If you’re planning a turnaround for 2023, here are 7 points I gathered from the ‘How to Change Your Workplace’ episode from the podcast Work Life with Adam Grant:

Leaders today need to learn to be more ‘human’ if they would want to connect with their team on a deeper level. To foster this type of leadership approach, here are some suggestions:

Any leader who has the courage to display more of their human side to their stakeholders will be able to connect with them at a deeper level. When they successfully do so, the business wins.

If you think that you’ve been operating as a TRADITIONAL LEADER and would like to change your leadership style, the good news is that nearly anyone can become a PEOPLE LEADER by practising these tips.

Here are a few things you can keep in mind if you’ve been recently promoted to lead an older and more experienced team than you.

If we don’t speak up or take action for what we believe in, we’ll regret it later. Here’s how to do it:

According to an article in Forbes, here are 7 traits we should emulate if we want to grow to become a courageous leader:

Confidence is often confused with courage. These words tend to be used interchangeably, when they really mean two very different things.

“The function of leadership is to produce more leaders, not more followers.”

Here are the ‘Three E’s of Developing Leaders’ framework to do so:

12 leadership styles, heavily researched and curated.

There are many kinds of leaders, but the leaders we remember are those who take a stand.

Here are some steps we can take to develop our courage as leaders:

Managing upwards rarely occurs to anyone. But learning to MANAGE OUR BOSSES is important if we want to obtain the best possible results for them, ourselves, and the company. Here are 5 ways to “lead up”.

One of the most common complaints I hear from my community of leaders is their team members lack a sense of urgency in completing their tasks.

Here are some reasons a lack of urgency in your team could occur and how to remedy them:

A trusted friend once told me: “Stop rescuing other people to feel good about yourself. I know it feels good to be needed. You think you’re doing a banging job at your workplace but in reality, all this rescuing is limiting your employee’s potential for growth. Ultimately, it will hinder your company’s growth and stifle your development as a leader.”

Find out how to break the rescue cycle.

Willingness and performance aren’t always indicators of leadership capability: just because someone is an exceptional individual contributor doesn’t mean they’re great at leading and inspiring a team as a manager.

Here are some warning signs when someone is not ready for a leadership position:

I recently read a quote from Paul Bryant, which said “Don’t give up at half-time. Concentrate on winning the second half.” As we enter the second half of the year, some companies might find that they underperformed in the first half. But don’t give up just yet - there are still ways to recover!

It’s no lie that the world is made for extroverts. Extroverts - tend to have a more noticeable personal flair, being more sociable and passionate than their more introverted peers. These traits allow them to stand out more and thus, enjoy a higher degree of recognition and presence in the workplace. Sadly introverts, usually more cautious and socially sensitive, are not rewarded in the same way.

But in reality both personality types have varying strengths and weaknesses, so this bias favouring extroverted professionals is concerning.

The simple truth is that leaders can’t actually motivate anyone.

And yet, we still find the self-motivated managers, business leaders and entrepreneurs asking, “My people don’t seem to have the same drive as me. How can I motivate them?”

How can leaders save their team from constant firefighting and challenge them to start thinking about how they can prevent the fires from starting in the first place?

A single person, armed with a thin baton, who makes no sound of their own, draws out an unforgettable audiovisual performance from a hundred instrument-brandishing people.

Leading an organization isn’t so different from conducting an orchestra.

Here’s why.