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[Throwback 2022]: Best Leadership articles featured on Tealfeed in 2022

A compilation of the top Leadership articles published on Tealfeed in 2022


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Tealfeed

a year ago | 10 min read

Leadership is not for the faint of heart, but for those who rise to the challenge, it can be a rewarding and fulfilling journey. As the world continues to evolve and change at a rapid pace, the challenges of leadership have never been greater. 

Leaders need to navigate an increasingly complex and volatile landscape, filled with geopolitical tensions, economic disruption, and social upheaval. So, they need to be agile and adaptable, able to pivot and respond to new developments on the fly. At the same time, they need to inspire and guide their teams through these challenges, helping them to stay focused and motivated even in the face of uncertainty and adversity. 

So, we have gathered the top leadership articles written by our talented creators in 2022. These articles address current challenges faced by leaders to assist you in your leadership journey. The diverse range of topics included in this collection ranges from effective communication to managing a team, to inspiring employees and beyond.

We hope you will find valuable insights to help you enhance your leadership skills in these articles.

A Few Thoughts About Leadership (by Charlene Norman)

The world of business leadership has changed over the last few years. Suddenly we all want empathetic, caring, and concerned managers and leaders. We still inhabit a fabulous planet with frail human beings. NOBODY is the perfect leader. So, Leadership is actually Courage.

The responsibility rests with all of us. You can be part of the uprising to change the world. You can play a role in changing our view of Leadership. 

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Do You Possess the Attributes of a Leader? And Quick Test (by Ivana Pazek)

Team player and leader personalities are the two main corporate personalities. Leaders are more aware of their own strengths and the weaknesses of others. Naturally, by being aware of the problems, leaders can help others to change for the better. Resolving the issues of the group is crucial over time since the core impediments toward progress can be removed.

To determine whether you possess leadership traits, please check out the quiz in the article.

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How Coaching Leadership Can Happen At Any Level Of Your Organisation (by Stacey Ashley)

Wouldn’t it be great if our leaders all knew how to coach their people and bring out their best? Retention of talent in call centers is challenging. There are a lot of turnovers. Rather than accepting this as the norm, this group of young quality coaches decided they would add another layer of coaching to increase retention. So, understanding how coaching leadership can happen at any level of the organization and can contribute to retaining people who are significant assets to the organization would be interesting.

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Chesterton Fence, a Leadership Mental Model (by Dennis Mossburg)

Chesterton's Fence has become a mental model, a framework for decision-making. Like all mental models, it's not a hard and fast rule, but a warning that there is something to pay attention to here. The mental model is not a blanket excuse that we keep all social institutions or antiquated laws. Many of the problems we encounter in life come as a result of interfering with systems we don't understand. We march about without the self-awareness not to wreck something beyond our understanding. But, the mental model is not a blanket excuse that we keep all social institutions or antiquated laws.

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How To Get Better At People Management (by Ruchi Rathor)

Managing people is more than just assigning tasks and checking in on their progress. It's about investing in your team members so they can grow and thrive at work. As a manager, you should be able to keep your employees engaged and motivated. Safety and wellness in the workplace are vital to the success of your business.

So, people management is about leading, not managing. It’s about cultivating engagement and trust so that your team will be able to reach their full potential. 

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How well do you understand your role as a "People Manager"? (by Swaroop D)

In most organizations, there are no clear expectations of what a manager is expected to be doing. In some cases, a manager's objectives are identified and not documented. In a few situations, they are written but are not circulated across. Rarely the expectations are shared widely however they aren't understood by the managers. Lastly, the leaders (mostly managers of managers) also don't ask this question to their managers across levels because is a difficult question.

In reality, it is a very difficult question. As difficult as the questions like “what is the purpose of our life?”.

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How to create a highly Engaged Team (by Russell Futcher)

Team member engagement is when a team member is emotionally and behaviourally connected to their job; it shows their investment in their workplace. Engaged team members are highly focused and intensely involved in their work. Engaged team members produce superior results, are more productive, loyal and stay at an organisation longer, linking team member engagement to better business outcomes.

When a manager doesn't meet with team members one-on-one or at all or neglects to provide on-the-job training, team members will view that manager unfavorably compared to those who meet with their managers regularly.

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Agile and Reclaiming the Joy Of Work (by Erik de Bos)

Scrum is a framework. It is a choice. In fact, it is a whole layering of choices. That is the moment where resistance to change often evaporates, where everyone is open to thinking critically and creatively and ready to make drastic changes. So the only condition for all of this is believing in the Agile mindset and everything that goes with it.

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Six leadership stances — which works best for Scrum? (by Fredrik Carleson)

In the transition from a “traditional” company to an Agile one, leaders may feel lost. The previous leadership seems to clash with the Scrum principles: Courage, Focus, Commitment, Respect, and Openness. Or does it? Does Scrum only work with a particular leadership style?

You probably figured it out already — the type of leader and what leadership stance is most suitable for the company depends on the current situation and the personality. On the surface, the leadership style that works best with Scrum seems to be a coaching or democratic approach. I will stick my neck out and argue that is not always the case.

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Power Dynamics in our Roles at Work and Learning How to Listen Generously (by Josh Ritter)

One way power dynamics play out is through our roles and titles because certain roles and titles carry more "symbolic power” than others within the systems and organizations where we work. This inequality in power (in the sense that they are simply not equal symbolically or on the same level hierarchically) is what creates power dynamics.

Systemic and organizational power dynamics related to our work roles can definitely fracture and divide a work culture when they are rigidly hierarchical and imbalanced, and no one is communicating with each other, but when approached with generosity and compassion, they can bring healing and wholeness.

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How to Give Constructive Feedback to Your Team: A Guide for New Leaders (by Wendy Scott)

Most new leaders get promoted because they are good at their current job, not because they have leadership skills. Though technically excellent, many new leaders struggle with managing a team. New leaders struggle with constructive feedback. It’s easy to give praise and encouragement, but talking to someone about their lateness or shoddy work is more problematic. Giving constructive feedback is unpleasant and challenging for everyone, not just new managers. Once you have mastered giving feedback, you have one of the main components of people management covered.

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Developing the new-age leadership mindset (by Payal Nanjiani)

Most of us believe that great leaders are born, and that leadership is about title, position, and power. That once you get into leadership roles, things are smooth. We get smitten by their life and travel. But it’s precisely the opposite. Leadership is about influence and working on yourself. Most literature on leadership comes before the dawn of the digital age. The demands on today’s leaders increase in complexity when artificial intelligence (AI) is being considered more as an “employee,” rather than, as an advanced machine. So, what does it mean to be an effective leader in an environment characterized by increasing digital disruption?

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Improve team performance? Ensure psychological safety! (by Marty de Jonge)

The fundamental units in a learning organization are working groups or teams. Teams as owners of problems, carriers of ambition, and people who need each other to achieve a result. Psychological safety sounds simple, but if, as a team member, you would ask a simple question like “what is the purpose of this Psychological safety project?” That is why we have developed a defense mechanism to deal with this.

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Enhance Your Team’s Performance at Work by Focusing on the Present (by Tavian jean-pierre)

In conflicting moments, we are often advised to resort to being mindful. By doing so, we are able to remain present in that moment, clear our minds of clutter and make better decisions. Research has shown that mindfulness is one of the best tools we can use to re-center our focus and build productive behaviors in the present. However, very few of us turn to mindful practices to enhance our performance at work. When mindfulness is practiced correctly, these intentions are fulfilled. As a result, the individual can be brought closer to their experience in the present moment.

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5 Ways to Engage New Employees and Get the Most Out of Them (by Lauren Clarke)

In today’s competitive job market, finding new employees is more important than ever. Engaging new hires is one of the most challenging tasks in the hiring process. The sheer number of highly-qualified candidates in any given pool makes finding the right people who are excited to join your team for the long term incredibly challenging.

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10 ways to motivate your employees to greatness! (by Jimi Wikman)

Underperforming employees that are unhappy in the workplace have, in most cases, a good reason for being so. There have been some times when it has been related to personal issues, but most of the time it has been due to leadership issues. It is not hard to spot either as people will leave early, come in late, spend time on things not related to work, and have discussions with colleagues will be around topics on how poorly things work. So what can you do when the workforce starts to go silent and dark?

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6 Traits of a True Leader (by David Epstein)

Leadership is not easy and finding true leaders is frequently challenging. All too often, one is placed in a position of leadership and acts as a manager and not a true leader. True leaders exhibit characteristics that position them to not just make sure that tasks are completed but to create a culture around task completion that provides mutual caring, collaboration, belonging, enthusiasm, and many other positive modifiers that denote a high-functioning team.

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Inspiring Leadership Starts with One Person at a Time (by James L Katzaman)

Leadership sparks many conversations about what it takes to reach personal and team goals, but the concept itself is surprisingly hard to put into words.

“Most people cannot even give a functional definition of leadership,” said Tom Reid. “Globally, there is no agreement on what leadership words even mean. Until you understand that, you cannot hope to teach others.”

Inspiring greatness is helping people — in whatever way they need — to recognize and seek to achieve the best possible version of what they can be.

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The Leadership Lessons We Can Learn From A Navy SEAL Commander (by Dr. Grace Lee)

Life-threatening circumstances frequently arise for Navy SEALs. They must consistently and accurately make life-or-death decisions in the split second for both their safety and the safety of their team. Strong leadership is crucial since SEALs have a lot of responsibility in their job. We can learn a lot from Navy SEALs and their commitment to leadership in the middle of challenging situations. Further, as a leader, you need to be able to recognize when someone else has the expertise or knowledge to lead the team. When that happens, take a step back and allow them to lead during that time.

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The Surprising Things We Learnt From Mentoring (by Kelly Batchelor)

What do you imagine when you hear the word mentor? You might picture someone high up in their career, guiding a graduate fresh out of the University oven. Or maybe you think about a master of their craft helping to fine-tune someone’s skills? Either way, mentoring is generally understood to be a two-way relationship.

Follow a team as they worked on launching their mentorship program and realized that mentorship is actually a three-way process between the mentee (and Product Designer) Elsa, mentor (and fellow Product Designer) Kelly, and Product Design Manager Teri.

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The roles we choose to play in life (by Andrew Tallents)

The roles we choose to have in our lives can be classified as external and internal. External roles are roles that others know about and have boundaries that you can either maintain or ignore. As complex living organisms, we all have internal roles that we choose to play in life. Internal roles are usually linked to some kind of emotion that we feel when we are in our personal and professional relationships.

Although we can reflect and gain insight and feedback on how we show up in our various roles in our lives, this is a short-term fix. In the long term, we need to learn how to coach ourselves to become more aware of when the roles we choose are not appropriate at the moment in our key relationships.

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Retrospective to Resignation (by Yamini Hundare)

A team is always a mix of different personalities and there are few who can work together with less friction and then there are a few combinations where you can see friction even over trivial things. Having open communication is good, but venting out when the other party shares the same space is not helpful to soothe the situation. Rather than just mentioning being transparent, the team should define what an individual is expected to do to remain transparent. If a platform is provided to share feelings, some might express less, a few might do it right and the remaining might overshare or over-express.

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Enjoyed reading our Leadership compilation? Stay tuned because we will be publishing more for various domains next week!

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