Tag: micromanagement

Two-thirds of professionals (63%) have admitted that one of the leading reasons for leaving a previous employer is that they did not have a ‘connection’ with their management or leadership team. A further 68% stated that their exit was due to ‘empty promises’ from management. Professionals feel that leaders who fail to act on commitments erode trust.

Have you ever been in a workplace situation with a difficult manager? These managers can test your patience, resilience, and professional sanity. Instead of letting these experiences drown your spirit, use this opportunity as a learning experience and practice your skill of speaking up.

It doesn’t matter where you lead from, but today the world requires business leaders to step up and contribute. Not only in their respective organisations, but to lead the charge from the front or, as Madiba popularised, leading from behind.

The COVID-19 pandemic has placed a bright spotlight on our leaders. With companies switching over to remote working in unprecedented numbers, a new form of leadership is needed. Although the uncertainty of the time puts pressure on both employees and management, leaders must rise to the occasion and provide the required stability.

We are so used to building things to last. But what about building to adapt? Let’s start with an analogy here. If a bridge over a river is built to withstand the worst possible conditions and the surrounding area is then hit by a hurricane, what use is the bridge if it is left standing in exactly the same position it was before when the access roads and the river around it have been shifted by the catastrophe?

The art of creating a ‘requisite organisation’ is to develop a strong hierarchy of accountabilities that will support effective, efficient processes and stimulate and encourage the behaviours required for sustained success. Organisations tend to morph themselves into something that hinders people from working together effectively.