Leading from the Middle
This section is designed for those who find themselves in leadership positions but are not ultimate decision-makers at the top. It is intended to focus their attention on topics that will assist them in executing their mandate as leaders and help them to be more effective in positions where they are sandwiched between the top leadership and the workers.
The journey of a whistle blower is never an easy one. Many who make the noble decision to blow the whistle, do not fully recover once they have walked through the battle ground. Landing on your feet should be a goal every whistle blower aims for as an ultimate end state. Following a set of principles may help the individual find their way to that desired end state.
There is a strong correlation between performance and empathy in the workplace. Where there is more empathy, effective communication and improved human connections tend to be more prevalent. Leaders who want to see increased performance should therefore put more effort into creating an emphatic atmosphere in their spheres of influence. In order to create an empathic culture in the organisation, the leadership cannot be passive and hope that the culture will shape itself into what is desired. The tone is set at the top, but there are a number of interventions that may be helpful in empathy becoming central to the culture of the organisation.
Criticism can be constructive, destructive or a little bit of both. Knowing when to absorb criticism and when not to, is a skill. If we absorb destructive criticism it could negatively affect our self-esteem and productivity. On the other hand, if we absorb constructive criticism it could help us to improve and become better versions of ourselves.
The pandemic is creating significant shifts in how we operate, interact with each other, create value etc. In this interview Dr Claudelle talks to well renowned work psychologist Dr Natasha Winkler-Titus about how leaders can successfully go through the transition to leading teams remotely and building a coherent culture when employees are dispersed. They also touch on the bad habits we should leave behind as we move into a new normal.
In times of crises there are always psychological implications that leaders should be aware of, take into consideration and ensure are addressed. In this interview Dr Claudelle talks to well renowned work psychologist Dr Natasha Winkler-Titus about the psychological effects of the pandemic on people and what organisational leaders and HR practitioners should focus on in leading people through a crisis.
One of the downsides of globalisation is that a crisis that starts in one part of the world can easily spread to other parts of the world. This is a result of how interdependent we have become. It is therefore important that organisations do not only look at the positive sides of globalisation, but ensure that they remain in a state of readiness to deal with the potential downsides.
Do not look at where you fell, but where you slipped.
— African proverb