When to Step Aside: Signs and Tips for Leaders to Pass the Torch

1. Know When to Step Aside: Recognize signs like resistance to change, diminished passion, and physical or mental fatigue. Example: If you’re not excited about new technologies and strategies or feeling constantly tired, it might be time to retire and let younger leaders take over.

2. Support a Smooth Transition: Help younger leaders by mentoring and transitioning to advisory roles. Example: Gradually step back by mentoring younger colleagues, allowing them to learn from your experience while you still contribute meaningfully without the full-time demands.

By Eric Friedman | JUL 22, 2024
Read the original article at FORBES

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Boosting Productivity and Impact with Process Innovation

1. Embrace Automation and AI: Automate tedious tasks to save time and increase efficiency. For example, using AI to handle data entry can reduce errors and free up employees for more strategic work.

2. Avoid Workarounds: Replace temporary fixes with robust solutions. For instance, instead of relying on manual processes that vary by employee, implement a unified system to ensure consistency and scalability.

By Marni Carmichael | JUL 18, 2024
Read the original article at FORBES

Overcoming Fear and Fostering Openness: Strategies to Combat the Stealth Workplace

1. A Harris poll revealed that 37% of millennials take vacations without informing their managers, driven by fears of appearing lazy or missing out on promotions. This “quiet vacationing” trend shows the need for leaders to build a culture where employees feel safe taking time off without hiding it.

2. Some employees have resorted to moving their mouse to appear online or scheduling late-night emails to seem active. These behaviors indicate a lack of trust in the workplace. Leaders should create a culture of transparency and support to prevent such deceptive practices and ensure real rest.

By Elaine Mak | AUG 20, 2024
Read the original article at FAST COMPANY

Seeing Through Others’ Eyes: Unique Leadership Insights from a Fortune 500 VP and Disneyland

A VP assumed that sending an employee abroad would strain them, but the employee actually loved the challenge and autonomy. By becoming more externally self-aware, the VP learned to offer more high-risk projects, which increased engagement and trust. This shows how challenging assumptions about employee experiences can unlock hidden strengths.

A Babson College professor tested his external self-awareness by predicting his children’s favorite Disney moments, only to find out they valued simple activities like swimming. Similarly, many leaders misjudge how their teams experience decisions. Learning to ask and listen can help leaders better align actions with team values.

By Scott Taylor | SEP 23, 2024
Read the original article at ENTREPRENEUR

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