Source: Photo by Gelgas Airlangga on Pexels
Publication Team
Editor-in-Chief
Datu
Editor Diana
Graphic
Awang
Abdul
Hope
As one of the greatest and most famous military leaders and rulers in the history of France, Napoleon Bonaparte referred to the experience of going through a time of war, chaos, hardship, and uncertainty, how important it is as a leader to create, give out, and generate hope and motivation through the most difficult of circumstances. Being uplifting, inspirational, and emotionally stable through hardships creates feelings of hope, expectation, joy, relief, and a sort of light at the end of the tunnel. It can mean dealing with little nuggets of life, wisdom, and encouragement when everything else is falling apart. Kindness, delight, joy, happiness, and can quietly say that "everything's going to be alright." In the corporate world, leaders are the "beacon" of hope for their subordinates. These skills include establishing a clear vision for the team, helping them understand their vision, mission, and goals, and then motivating them to do what it takes to achieve them. They provide clear, credible information, share it with others through knowledge information and coordinate efforts to accomplish these goals, stepping up in times of crisis, typically have employee-centred behaviours. Indeed, one size does not fit all. There isn’t one best leadership style, as it depends on the situation and environment. No one leadership behaviour by itself and no one combination of leadership behaviours works well or are the same across all situations and employees. Leadership styles vary based on the business environment or culture.
Are You Leading AI or is AI Leading You? Source:ImagebyKjpargeterfromFreepik.com
BY MICHELLE GIBBINGS
AI at Work: Are You in Control or Being Controlled?
Depending on which side of the AI divide you sit on, AI will either ruin workplaces and destroy jobs or be a productivity bonanza.
With generative AI evolving at an unprecedented rate, it is imperative to balance the opportunities presented by this change with ethical responsibilities.
In striking the optimal balance, leaders must consider how to leverage technology wisely while being adaptive and ready to take advantage of it.
Both considerations are vital so you lead AI at work rather than AI leading you.
As a leader, you want to understand technology’s consequences, particularly as it can sometimes be unintentional. You also want to prepare yourself and your team because it’s here whether you like it or not
Identify the Issues
The first step in successfully navigating these changes is to ensure you are fully informed and aware of AI’s challenges
Brian Patrick Green, Director of Technology Ethics at the Markkula Centre for Applied Ethics at Santa Clara University, has identified 16 central issues, which represent challenges and opportunities.
These issues include concerns around transparency of AI use and safeguarding user privacy; bias in data sources, which can lead to discriminatory outcomes; being clear on where the responsibility lies and ensuring ethical guidelines for AI deployment; and impacts on jobs.
There may also be issues that are specific to your profession and industry.
Take the time to fully understand the issues and their relevance to how you work now and in the future.
Elevate Assessment
Back in 2017, Genpact research found that only a quarter of people surveyed were concerned about AI’s impact on the workforce right now; instead, they were more concerned about what it meant for their children or later generations.
More recent research from SnapLogic found that 72% of Australians interviewed welcomed AI’s use in their role, compared to an average of 66%, with UK respondents the least inclined at 61%. However, 34% of respondents felt that very few people in their organisation had the skills to implement and adopt AI successfully.
Just as organisations undertake scenario planning to help them investigate and plan for unknown risks, this is a helpful approach when preparing for potential AI changes. Look ahead, examine where your industry, organisation and profession are heading, and consider possible pathways and options that could eventuate
By conducting thorough impact assessments, you can better understand AI’s use and the impacts on your role, team, clients/customers, and communities.
Using these insights, you can determine how far you need to pivot and adapt, and you can proactively address workforce transitions and any necessary reskilling or upskilling for your team.
Support your Team
When ChatGPT was first released, some sectors immediately banned its use. However, a better approach was to find ways to work with the technology, as Professor Aumann from Northern Michigan University did. He explained how, when he saw its prevalence, he changed how students were assessed, weaved ChatGPT into the lessons, and asked students to evaluate the chatbot’s responses.
Investigate the benefits and options. Ask yourself: How can it save time? Where could it improve processes and output? How can it be best blended with the work I and my team lead?
Explore and play with the technology to test the boundaries. You also want to do this regularly because the capacity and capability of the large language models are rapidly evolving. Something that one of the models couldn’t do last year, they could do now.
Talk with your team about how and where it can be helpful. When employees see the benefits of working with it, they will more readily leverage its benefits to innovation and work quality.
However, not all of your team will readily embrace AI. Don’t dismiss their concerns. Work with them and help them to navigate this changing landscape. It’s easier to adapt when a person can see the benefits and feel supported to try something new. It’s also easier to adapt when you – their leader – role models supportive behaviours. For example, talk to your team about where and how its use is welcomed, demonstrate to your team how you are using AI, and provide forums where ideas can be shared.
Embrace Humanity
Not everything can be outsourced to technology, nor would you want to.
Technology is excellent at processes but not at emotions and connection. A robot can’t connect, show genuine compassion, or provide the emotional support humans need to thrive.
However, some experts say Anthropic’s chatbot Claude has sensitivity, wit, and a willingness to express opinions.
That said, I’ll still argue that the ‘special sauce’ that makes us all unique becomes even more critical in the age of AI.
Lead by Example
Ethical leadership will be more critical than ever when you confront decisions you have not faced before.
As a leader, your integrity will be tested as you make choices around transparency, collective good, and workforce changes. Consequently, you want to identify what you stand for, identify the issues that matter and be aware of the line you won’t cross.
In embracing ethical AI, seek input from the fields of technology, law, philosophy, and sociology. Encourage collaboration to tackle complex challenges and regularly monitor AI systems for bias, discrimination, and unintended consequences.
Leaders who navigate the ethical challenges of AI with integrity will drive innovation and ensure a future where technology serves humanity rather than harms it.
So, as posed at the start of this article, are you leading AI, or is AI leading you?
Republished with courtesy from michellegibbings.com.
MICHELLE GIBBINGS
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’.
The 5-Minute Meeting: What I Learned When Time Ran Out
BY JULIET FUNT
Rethinking Efficiency:
Time Constraints Can Lead to More Productive Meetings
Something unexpected happened last week that made me question my default beliefs regarding efficient meetings.
A client showed up 20 minutes late to our scheduled 25-minute Zoom call (scheduled with a five-minute wedge, of course). I was hanging in my Zoom room, doing other work, and had forgotten what I assumed was a skipped meeting. Then the client popped in with apologies and a lovely smile that made me want to get to know him. With only 5 minutes left in my calendar slot and a coming meeting that could not be delayed, I had two choices: reschedule or attempt what seemed impossible—complete a meaningful business conversation in the time it takes to make a smoothie.
Source: Image by freepik
We chose the latter, and what unfolded astounded me.
In precisely 4.5 minutes, we:
• Exchanged company context (120 seconds)
• Summarised our current situation (under 60 seconds)
• Identified key stakeholders and project alignment (30 seconds)
• Connected our capabilities to their needs (30 seconds)
• Outlined clear next steps
• And wrapped it all up.
Here’s what fascinates me: Everything got done—not just adequately—completely. Of course, there was a relationship-building and context that was skipped. But we got to an action step, and it was a wonderful and unexpected feeling.
When Constraints Become Catalysts
As someone who deeply believes in the power of meaningful connection, this accidental experiment challenged my assumptions. While I still maintain that investing time in relationships is crucial, this experience revealed something profound about our default approaches to business communication, begging the question: How many of our default meeting times are based on habit rather than necessity?
We already know that U.S. employees spend about 15% of their workweek, 393 hours annually, in meetings—only 30% of which are productive. While some of this is because we get caught in the familiar traps of unclear agendas, unnecessary attendees, and unfocused discussions, could a factor also be our tendency to overestimate the amount of time needed for discussions?
The Psychology of Time Expansion
There’s fascinating science behind why we might not need as much meeting time as we think. We often unconsciously fill the time we’re given. A 30-minute slot becomes 30 minutes of conversation, an hour becomes an hour—regardless of the actual requirements of the task at hand. It’s a phenomenon known as Parkinson’s Law: work expands to fill the time available for its completion.
Even more telling is what we know about attention spans in meetings. Research shows that 91% of attendees remain attentive during the first 15 minutes of a meeting before dropping off, yet we default to scheduling 30-minute blocks, or worse, hour-long sessions for what we deem “important” discussions. It’s as if we’ve collectively agreed that longer equals better when evidence suggests quite the opposite.
Finding the Sweet Spot
I’m not suggesting we compress every human interaction into its shortest possible form—that would be both exhausting and counterproductive. But perhaps we need to challenge our assumptions about how much time conversations truly require to be effective.
What if, instead of asking, “How long should this meeting be?” we asked, “How quickly could this be accomplished?” What if we approached each interaction with the deliberate constraint of time scarcity? Maybe even just in targeted experiments, being curious and neutral about the outcomes.
The Time-Conscious Revolution
Consider this an invitation to experiment. Next time you’re scheduling a meeting, ask yourself:
• Could this be shorter?
• What would happen if we had half the time?
• How might time constraints fuel focus and clarity?
You might be surprised to discover, as I was, that sometimes less really can be more.
This was also published on Juliet Funt’s LinkedIn
JULIET FUNT
Juliet Funt is the founder and CEO at JFG (Juliet Funt Group), which is a consulting and training firm built upon the popular teaching of CEO Juliet Funt, author of A Minute to Think.
Consensus Poisons Dynamic Options
BY DAN ROCKWELL
Consensus distills dynamic options into dull decisions.
CONSENSUS DECISIONS:
Consensus works when issues are simple, deadlines don’t matter, everyone is an expert, and trust is high.
The pursuit of unanimity assumes the best decisions require harmony. Consensus doesn’t produce the best decision; it distills decisions to the safest option.
Complex situations have many solutions. People aren’t thinking when everyone agrees.
DISAGREEMENT IS GOOD:
A decision requires options. Apart from options, it’s a choice.
You haven’t found the best decision when everyone agrees. You found the easiest decision.
Never make decisions until there’s disagreement. Peter Drucker said, “The first rule in decision-making is that one does not make a decision unless there is disagreement.”
Practice constructive disagreement. You’re an obstructionist if all you do is disagree. Instead of saying, “I disagree,” say “I think it would be better if…”
What’s your positive suggestion? Don’t say, “No,” say, “Yes and.” Instead of, “That won’t work,” say, “What if we…”
5 DANGERS OF CONSENSUS DECISION-MAKING:
Consensus shields the indifferent. Sometimes consensus means people don’t care. They just agree. Don’t expect high performance from indifference.
Consensus protects the irresponsible. It’s not my fault. We all agreed. The timid hide behind consensus.
Consensus silences dissent. People usually agree with the boss. Team members avoid being obstacles. Power players subtly pressure people. Important perspectives are unheard.
Consensus empowers the wrong people. Team members with personal agendas block progress under the guise of offering helpful suggestions. Tip: Empower the people who are doing the work.
1 2 3 4 5
Pressure to agree leads to helplessness. “My voice doesn’t count anyway. Why bother?” When you don’t listen to people, they find destructive ways to be heard. The only powers of weakness include disruption and foot-dragging.
This article was originally published on Leadership Freak.
DAN ROCKWELL
Dan Rockwell is a coach and speaker and is freakishly interested in leadership. He is an author of a world-renowned leadership blog, Leadership Freak.
Source: Image by freepik
The Problem with Lacking Clarity in Your Life
BY GREGG VANOUREK
Source: Image by freepik
Do you know who you are? What you want?
We may have a vague sense of these things but no real clarity. We lack a clear vision that pulls us forward toward its sweet and compelling destination.
Meanwhile, we keep our heads down and stay busy as a form of avoidance. Sometimes this situation continues for a very long time, placing us in an extended state of drifting.
Lacking clarity is one of the most damaging traps we can fall into. Why? Because lacking clarity affects everything, including our quality of life, relationships, work, leadership, and dreams. And because having clarity is a superpower. Life is so much better and richer when we have a clear vision of a better future, anticipation about what it will feel like when we realize it, and conviction about what’s important and meaningful.
What We Should Get Clear About
Okay, so clarity is important, but clarity about what? Here are the ten most important things we should get clear about:
purpose: why we’re here; our reason for being values: the things that are most important to us; what we believe and stand for vision: what success looks like—a mental picture of what we want to be, do, and contribute in life and with whom strengths: what we’re good at, including our knowledge, skills, and talents passions: what we get lost in, consuming us with palpable emotion
goals: what we want to accomplish priorities: the relative importance of our top aims strategies: how we’ll achieve our vision and goals and what we’ll focus on given our available time and resources
capabilities: what knowledge and skills we need to develop to realize our vision service: who we seek to impact and how
Signs We’re Lacking Clarity
There’s a big price to pay when we don’t have enough clarity about these things. When we lack clarity, we tend to:
• suffer from anxiety, stress, self-doubt, indecision, and frustration
• struggle with knowing where to begin
• question ourselves and our actions
• procrastinate
• begin projects without finishing them
• struggle with minor decision-making
• feel like we need advice from others before making most decisions
• feel overwhelmed and burned out
• agree to too many things
• feel confused and uncertain about what to do next
• be more prone to distraction and disorganization
• keep comparing ourselves with others
• put in inconsistent effort
• remain too busy and frazzled to think about and work toward a better future
• see a decline in motivation and performance
Lack of clarity is the primary reason for failure in business and personal life.
-Brian Tracy
Benefits of Clarity
On the flip side, there are many powerful benefits that flow from having clarity in our lives. For example, having greater clarity:
• eliminates distractions and helps us focus
• helps us establish a definitive direction
• makes it easier to identify actions to take and prioritize them
• helps us overcome fear and doubt
• makes it easier for others to help and support us because they have better insights into what we want
• allows us to put our energy into what we want
• helps us get things done
• makes it easier to say no to things that don’t matter to us
• helps us manage challenges more effectively
• reduces feelings of overwhelm and helps us manage stress more effectively
• helps us make better decisions and reduces decision fatigue
• allows us to set and enforce boundaries
• helps us save money since we avoid spending it on things that don’t matter
• helps us feel contentment and happiness
• provides the serenity that comes from knowing what matters most
• leads to healthier relationships
• boosts our confidence
• facilitates better performance
“
…compared with their peers, high performers have more clarity on who they are, what they want, how to get it, and what they find meaningful and fulfilling.
-Brendon Burchard
How to Get More Clarity
Given all the compelling benefits of achieving greater clarity, the question then becomes how to go about it. What can we do to bring more clarity to our lives? Here are 16 actions we can take:
Eliminate distractions, clear out clutter, and create more white space in our lives. This makes room for self-awareness, pattern-mapping, and new insights.
Do one thing at a time.
Take more action more often. Many people assume they need clarity before acting, but sometimes clarity comes from taking action. Act, assess, learn, and adjust. Then repeat.
Reflect after acting. Step back periodically to see how things are going. What’s emerging and what’s getting in the way?
Talk to others. Share what we’re unclear about and ask for their input. They may be able to see things we can’t from their vantage point. (Consider doing this in small groups.)
Develop a clear vision of what life will be like when we’re living the life we want. Start by defining what success looks like in different areas, including family, relationships, health, work, education, community, and more.
Spend more time thinking about our desired future. Also, engage in planning and actions that move us toward that future. Best to schedule time for it on our calendar.
Journal about what’s going on and what isn’t clear yet. Write freely and let thoughts appear uninhibited.
Start acting like the person we want to become. Bring our desired future into our present.
Turn our purpose, values, and vision into a daily mantra or affirmation.* This will help embed them into our consciousness and build them into the fabric of our days.
Ask what we would do if we had less time. By doing so, we force tough choices about what to focus on.
Reduce exposure to negative influences. They extract a tax on our energy and attention. And they pull us away from our own priorities.
Engage in regular centering activities. Take breaks and go for walks. Try deep breathing or meditation.
Follow a regular, daily routine. Be sure that it includes time for quiet reflection.
Make time for systematic self-care. Don’t neglect good habits of nutrition, hydration, movement, and sleep.
Work with a coach or mentor. Focus on getting more clarity on purpose, values, vision, strengths, passions, goals, priorities, strategies, capabilities, and service opportunities.
Related Traps
Lack of clarity is common, and it can be pernicious, affecting so much of how we think and what we do. It’s also accompanied by several associated traps:
• Avoidance
• Burnout
• Caring Too Much About What Others Think
• Comparing Ourselves to Others
• Complacency
• Disease of More
• Dissatisfaction
• Drifting through Life
• Living in Fear
• Wearing “Golden Handcuffs”
• Having Our Identity Wrapped Up Too Much in Work
• Indecision
• Losing Ourselves
• Not Having Enough Margin in Our Lives
• Pretending to Be Someone We’re Not
• Self-Doubt
• Settling
• Playing the Short Game
• Being Unfocused
Achieving clarity about who we are, what we want, and where we’re going can be very challenging. But lacking clarity leads to drifting and settling. And having clarity is a superpower that adds energy and richness to all we do.
Reflection Questions
To what extent are you clear about who you are, what you want, and where you’re going?
What more will you do, starting today, to achieve greater clarity in your life and work?
Gregg Vanourek is an executive, changemaker, and awardwinning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).
5 Strategies I Used to Conquer Imposter Syndrome
BY JACOB MORGAN
Overcoming the ‘I’m Not Enough’ Feeling
I remember one of the first paid talks I gave around 15 years ago. I was in my early 20’s standing in front of a room of business leaders. I was excited…until I walked onto the stage. Then the imposter thoughts started to pop in. “Why would these leaders want to hear from me?” “What if my talk sucks?” “I shouldn’t be here.” It was a clear case of imposter syndrome and something I’ve had to deal with many times in my life (and sometimes do to this day!).
If you’re like most people, at some point in your life, you’ve experienced imposter syndrome. You know how it goes—not feeling confident, thinking you’re not the real deal, experiencing chronic self-doubt. My wife and I are both entrepreneurs, business owners, and speakers and
since we both spend quite a bit of time in the public eye we had to come up with strategies and tools to conquer imposter syndrome.
My wife Blake gave her first keynote speech just six months after our daughter was born. She was nervous and felt like a fraud—people were really going to pay her to speak, and hundreds of people were going to listen? She couldn’t sleep for the nights leading up to the speech and felt like a nervous wreck. Afterwards, she watched a video of her speech and realized she didn’t look nearly as nervous as she felt. Imposter syndrome was almost all in her head.
Whether you’re giving a talk, speaking up in a meeting, writing a book, or doing pretty much anything else… chances are you will experience imposter syndrome at some point in your life. In fact, research shows that over 70% of people will experience it at some point in their lives.
Here are five ways that Blake and I fight imposter syndrome.
Fake it Until You Become It
When I quit my full-time job and made the jump to being an entrepreneur, I didn’t feel qualified to pitch ideas, speak at events, or ask people for money. But in my head I learned not to think of myself as “a struggling young kid who wasn’t successful.” Instead, I kept telling myself that I was “an entrepreneur creating a life for myself that I truly wanted to live.” I kept this mantra going until the story became true. Your internal voice matters, so create positive thoughts for yourself until they become reality.
Focus on Your Value
Instead of focusing on your own nerves and insecurities, focus on the value you bring to your customers and audience. When you are humble enough to put yourself in a service-oriented mindset and find ways to better the lives of the people around you, you can get rid of the ego and your feelings of insecurity.
Recognise No One is Perfect
Imposter syndrome happens when we put ourselves against expectations to be perfect or even better than someone else, but the reality is that no one is perfect. Everyone faces doubt and insecurities. You are harder on yourself than other people are on you.
Know Your Stuff
Learn to Like Yourself
Be friends with your flaws and embrace what makes you unique. When you’re caught up in all the things you think are wrong about yourself, it takes away from your natural talents. When you like yourself, other people will like you and you’ll see more success. Shift your mindset from focusing on your flaws to highlighting your strengths.
Nearly everyone experiences imposter syndrome, but it doesn’t need to be crippling. Throughout our journeys as entrepreneurs, Blake and I learned what it takes for each of us to overcome self-doubt and insecurities. Get out of your head, visualize success and own your message!
This article is republished courtesy of Thefutureorganization.com 1 2 3 4 5
It’s easier to feel confident when you have facts, research, stories, and quotes to back up your ideas. For example, in my new book The Future Leader, I interviewed 140 CEOs and partnered with LinkedIn to survey nearly 14,000 employees around the world. When I get on a stage, write an article, or have a discussion with a CEO about leadership, I’m confident because I can back up what I say. Knowing your stuff can give you an added boost that you’re sharing a good message or product.
JACOB MORGAN
Jacob Morgan is one of the world’s leading authorities on leadership, the future of work, and employee experience. He’s the best-selling author of 5 books including his most recent one, Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization which is based on over 100 CEO interviews and a survey of 14,000 employees. He is also a keynote speaker, and futurist who advises business leaders and organisations around the world.
BY KARIN HURT, DAVID DYE
Source: Image by Stoccking on freepik
When High Performers Have Problems, Look to Collaboration, Not Correction
You’ve got a team of high performers who know what they’re doing and have the results to match. These are the people you count on—the ones who hit deadlines, solve problems, and drive success. But lately, something’s off. They’re still doing a good job, but… The attention to detail you could count on isn’t there. Results have dropped. You had to remind them to get that basic task done—again.
What’s going on? Should you intervene? Are they distracted, disengaged, or worse—burned out? How do you address the situation without coming across like a nag or micromanaging babysitter?
It’s normal for even your best people to experience periods of decreased performance. The good news is that with a collaborative approach, you can address the issue, help them get back on track, and strengthen your relationship.
Let’s look at why your high performer’s results might dip, and the practical steps you can take to help them course-correct without undermining their autonomy.
Why High Performers Hit a Slump
First, it’s critical to understand that a decline in performance isn’t always a sign of laziness, disengagement, or incompetence. High performers aren’t immune to challenges, and their slumps often have specific root causes:
Burnout from Overwork
High performers often take on more than their share of the load (be careful to avoid punishing strong performers by over-relying on their ability). Over time, this relentless pace can lead to burnout, diminishing their energy, creativity, and focus.
Unclear Priorities
Times of rapid change can muddy your top performers’ usual clarity. When everything feels urgent and important, even your best team members can lose focus on what matters most.
External Stressors
Personal issues—like family challenges, health concerns, or financial stress—can spill over into their work life.
Boredom or Lack of Challenge
High performers thrive on growth and new challenges. If their work has become repetitive or lacks a sense of progress, their motivation can wane—especially when they feel that the “basics” are little more than busy work.
Lack of Recognition
Even the most internally motivated people need to feel valued. If they feel taken for granted, they may disengage.
Hidden Barriers
Sometimes, a decline in performance isn’t about motivation or effort—it’s about obstacles they don’t have the tools or authority to remove.
Practical Steps to Address the Slump
Now that we’ve looked at reasons for the downturn, here’s how to address the situation in a way that supports your top performers and helps them find reclaim their mojo.
Start with Curiosity
Whatever is happening, you don’t have all the information. It’s time to get curious and learn what’s really going on. Begin with a one-on-one conversation, but frame it as an opportunity to connect, not a reprimand.
Try saying something like: “I’ve noticed a shift in [specific result or behavior]. I know you’re capable of incredible work, so I wanted to check in. Is everything okay? How can I support you?”
This approach keeps the conversation collaborative and shows you care about them, not just their results.
2
Invest in Clarity: Revisit Priorities
Sometimes, a dip in performance happens because high performers are trying to do too much. Help them clarify what’s most important right now.
You can make this a collaborative conversation by asking:
• “What’s taking most of your time and energy?”
• “What feels like it’s pulling you away from your major priorities?”
• “How can we adjust your workload or expectations to ensure you focus your energy where it matters most?”
These questions help them reset their focus while empowering them to take ownership of their time and tasks.
3
Address Burnout Head-On
If you suspect burnout, acknowledge it directly. Your high performers may not realize they’re running on empty—or worse, they might feel guilty about admitting it.
For example: “You’ve been carrying a lot recently. I wonder if you’ve had a chance to rest and recharge. What do you need to bring your best self to work?”
You might need to adjust their workload, encourage time off, or provide extra resources to lighten their load.
4
Reignite Their Passion
When the issue is boredom, work with them to identify growth opportunities, challenges that excite them, or a chance to invest in others. Earlier in our careers, we both thrived with managers who challenged us with new projects or gave us a chance to invest in an exciting opportunity.
You can ask:
• “What’s a project or skill you’ve been wanting to tackle?”
• “How can we align your work with your long-term goals?”
• “You know why this matters more than anyone. Can I ask you to spend a few minutes teaching our newer team members?”
High performers thrive when they feel stretched and engaged, so show you’re invested in their growth.
5
Clear Barriers Together
If there’s a hidden obstacle, they may not feel comfortable bringing it up unless you ask directly.
Try:
• “What’s getting in the way of your success right now?”
• “Is there a tool, process, or resource you need that you don’t have?”
• “How can I advocate for you to remove any roadblocks?”
When you step in to remove barriers, you reinforce your role as a partner, not a micromanager.
Recognize Their Contributions
When results dip, it’s easy to hyper-focus on the problem and forget the bigger picture of their contributions. Take a moment to remind them of the value they bring to the team.
You might say:
“I want you to know how much I appreciate [specific contributions]. You make a huge difference here by… [describe the specific outcomes].”
“I know what you’re doing isn’t easy. Here’s why it matters…”
Recognition helps restore their confidence and reinforces your trust in their abilities.
What Not to Do
While you focus on helping your high performer rebound, avoid these common pitfalls:
Micromanage: Don’t hover or constantly check in—it signals a lack of trust and can further demotivate them.
Assume Intent: Avoid jumping to conclusions about laziness or disengagement. Start with curiosity about what you observe, not judgment.
Ignore the Issue: Hoping the slump will resolve itself can make the situation worse. Your silence tells them that either you don’t care about them or that their performance never mattered to you. A timely conversation shows you care and helps them coursecorrect.
Your Turn
When you approach a high performer’s slump with curiosity, support, and respect, you don’t just help them get back on track—you reinforce your partnership. High performers want to know you see them, value them as well as their results, and that you’re invested in their success.
When you address the downturn collaboratively, you also build a culture where it’s safe to talk about challenges, recalibrate priorities, and grow. This doesn’t just benefit your high performers; it strengthens the entire team.
Remember, the key to leading high performers isn’t perfection—it’s partnership. You’re not there to babysit or nag; you’re there to guide, support, and inspire them to be their best.
We’d love to hear from you: what’s one way you help your high performers pull out of their slumps?
This article was originally published on Let’s Grow Leaders
KARIN HURT
Karin Hurt helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. She’s the founder and CEO of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick, and the author of four books including Courageous Cultures: How to Build Teams of MicroInnovators, Problem Solvers and Customer Advocates.
DAVID DYE
David Dye helps human-centered leaders find clarity in uncertainty, drive innovation, and achieve breakthrough results. He’s the President of Let’s Grow Leaders, an international leadership development and training firm known for practical tools and leadership development programs that stick. He’s the author of several books including Courageous Cultures and is the host of the popular podcast Leadership without Losing Your Soul.
In Hope and Help for Your Nerves,
Dr. Claire Weekes offers the results of years of experience treating patients. With her simple, step-by-step guidance, she shares methods for understanding and analyzing one’s own symptoms of anxiety and finding the power to conquer one’s fears for good.
Here’s the process that Weekes recommends to reduce and eliminate anxiety and panic attacks:
Face or acknowledge your symptoms. Don’t pretend you’re not feeling what you are feeling.
Wholeheartedly accept them. Don’t fight what’s going on, but acknowledge that it is exactly what’s happening: the palpitations, chest tightness, shakes, confusion, and a sense of life being surreal.
Float through them. Let them happen without making a big deal of them or pushing them away. Don’t make more of them than they are; this is key: don’t give them meaning.
Let time pass. You know from experience that these symptoms subside on their own. They come, they go. 1 2 3 4
DIANA MARIE
Diana Marie is a team member at the Leadership Institute of Sarawak Civil Service attached with Corporate Affairs who found love in reading and writing whilst discovering inspiration in Leadership that Makes a Difference.
Source: Photo by Nandhu Kumar on Pexels