{"id":11834,"date":"2019-07-03T13:06:26","date_gmt":"2019-07-03T07:36:26","guid":{"rendered":"https:\/\/grosum.com\/blog\/?p=11834"},"modified":"2019-12-22T19:48:54","modified_gmt":"2019-12-22T14:18:54","slug":"leadership-challenges","status":"publish","type":"post","link":"https:\/\/grosum.com\/blog\/leadership-challenges\/","title":{"rendered":"Leadership Challenges in the Workplace & How to Overcome Them"},"content":{"rendered":"

There\u2019s a lot of pressure in leadership, as anyone who\u2019s helmed a business knows perfectly well. You set the tone for everyone who works for you \u2014 what\u2019s more, the core message of the company is yours to communicate and propagate. Provide weak leadership, and at best you\u2019ll be ineffective \u2014 at worst, you\u2019ll steadily shape an even weaker team.<\/span><\/p>\n

In days gone by (days of settled employment and limited opportunities \u2014 even jobs for life), an ineffective leader of a group of independent-minded employees could <\/span>just about <\/span><\/i>get by in their position without being toppled or causing a mass exodus. Not so today. If you want to attract great employees and keep them around for the long term, you need to be a great leader<\/a>.<\/span><\/p>\n

Of course, being a great leader is far easier said than done, as there are plenty of obstacles in the road. To help you make solid progress, let\u2019s take a look at some of the hardest leadership challenges in the workplace, and consider how you can overcome them:<\/span><\/p>\n

Keeping employees healthy (physically and <\/i>mentally)<\/strong><\/h1>\n

People in the business world are <\/span>vastly <\/span><\/i>more aware of the importance of health<\/span><\/a> than ever before. Not only have modern digital analytics dug deep into the operational benefits of fit employees, but there\u2019s also been a general erosion of the stigma around mental illness (enough progress has been made that an employee suffering from anxiety is likely to be taken seriously).<\/span><\/p>\n

As the taskmaster, your job is to get the best performance out of your team, but that\u2019s a significant challenge because you need to get the balance right. Indulge people too much, and they\u2019ll stop putting in as much effort \u2014 push them too hard, and you\u2019ll cause them harm. You have to develop <\/span>excellent <\/span><\/i>perspicacity to tell when someone needs pushing <\/span>or <\/span><\/i>needs support.<\/span><\/p>\n

Of course, another part of this challenge is setting a good example, because leaders are prone to overwork and the development of bad habits. If you won\u2019t put in the time to protect your health, you\u2019ll undermine all your efforts to encourage wellbeing. You have to make a priority of practicing what you preach: eat sensibly, exercise, meditate, and generally take care of yourself.<\/span><\/p>\n

Indra Nooyi, CEO of <\/span>PepsiCo<\/span> (massive multinational producer of comestibles including \u2014 of course \u2014 Pepsi), <\/span>put it this way<\/span><\/a>: <\/span>“If you want to improve the organization, you have to improve yourself and the organization gets pulled up with you<\/strong>.”<\/span><\/i> Be a shining example for your employees to follow, and they\u2019ll find it easier to look after themselves.<\/span><\/p>\n

Take remote working<\/a> as an example<\/span>. It isn\u2019t perfect for every situation, but it\u2019s extremely useful, and certainly something worth allowing \u2014 but if you just tell people that they <\/span>can<\/span><\/i> do it, they might never try, thinking that doing so would make them seem lazy. If you set a precedent of working from home by being out of the office from time to time (and letting them know that it\u2019s a good way to work), you can let them know that it\u2019s truly fine with you.<\/span><\/p>\n

Trusting your employees enough to delegate<\/strong><\/h1>\n

There are numerous possible reasons why you\u2019re in charge of the team. Perhaps you founded the company, so it\u2019s your idea. Maybe you performed better than everyone else and reached the top on that basis. Regardless, you\u2019re confident in your abilities, and you know what you can do. Because of your responsibilities, and your position, you prefer to handle certain tasks yourself. That\u2019s completely understandable, and not a bad idea.<\/span><\/p>\n

However, some leaders take that sense of ownership <\/span>much <\/span><\/i>too far and get into the habit of taking anything vaguely important for themselves. They assign projects, then get cold feet about the possible effects and reclaim them. They ask their employees to tackle some social media tasks, then heavily rework all the content before it gets sent out. <\/span>They just can\u2019t let go<\/span><\/a>.<\/span><\/p>\n

Going about business in this way is terrible for two reasons: firstly, it steadily exhausts you through inflating your workload, and secondly, it shows your employees that you don\u2019t trust their competence and\/or character. If they work for you, they must be worth having around, so why don\u2019t you trust them to take on some responsibilities? They might make mistakes, but making mistakes is a big component of getting better.<\/span><\/p>\n

Tobias L\u00fctke, head of <\/span>Shopify<\/span>, made an interesting note about how he approaches employee on-boarding in <\/span>an interview with Bold Business<\/span><\/a>: <\/span>\u201cWhen we start new interns in our R&D team, we make sure that within their first week they actually make a change to Shopify that impacts our customers. Minutes after they send the code over, it\u2019s going to be in front of a hundred million shoppers.<\/strong>\u201d<\/span><\/i><\/p>\n

You don\u2019t need to follow suit and give your new assistant the chance to make a change to a massive system used by hundreds of thousands of people \u2014 but you <\/span>do <\/span><\/i>need to identify the employees who have earned your trust and start delegating tasks.<\/span><\/p>\n

Helping employees grow and accommodating that growth<\/strong><\/h1>\n

One of the core points of hiring for the long term is that your employees will steadily develop their skills and become more valuable to the company. Someone who\u2019s been part of your team for several years will have a lot of insight they can impart to their newer colleagues (<\/span>mentoring is very important<\/span><\/a>), and be capable of handling many higher-level tasks.<\/span><\/p>\n

But a mistake that some leaders make is continuing to perceive their employees within the confines of what they\u2019ve done so far. The only growth they consider is the inevitable march to seniority \u2014 a graphic design intern will become a junior graphic designer and then a senior graphic designer, and that\u2019s the set path.<\/span><\/p>\n

People are more complex than that. They have the capacity and inclination to grow and change in countless ways, and if you want to make them as useful (and as happy) as possible,<\/span> you should find ways to help them grow<\/span><\/a>. Are there roles they haven\u2019t considered? Skills they might be suited to that they don\u2019t even know exist?<\/span><\/p>\n

In your role as a leader, you get to appraise your employees in countless ways, perhaps even seeing their strengths and weaknesses more keenly than they do. If you\u2019re convinced that your accounting intern has what takes to be an elite-level marketer, don\u2019t hold back from mentioning it just because you need someone working on your accounts \u2014 you can always find a replacement, and the loyalty you\u2019ll earn through helping someone find the right career path will prove <\/span>hugely <\/span>valuable to your business over time.<\/span><\/p>\n

Accordingly, be flexible in your approach. Don\u2019t leave employees stuck in boxes just because it\u2019s convenient. Invest time and effort into making your employees optimally effective <\/span>and <\/span><\/i>happy, and they\u2019ll pay that value back tenfold.<\/span><\/p>\n

Take Away<\/h3>\n

Overall, I\u2019d say these are the toughest challenges faced by a modern leader. Your job is to place your trust in your employees, help them stay healthy, and nurture them both in and out of their current roles. If you can achieve that, you\u2019ll build a team of workers who are both formidable and loyal and keep them around for the long run.<\/p>\n

About the author<\/h3>\n

\"Micro<\/a>The article was produced by\u00a0MicroStartups<\/a>, a business community that celebrates inspiring startups, small businesses, and entrepreneurs. Whether you\u2019re a solopreneur or a startup making your way in the business world, we\u2019re here to help. For the latest news, inspiring stories and actionable advice, follow us on Twitter @getmicrostarted.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

There\u2019s a lot of pressure in leadership, as anyone who\u2019s helmed a business knows perfectly well. You set the tone for everyone who works for you \u2014 what\u2019s more, the core message of the company is yours to communicate and propagate. Provide weak leadership, and at best you\u2019ll be ineffective \u2014 at worst, you\u2019ll steadily […]<\/p>\n","protected":false},"author":8,"featured_media":11838,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_yoast_wpseo_title":"Leadership Challenges in the Workplace & How to Overcome Them","_yoast_wpseo_metadesc":"There\u2019s a lot of pressure in leadership, as anyone who\u2019s helmed a business knows perfectly well. 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