eyes:
They say the eyes are the gateway to the soul, for good reason. The eyes reveal a great deal about how someone is feeling. When you are communicating with someone, and they are looking right at you, it shows that they are interested in what you have to say and that they are paying attention. Blinking of the eyes is natural and something that we do subconsciously. You may want to pay attention to how many times someone you are interacting with blinks. Blinking can be an indication of that they are anxious or stressed about something. Also, the pupil size of the eye can indicate how a person is feeling.
Eye contact is an important type of nonverbal cue because the way someone looks at you can tell you different things. Also, if they smile at you, the eyes can tell you if it is genuine. Does the smile create creases around the eyes? If not, then they may be just being polite. Are their eyes slightly red or moist? They may be upset but trying to hide it.
The mouth:
If someone is biting or pressing their lips can indicate that the individual may be feeling worried, fearful, or insecure. An open mouth may show surprise or fear. A curled or lop-sided mouth may show contempt. Covering of the mouth while talking can be a sign that person is trying to hide something.
Gestures:
Waving, pointing, and using fingers in gestures are not the same in all cultures. However, if someone is clenching or flexing their fists this is typically a sign of anger or stress. Additionally, if someone is saying they agree with you, but shaking their head, then this could be a cue for you are being disingenuous.
Physical space:
Space is important to all of us. You will want to pay attention to how far or close someone is to you. Leaning in while speaking softly is a sign they want to share a confidence with you. But leaning in aggressively is a dominant act and can be an attempt to force a point of view.
Another act of dominance can be taking up more space in the room than others. These include feet on the table, arms behind the back of the head, leaning back on a chair. All designed to take up more space and subconsciously make others in the room feel inferior. When standing, this could mean someone stands with their feet wide, while having hands on the hips. Likewise, someone who sits in the back of the room and tries not to take up space is the exact opposite. They want to go unnoticed and this could be due to lack of confidence, or insecurity of the situation.
The arms & legs:
The crossing the arms can indicate that someone is on the defensive. This may also mean they are uncomfortable or feel under pressure. If someone crosses their legs away from you, it may indicate that they dislike or are not comfortable around you.
Posture:
Your posture speaks volumes and is closely related to how someone takes up physical space. Posture can tell how someone feels and give insights into an individual’s personality. It provides external cues if someone is insecure or confident, or if they are open to the current discussion. For example, if someone has arms spread, shoulders square, straight back, and head up, then they have an open posture. They are engaged with the situation or other person.
Likewise, if they have their arms or legs crossed, hunched or shoulders and head down, then they are closed. This means they are feeling uncomfortable, defensive, disheartened, or uninterested in what is being said.
How to read body language quickly
Body language in during an interaction can change, depending on how well or badly things go. So you need to pay attention. The main parts of the body you should pay attention to, to identify nonverbal cues are:
> Look at the face and see if the eyes match the facial expression
> Pay attention to how much space is between you, and how much physical space they are taking up.
> Monitor physical posture, including if their arms and legs are crossed, to see if they are open or closed to you.
> Does what is being said, verbally, match their non-verbal cues?
> Be mindful of your own non-verbal cues, not just those around you.

Final thoughts
Remember that most of our body language comes from what we do not say. It is in our gestures, the look on our face, how near or far we are from someone. How open or closed we are to certain people and certain topics show in our posture. Likewise, we do these things unconsciously. Learning how to read body language is important for success when it comes to dealing with people in your everyday life. Reading body language is a skill that can be acquired through practice, reflection, and observation. Knowing how to read body language will help you communicate effectively with other people and will help you know just where you stand with them. Being mindful of our own automatic reactions to situations, as well as those reactions in others is equally important. This is because it also enables you to change the way you interact with dominant people, and less confident people, and understand better what motivates them.
Recommended reading:

October 15, 2020
Improving work-life balance while working from home
Working from home: the new norm
People working from home is on the rise. Even before the pandemic, more companies were letting their staff work from home. But a recent study by S&P Global has found that 67% of employers surveyed plan to make the change permanent. Simply put, it is much easier to access work systems and people from just about anywhere than ever before. Working remotely allows employees to experience more flexibility when it comes to their work-life balance. No commute time, and typically less interruptions in your day. But working from home comes with its own disadvantages. Improving work-life balance while working from home is a key reason people often opt for it. So, how does a person that works from home maintain a balance between their home and working life, if they are raising a family? How has the corona-virus affected the work-life balance when it comes to working from home?

What does a work-life balance even mean?
Work-life balance is not a new concept, but it can mean different things if you are working from home or at a physical location. Work-life balance consists of your personal and your professional life surrounded by the activities you do for both. Keeping the two separated while you are working from when your home life and work life are in the same place can be challenging. So how you define work-life balance will depend on what is going on in your life, and how you separate it from work.

Employers are still responsible for staff well-being
Managers still need to be mindful for the health of their employees who work from home. Working from home can be stressful. Likewise, the work area needs to be physically safe and conducive to the work. People working where they live can be more productive and creative but may have a hard time switching off. So potential for staff burn-out also does not reduce, simply because they no longer have the daily commute.
Working from home problems
In order to improve your chances of successfully working form home, we need to identify common problems it can create.

> The main issue is balancing children, pets, and family demand when working from home. The best solution is to have a separate room or space for working. Ideally where you can shut the door and not be disturbed.
> Being physically separated from others can bring feelings of isolation. It’s not unusual to feel lonely, especially if you enjoy the social aspects of working with others.
> Working from home can have the opposite effect and decrease your work-life balance. You need to be able to distinguish where you spend your free time, family time, and when it is time to start and stop working.
> Staying motivated can be harder, without physical interactions found in a shared workplace.
> Time management can be more difficult for some without the physical structure of a shared workplace. [For detailed advice on improving your time management skills, see our article here.]
> It is easier to forget about taking regular breaks when working on your own.

Working from home solutions
On the other hand, working from home can be a great thing if you use best practices to keep yourself organized and focused. Knowing your current work priorities and responsibilities are key to success. Here are some solutions to help you have work-life balance:
> Create a workspace just for working. Preferably a room that you can shut the door, so you won’t be disturbed.
> Schedule your day like you would if you were leaving the house to go to the office.
> Have a start time and a finish time for working just like you would if you were going to the office.
> Set specific time to respond to emails and communicate with your teammates.
> Set a routine. Routines and schedules are effective and help you get some control.
> Communicate to your team members if you are needing anything.
> If you regularly socialize with co-workers during breaks in the office, how about setting up a video chat meeting at a semi-regular coffee time? It’s a great way to maintain work relationships when physically separated.

The Importance of a work-life balance
Work-life balance is important because we have to stay healthy, especially mentally. A healthy work-life balance means you are happier in general. When you have work-life balance and you are organized, you reduce stress, and you will feel more productive. This also feeds your creativity and motivation.
So, if you are new to working from home, there will be some adjusting to the new way you are working. Also, accept that work-life balance has been affected by the Coronavirus and the way we live our lives. Uncertainty and even some fear is okay. The rise in working remotely has for many employers been forced on them, if they wish for their companies to survive. Depending where you are, this may mean that your children are also home more than before. Having the right structure in your life where you can, is therefore even more important than ever to your own mental health and well-being.

Final thoughts
To summarize, stress is common when it comes to working from home. So, keeping home and family life separate takes discipline. Staying organized and maintaining a schedule are keys to your success. Just because your home may become your workplace, does not mean it should take-over your homelife. Equally, your homelife will need to adjust while you are working.
For your own sanity and well-being, the following is recommended:
Maintain your regular working hours. Communicate these with your work colleagues.
Work from only your designated working area in the home.
Make sure to take regular breaks. Make it online and social when you can.
Stay connected by regularly communicating with your team.
Disconnect once your workday is finished, and do not look at work emails before you go to bed.
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October 15, 2020
The most sought-after management skills

The most sought-after management skills
Today’s job market is more competitive and technology-driven than ever before. The most sought-after management skills by employers still include a range of both hard and soft skills.
The process of building a robust skill set doesn’t end; you need to keep sharpening your skills to remain marketable. And hard and soft leadership skills are equally important. Managers need to work with proven methods and processes, as well as people.
[For more information about the differences between leadership and management, see our article here.]
The most sought-after management skills
Today’s job market is more competitive and technology-driven than ever before. The most sought-after management skills by employers still include a range of both hard and soft skills.
The process of building a robust skill set doesn’t end; you need to keep sharpening your skills to remain marketable. And hard and soft leadership skills are equally important. Managers need to work with proven methods and processes, as well as people.
[For more information about the differences between leadership and management, see our article here.]

So what are hard skills?
Hard skills are job-specific technical skills. These are know-how that is learned through education, training, and doing. Examples include accounting, digital/computing, engineering, or construction, among many others.
In general, hard skills can be quantified, measured, and evaluated. Managers can provide evidence through certifications held, or job history. So unsurprisingly they differ widely across industries. But some hard skills are key in all management roles, such as financial acumen to manage budgets, and (increasingly) good digital skills to manage the work, no matter what the industry.
So as well as good financial and digital skills, the most sought-after management skills wanted by employers today focus on soft-skills. These are what differentiate you.

So what are soft skills?
Soft skills are traits that describe your ability to connect with others. But why is this so important? When you hear that over 50% quit their jobs due to managers lacking soft skills, it is clear why. Project managers with well-developed soft skills, for example, are not only popular with team members, but also develop better relationships. Trust builds and accurate information flows more freely, improving results.

7 essential soft skills that every manager should possess
The following soft-skills are in demand for managers in any industry or sector:
1. Communication
Skilled communicators clarify direction and purpose, reducing the chance of misunderstandings. Managers can improve their communication skills by:
> Identifying barriers like excess jargon, misunderstanding of non-verbal cues, and harbouring assumptions.
> Listening more and being able to understand what people are not saying.
> Learning how to ask the right questions to gain clarity.
> Developing the art of speaking to a group of people.
> Delivering negative feedback courteously but firmly. Learning how to disagree without being disagreeable.
2. Teamwork
Management involves motivating teams through teamwork to achieve goals. Teamwork fosters unity and workplace synergy. It harnesses diversity of thought and promotes efficiency. On the other hand, poor teamwork can demotivate staff. It reduces morale and can lead to loss of valuable talent.
Therefore, you need the following leadership skills to promote teamwork:
> Practice good communication skills
> Clarify shared goals, objectives and vision.
> Provide a clear roles and responsibilities.
> Resolve conflicts quickly and efficiently.
> Conduct team bonding exercises.
3. Decision-Making
A manager’s decision-making skills can make the difference between success and failure. Here’s how you can be a good decision-maker:
> Eliminate biases to make fairer decisions.
> Use evidence and gather information to make decisions.
> Make tough decisions after careful consideration of consequences.
4. Problem-Solving
Problem-solving is a key management skill that helps you stand out from the pack. Attitude to problems is also key. It is important to remember that problems happen all the time. Think of them as an opportunity for improvement, rather than something to hide, blame, or avoid.
So, managers can become better problem-solvers by:
> Identifying the real issue.
> Considering others interests and views.
> Listing out options and weigh the pros and cons of each.
> Document the solution. Can it be prevented from happening again?
> Treat problem-solving is a multi-step process. It involves research, creativity, analysis, communication and reflection.
5. Empowerment
Empowered employees are typically more loyal, efficient, and productive. Give experienced staff more autonomy. By empowering them you are getting out of their way to do their job. You are showing them you trust them, but also letting them know what to do if things deviate. They then become less risk-averse and more open to innovation and creative thinking. Empowerment also gives the manager with more time, since they don’t need to handhold staff.
6. Empathy / High EQ
Empathy (or emotional intelligence) is the ability to identify and understand another person’s feelings and opinions. Lack of empathy can lead to fear, suspicion, resentment, and staff turnover.
So, you can improve your empathy by:
> Redefining how you listen; listen mindfully, carefully, and compassionately.
> Be present; when someone is talking to you give them your full attention. Look for queues in their mood, stress-levels, and other body signals.
> Avoid jumping to hasty conclusions.
> Refrain from making silent judgement about people
> Show your team members the support they deserve.

7. Forward-thinking
Forward-thinking managers are driven by vision and are recognised as leaders. They are make bold decisions and take calculated risks. They can understand the true value of relationships staff and stakeholders. Forward-thinking leadership is strategy and action-oriented. They know how to articulate long-term vision into manageable way-points but can respond to changes. In other words, they effectively breaking down large goals into smaller executable plans. This also makes it easier to respond to changes and be flexible.

Final thoughts
Whether you are negotiating a contract, interviewing for a position, or resolving a work problem, you use your soft skills constantly. The most sought after managers possess the requisite hard skills for the role. But they are also competent in these seven essential soft-skills enabling them to respond to a changing world.
Recommended reading:
Flex: The Art and Science of Leadership in a Changing World – J Hull
Age of Agility: The New Tools for Career Success – A J Wilt

October 15, 2020
Leadership skills for 2020 and beyond

Leadership trends
Effective leadership skills have never been so much in demand as they are in the face of worldwide disruptions. But leadership skills for 2020 and beyond are changing. According to New Zealand’s Institute of Management, leadership is in the process of moving away from positional or power-related perspective to a more team-centric approach.
With the world in flux, what essential leadership qualities will help steer organisations safely to the other side? This article highlights the important leadership skills for 2020 and beyond.

Leadership Skills: Definition and relevance
Leaders must be able to lead the organisation and employees to success. But they also are dealing with increasing uncertainty. With organisations juggling new new levels of interconnections, many are shifting to flatter hierarchies.   What’s more, as businesses get impacted by tighter financial markets the post-GFC catch phrase is back, “do more with less”.
Regardless of these challenges, the definition of a leader hasn’t changed. They still need to encourage initiative, build a sense of purpose, inspire and empower teams, to deliver results.  But what is changing is the focus on specific leadership skills for 2020 and beyond. These build on core skills, with abilities to respond to changes in society, business structures, and technology.
The core: Our top 7 leadership skills
First, let us consider the top 7 core leadership skills relevant today. The best leaders possess certain timeless and sustaining qualities. Let’s examine these leadership styles one by one.
1. Honesty, courage and integrity
Leaders should stand up for what they think is right. High levels of integrity help foster trust among employees and customers alike. In Jon Huntsman’s best-selling book, ‘Winners Never Cheat’, he highlights the value of never taking shortcuts in the game of business.
Honest leaders follow through on promises, speak ugly truths if they need to and err on the side of fairness.
2. Purpose and vision
In simple words, vision in leadership means paying attention to the things that matter the most. Leaders who act on their vision achieve their goals and are not held back by obstacles and hurdles. A visionary leader is persistent, risk-taking and inspires employees to develop a strong sense of purpose.
3. Value-based decision making
Organisations need a leader who makes decisions that align with company and personal values. In this rapidly changing world, the past is no longer an efficient predictor of the future. Consistent implementation of values help the organisation stay true to what it stands for.
4. Empathy
Empathetic leaders tend to be the most influential leaders as they are able to understand the needs of others. Contrary to popular belief, empathy is not a ‘touchy-feely’ skill but an attitude of acknowledgement and acceptance. It takes practice to develop and maintain. Empathetic leadership creates bonds, guides understanding and provides insights into the feelings of others.
5. Humility
Humility may sound counter-intuitive to assertiveness and charisma, but it is one of the most desirable leadership skills. It is not to be confused with subservience or weakness.
Humble leaders appreciate that they may not be the smartest person in the room. Practising humility involves focusing on employee needs first (like servant leadership practices, for instance), listening carefully to feedback and respecting differences in opinions.   [For more information on servant leadership, see our article here.]
6. Resilience
Resilient leaders are those who view setbacks as temporary obstacles that can be overcome. They maintain a strong sense of opportunity during stressful periods and have a stronger sense of self-awareness.
They sustain a positive attitude and are driven to resolve problems by encouraging innovation and robust decision-making.
7. Accountability
A culture of accountability makes leaders answerable for their actions, behaviours and decisions. Accountable leaders do not play the blame-game; they ask incisive questions, can identify risks or pitfalls, and seek improved ways to achieve outcomes.
So, Leaders can become more accountable by setting clear-cut realistic goals, expectations, and priorities.

Emerging Leadership qualities for the 2020s
On top of the 7 core leadership skills, the world is changing and leaders need to adapt. Consider the work environment in context to the world we live in. The COVID crisis, global dissent, economic challenges, climate change, and generational divides do impact the work environment. Equally, demographic shifts in culture and race dynamics mean leaders need new adaptive skills to survive and thrive.
Cultural awareness and a collaborative mindset
Many companies are now hiring remote teams from other countries to keep pace with changing demands. Therefore leaders need to be able to handle employees, customers and other business entities across complex global markets. They need to control assumptions and not stereotype, and be even clearer with communications. [For more information on identifying what your unconscious biases may be, see our article here.]
Technical competencies
Information Technology (IT) literacy is crucial as the world of business is increasingly driven by technology. As such, skills need to go beyond mere ability to use the basics. Understanding of technical project governance, technology risks and opportunities, and cyber security concepts are becoming a prerequisite . This enables a modern leader to leverage technology to revolutionise organisational processes and drive company goals.
Innovation and forward-thinking
To remain competitive, businesses need leaders who can use mental flexibility. This includes promoting creative thinking, encouraging innovation, and thinking system wide. Including different ways of thinking and decision-making in business is key to innovation.
Emotional intelligence
A critical skill for a high performing leader is how they manage business relationships. And key to this is having a high emotional intelligence. Emotional intelligence is your ability to motivate and understand others. Many experts argue that this may be more important than IQ and forms the basis for superior leadership performance.
[Note: You may also find our article on sought-after management skills useful]
Final thoughts
Good leadership goes far beyond competent management skills. Powerful leadership is the ability to embrace economic realities, and win hearts and minds to new ways of working. Innovative, adaptive, and people-focused leadership skills for 2020 and beyond are much needed. While this list may seem exhausting, the key to sustainable leadership development is to focus on improving 1-2 things at a time. What do you need to work on?
Recommended reading:

October 14, 2020
How to write effective work emails
Do’s and Don’ts of Business Email Writing
Thanks to ever evolving technology, there are numerous types of business communication available. However, learning how to write effective work emails remains a critical skill to have. Email is still the most widely used platform for businesses today.
While many of us write multiple emails a day, how do we know if they are hitting their mark? The subtleties of English grammar combined with the recipient’s interpretation of tone and emphasis often make email communications challenging.
By adopting the following recommendations, not only will you save yourself time writing emails, but you will improve readability and impact. You will also save the time of your recipient, and come across more professionally.

How to write effective work emails
Style, format, and email etiquette play equally important roles in creating the anatomy of professional emails.

1. Lead with a strong, relevant subject line
A strong subject line makes the most important first impression! A recipient will often decide on whether or not to actually open your email, based on its subject line. An attention-grabbing subject line can make your email stand out in a crowded inbox.
> Keep it simple and no-nonsense
> Write the subject line last after completing the email
> Do not exceed 6-8 words and use actionable words where possible (Some smartphones display only 35-44 characters of the subject line)
> It should be relevant to the contents, and a call to action – e.g. “Decision needed: Options for XYZ”
> Avoid using all caps

2. Start with a suitable greeting
Keep the greeting formal and short, and in line with the wording commonly used in your organisation. If you are on first name terms with the individual, use it! If more formality is the norm, then use the correct titles.
e.g.
Dear Mr. Brown
Dear Ms. Hill
Hi Derek,
If you are unsure of the gender, use their name, for example: Hello Alex,

3. Stay focused
Keep personal matters to a minimum (nothing beyond a line or two at most) and get to the point. If you know the recipients well, it is good to start with a friendly opening line to set the tone, such as “I hope this email finds you well”.
Time is crucial, so consider keeping the email concise and specific. Reduce rambling and unnecessary waffle that can dilute the purpose. In general, keep your emails to less than 200 words; it should require no more than 30-40 seconds to read. Refrain from using wordy phrases and lengthy sentences.

4. Organise the content
For longer emails, begin with an opening paragraph that summarises the contents in the email. If you must have a second paragraph for more detail, give it a sub-heading. As far as possible, number the points and present the information from most important to least important.
The ideal email format should consist of a greeting, followed by a short opening paragraph that dives directly into the main content and finally, a suitable closing line. If you have multiple points or options to make, use bullet points or numbering so that the reader can quickly find them.
e.g.
[Greeting]
[Short opening paragraph, 2-3 sentences]
[Content or options, using bullet points if necessary]
[Closing line or call to action]
[Sign-off]

5. Use professional language
Work emails are an excellent opportunity to present yourself as someone personable and respectful. Keep the language friendly and courteous but avoid becoming too casual and informal.
It is best to avoid:
> Slang or exclamation marks
> Cursive fonts that are difficult to read (Arial 11 pt or 12 pt are a good font of choice for work emails)
>Abbreviations, acronyms and text shorthand
> Using too many distracting bold fonts or colours
> Emojis; use these with care. If you know the person well and it is an informal communication a smiley face in the opening or closing line may be useful for setting the tone. However, never use them in a formal email setting.

Sign-off appropriately
You have now communicated your contents. The closing line leaves the last impression and will determine how your recipient will respond or if the recipient will respond at all (especially in the case of prospective customers).
You can use:
Regards
Kind regards
Yours sincerely
Warm wishes
Best wishes
Please sign off with your full name (even if you have exchanged several emails with the individual). You can also consider adding your contact information like your direct phone number and email address/alternate email addresses.

Common email mistakes
Let’s discuss some of the most common errors people tend to make while crafting business emails. Although some of these errors may seem trivial, they can ruin the overall impression and take away the impact.
> The language becomes too informal.
> Addressing the email with ‘To Whom It May Concern’ (using this phrase implies that you haven’t done your preparation. If you are unaware of the name, use phrases like ‘Dear Hiring Manager’ or ‘To the Consumer Affairs Department’).
> Being inattentive to your tone and language. Please keep in mind that you cannot communicate body language or eye contact through an email; your words have to communicate what you mean.
> Sending off the email without checking it for typos and mistakes. Even a single spelling error can spoil the impression.

Is Email the right channel?
At times, you may need to take a deep breath, dial, and speak directly to the other person instead of writing an email. While email communication is efficient and quick, it lacks the subtle nuances of voice tone, facial expressions and body language.
An audio or video call may be preferable to an email when it comes to:
> Making an apology to a customer, colleague, team member or supplier. Apologies are more effective when made over the phone as emails can sound impersonal.
> Explaining something complicated: It pays to have a real-time conversation that covers multiple points.
> Discussing something personal: Picking up the phone and making a call makes the other person feel prioritised. Email may not be sure for discussion of sensitive topics.

Final thoughts
Emails are a core tool for professional communication, but it’s important to adopt the right structure, format and business email etiquette at all times. Despite advances in technology, learning how to write effective work emails remains a critical skill to have. But avoid over communicating with email. Keep messages clear and brief, lead by a strong subject line. But remember, you might find that a discussion or explanation over the phone would be more effective for the topic, rather than sending an email in the first place.

Recommended reading:
October 13, 2020
How to become more resilient at work

What is resilience?
Resilience is the ability to bounce back from setbacks. Resilience is the ability to bounce back from setbacks. How to become more resilient at work is to bounce back, or respond to setbacks, faster.
Some people, as a result of their previous experiences or even their nature, appear more resilient than others. Despite natural tendencies, resilience is a skill that can be learned by anyone!
What about resilience in the workplace?
Most workplaces provide challenges and setbacks. Some of these can cause stress, which often leads to serious problems. But our reaction to stress, rather than the stress itself, is what studies have found actually causes us harm.

What actually is stress?
Stress is the body’s reaction to perceived pressure and is designed to help us respond faster or focus on a perceived threat. This is fine when you are in danger, or you need to push yourself in a competitive or demanding situation. This kind of stress is short-lived. Stress of this type is called acute stress and recovery from it is swift.
On the other hand, if our bodily system, which causes stress, is active for long periods then you have chronic stress. Therefore, being more resilient and managing this well reduces harm that your reaction to chronic stress can cause.
Stress triggers
Stress should not be considered a negative influence on your life. It is your body trying to help you manage a situation. However, there are negative triggers of stress that you will need to identify and treat. These could include taking on too much work, dangers in the workplace, or even workplace bullying. Having a support person to discuss these concerns with is key to working through these problems. Understanding you don’t have to deal with negative stress triggers on your own is vital.
On the flip side, positive triggers to stress are those that provide opportunities to win or succeed in something. They often include personal or professional development opportunities. Taking on a challenging project, needing to learn a new skill, facing a fear such as public speaking, or starting on a new job should be considered positive triggers. As stress can help you focus and give you more energy it can be your ally in these situations. So, your attitude to stress in general is key at building residence at work.

Examples of resilience in workplace
A top sportsperson and had only been married for a couple of years. Their job was demanding but they were quite happy in it. The job was a means to support both their sporting life, and new family, and they treated it as such.
Their employer described them as steady under fire. They were described by their supervisor in the following way, “If you want something done quickly and professionally, give it to them…”
Most of all, they were resilient; no matter what the job threw at them, they rolled with the punches and bounced back.
Another larger example is supplied by a study^[1] over twelve years of a large American company during a period of massive change. During this time about half the employees lost their jobs, with many resulting personal tragedies.
However, the resilient ones not only survived but treated the changes as opportunities and rose to the challenge transforming the business. Those resilient staff who lost their jobs found new opportunities to transform their own lives outside of the company. The good news is that you can learn how to become more resilient at work!

For yourself: How to become more resilient at work
1. Be positive!
Treat adversity as a challenge and useful lesson. Do not give up. Be grateful for all that is good and there is much that is.
2. Develop your emotional insight
Learn about yourself, what are your fears? What are your strengths? What is important to you?
3. Have a healthy balance in your life
Work is not everything. You need times when you relax, you unwind and you recuperate. Your family and friends need you; make sure you don’t let work destroy what is really precious.
[Working from home? Check out our article on improving your work life balance while working form home.]
4. Spirituality is not superstition
You might be surprised to learn that people who are spiritual have greater resilience at work^[2]. If you find meaning to your work, this counteracts against stress.
5. Perspective is everything
Chances are you will not remember what was stressing you out a month ago, let alone last week. So how important is it in the grand scheme? Is it worth getting wound up about? Try not to sweat the small stuff, and remember you are only one person and can only do so much.
6. Keep a sense of humour
Crap happens. Sometimes laughter really is the best medicine, and look for opportunities to laugh!

For your team: How to foster resilience in the workplace
There is a variety of ways to foster a more resilient team. A team whose members are resilient is far better prepared to withstand and overcome its challenges. Managers promote cohesion of their team and strengthen it when they actively foster it. Here are some strategies:
1. Using guides and checklists
For problems that can be anticipated and likely to cause staff stress, these are a useful resource for giving staff something they can refer to when presented with the problem. Having a clear checklist is a way to break down stressful events into manageable steps, and clear directions on who needs to do what, when.
2. Training for resilience
There is value in promoting resilience and having team resilience training. Many members of your team will know little of this. Deliberately setting aside time for this training shows its importance.
3. Debriefing sessions
After a major event, there is great value in giving staff a thorough debriefing. It’s a great time to reflect on what went well, and congratulate and reassure staff, as well as identify new ways of working that could improve the situation if it were to happen again.
4. Team culture
A leader has the key responsibility to create the best environment for those they led. They can promote a positive work culture by consistently :
> Be positive
> Leading by example and showing resilience
> Remaining calm and well-mannered during periods of extra stress.
> Be available to your team when needed.
> Take employees’ concerns seriously.
> Support staff during crises.
> Encourage staff to speak up in a positive way.
> Promote resilience and help your staff to be resilient.
> Be decisive, and prioritise conflicting work when needed.
> Have fun! Celebrate the successes and recognise a job well done.

Final thoughts
A resilient workforce grows overtime through reinforcing the right behaviours and giving your team a safe, inclusive, and caring environment in which to thrive.
References:
[1] Maddi, S. R., & Khoshaba, D. M. (2005). Resilience at work: How to succeed no matter what life throws at you. Amacom Books.
[2] Pierce, G. F. (2010). Spirituality at work: 10 ways to balance your life on the job. Loyola Press.
Recommended reading:

October 12, 2020
How to manage up and across at work
It is not only important to manage those you may lead and yourself, but also influence your boss (managing up) and your peers (managing across). This is what we mean by learning how to manage up and across.
Understanding how your boss ticks
As we all know, bosses come in all forms. If you are fortunate then you will work for an organisation that puts talent ahead of nepotism or expedience. A boss who you trust, and who likewise trusts you, is the foundation of a healthy team. When you achieve this you can start applying your skills effectively to influence positive outcomes for yourself, your organisation, and your team. This is why you need to be good at managing up and across.
But if you find it difficult to work with your superiors in general then chances are high you will be unhappy in your work, and often feel under pressure. If the cause of these difficulties aren’t based on conflicting values or ethics, then they should not be able to be worked through.
Sizing up the boss
To begin, have a good look at your boss, the person who has authority over you. To be able to manage up and across, then understanding how the boss ticks is crucial. Here are some of the different types along with behaviours. Some of which may be challenges that you will have to adjust your approach to overcome:
> Someone who you trust implicitly.
> A down-to-earth, nice person.
> New, who you have never met before.
> One who works in another location from you, and you rarely see.
> An insecure boss.
> A know it all, someone who regards themselves as a font of wisdom.
> An indecisive boss.
> A micro-manager or control freak.
> Someone who gives you conflicting messages.
> A hands-off boss.
> Purely reactive and does not seem to plan well.
Having sized them up, get to know them. Find out as much as you can, such as:
> What do they value the most both as a person and at work?
> How do they prefer to communicate? In person, phone, or email?
> Do they like details and facts, or prefer people who get to the point?
> Are they a pragmatist, or prefer deep consultation and analysis?
> Are they intuitive?
> How have they been shaped by past career experiences?
> What role are you expected to play?
By understanding what makes your boss tick then you can start to identify what motivates them. This is not to manipulate them, but to better understand them.
[To learn more about motivation, check out our related article.]
Also, if you are new to the organisation then get in contact with your predecessor and others who know them. Set off on the right foot, ask them how they want to work with you and what they feel is important? Also, as a recent HBA article puts it, “don’t assume your expertise is self-evident. Instead, establish your expertise before doing business with new colleagues”. You can do this by explaining how you have added value in similar roles or situations when you first meet.

Aligning with your boss
When you successfully align with your boss:
You embrace the mission they gave you.
A positive working relationship has developed.
You can anticipate their needs.
If you see problems coming, then they trust you to let them know before they have to react. You never let them get blindsided.
You are effective in your role. As Steve Covey said in a best-selling book^[1],” Effective people do two things: They strive to do excellent work, and they prioritize.“
Your boss knows about your talents and how to best use them.
You do not overuse their time and catch-up only when you need to.
The boss learns to appreciate you. You consistently under-promise and over-deliver.
You never play games. Most people soon see through it when people aren’t being authentic and have a sixth sense^[2] and somehow or other the good ones see through this sort of deception instantly.
You take responsibility of your mistakes, and your boss learns to trust your judgement.
The boss sees you as a professional who can be relied on to stay above office politics.

The key to managing up
Once you have a healthy relationship with your boss, and they respect your talent and ability to work as part of a team, they will give your views greater weight and validity. That is when you can begin to influence plans and outcomes. The knowledge of how to manage up and across is a critical ability for any leader.

Managing Across
Next we look at the subtle differences with peer relationships. Influencing the decisions and actions of your peers and co-workers is called managing across. Most of us work in environments where we need to call on skills and resources from other teams to achieve results. Especially when developing new products or services, or managing projects.
To successfully manage across an organisation, you likewise need to build the trust of your equals, so you can call on them when you need to. Even though you have little or no organisational power over them.
Key tips for achieving this include:
Maintain good working relationships with your peers and learn how they prefer to communicate. Is it in person, over the phone, or email?
Play fair. There are times when you can help them, so make sure there is a bit of give and take. Be there for them so they need you. They will be far more willing return the favour when the time comes.
Ask for advice and include them on decisions that may require their input later.
Plan ahead and do not blindside them either. If you foresee issues that impact your peers, give them the heads up.
Talk about rules of engagement. Ask them how they like to operate and collaborate. This is paramount for keeping things professional.

Final thoughts
The success of an organization to a large extent is dependent on the management team working well together. If key members act with self-interest rather than for the organization, the management team often become dysfunctional. Cooperation is replaced by competition between members, which undermines teamwork.
A high-performance management team, on the other hand, is completely dedicated to the organisation’s objectives. It functions like a well-oiled machine. And to further improve the performance of this well-functioning machine, there is one additional thing you should practice. Be positive. In addition to being a trusted team player, if you are optimistic, then your peers and your boss will appreciate it. It helps maintain confidence across the group, even during the most challenging times. That is truly the secret on how to manage up and across, well.
References:
[1] Covey, S. R. (2004). The 7 habits of highly effective people: Powerful lessons in personal change. Simon & Schuster.
[2] Jon, B.R. (2017). Leadership And Led: Are you born to lead? Do you want to lead? The Sixth Sense? Destiny? Charisma? [Kindle version]. Retrieved from Amazon.com
Recommended reading:
October 12, 2020