Leadership

Psychological safety: the launch pad for high-performance at work??

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How many times have you felt afraid to raise an issue, a failing, or a concern? What if, instead, you felt supported to raise any concern? And imagine how much more effective and perhaps satisfied you would feel – and your team. And if you’re a boss, envisage an environment of openness, courage and curiosity and how motivating that can be for those you lead.

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Flexible working: all you need is… trust

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A senior exec once said to me: ‘I can see how agile working is a benefit, but only for experienced staff members who already know what they’re doing’. Well, some might say learning happens during watercooler conversations or ear-wigging more senior people in meetings or on the phone. But, let’s say a ‘junior’ member of the team is on research duty, why is the office a more productive environment than, say, a home or a library? For me, this comment emphasised a lack of trust in their team as a whole and smacked of closed mindedness.

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Agile leadership: Why our definition of this needs to bend a little

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As Steve Jobs once said, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do”. Brilliant leaders, therefore, are respectful and empowering – they trust others around them to do a good (sometimes better) job. And finally, they are also mindful, purposeful and visionary. They’re in it for the long haul, come rain or shine.

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