Team Wellness: How Leaders Can Encourage Employees to Stay Fit and Healthy

By Grace Clark

Today, team wellness is so important and more employees want to live a healthier lifestyle. One study on health perceptions of workers found that many now aim to prioritize better eating habits to reach goals like weight loss and improved overall wellness. However, doing so can be difficult due to time constraints, a lack of access to nutritious meals, and prioritizing work over well-being.

However, it’s one’s set point weight that can make shedding those pounds even more challenging. This happens when a person has retained a certain weight for a long period of time. Their body then struggles to lose that weight. Many factors play a role in establishing set point weight. Among them are unhealthy eating habits, medications, and genetics. These are also issues that can lead to poor employee wellness, affecting both their personal lives and how they perform at work. As a leader, it’s therefore important to ensure that your employees are fit and healthy.

There are a few things you can do to promote health and wellness.

Promote a healthy lifestyle

The best way to lead is to do so by example. Your employees should see you working towards healthy lifestyle habits. You can do this by bringing in home-cooked meals at lunch or going for more nutritious choices when buying food. You can also start working out by walking after work or going to the gym.

When your workers take notice, motivate them to do the same. One study found that encouragement from colleagues can be a driving factor for people to be healthier. Offer to work out with them when you can. You should also enforce boundaries between work and personal life. This will give them more free time to be active while also maintaining team morale. By promoting a healthy lifestyle, your employees will take after your lead and soon be losing a healthy amount of weight in no time.

Offer weight loss resources

There are people who want to lose weight but don’t know where to start. As a leader, it is important for you to guide them in the right direction. You can do this by offering resources they need for their journey. Have articles on hand on weight loss you can send to employees who ask. Hire a licensed dietitian to come up with viable meal plans. If you have health-conscious employees who qualify as overweight or obese, you can even refer them to medical weight loss programs. Through FDA-approved medications like Ozempic and Wegovy, these regimens help address genetically-driven factors that may make weight loss more difficult for some individuals than others.

Becoming their go-to person for weight loss advice by following any of the above suggestions will help you show empathy for your employees. It can also lead to better workplace rapport as a whole. You will come off as someone who truly cares for their well-being. Just remember not to overstep their boundaries. Only offer resources when asked, and make sure you aren’t making people uncomfortable. Speaking to them as a friend—rather than just their boss—can give them just the push they need to lose weight.

Make it a team effort

team wellness - make it a group activity — *Image Credit:* *Unsplash*

Weight loss journeys can be much easier to stick to when done as part of a group. Making it a team effort can even promote employee bonding. Try it out for yourself by scheduling voluntary workout classes after work. This doesn’t need to be done in person. Online fitness training has been found to be quite effective for weight loss. It also makes exercise more accessible and fun for many people. Teams can also make use of this as a time to get together without the stress of work.

By making healthy lifestyle habits a team effort, you can ensure that your team will be healthy, keep weight off, and feel motivated to continue their journey.

Being a healthy weight is important for employee health. Find a method that works for you and your team. Just remember that you are doing this for their sake, not for your own.

About the Author:
Grace Clark is a fitness enthusiast and writer. She believes that holistic wellness can lead to great benefits in the office. When she isn’t working, you will often find her hiking her favorite trail with her three dogs not far behind.

Organisational leadership and project management

May 30, 2023May 30, 2023 Linky

What does Organisational Leadership have in common with Project Management?

By Jessica Pearman

Project Managers often engage with Organisational Leaders at their organisation, since organisational managers are usually sponsoring the strategic projects that they are working on. As part of their governance function on Steering Committees they need feedback about the projects that project managers are responsible for.

The question is: “What does organizational leadership have in common with project management?”

First, you need to know what the term, organizational leadership, really means.

Organizational leadership is both a description of a position and a requirement in business, in government, in academia, and in non-profits. OL serves to create a unifying source of vision, coordination, and support in achieving an organization’s mission

OrganizationalLeadershipEDU.org offers a more in-depth definition of what exactly organizational leadership (OL) is and how it’s used. And it offers an important set of resources for understanding how OL is viewed and taught today, and how project management is both part of it and a unique domain that benefits from it.

Project management itself is a sort of leadership position. But the values and education in the field borrow from the toolbox of leadership skills and project managers use the very same types of skills that are taught in organizational leadership training:

Communications
Creativity
Analysis
Problem solving
Motivation and management

At the same time, project management is itself a critical skill that is taught in every organizational leadership program. The essential ability to make the trains run on time, to delegate and communicate, to plan and adjust, is critical to accomplishing anything of importance today.

This intersection with leadership functions becomes even more important when you get into the realm of project management.

Devolving decision making and empowering teams to rapidly iterate toward larger organizational goals absolutely requires strong mentoring and interpersonal leadership skills. It’s melding together the fields of project management and organizational leadership more closely than ever. And that means that project management professionals and organizational leaders each benefit from more familiarity with the details of both roles.

Reasons for Project Managers to consider Organizational Leadership training

The shift in many industries to online, or virtual, project management consulting has put a new emphasis on leadership skills for project managers. It’s one thing to organize and manage a team all working under one roof. As many PMs have learned, however, it’s quite another to forge the same connections, keep accurate tabs, and coordinate between a team scattered across a dozen locations or even different time zones.

When everyone on the team is just a job title and a picture in a Zoom or Teams window, communications and motivational skills need extra depth.

It can be acknowledged that project leaders already exercise many OL skills and take on key leadership traits. And organizational leaders lean heavily on the kind of practical tools and techniques that were pioneered in project management.

Differences

In most cases, the difference between them is simply one of scope. Organizational leaders need a broad vision of their industry and the environment it operates within. They come up with big plans that account for all the pieces on the board, and they have the communication and team-building skills to get an entire company behind them to execute those plans.

Project managers tend to focus more on the details of execution, reporting progress, updating Gantt charts, or calculating burndown and running stand-ups if practicing Scrum. They report into senior leadership, but may not spend time worrying about larger concerns of markets or budget.

Organizational leaders have to keep the big picture in mind. They have to understand not just how projects in their own organization are progressing, but how those projects fit into the larger scope of market, the economy, and technical and social evolution. They make the hard calls on killing and cancelling projects, initiating new ones, and distributing resources to their best effect.

Yet project managers are business leaders in their own right. The position is rarely the last stop on their career path. With a demonstrated ability to pull a team together, to plan and achieve goals in the face of adversity, project leaders are already training for top jobs, even if they don’t realize it.

So the formal education that can come along with a degree in organizational management can be the perfect next step for a project manager moving up in the world.

Find answers to all your Organizational Leadership questions

OrganizationalLeadershipEDU.com revolves around understanding the skillsets that effective modern leadership takes, and how to cultivate them. It offers:

Write-ups that outline the career paths for organizational leaders in dozens of different industries and specializations
Specific degree and skill development tracks useful for any leadership role
A deep dive into the skills that build organization leaders themselves
Ways to fine-tune your own continuing education in leadership theory and practice

There’s even a resources page for degrees specific to project management leadership roles.

It offers resources that build your understanding of the science of leadership itself. It’s a critical first stop on your leadership degree planning. It guides you through the many choices on offer. Frequently asked questions cover topics as diverse as the 7 common leadership styles, change management, corporate social responsibility, extrinsic motivation, and strategic communications. Regular blog posts on OrganizationalLeadershipEDU.com keep readers up to date with the latest developments and newest areas of interest in leadership education.

Making Planning for your own leadership education easy

Beyond giving you a clear picture of the best and most affordable schools in the country offering organizational leadership degrees, the site also breaks down the different degree and certificate options that are open to you. It’s important because organizational leadership has become highly specialized to different industries.

A nurse manager aspiring to higher qualifications and more senior leadership roles is looking at a far different degree track than an education administrator—your educational plans have to match your career goals.

You will find a breakdown on how each different concentration or degree type is used in the field. It includes critical pieces of information like:

The type of coursework you can expect
Common internship or practicum options
Information about capstone project or thesis expectation
Different degree levels and their uses in each field or industry
Accreditation considerations to look out for
Cost data for each degree
Jobs that you will qualify to fill and typical salary levels you may achieve

It also delivers carefully curated lists of schools and programs offering those degrees. You can find options not just in every category of concentration or major, but also those that fit different budgets and career stages. You’ll find degrees that can be completed fully online, through traditional on-campus classes, or those with a hybrid option that combines both formats.

You’ll also find that not only have the editors at OrganizationalLeadershipEDU.org identified and classified the very best bachelor’s and master’s degree programs in OL in the country, but that they have also put together a list of the most affordable options. So no matter what your budget, your project management specialty, or your industry, you will find the best options to fit your needs.

If you aren’t already incorporating an understanding of organizational leadership, and some of the techniques developed for the field, in your own Project Management work, it’s time to start. If you are thinking about aspiring to senior management levels in your organization, or raising the profile in your consulting business, a degree or certificate in higher education may be just what you need.

May 8, 2023May 8, 2023 Linky

How to make your employees feel heard and why it’s so important

By Johanne Harris

One of the biggest challenges that organisations face, is building a talented and committed workforce. The most successful companies have passionate, engaged and innovative teams that support constant progression and growth. But building this type of team doesn’t stop at hiring the top talent, it’s vital to retain talented employees too.

To ensure your employees stick around, they have to feel valued and supported. When people feel like they’re not heard, they can begin to seek out new job opportunities rather than staying loyal to one employer.

Let’s take a look at why employees want to be listened to and explore how to make them feel heard.

Why is it so important to make your employees feel heard?

It’s a common complaint for employees to feel their voice is ignored by their employer, and it’s not unusual for many employees to feel that their manager doesn’t care about them as an individual. When workers don’t feel listened to, they don’t feel valued. This leads to disempowerment and a reduction in their ability to influence positive change within the company. Workers are less likely to be loyal to an employer who doesn’t make them feel valuable. Plus, productivity tends to be lower amongst teams who don’t feel valued.

If you don’t listen to your employees, you’re likely to have higher rates of staff turnover which impacts your bottom line and inhibits business growth. Plus, you could well miss out on strong ideas that could help take your business to new levels of success. Failing to listen to your employees means that you’re wasting their talent, and this is detrimental to both employee wellbeing and the progress of your organisation.

How can you make your employees feel heard?

Here are three tactics to help your employees feel heard and valued.

1. Accept feedback anonymously

Sometimes employees worry that they’ll be penalised or ostracised for giving feedback, particularly if they have criticisms to share. When it comes to sharing ideas, employees may fear that they’re overstepping their rank, or that their reputation will be negatively impacted if their idea isn’t received well. To combat this, reassure your employees that their feedback is anonymous. One study found that 74% of workers feel more inclined to voice their opinions anonymously, so doing this may ensure you receive completely honest and unfiltered feedback, which is going to be the most valuable to your organisation. When employees feel they have nothing to lose, they’ll tell you exactly where the problems are so that you can resolve them.

2. Give remote workers opportunities to share their ideas

Remote working is fast becoming the new normal, with rising numbers of companies across the world becoming fully remote. The biggest challenge that comes with remote work is communication. When employees aren’t in the office, it can be more difficult for them to build strong relationships with colleagues and managers. They may struggle to voice their ideas or problems when they don’t have in-person interactions. It’s also common for remote workers to feel overlooked compared to their in-office colleagues.

It’s important that remote workers are made to feel as valuable as they would if they worked in the office. Make sure to provide regular one-to-one meetings, where they have an opportunity to give feedback and ask for support. Having clear policies and protocols in place so that employees know how to give feedback when they have an idea to share or a suggestion for improvement is a great way to foster a supportive remote relationship with your employees.

3. Create a culture of transparency

Communication goes both ways. When you’re open with your employees about your company’s goals and the challenges you face, you encourage them to be open with you about their experiences. Plus, you give them valuable information that can help them generate useful ideas. Transparency builds trust, and when you trust your employees with sensitive information about your organisation, they’re more likely to trust you with their honest feedback and ideas.

A simple way to increase transparency is to share periodic business performance updates in the form of company-wide meetings, presentations or newsletters. Another important tactic is to share changes in company policies, strategies or hierarchies as soon as they happen so that employees don’t feel like they’ve been kept in the dark.

Heard employees are empowered employees

When employees have plenty of opportunities to speak, they’re more likely to feel heard. By creating a culture of open communication with the above tactics, you can empower your workers to speak up and make them truly valued.

November 1, 2022November 1, 2022 Linky

How to Advance Your Soft Skills as a Business Leader

By Ryan Ayers

Most business leaders understand that soft skills play an essential role in effectively leading others. Without having a strong command of key soft skills, you may experience difficulty in getting others to follow your advice and trust your intentions. The question begs then how to advance your soft skills so that you can become more intentional, a passionate and respected leader who others will want to follow.

When setting out to improve your soft skills you want to have a clear understanding of what those soft skills are, identify ways to improve them and then practice them.

What Are Soft Skills?

Soft skills include attributes and personality traits that help employees interact with others and succeed in the workplace. Soft skills determine how effectively you’re able to interact with others and how you approach your work.

Some examples of soft skills include communication, teamwork, and problem-solving. Believe it or not, these are some of the key MBA skills that employers look for when hiring recent graduates.

Soft skills don’t only make important business skills, they’re incredibly powerful in other fields as well. Whether one is looking to develop advanced nursing skills, more effectiveness as a teacher, or excellence in any other field, soft skills are essential. By cultivating these types of skills, you’ll be able to develop into a better and more capable leader in any field or industry.

Ways to Improve Your Soft Skills

While you may be convinced that it’s time to start advancing your soft skills, you might feel like you don’t know where to start. Luckily, there are some key practices you can engage in to start developing these skills immediately. Here are some effective ways to start developing your soft skills as a business leader.

#1 Study Others and Practice Empathy

One of the best ways to improve the way you communicate and interact with others is by gaining a deeper understanding of them. In order to understand others, it can help to study how they act and practice putting yourself in their shoes. If you gain a clearer understanding of what motivates others, you’ll be able to better see things from their perspectives.

Being able to see things from the perspectives of others will help you in a myriad of impactful ways. It will allow you to understand what you need to show them to gain their trust along with how you need to explain things to get them to follow your lead.

Accordingly, any leader — no matter what field they’re in — can improve their soft skills and improve their ability to lead by studying others and practicing empathy.

#2 Change How You Communicate with Each Individual

Different individuals have different styles of communication. Similarly, different individuals will respond differently to varying styles of communication. By being aware of this fact, you have the ability to determine how you can most effectively communicate with those around you. When it comes to leading a team or organization, being able to communicate effectively with each individual you interact with will help you gain the trust and respect of your colleagues.

While it’s important to have your own distinct communication style as a leader, changing the nuances of how you communicate with specific individuals can make you more effective as a communicator.

For example, you may have an employee who is nervous by nature and is made uncomfortable by small talk. Understanding this and making it a point to skip the small talk and be direct can make interactions more effective for both parties. Accordingly, becoming mindful of how you communicate with different individuals can help you improve your management skills and improve as a business leader.

#3 Practice Solving Problems

Problem-solving is an incredibly powerful skill — especially in business. Having highly developed problem-solving abilities is typically a hallmark amongst the most renowned and effective leaders. Though solving problems and overcoming problems may not seem fun, it’s the most effective way to develop as a problem solver.

As such, you can benefit from taking time every day to think about solutions to organizational problems — whether they are your responsibility or not.

One beneficial effect that results from habitually practicing problem-solving is less stress associated with challenges. Rather than feeling overwhelmed by complex problems, you’ll feel capable and prepared to solve them. This will help you stay calm while under pressure and more capable of ideating effectively and developing salient solutions to problems.

Given the many benefits that come from being an adroit problem-solver, practicing your ability to solve problems is one of the most effective ways you can advance your soft skills as a leader.

Soft skills are an essential part of any effective business leader’s toolbox. Without a strong command of soft skills, leaders face the threat of being ineffective communicators that are unequipped to overcome serious challenges.

Thankfully, no matter who you are, you have the ability to grow as a business leader by advancing your soft skills. By engaging in a few key practices, you’ll be able to hone your soft skills, gain confidence in your abilities, and lead with excellence.

About the Author

Ryan Ayers has consulted a number of Fortune 500 companies within multiple industries including information technology, business, and project management. After earning his MBA in 2010, Ayers also began working with start-up companies and aspiring entrepreneurs, with a keen focus on project management and business development.

3 areas leaders can set examples at work

August 25, 2022August 25, 2022 Linky

3 Areas that a leader can set examples at work

By Chris North

As a business leader, it is crucial that you set the right example at work. Doing so will offer so many benefits to individuals, and to the company as a whole. It will improve productivity and overall team performance. Failing to set the right standards as a leader can have many negative outcomes, from decreased motivation and low morale to a higher rate of staff turnover.

But setting the correct example isn’t just about performance. There are many different facets of effective leadership that if done correctly, will be mirrored by the rest of the workforce. In this post, we’ll highlight three different areas where leadership teams can set good examples, and explore the potential benefits these could bring to your business.

#1 Communication

Effective communication is essential at all levels of any organization, but leaders in particular have to set an example for others to follow. How a leader interacts with both their colleagues and their customers will go a long way to setting the tone for the way the entire business operates and how employees interact.

There is no hard and fast rule in regards to how best to communicate as a business leader. You may want to check out this excellent Communications Guide about the ‘Always on workplace culture’. Furthermore, there are a few aspects of effective communication that all leaders should bear in mind.

Transparency and clarity. One major part of effective communication is transparency. Especially if your team is remote first or even in a hybrid arrangement, having the ability to keep everyone involved in business updates and activities is crucial. This will help to cut out any feelings of alienation, and could even serve as a great motivational tool, with employees feeling a closer connection to the business and to one another.
Ability to listen. Communication isn’t a one-way street. To be an effective leader means to take your peers’ opinions into account, and accept that their voices are just as important. You need to make time to be present, for active listening, with the intent to understand better.
Ask and take feedback. Business leaders often need to ask for feedback from their employees, customers, or shareholders. However, asking for feedback can be tricky. If you come across as too demanding, people may be reluctant to give honest feedback. On the other hand, if you seem too easygoing, people may take advantage of your kindness. The key is to strike the right balance. Be clear about what type of feedback you’re looking for, and make it clear that you’re open to hearing both positive and negative views. At the same time, let people know that you value their opinions and will take their feedback seriously.
Body language. The importance of body language in any social situation is no secret – it can often say more than our words. Even if you are a remote-first company, and won’t be interacting face-to-face with employees every day, it’s important to pay attention to your body language on calls and during any in-person meet-ups. This includes being aware of your posture, tone of voice, facial expressions, and eye contact. Adopting the correct body language will send out the right message to other workers. It can help to motivate as well as instill a sense of confidence and trust in what you’re saying.

#2 Advocating a healthy work-life balance

Since the pandemic brought about a shift in many people’s working styles, there has been a spotlight shone on how we’re managing our time away from the office. For some people, working from home provides the chance to fit life commitments more comfortably around work. But for others, the transition to a remote-first setup has left them struggling to effectively balance their work and personal life.

In this way, it’s so important for employees to see senior members of staff adopting a healthy work-life balance themselves since this will hopefully make it easier for other employees to make better decisions around their time. For instance, booking regular annual leave, partaking in social events, and setting boundaries outside of working hours will all help to establish a healthier work-life balance for both leaders and employees.

#3 Promoting diversity

Employing a diverse workforce is beneficial in so many ways. When different people from different backgrounds with different outlooks on life come together, you’ll invariably find everyone has a different way of approaching vocational situations. Bringing this added creativity and problem-solving skills into the workplace can not only improve efficiency, but you may also find team morale is increased in the process.

Promoting diversity in any organization has to start during the recruitment process and with the leaders. Making advertisements more accessible and avoiding unconscious bias at every stage of the process will help to attract more people from a wider pool of talent to the company. If business leaders position themselves as advocates for diversity within their team, this will likely encourage employees to potentially address their own unconscious biases, and create a more harmonious and productive workplace for all.

About the Author: Chris North

As a digital consultant, Chris has gained vast experience having written about different topics concerning the modern world of work, and he has created content for several international companies. He is based in London but have benefitted from the opportunity for remote work, having traveled extensively to expand his views and immerse himself in different cultures.

May 17, 2022May 17, 2022 Linky

Three Ways to Prepare for Remote Job Interviews

By Joe Higgins

The COVID-19 pandemic has forced businesses across the globe to reassess how they operate. One area that has seen significant changes, is the way in which companies conduct interviews. In the past, most interviews took place in person, with both the interviewer and interviewee meeting in a shared space. However, with the rise of video conferencing platforms and remote working becoming a new norm, more and more businesses are opting for remote job interviews.

With more companies being open to recruiting the best candidates, even remotely, the trend of doing remote interviews, will continue. A candidate who has secured such an interview, need to prepare well and the purpose of this article, is to help you do that.

Trend for remote interviews

There are at least three good reasons for this trend.

Remote interviews allow businesses to reach a wider pool of candidates, as candidates are no longer restricted by geography.
Remote interviews can also save time and money, as there is no need to travel to meet with candidates.
Finally, remote interviews allow businesses to get a good sense of a candidate’s personality and communication skills, as the interviewer can see how the candidate interacts with technology.

Challenges with remote interviews

Although remote interviews have become more commonplace as the world continues to adapt to the new normal, they can still be a bit daunting for job seekers. Since you’re not meeting face-to-face with your potential employer, it can be difficult to create a good impression.

However, here are three steps you can take to set yourself up for success. By following these recommendations, you can ace your remote interview and improve your chance to securing your dream job.

#1 Make sure you have a solid internet connection

It’s always important to make sure you have a strong internet connection before you start any kind of online meeting or interview. A weak connection can cause your audio to cut in and out, or your video to freeze, making it difficult for both you and the person you are speaking with to communicate effectively. In a remote interview situation, this can be even more damaging, as it can make you appear unprofessional or unprepared.

That’s why it’s essential to take a few minutes before your interview to test your connection and make sure everything is working properly. Once you’re confident that your audio and video are of good quality, you can proceed with your interview without worrying about technical issues getting in the way.

Also make sure you have a quiet, well-lit space to work in. You don’t want any distractions or background noise during the call, and you want to be sure the interviewer can see you clearly.

#2 Dress professionally

3 ways to prepare for remote job interviews

Dressing professionally for a remote interview is just as important as dressing professionally for an in-person interview. First impressions are everything, and you want to make sure that you give off the best possible impression when meeting with potential employers. Additionally, dressing professionally helps to create a sense of professionalism and respect. It shows that you are taking the interview seriously and that you are willing to put in the effort to present yourself in a positive light.

Dressing professionally can also help to boost your confidence levels, which is essential when meeting with employers. By dressing appropriately, you will be more successful, not only with having good interviews, but also during your ongoing career.

#3 Be prepared

There are many ways to prepare yourself adequately for remote interviews.

It is important to prepare answers to common interview questions. Stay calm and positive during the interview, even if things do not go as planned.

Remote interviews can be a bit more challenging than in-person interviews, but it’s still possible to make a good impression by being professional and prepared.

Make sure you have a quiet, uninterrupted space to conduct the interview, being aware of your body language and cues, and speaking clearly and concisely.

It’s also helpful to have a list of questions prepared in advance, in case there are any awkward pauses during the interview.

Overall, remember that the interviewer is just trying to get to know you better and assess whether you’re a good fit for the position, so stay calm and be your best self.

If you’re feeling nervous or flustered, try to take a few deep breaths and relax and be yourself. The more comfortable you are, the better able you will be to sell yourself and to land the job.

Author bio Joe Higgins is a career advisor who has been focusing his attention on the remote working trend. He has seen first-hand how this way of working can benefit both employees and employers, and he is passionate about helping people find the right career for them. Joe has also worked as a manager in several different industries, so he understands what it takes to be successful in the workplace.

April 28, 2022April 28, 2022 Linky

Hiring Remotely? Considerations to attract top talent

By Bill Higgins

The rise of the internet, advances in communication technology and the recent world-wide epidemic have made it possible for businesses to operate and hire remotely. This has led to a growing trend of companies hiring employees who work remotely. There are many advantages to this arrangement, including increased flexibility and decreased overhead costs.

However, there are also some challenges that come with remote work, such as managing team dynamics and ensuring clear communication. When done correctly, remote work can be an excellent way to attract and retain top talent.

First, it’s important to have a clear understanding of your company’s needs.

What type of work can be done remotely?
What skills and experience are required?

Once you have a good sense of the role you’re looking to fill, you can begin your search. In addition to reaching out to your network of contacts, there are a number of online job boards that specialise in remote work. One example is Braintrust, an innovative talent network with good benefits.

While hiring remotely, keep in mind the following important considerations.

#1 The cost of hiring remotely

Before making the decision to hire remotely, businesses need to consider the potential cost savings as well as the potential drawbacks. One of the biggest advantages of hiring remotely is that businesses can tap into a global pool of talent.

However, businesses need to know that remote workers may require additional training in order to be productive. In addition, businesses will need to invest in reliable communication and project management software in order to stay organised. While there are some costs associated with hiring remotely, businesses should also keep in mind the potential savings in terms of overhead costs. When done correctly, hiring remotely can be a cost-effective way to build a strong team.

#2 The time difference between your location and the remote worker’s location

When hiring remotely, it’s important to consider the time difference between your location and the remote worker’s location. While this may seem like a minor detail, it can have a big impact on the effectiveness of communication and collaboration. If there is a significant time difference, it may be difficult to arrange conference calls or video chats during working hours.

Additionally, urgent messages may not be received in a timely manner. As a result, it’s important to take the time difference into consideration when hiring remotely. By doing so, you can ensure that communication and collaboration are as effective as possible.

When interviewing candidates, be sure to ask about their experience working remotely. Find out how they stay organised and motivated, and whether they feel they are able to effectively communicate with team members who are not in the same location. It’s also important to give candidates a chance to ask questions about the role and how the company typically manages remote challenges, such as any time differences.

#3 How to manage communication with a remote worker

There are a few reasons why managing communication with a remote worker can be difficult. First, it can be challenging to keep track of all the different channels of communication (e.g., email, instant messaging, video conferencing) that are being used.

Second, there may be differences in time zones which can make it difficult to coordinate meeting times.

Third, remote workers may not have the same level of access to company resources and information as those who are working in the office.

Finally, remote workers may feel isolated from their colleagues and have difficulty building relationships.

When you manage a remote worker, there are a few things you need to keep in mind to ensure smooth communication and a successful relationship:

Schedule regular check-ins via video chat or phone call. This will give you both the opportunity to touch base and make sure that tasks are on track.
Be clear and concise when communicating expectations. When working remotely, it can be easy for miscommunications to occur, so it is important to be as clear as possible from the outset.
Make use of project management tools to keep everyone on the same page. Services like Slack or Asana can be helpful in keeping track of deadlines and ensuring that everyone is aware of their responsibilities.

By following these simple guidelines, you can ensure that communication with your remote workers runs smoothly.

Therefore, companies hiring remotely, can tap into top talent, recruit them faster and retain them with less overhead costs by simply making important considerations like costs, time zone differences and communication rules part of your remote work policies.

Author bio:

Bill Higgins is a business owner and consultant who provides advice on how to successfully work remotely. He has been working from home for over 20 years, and he knows all the tricks of the trade.

Bill is a passionate advocate for remote work, and he firmly believes that it is the future of the workforce. He loves helping people learn how to telecommute because he knows that it can be a transformative experience for both employees and employers alike.

January 30, 2022January 30, 2022 Linky

The Importance of Demonstrating Leadership Behaviour

In the latest version of the Project Management Body of Knowledge (PMBOK) V7, released by the Project Management Institute on 1 August 2021, there are 12 Principles. Did you know that “Demonstrate Leadership Behaviours” is one of the principles that the standard is based on?

The PMBOK Guide has moved away from the traditional focus on processes, inputs and outputs, and what you find now is an emphasis on Principles, Performance Domains, Models, Methods and Artifacts, and Standards. In other words, there is a shift from process-based standards to standards based on principles; from Knowledge Areas to Project Performance Domains with the focus on outcomes rather than outputs / deliverables.

The purpose of this article is to delve a bit deeper into the Principle of Demonstrating Leadership Behaviour. Since Leadership is a project management skill that has received increasing focus over the years, I wanted to understand how it is positioned as a principle.

Leadership to support individual and team needs

Leadership traits exhibited by people in the project environments include establishing and maintaining a vision, critical thinking and creativity, motivation, encouragement and empathy.

The PMBOK Guide provides an interesting perspective on leadership by stating that leadership is not exclusive to any specific role. It states that high-performing projects feature multiple people exhibiting effective leadership skills, traits and styles to help the team perform and to deliver the required results.

It continues to say that it takes leadership to motivate a group towards a common goal, influence them to align their individual interests in favour of the collective effort and to achieve success as a team.

The Guide makes an important point in favour of situational leadership, which means to tailor the style to meet needs of the team. Therefore, effective leadership is shown when it best fits a given situation. A few examples are given to explain.

When chaos exists, directive action will create more clarity than collaborative problem solving.
In environments with competent and engaged teams, empowered delegation is better than centralized coordination.
When there’s conflict over priorities, neutral facilitation helps more than detailed recommendations.

Something that I definitely agree with, is the Guide’s statement that ‘effective leadership skill is grown’. It is something that can be learned and developed so that it becomes a professional asset to the individual.

Of course, leaders need to be a role model in areas of honesty, integrity and ethical conduct. According to the Guide projects work best when leaders understand what motivates people. Motivators include autonomy, recognition, purpose, growth opportunities and personal contribution.

A last point made as part of the principle to demonstrate leadership behaviour, is that by blending styles, growing skills and leveraging motivators, any team member or stakeholder can motivate, influence, coach and grow the project team, regardless of their role.

Which Leadership skills to develop

Your leadership acumen can be developed by practicing a combination of various skills and techniques. Project managers will recognize this as part of the many activities they perform every day on projects.

Ensure the vision for the project outcomes is well understood and that the team is focused on the agreed goals. Seek resources and support for the project and overcome obstacles to progress.

Negotiate and resolve conflict within the project team and between the team and other stakeholders. Adapt your communication style and messaging to be relevant to the audience.

Coaching and mentoring fellow project team members will take much of your time. Appreciate and reward contributions made and provide opportunities for growth and development. Do this by delegating responsibilities to team members and empowering them for high performance.

Facilitate collaborative decision making and practice active listening. Show empathy for project team and stakeholder perspectives. Practice self-awareness of your own bias and behaviours.

Manage and adapt to change during the project life cycle and facilitate a mindset of learning quickly by acknowledging mistakes.

Interpersonal skills will include many soft skills, like emotional intelligence, recognising our own and others’ emotions, to guide thinking and behaviour. This includes self-awareness, self-management, social awareness and social skill.

Continue to practice all the above while you role model the desired behaviours. As you can see, this is quite a tall order for any project manager, but at the same time, leading is what keeps the role interesting, challenging and contributes to personal growth on every project. The perspective of the Guide is that on high-performing projects many members portray effective leadership skills.

Leadership development

In conclusion, there is no one behavioural or leadership style that will make for success. Rather a flexible and adaptive approach needs to be adopted so that the most appropriate style is used for any given situation. To know the appropriate style to use, comes with practice, years of experience, observing great leaders and a growth mindset for continuous learning.

More information

If you’d like to obtain your own copy of the latest PMBOK Guide v7, you will find it on the Project Management Institute’s website. It is pricey, but a 50% discount is available for PMI members. For a frank overview of the PMBOK Guide v7, you will find the article by Dr Mike Clayton refreshing.

Maintain Morale and Motivation of a Remote Workforce

November 30, 2021November 30, 2021 Linky

How to maintain the morale and motivation of a remote workforce

By Rhylan Jozelle

Even though many employees have started going back to the office, it’s clear that all staff being there all day, every day, is simply no longer the default for many organisations. The big question now becomes: “how to maintain the morale and motivation of a remote workforce?”

There are obvious advantages to remote work — avoiding commutes, flexibility, smaller overheads from costs like office rental, and for some disabled workers, it was always more practical. Very often, there’s reportedly no loss to productivity. It’s not without its challenges, of course, and one of the victims can be morale. Low morale is generally an expression of other factors — it’s not just an inevitable consequence of being outside the office. When we seek to understand and acknowledge that team members may develop a lower morale over time and loose motivation, it makes sense to find ingredients that can improve motivation among those who are spending countless hours still not moving from their home.

Let’s take a look at 5 ways to maintain the morale and motivation:

#1 Keep Connected

Maintaining consistent communication with team members, is really the basis of all further points in this article. Simply staying in touch on a one-to-one basis as well as in a group context — by video conference, not just messaging — makes clear your approachability and responsiveness. In addition, staff can use a support group to communicate with one another about non-task-related subjects. It’s about being human rather than always talking about deadlines and targets.

#2 Help Employees Find a Healthy Work-Life Balance

maintain motivation and morale for remote workforce

Work-life balance is the most commonly cited reason for remote work in the long term. But there’s a sense of stress and anxiety that we’ve all become far too familiar with thanks to the blurring of work and play environments. Distractions and ‘not being able to unplug’ can suck the enjoyment and productivity out of work, making it a frustrating grind. We’ve a number of tips for those wanting to reduce stress when working from home such as creating separate spaces where possible and making time to do things you enjoy. Even if they are familiar with some or all of them, sometimes a gentle reminder to check in with these aids to well-being will do wonders for a team member who has fallen into a rut. Mental health is to a large extent about habits, as with other aspects of health.

#3 Exhibit Leadership

Proper leadership sets the tone for employees. It’s not easy — Gallup recently found that companies fail to choose suitable managers 82% of the time. A good leader trained in the principles of management leadership, with skills like critical thinking, team-building, communication, and problem-solving ultimately bring out intangibles like confidence in the organisation. Applying these skills to engender a culture of transparency, accountability and drive creates a better working environment for remote workers.

#4 Discuss Scheduling and Capacities with Employees

The word ‘with’ here is important for this practical step, because while the ship has sailed on one-size-fits-all schedules, issues can arise from de-synchronisation. The tech giants have all come to different overarching policies, for instance, but case by case concerns complicate things. If Stephanie has recently had a child, for instance, she may be able to remotely complete her work during different hours but not make it to certain physical or even remote project meetings, leading to some coworkers thinking she is ‘not pulling her weight.’ Improving Stephanie’s morale might simply require a conversation with her project team to raise awareness and work out how to keep her in the loop.

#5 Minimise distractions and interruptions

Studies suggest frequent interruptions at work correlate with decreased job satisfaction and wellbeing. Thus, by providing employees with tools designed to minimize those distractions (such as noise-canceling earbuds), employers may make a big difference in workers’ productivity—and happiness.

It’s clear by now that remote work is not a magic wand, and that its long term integration requires meeting its particular challenges to avoid dislocated, burned out and incohesive teams.

September 26, 2021February 28, 2022 Linky

Through the tension – creating a sense of certainty

By Mandy Carlson

Balancing the tension between what is known and what is unknown can enhance our ability to think and act more effectively.

‘A sense of certainty is one of the brain’s intrinsic goals. At a fundamental level in the brain, certainty has to do with the ability to predict, using past patterns to prepare for what comes next. Everything we do moment to moment is based on predictive patterns.’

David Rock

Creating a sense of certainty helps us see things more clearly which enables us to predict more accurately. We know where we stand, understand our current context or reality, and can see the future possibilities that lie ahead. There’s a feeling of being grounded. This means we are more likely to be positioned to take the right action at the right time, and to be eliminating some of the unnecessary distracting thoughts (like worry because of uncertainty) in our minds as well as some of the clutter that sits on and off our everyday work/life paths.

We experience uncertainty in our brains in much the same way as physical pain. Recent research shows us that, like pain, too much uncertainty can reduce our high performance energy levels and cloud our thinking. We experience a decrease in the functional capability of our brain, in particular in the prefrontal cortex which is responsible for optimal executive thinking. And because our brains and our bodies are one system, ongoing and intense levels of uncertainty can then result in anxiety, high stress levels, and in some cases burnout or disease.

What can we do?

What we can do is use the resources that we each have and can gain, and equip ourselves with ways to reduce the anxiety of the unknown, find a sense of calm, and be able to think and act with more certainty. As we think about and practice new ways of creating certainty and reducing stress, we develop new patterns of behaviours (habits). This is continuous learning for personal mastery that we bring to our social ecosystems.

We are effectively settings ourselves up to operate at our best – an empowering space to be.

A better understanding of what is possible in our immediate worlds – what is closest to us and within our circle of influence gives us a better sense of knowing and being empowered (and being in control) as Steven R Covey so well advised.

The uncertainty of current and future

Let’s take a look at how to travel through the tension of uncertainty.

Certainty relates to experiencing what is. A kind of knowing in our minds and in our bodies. Why in our bodies too? Because we sense and think with more than just our minds. With our bodies we feel, and respond based on our interpretation of that feeling.

Ask yourself how it would feel to be more certain. For example, it may feel like a sense of relief which means a more relaxed mind and body state. This is the sweet spot where we want to be physiologically speaking – a relaxed body, relaxed mind. To be able to see with greater clarity and to do things differently to create something better for improved results.

Effectiveness encompasses wellbeing of body and mind and our application of ourselves in everyday life – how we are performing relative to what is available to us and what we can create. It is a dynamic concept and refers to how capable we are of doing most effectively what we need to do, and building our capability to stretch and grow further.

Just think about the uncertain paths we have and are navigating. There are more uncertainties than ever experienced during this time of survival and transition in our worlds. And at the same time there is so much opportunity, especially to innovate and do things differently and with speed. We just need to see it, feel it, commit to it, and really care to make it happen.

We spend a lot of time looking back and in the present, while looking at future scenarios could create a greater experience of calm through certainty. Consider the process of creating future scenarios for certainty – to ease the tension and to feel more empowered in what you know and what the future may bring.

How does certainty support us?

Giving attention to ‘what if’ means that we can experience how we think, feel and would respond based on the information we have at hand. The more personally relevant the information available to us, the more we can increase our ability to think and feel and respond most effectively.

Explore – see how certainty presents in your thoughts, relationships, everyday activities. Just observe.

Ask – once you have identified the certainties and uncertainties, see where the tension lies and ask why you are feeling this. What are you really feeling, and how important or relevant is that particular sense of certainty for you in your life?

Openness – open up and view ways to balance the tension from different angles, from diverse perspectives. You may be surprised about what you notice. Predict – create different scenarios of what is possible (even if just thinking about it rather than journaling). Place yourself in these scenarios and see how you could do things differently.

Create diverse scenarios of the future for deeper understanding, and a greater sense of certainty. Be curious, question, and see which ones grab your attention as being most realistic. In the process you may feel discomfort in your body and your mind until you reach just that right amount of tension [another sweet spot?].

Gather information that informs your thinking.
Gather information that challenges your thinking.
Gather the most diverse [and credible] information.

Mindfully asking, listening, and receiving this information enables you to balance the tension and make the most of your thinking – for seeing clearly with a wider perspective, making decisions and taking action – and to feel more certain.

Feedback of insights, thoughts, and experiences as you explore this theme are welcomed.

About the Author:

Mandy, of carlson practices, a change consultant, coach, and learning facilitator, is a certified Results Coach through Neuroleadership Institute as well as an accredited coach through Neurozone. She is constantly learning through studies and practice of contemporary neuroscience findings, systems thinking, positive psychology and is passionate about empowering teams, leaders and individuals with simple tools and actionable strategies to learn and bring about lasting change for wellbeing and effectiveness.

The content is substantiated by contemporary neuroscience findings, as well as diverse experiential learnings of real people in their everyday lives through the application of brain- and body-based coaching techniques.

Sources

Some practical suggestions on dealing with certainty in this CEO World Magazine article by Hamish Knox.
Dr Tara Swart references developing resilience to effectively respond to stress in this Daily Stoic article and offers a simple exercise to help build mental resilience.
Gartner highlights scenario planning tips and tools on their website and in an eBook.
Dr David Rock of Neuroleadership Institute shares neuroscientific insights in a Forbes article on creating clarity.
Dr Etienne van der Walt shares latest data from Neurozone on optimising our finite energy to enhance our resilience for high performance.

August 26, 2021August 28, 2021 Linky

How to become a credible Agile Project Leader

By Linky van der Merwe

When I first transitioned to Agile, coming from a traditional project management background, I quickly realised that one of the keystones to become successful in Agile, would be to change my mindset. The mindset that needs to be adopted, is the Agile mindset, based on a set of key values and principles designed to better enable collaborative work and deliver continuous value through a “people-first” orientation. This means a huge move away from being very process driven and a focus on output (PMI’s PMBOK has 10 knowledge areas and 49 processes after all); to becoming more people focused and outcome driven. What a shift to make for any experienced professional project manager! Many project professionals rightfully ask how do they become credible Agile Project Leaders? This article aims to answer that question.

Read this article on the challenges and what it takes to be successful as Agile Project Managers.

Shift to Organisational Agility

For the past few years many organisations have been on a mission to improve their Organizational Agility, meaning their capability to quickly sense and adapt to external and internal changes to deliver relevant results in a productive and cost-effective manner. The need to become more agile, has been fast-tracked by the world-wide COVID epidemic.

According to the PMI Report: Achieving greater agility, 2017, companies will be successful if they build a culture of Agility. Culture is a critical enabler. It needs to be a culture of readiness that supports flexible processes and employee training in support of agile practices. Those who succeed gain considerable efficiencies.

The Report goes further to state that 88% of organisations with high agility realise significant benefits including more efficient and effective processes and higher customer and employee satisfaction. These organisations are more likely to align their projects with strategic objectives which is critical to benefits realisation and success.

The Role of Project Leaders and the PMO

In addition to executives to advocate agility, project leaders could become evangelists for greater agility. In organisations with high agility, it is noted that 77% have an agile PMO or agile working group who are leading Agile Transformation. Successful transformation commonly requires new approaches in fundamental areas of business. Those include budget cycles, hiring practices, procurement practices, and role delineation.

An agile oriented PMO has a customer-collaboration mindset. In many cases, this means the PMO operates as an internal consultant, tailoring project delivery approaches to accommodate resources, timelines, and overall business needs, even as they change. Based on a documented case study in the PMI report, of TD Bank, the PMO can continue to perform similar functions than before, like:

Establishing standards
Serving as the Centre of Excellence
Educating the organization
Training and building talent

To achieve the above there are practical ways for a PMO to support and lead an organisation’s agile transformation. The PMO leaders need to become subject matter experts in agile. Develop and/or acquire the expertise to help guide agile practitioners, develop training, and establish a community of practice that provides coaching services. They need to define the value proposition of agile and the PMO’s role in agile delivery. Help the organization define the agile target state and a roadmap to get there. Drive the change beginning with successes in project delivery and extending it beyond projects to business agility. Build the capacity by acquiring and/or retooling the workforce with the necessary agile skills, build a culture of agile within the project delivery organization, apply agile concepts to all projects regardless of delivery method.

The Agile Project Manager

Where does the Project Manager fit in and continue delivering value in the agile context? Project Managers need more than technical skills. To sense change they need to be well informed about an organization’s strategic objectives and how their projects align. They need to forge strong relationships with business owners who request projects as well as with the functions that support them (e.g., finance, legal, risk management, and HR). Those with leadership skills and strong business acumen, can lead strategic initiatives and play a role to ensure projects stay aligned with strategic goals. Agile Project Managers will help to increase the efficiency and effectiveness of how work gets done, including identifying unnecessary steps in work processes, as well as to share essential information broadly with all stakeholders.

The PMI Report: What’s next? Identifying new ways of working, Dom Price, a Futurist and Head of R&D at Atlassian is of the opinion that Project Managers will take on a more strategic role by managing for complexity, ambiguity, agility, and communication. As knowledge workers they will continue to learn and grow their strategic value. Project, Program and Portfolio Management will drive innovation and change by playing their role to enable the organisation to navigate change every day.

In a case study from AstraZeneca, they have evolved their PMO and Project Management capabilities by demonstrating the value of project management to build trust across the organisation, by:

involving project managers to identify smart and efficient processes,
improve ways of working,
streamline key areas such as risk management, planning, and control.

Enterprise-wide agility really requires everyone to understand what agility means—that it’s the capability to quickly sense and adapt to external and internal changes to deliver relevant results in a productive and cost-effective manner. Everyone also needs to adopt agile practices. The PMI Report conclude how project leadership can facilitate and advocate organisational agility by supporting the following:

Understand technical project management activities
Remove impediments and streamline processes when working with other areas of the business, such as HR and finance
Expose and communicate bottlenecks
Align stakeholder needs
Advocate for training in agile practices

How to be a credible Agile Project Leader

How do Project Managers become credible experts in Agile? To answer this question, I’m going to use guidance shared by Jo Ann Sweeney, a transformational change consultant based in the UK.

“To be viewed as a credible expert, you need to know the subject inside out, but expertise is not just about our knowledge on the topic. Substance does come first; close behind comes sincerity and passion.”

She explains that you don’t need to know everything about a topic. You need to be honest about the gaps in your knowledge, respect expertise in others and have a passion for your topic aligned with a passion for sharing. Credibility comes from three things:

your confidence – how you view and present yourself
your character – the innate qualities that make us unique based on your trustworthiness, respectfulness, responsibility, fairness, caring and social responsibility
your capabilities – your knowledge, skills and aptitudes; the natural talents you’re born with and develop throughout your life when you interact with others as well as learning through academia, training, mentoring and coaching

What’s next

I would say that experienced project managers (often PMP’s) have confidence based on their past experiences and ability to lead projects. They are able to display character, based on upholding the ‘Code of Ethics’ and professional conduct expected of project professionals. And any gap in capability can be addressed by training and coaching. There are various good certifications to consider for Agile, see this article for more information.

In a Techrepublic.com article, Allen Barnard stated that tech-savvy project professionals with business skills are highly valued for their ability to understand and facilitate change. The trend is to solve problems by using a design-thinking perspective. This means you view challenges from different stakeholders’ point of view and generate ideas to address them with clients. To facilitate these types of problem-solving approaches, project managers will need to develop leadership and technical skills, as well as empathy to build the strong relationships that are required to support organizational change.

There is a massive contribution to be made while helping organisations to build their Agile culture. An Agile Project Leader can help with establishing standards, to educate, to train and to align stakeholder needs. Do use your strengths of improving processes and enabling teams towards high performance. In a world with so much change, Agile Project Leaders are ideally positioned to help executives to turn their ideas into reality.

Sources

PMI report: Pulse of the Profession 2021 Beyond Agility
What’s next? Identifying new ways of working, 2018
Forbes.com: Agility, not efficiency, is the key to business success In 2021, by Sherry Suski. December, 2020.
TechRepublic.com: Project managers playing larger role in organizational agility. February, 2020.
PMI Thought Leadership Report – Achieving greater agility, the critical need for cross-functional support, 2017

Leadership lessons from Angela Merkel's life

June 9, 2021February 14, 2022 Linky

Top Leadership Lessons from Angela Merkel

By Linky van der Merwe

Early in 2021 there was a political leader who received a standing ovation when retiring at the age of 67 years old after leading the Christian Democratic Union for 18 years. This leader was born in July 1954 and grew up in East Germany. The first political leader with a doctorate in quantum chemistry who worked as a research scientist. Then she became the first female chancellor of Germany. She is a Protestant Christian who stated that she keeps religion as her constant companion and that Christians should not be afraid of standing up for their beliefs.

The person described here is Angela Merkel, known to be called “Iron Chancellor”, in comparison to the former British Prime Minister, Margaret Thatcher, often called the “Iron Lady”.

This article will summarise the top leadership lessons that we can learn from the political career and achievements of Angela Merkel during her reign as the Leader of Europe’s biggest economy since 2005.

Leadership Lessons

What follows is an overview of her leadership qualities, the traits that distinguished her as a successful leader, her style as a leader from a strengths and weaknesses point of view and a powerful quote.

She can be well described using the letters of her country G-E-R-M-A-N-Y.

G – goodness, generosity

E – epitome of purpose-based leadership and she’s a master of leading from behind, which means viewing leadership as a collective activity. Explained by professor Linda Hill in her 2015 book: Collective Leadership, ”what makes people willing to do the hard tasks of innovation together and work through the inevitable conflict and tension.”

R – ruthless, took bold stands, rational thinker.

M – methodical, likes to work patiently through a problem, splitting it into its various parts, weighing up pros and cons, and crafting a solution step by step, bit by bit; known to be the best-prepared person in the room, always on top of her briefing material.

A – assertive, independent as part of her self-expression

N – named Time magazine’s Person of the Year in Dec. 2015, and she topped Forbes magazine’s list of “The World’s 100 Most Powerful Women” in 2006, 2007, 2008, 2009, 2011, 2012, 2013, 2014, 2015, 2016, 2017, 2018 and 2019, as well as multiple other awards.

Y – youngest German Chancellor since the Second World War; first woman to be elected German Chancellor; the first to have grown up in the former East Germany, and the first born after 1945. She was also the first female leader of a German political party, and the first German Chancellor with a background in natural sciences.

Longest-serving leader

As a four-term Chancellor of Germany she was the longest-serving leader in the European Union. The leadership traits that distinguished her as a successful leader are:

High self-regard and self-actualization
Emotional self-awareness
Assertive, independent as part of her self-expression
Interpersonal strengths – empathy, social responsibility
Thinking – problem solving, impulse control
Stress management – flexibility, stress tolerance, optimism
Believes in gender equality

Leadership style

Her leadership style is described as both pragmatic and methodical; a person who stayed away from risky decisions and who sought the middle ground. She played her plans close to her chest and was not afraid to take bold stands. Her values – humanity, generosity, tolerance – helped her to provide steadfast moral leadership in a world where it is in short supply.

Perhaps her most admired qualities can be summarised as her determination, giving her extraordinary drive and staying power, an incredible inner strength that allowed her to stay at the table and push the negotiations over the line. This is evident in how she dealt with the Euro sovereign debt crisis. Also, her sense of duty, because she dealt with Europe as a “matter of the heart”, believing in a prosperous and peaceful Europe that is committed to diversity, freedom and tolerance.

Like most people, she has weaknesses which are described as her strategy, the fact that she’s so rational and that she tends to think only about Germany, with her low point being the ongoing refugee crisis.

Above all, much inspiration, wisdom and good learnings can be taken from the life and leadership style of a woman who earned the trust and respect of her colleagues, her country and the neighbouring countries through her tenacity, principles and purposeful leading from behind.

Angela Merkel has embodied this spirit of courage and leadership that opened up the possibilities of a better future for all. In her own words:

“Let us not ask what is wrong or what has always been. Let us first ask what is possible and look for something that has never been done before.”

Sources

The Leadership Qualities That Made Angela Merkel ‘Time’ Magazine’s Person of the Year | Inc.com

Angela Merkel—Striking the Right Note on Leadership (imf.org) By Christine Lagarde; HHL Leipzig Graduate School of Management, August 31, 2019

Angela Merkel Leadership traits (slideshare.net) by Western Kentucky University