Leadership Today - Practical Tips For Leaders

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Interview - Juliette Powell - The AI Dilemma Oct 17, 2023

Show notes

In this interview we speak with Juliette Powell about her latest book, The AI Dilemma - 7 Principles for Responsible Technology

During the interview we discuss a range of issues and opportunities around Artificial Intelligence: - What drew Juliette into AI in the first place - The "dilemma" in the AI dilemma - Ways to think about AI in terms of triple A systems - algorithmic, autonomous and automated - How to avoid the dehumanising impact of AI in organisations and society - How to introduce AI in an organisation while avoiding magnification of existing bias - Regulation of AI by technology firms and government - The implications of AI for the employment market

Juliette Powell is an independent researcher, entrepreneur, and keynote speaker at the intersection of technology and business. Her consulting services focus on global strategy and scenarios related to AI and data, banking, mobile, retail, social gaming, and responsible technology. She has delivered live commentary on Bloomberg, BNN, NBC, CNN, ABC, and BBC and presentations at institutions like The Economist, Harvard, and MIT. She works with such organizations as Reuters, the United Nations, Warner Brothers, l'Union des Banques Suisses, Microsoft, The Red Cross, Cirque du Soleil, IBM, and the World Bank Group. Juliette's previous book is 33 Million People in the Room: How to Create, Influence, and Run a Successful Business with Social Networking (Financial Times Press, 2009). She was a cofounder with Intel Labs of the research network WeTheData. The AI Dilemma is based in part on her research conducted at Columbia University. Powell is a faculty member at New York University's Interactive Telecommunications Program and the founding partner of Kleiner Powell International (KPI), kleinerpowell.com. You can learn more about Juliette and her latest book here: https://www.juliettepowell.com/

Episode 205 - How To Develop a Leadership Succession Plan Oct 13, 2023

Show notes

Summary

Moving on to a new role is a whole lot smoother when you have someone ready to replace you. This week we walk through the key steps to developing a leadership succession plan.

Transcript

Hello and welcome to episode 205 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we walk through the key steps to developing a leadership succession plan.

Moving on to a new role is a whole lot smoother when you have someone ready to replace you. All too often though we look for a change of role, and then have to rush finding a replacement or miss the chance to handover altogether. With some forward planning and effort we can ensure that leadership succession is smooth, fair, and well executed.

Step 1 is to identify potential successors. An important point here is that the successor to your role doesn't necessarily have to come from your team. You will want to work with your own leader and others across the organisation to identify potential successors early. This could be based on performance evaluation data, 360 degree feedback, and other records. Potential successors don't need to be ready to do your job today. In fact. It's highly unlikely that anyone will be able to make a direct transition into your role without some development. Look instead for people who may have demonstrated performance or potential related to your role. Even if they're 70% of the way to being able to do your role, with time you are likely to be able to bridge that gap.

Step 2 is to create individual development plans. These should be put together in consultation with individuals. There's not much point considering someone as a successor for your role if they're not interested in the role. Some people may be happy at their current level, or they may be looking for quite a different opportunity in the future. Individual development plans and discussions should include career planning. Identify any gaps the individual may have for taking on your role and other identified potential roles.

Step 3 is to provide development opportunities. Here we are working with the person to fill their development gaps. We often default to training courses, but development gaps are often best filled through stretch assignments and projects, mentoring and coaching. Look for opportunities to build their development into the work itself.

Step 4 is to test the succession plan. Here we want the individual to have a chance in the role itself. You can have potential successors step up into your role while you're away, or work alongside you on a project. Keep in mind that the person may want to do things differently to you, so provide freedom to make the role their own where that's possible..

A leadership succession plan is a great way to help you, the person who will take over your role, and your organisation to be successful.

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Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

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Episode 204 - How To Lead a Team Through Grief Oct 06, 2023

Show notes

Summary

Grief and loss are inevitable experiences for all of us. This week we explore how to lead a team through grief.

Transcript

Hello and welcome to episode 204 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to lead a team through grief.

Grief and loss are inevitable experiences for all of us. And the experience of grief isn't confined to our personal lives. Things like the death of a colleague, serious illness, and workplace accidents can all lead to grief at work. As a leader it can be hard to know how to respond. We may either try to continue with business as usual, or be tempted to become full time counsellors. On top of that, the grief is likely to impact us personally as well. Here are four things worth focusing on when you're leading a team through grief and loss.

First, it's important to recognise grief's varying influence on the team. While grief is a universal experience, it affects individuals differently. Some may visibly demonstrate their grief, while others may internalise their emotions. It's important to also recognise that people will take varying times to process their emotions around grief. It's important to listen to people and give them your full attention. Acknowledging and validating their feelings can really help people to see their reactions as normal and acceptable in a workplace setting.
Second, acknowledge with the team the likely impact on productivity and engagement. Grief will understandably distract people from their work. It's unreasonable to expect productivity to remain constant. This is an important moment to clarify priorities and adjust expectations. You may need to communicate this upwards to ensure any likely operational impacts are clear. Many people will find work a welcome distraction from their grieving. Providing a sense of meaning and purpose to the work will help people to continue to contribute, even if overall output is reduced.
Third, ensure emotional well-being is a priority. Link people to any available resources your organisation may offer such as employee assistance programs or counselling. You may want to offer flexible work arrangements and time off to provide space for people to grieve. Normalise seeking help through these resources.
And the fourth point, foster a supportive team environment. Even as the team leader you don't need to be the sole source of care and support. Team members can support each other. Ensure that grieving team members do not feel isolated or excluded. Include them in team activities and discussions, but respect their need for space. Also, recognise the support that you might need. There's not much point leading your team through grief, only to collapse at the end of the process.

Grief in any context is difficult. At work these practical steps can really help you and your team to grieve well and support each other effectively.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Episode 203 - How To Stay Optimistic Sep 29, 2023

Show notes

Summary

Optimism is pretty easy when things are going well. This week we explore how to stay optimistic, even in challenging situations.

Transcript

Hello and welcome to episode 203 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to stay optimistic, even in challenging situations.

Optimism is pretty easy when things are going well. Seeing the bright side isn't difficult when things are bright. But our lives aren't typically either good or bad. Even in the good times, challenging situations can arise and knock us around. But how optimistic we feel has very little to do with our circumstances. Instead we can all learn optimism and apply it as a skill.

Optimism is a lens through which we view life. Optimism zooms in on the good things to really study and make the most of them. It allows the good moments to spread across other areas of our life, and into the future over a longer period of time. In contrast, optimism zooms out in the challenging moments to gain greater perspective. It contains the bad things to one area of our life and to a moment in time. So how do we stay optimistic?

Schedule time to step back and reflect. Often we end up on autopilot, letting our circumstances dictate how we think and feel. Instead, we want to grab hold of our thoughts and put them in perspective. We want to be intentional about how we think and feel. This requires time to reflect, and the best way to ensure this happens is to schedule it in your calendar. Take time at the start of each day to choose how you want to think and feel about any good and not-so-good things that happen. Take time at the end of the day to reflect on the things you are grateful for.
Tame how you speak to yourself. Often the way we speak to ourselves is not very kind. When things go wrong we can quickly become our own worst critic. If a friend spoke to us the way we speak to ourselves in those moments, they probably wouldn't be a friend for very long. Instead, be generous and kind to yourself. Speak to yourself as a supportive friend.
Reframe challenges as opportunities for growth. When we expand our horizons and try new things, we build optimism and resilience. Sure - we might make mistakes or find new things hard - that's to be expected. See these minor setbacks as chances to become wiser, stronger and more capable.
Build supportive connections. Life isn't meant to be travelled alone. We need other people. Gather people around you that you can support and that can support you. Look for ways to encourage other people. Helping people is motivating and will make you feel more optimistic.
Have a laugh. I was recently stuck at the airport with some colleagues as our flights became more and more delayed. To make things worse, I was going to miss a dinner with friends that I had been looking forward to. We started sharing some pretty low quality jokes with each other. Suddenly the annoying flight delays became a great chance to connect and feel joy together. Even in the hard times, take time to experience joy.

Optimism is something we can all learn and improve. It just takes some intentional effort, time and focus to see the good in life and recognise opportunities to grow and develop. Have a great week.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

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Episode 202 - How To Gain Input From Others Sep 22, 2023

Show notes

Summary

Even the best leaders need to listen to broad perspectives. This week we explore ways to gain input from others.

Transcript

Hello and welcome to episode 202 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore ways to gain input from others.

As a leader, your decisions can shape the direction of your team and organisation. While your experience and expertise are invaluable, tapping into the insights of your team members can lead to more well-rounded and innovative solutions. Gaining additional input not only empowers your team but also strengthens your leadership. Let's explore four practical tips to help you gather valuable input from others and make more informed decisions.

1. Foster an Open and Inclusive Environment: Creating an environment where diverse perspectives are welcomed is essential. Encourage open discussions, active listening, and the sharing of ideas without fear of judgment. When team members feel their input is valued, they are more likely to contribute their insights, leading to richer discussions and better decisions.

2. Schedule Regular Feedback Sessions: Set aside dedicated time for feedback sessions with your team. These sessions can take the form of one-on-one meetings or group discussions. Use these opportunities to ask open-ended questions, such as "What challenges are you currently facing?" or "Do you have any suggestions to improve our processes?" Regular feedback sessions not only provide a platform for input but also demonstrate your commitment to continuous improvement.

3. Use Brainstorming Techniques: Brainstorming is a powerful tool for generating a wide range of ideas. Organise brainstorming sessions where team members can freely contribute their thoughts on a particular challenge or project. Encourage a no-judgment atmosphere, and use techniques like mind mapping to ensure everyone's input is heard. Brainstorming sessions can lead to innovative solutions that might not have surfaced otherwise.

4. Implement Anonymous Surveys: Sometimes, team members may be hesitant to share their input openly. In larger teams and groups anonymous surveys can provide a safe space for honest feedback. Use surveys to gather opinions on specific topics, collect suggestions for improvement, or gauge overall satisfaction. Ensure the surveys are well-structured and ask targeted questions to gather actionable insights.

Tapping into the collective wisdom of your team can strengthen your leadership. By fostering an inclusive environment, scheduling regular feedback sessions, using brainstorming techniques, and implementing anonymous surveys, you empower your team to contribute their insights. Embracing diverse perspectives leads to more informed decisions, innovative solutions, and a team that feels valued and engaged. As you integrate these practical tips into your leadership approach, you'll not only strengthen the bond with your team but also harness the power of collaborative decision-making for an even better future.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

Find out ways to get connected here: https://leadership.today/connect

Episode 201 - How To Set Better Goals Sep 15, 2023

Show notes

Summary

Given how important goal setting is to performance and satisfaction, we can all use some tips to improve our goal setting. This week we explore how to set better goals.

Transcript

Hello and welcome to episode 201 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to set better goals.

Goal setting is a core activity that guides individuals and teams towards success. As a leader, your ability to set clear and meaningful goals is central to achieving excellence. However, we're often less effective at goal setting than we think. Today we will explore four practical actions you can take to set better goals, both for yourself and for your team.

1. Align with Vision and Strategy: Every goal should be a stepping stone towards a larger vision. Before setting goals, ensure that they align with your team's overall vision and the organisation's strategic objectives. This alignment keeps everyone focused and moving in the same direction. When goals resonate with a higher purpose, they become more meaningful and more motivating.

2. Make Goals SMART:

SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. This framework provides a set of criteria for goal setting that ensures clarity and accountability.

Specific: Define goals clearly and precisely. The more specific the goal, the easier it is to understand and work towards.
Measurable: Set concrete metrics to track progress. Measurement adds objectivity to the process and enables you to assess whether the goal has been achieved.
Achievable: Goals should be challenging yet realistic. Ensure that the goal can be accomplished with the available resources and effort. Also make sure there is an achievement point - a moment when you can say that the goal has been completed.
Relevant: Goals should be relevant to the individual, team, or organisation's current needs and priorities.
Time-bound: Set a clear timeframe for achieving the goal. This adds urgency and prevents goals from dragging on indefinitely.

3. Foster Ownership and Collaboration: Involve your team in the goal-setting process. When people have a say in setting their own goals, they feel a sense of ownership and commitment. Encourage collaboration by soliciting input and feedback from team members. This not only leads to better goal alignment but also promotes a culture of shared responsibility.

4. Break Down Goals into Milestones: Large goals can feel overwhelming, but breaking them down into smaller, manageable milestones can make them more achievable. Each milestone serves as a mini-goal and a progress marker. Celebrate successes as these milestones are reached, boosting motivation and maintaining momentum.

Goal setting is both an art and a science, and leaders who excel at it inspire their teams to reach new heights. By aligning goals with vision and strategy, making them SMART, fostering ownership and collaboration, and breaking them down into milestones, you set the stage for success. Remember, the best goals are those that not only drive performance but also resonate with the hearts and minds of your team, creating a sense of purpose and fulfilment in every achievement. Have a great week.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

Find out ways to get connected here: https://leadership.today/connect

Episode 200 - How To Overcome Procrastination Sep 08, 2023

Show notes

Summary

Procrastination has been described as "our favourite form of self-sabotage" (Alyce Cornyn-Selby). This week we explore how to overcome it.

Transcript

Hello and welcome to episode 200 of the Leadership Today podcast where each week we share practical tips to improve your leadership. Procrastination has been described as "our favourite form of self-sabotage" (Alyce Cornyn-Selby). This week we explore how to overcome it.

Most people experience procrastination from time to time. 25% of the population even have procrastination as a defining personality trait. Procrastination is associated with a range of negative aspects including low self-esteem, pessimism, anxiety, fatigue and detachment. It's not only bad for performance - procrastination can wreak havoc on our well-being.

Procrastination can be defined as voluntarily delaying an intended task despite expecting to be worse off for doing so. This is a crucial element of procrastination - that we put things off even when we know we will be worse off as a result. So why do we procrastinate at all given it's so bad for us? The function of procrastination is short-term mood repair. We procrastinate because it makes us feel better in the short term, even when that's at the expense of achieving longer-term goals. Research even shows that the more negative our mood, the more time we spend procrastinating. So what can we do about procrastination?

A good place to start is to think about the opposite of procrastination. A flow state is the closest we experience to the opposite of procrastination. When we experience flow our attention is fully focused, we feel flexible and adaptable, our skills are challenged, we feel great and time flys by. So how do we achieve flow? Flow is assisted by clear goals, flexibility in pursuing those goals, lots of feedback, and an opportunity to stretch our skill set. So here are six practical approaches you can try to get into flow and overcome procrastination:

Choose to be challenged in an area of interest: Boredom increases the risk of procrastination, so we want to focus our attention towards tasks that are interesting. Being guided by our interests can get us out of the procrastination rut and ready to tackle other more challenging areas.
Set goals and deadlines to work towards: We prioritise and work harder to achieve tasks that have a deadline, so use that to your advantage.
Boost your mood before you begin: Given procrastination is a technique to restore our mood, boosting our mood reduces the risk of procrastinating in the first place. Go for a walk around the block or undertake some other mood-boosting activity before you tackle a task that you typically put off.
Minimise distractions: Turn off wifi or use settings to reduce notifications and access to distracting apps.
Involve others: Gather people who can provide encouragement, mentoring and feedback. It's harder to procrastinate when others are checking in and holding you accountable.
Work in bursts: Set a timer for 15 minutes and start working. When the 15 minutes is up, assess whether you can put in an extra 15 minutes. The urge to procrastinate tends to fade away once we get started.

There's no need to be plagued by procrastination. Give these practical tips a try and let me know how you go. If you want to dive into this topic in more detail, our Leadership Today subscription includes a recorded webinar called "A Procrastinator's Guide" and also a five day Defeat Procrastination challenge. Go to www.learn.leadership.today for more information and use the promo code PODCAST at checkout for 25% off an annual subscription.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five-day challenges with workbooks - valued at $150 each

- Twenty five recorded webinars and Ask an Expert interviews - valued at $100 each

- A searchable library of 150+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Episode 199 - How To Deal With Underperformance Sep 01, 2023

Show notes

Summary

Leadership is challenging at the best of times, but even more so when people aren't hitting the mark. This week we explore how to deal with underperformance.

Transcript

Hello and welcome to episode 199 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we explore how to deal with underperformance.

Leadership is challenging at the best of time, but even more so when people aren't hitting the mark. Underperformance can be tricky to address. Research shows that the further people are away from performance standards, the less feedback they receive. Managers often avoid dealing with underperformance, hoping that things will magically get better with time. But performance rarely improves by itself. It takes a concerted effort on the part of the leader and the individual to turn things around.

It's helpful to consider two dimensions of underperformance - skill and will.

Skill refers to a person's capability and proficiency in performing their tasks. It's possible that an individual's skills are not aligned with the requirements of their role, leading to subpar performance. Addressing skill-related underperformance involves identifying skill gaps and providing the necessary resources for improvement.

Will refers to the person's motivation in completing their tasks. Motivation plays a significant role in performance. Low motivation can result from various factors, including personal issues, disengagement, or a lack of recognition. Dealing with will-related underperformance involves understanding the root cause of demotivation and implementing strategies to reignite enthusiasm and commitment.

Underperformance may also be a mix of skill and will gaps.

With those principles in mind, here are five practical strategies you can apply to help with underperformance in your team.

Goal Setting and Monitoring: Set clear, achievable performance goals that align with the person's role and the team's objectives. Clarity comes first. If people aren't clear about their role and expectations, you can't manage underperformance. Regularly monitor progress and provide timely feedback. This approach keeps employees on track and motivated to achieve tangible results, addressing both skill and will dimensions of underperformance.
Personalised Development Plans: For skill-related underperformance, work with the employee to create a tailored development plan. Identify areas that need improvement and provide resources such as workshops, courses, or mentorship. This proactive approach not only enhances skills but also demonstrates your commitment to their growth.
Motivational Conversations: When dealing with will-related underperformance, engage in motivational conversations. Understand the person's concerns, aspirations, and potential roadblocks. Together, devise strategies to reignite their passion and commitment to their role. Sometimes, a simple change in responsibilities or opportunities for skill application can reignite enthusiasm.
Constructive Feedback and Recognition: Initiate open and honest conversations with underperforming employees. Address skill gaps by providing specific feedback and suggesting training opportunities. For issues related to motivation, recognise their efforts and contributions particularly where you see improvements, reinforcing the value they bring to the team. Constructive feedback motivates improvement and fosters a sense of belonging.
Mentorship and Role Modelling: Pair underperforming employees with mentors who can provide guidance and support. Mentorship encourages skill development and fosters a sense of belonging. Additionally, lead by example—demonstrate enthusiasm, dedication, and a growth mindset. Your actions can inspire others to embrace improvement and take ownership of their performance.

Underperformance can be tricky to manage well. Being clear and supportive, while also providing the help and development people need, will provide your best opportunity to turn things around.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

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Episode 198 - How To Ask For A Pay Rise Aug 25, 2023

Show notes

Summary

It can be one of the most tricky conversations to have with your manager. This week we look at how to ask for a pay rise.

Transcript

Hello and welcome to episode 198 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to ask for a pay rise.

In a competitive job market it can be tempting to go for a job in another organisation in order to increase our pay. Often people find out that the grass isn't greener and regret their decision to leave. It is worth at least asking whether a pay rise is possible before making a more drastic decision.

It is important to recognise that what you are paid is based on a number of factors, including your industry, your organisation, your role, and your contribution within that role. Industries pay wildly different rates for the same roles. Generally speaking, the more profitable the industry, the higher the pay levels. Organisations also vary in their pay practices. Some will pay higher than their competitors, and others will pay lower.

People care about their pay compared to those in other organisations before they join an organisation. This is called external competitiveness - the extent to which an organisation is competitive against its peers. Once they've joined an organisation, people then really care about how their pay compares to others within the same organisation. This is called internal equity - the extent to which my pay is competitive against others doing similar roles within the organisation. You could find the largest pay increases are possible by changing organisation or industry. But work life isn't just about pay.

So let's say you want to stay in the same organisation. How do you ask for a pay rise?

Don't get too caught up with what others are being paid. Rather focus your conversation on what you can control and what you are bringing to the organisation. This could include changes in your role such as greater accountability, more complex problem solving, or increased skills required to complete your work. It could also include changes in your contribution such as improved performance, helping others, or contributing to projects beyond your usual role.
Check any existing pay review processes. If you have a Human Resources department it's worth seeing how often pay is typically reviewed and the standard process. Having said that, most organisations will have some scope for out of cycle reviews.
Flag the conversation ahead of time. Say something like "I was hoping we could discuss my pay. Can I set up a meeting to do that?". This will give your manager time to prepare rather than feeling like they have been hijacked by the conversation.
Recognise that your manager may be nervous about this conversation as well. Help put them at ease by being polite and calm.
Prepare for the meeting. You might structure the conversation by saying that you want to stay with the organisation and are enjoying the role. You can then discuss changes in the role and in your contribution since the last pay review.
Don't put your manager on the spot. The manager will typically not be able to make a decision right away, so discuss what time they might need to review your pay.
Be prepared for a no. It is entirely possible that your pay rise request may be denied. Prepare for this by considering whether you are prepared to stay with the organisation. You might want to look for other roles within the organisation, or could even start exploring roles outside the organisation.

Asking for a pay rise can be a tricky conversation. However, preparation, being clear about what you want, and being considerate can increase your chances of a good outcome.

Leadership Today On-Demand Special Offer

Your subscription brings together all of our video content in one place including:

- Our annual conference including a range of leadership experts - valued at $450

- Five online courses with workbooks - valued at $250 each

- Five five day challenges with workbooks - valued at $150 each

- Nineteen recorded webinars - valued at $100 each

- A searchable library of 140+ "how to" quick videos on a range of leadership challenges - valued at $350

That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week.

Get Connected

Find out ways to get connected here: https://leadership.today/connect

Episode 197 - How To Take a Holiday Aug 18, 2023

Show notes

Summary

We all know holidays are important, but in our always-on work culture it can be hard to take a genuine break. There are some practical steps you can follow to ensure your holiday is a success for you and your colleagues.

Transcript

Hello and welcome to episode 197 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to take a holiday. Given our always-on work culture and the technology that allows us to work anywhere, taking a holiday has never been more important and more challenging. Many people struggle to find the time to take a break. And when they do they find it difficult to truly switch off, continuing to check emails and answer phone calls. We are built to oscillate between stress and recovery, preferably on a daily basis. But even if we have effective daily strategies to maintain our wellbeing, there's an ambient level of stress that a genuine break from work can help address. Taking a clean break from work can have significant benefits to our health, well-being and performance. As leaders, we need to role model this to our people as well. There's no point encouraging your team members to take time off if you never do. Here are five ideas for how to take a holiday well:

Plan ahead. Secure the time in your calendar and gain the required approvals. I have found when I failed to plan ahead, it was difficult to find a completely free week. Lock the time away early so it can't be booked over.
Delegate and collaborate. Distribute any responsibilities that need to happen while you're away. Use this as an opportunity for further development and growth. Pay it forward by supporting others when they take leave.
Prepare for the break, but don't overwork. Communicate the dates you will be away. Document any work in progress and take time to walk others through what might come up while you're away.
Switch off completely. Set clear boundaries with your work. Leave the work laptop and phone at home. You might want to provide a contact phone number to a trusted colleague for any emergencies that arise, but be clear about what constitutes an emergency.
Choose the type of holiday you need. Holidays come in many different forms. A holiday might be about activity, or connections with friends, or rest by a pool, or a cross-cultural experience. Try new things and broaden your horizons. But make sure you don't come back from your holiday exhausted.

Holidays are an important part of sustained performance as a leader. Build a culture where holidays are encouraged and supported. Be prepared and set others up for success. Role model taking a break to your team and colleagues.

Now's a great time to book that next holiday in. Have a great week.

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