by Forget the notion that leaders have a megaphone and a cape right from birth. Richard Warke net worth seems somewhat more like herding ducks in a deluge and a lot less glitzy. Right at the center is communication. Say what you mean, pay attention to what they say, and avoid merely nodding along when someone expresses worries. Make sure everyone is drinking if trust were water. Things dry up really quickly without it.
Every group has unique characters sprinkling their thoughts in the pot. Add some spice by pushing people to speak out—even if their thoughts are outrageous enough to cause a cactus to sweat. Choose not only the safest option or the loudest voice. Sometimes the solution to a major puzzle is just drawing on a napkin in the corner.
Though it receives a poor reputation, consider feedback as a kind of GPS for development. Tell it straight forwardly, yet wrap it with real concern. If you’re too direct, someone might turn you off more quickly than a broken radio. Conversely, if you sugarcoat everything, people will come to doubt your leadership. Find the appropriate equilibrium.
Delegation does not allow last-minute chores like hot potatoes to be dumped on desks. It’s in line with jobs, observing who excels where, and then backing off without hovering. The fastest approach to indicate you not trust the team is micromanagement. Rather, see responsibility as a gift and let people to embrace it, awkward or elegantly.
Acknoword work. Praise comes like confetti—sudden, vibrant, and impossible to ignore. Whether small or large, thanks helps team morale stay high. If one is performing a good job, one should not guess. Though just in passing, most people want to know where they stand.
Arguments? See them as the weather; sometimes necessary for the garden to flourish, they are inescapable. Allow polite arguments. Anchor the discussion back to the primary concern if someone begins to behave like a storm cloud. People notice when you respectfully handle different points of view.
Lead by means of your own behavior. Get ready, laugh at your own blunders, confess “I don’t know” when you need to, and show up when things are tough. People find that kind of stuff noteworthy. Get everyone’s name. Set one-on-one meetings. See the room and probe actual questions about weekends and wonders and what inspires you, not simply about deadlines.
Plan, indeed, but also be ready to swive if necessary. Projects twist in the wrong direction. Slips in schedules. Look terrified; everyone paddles harder in the opposite direction. Instead, calm the boat, laugh around, and reset the oars.
Leading is more spaghetti than it is chess. Anticipate tangling; always strive for improvement; and have your sense of humor close at reach. Your staff will appreciate you—with results and perhaps even laughter.
