Expressing an efficient and recognisable leadership is finding the right recipe for leading your team: we will continue to analyse the components that characterise excellent leadership and that must necessarily be part of a structured growth path for every manager.
Forming habits drives efficiency
Let’s start by talking about habits. By habits, we mean those behaviors we often engage in automatically, without much thought. To kick off a thoughtful conversation, it’s a good idea to reflect on what the current habits in your organization are. Ask yourself (and maybe your team) which of these habits align with your goals and which ones might not be as helpful. Keep in mind that habits can evolve over time, and some that are well-established now might not be serving your processes and activities positively.
Aspirations make us move forward
Another vey interesting aspect to consider are aspirations. Our hopes and dreams can really empower us to navigate the ups and downs of uncertainty that come with our everyday work. These are closely tied to our vision for work and are deeply intertwined with our personal desires, even before we contextualise them into work. Where you and your team are willing to head to? Looking ahead some years, what do you want to achieve? What about your team?
Strive for Results
Achieving results has always been a top priority for organisations. Facilitating our organisation to reach goals more easily is a central aim for every team from small to the size of a company. Achieving performance involves asking the right questions and determining suitable actions as we always discuss. The quicker we address the various elements influencing each task and organisation that contribute to achieving results, the sooner we can create a positive cycle going for the desired results.
Be a leader with feet on the ground
Is not because you are at the top that you can be aggressive or detached from your team. Be humble. A good leader does the job with humility and this, far from being a value with a negative perception, is, on the contrary, the foundation of the authority as a manager.
