3 tips on team leadership in 2022
Posted: Thu Apr 17, 2025 10:36 am
Empathy is the foundation of understanding and respect for people. Combined with assertiveness, it becomes a quality that every leader must cultivate. But can empathy be learned? Although some people are more empathetic than others, the short answer is yes, as with practice and the motivation to persevere, it can be improved.
What three aspects can help you?
Active listening : You need to be 100% present when talking to others. It's not okay to be in a meeting, busy with other tasks on your computer, holding your phone, or showing little interest in what your colleague is saying. Therefore, eliminate distractions, pay attention to their body language, and focus on what they're saying, rather than thinking about your response.
Be curious : Never take anything for granted. Always ask questions and use conversation-starting questions, that is, questions that don't have predetermined answers. Inquire about tastes and hobbies. Anything that breaks the ice or creates common ground will undoubtedly help.
Don't always act like you're paraguay mobile database acting : Share some of your most important beliefs and life experiences. Be approachable, as this will undoubtedly bridge the gap.
Tip 2. Balance between the important and the urgent
Humans are designed to respond first to what requires the least effort, but, in general, the overuse of certain communication channels (such as email) creates added pressure due to the need to complete tasks without being able to distinguish which ones are most valuable, as we become information-intensive.
If we assume that knowledge is a source of competitive advantage (because it is linked to the speed in solving challenges) and accept that carrying out quality projects requires avoiding the constant simultaneous execution of tasks from different projects, since this reduces productivity, attention, and lateral or creative thinking in the search for solutions to challenges, we can conclude that the way many organizations work is not helpful.
The pressure of having to respond to emails as soon as they arrive in the inbox—especially if they're from a superior—while also having to complete urgent tasks like preparing high-quality creative presentations is a strain every leader feels. The result is that many of us spend most of our time chasing urgent tasks instead of doing our most valuable work, which can be both demotivating and counterproductive to performing at our best and expanding our skills.
Here are three simple steps we can take to help with this situation:
A weekly meeting of no more than 20–30 minutes where we reflect on all current and upcoming tasks. Organizing these tasks in terms of urgency and importance will facilitate teamwork, as many tasks can be interconnected.
Set aside a fixed time each day for important tasks. Ideally, they should be consecutive. Within these tasks, don't include more than two simultaneous projects, or your time will be very unproductive.
Organize your time and don't get distracted. Set a plan and assume that this space is 99% immutable (except in cases of force majeure). No cell phones, no conversations, and no interruptions.
Tip 3. Resilience, embrace change. Be yourself.
COVID is still present, and it's unknown when we'll "normalize" living with the virus. That's why we're living in a "new normal" marked by waves, restrictions, and constant changes. As leaders, this means we must remain flexible, fluid, and able to navigate uncertainty.
What three aspects can help deal with this?
Take care of yourself : Monitor your physical health. Feeling good helps with everything we do. Therefore, it's important to exercise, eat properly, and, above all, not obsess. You have to adapt.
Don't lose your identity : You're here thanks to your effort and your personality. That's why you can't give up your identity and become something you don't want to be, like a workaholic or someone who freaks out about everything. Maintain balance.
Take care of your immediate surroundings : During this time, a sense of belonging becomes very important. Stay connected to the people and places that matter most to you (family, friends, and important organizations).
So, give yourself space, but also allow that space for your teams to reconnect and rest. We need to be able to work at a sustainable pace and commit to going beyond psychological safety to give our colleagues a sense of belonging in the organization. All of this requires building a company learning culture that fosters these practices.
What three aspects can help you?
Active listening : You need to be 100% present when talking to others. It's not okay to be in a meeting, busy with other tasks on your computer, holding your phone, or showing little interest in what your colleague is saying. Therefore, eliminate distractions, pay attention to their body language, and focus on what they're saying, rather than thinking about your response.
Be curious : Never take anything for granted. Always ask questions and use conversation-starting questions, that is, questions that don't have predetermined answers. Inquire about tastes and hobbies. Anything that breaks the ice or creates common ground will undoubtedly help.
Don't always act like you're paraguay mobile database acting : Share some of your most important beliefs and life experiences. Be approachable, as this will undoubtedly bridge the gap.
Tip 2. Balance between the important and the urgent
Humans are designed to respond first to what requires the least effort, but, in general, the overuse of certain communication channels (such as email) creates added pressure due to the need to complete tasks without being able to distinguish which ones are most valuable, as we become information-intensive.
If we assume that knowledge is a source of competitive advantage (because it is linked to the speed in solving challenges) and accept that carrying out quality projects requires avoiding the constant simultaneous execution of tasks from different projects, since this reduces productivity, attention, and lateral or creative thinking in the search for solutions to challenges, we can conclude that the way many organizations work is not helpful.
The pressure of having to respond to emails as soon as they arrive in the inbox—especially if they're from a superior—while also having to complete urgent tasks like preparing high-quality creative presentations is a strain every leader feels. The result is that many of us spend most of our time chasing urgent tasks instead of doing our most valuable work, which can be both demotivating and counterproductive to performing at our best and expanding our skills.
Here are three simple steps we can take to help with this situation:
A weekly meeting of no more than 20–30 minutes where we reflect on all current and upcoming tasks. Organizing these tasks in terms of urgency and importance will facilitate teamwork, as many tasks can be interconnected.
Set aside a fixed time each day for important tasks. Ideally, they should be consecutive. Within these tasks, don't include more than two simultaneous projects, or your time will be very unproductive.
Organize your time and don't get distracted. Set a plan and assume that this space is 99% immutable (except in cases of force majeure). No cell phones, no conversations, and no interruptions.
Tip 3. Resilience, embrace change. Be yourself.
COVID is still present, and it's unknown when we'll "normalize" living with the virus. That's why we're living in a "new normal" marked by waves, restrictions, and constant changes. As leaders, this means we must remain flexible, fluid, and able to navigate uncertainty.
What three aspects can help deal with this?
Take care of yourself : Monitor your physical health. Feeling good helps with everything we do. Therefore, it's important to exercise, eat properly, and, above all, not obsess. You have to adapt.
Don't lose your identity : You're here thanks to your effort and your personality. That's why you can't give up your identity and become something you don't want to be, like a workaholic or someone who freaks out about everything. Maintain balance.
Take care of your immediate surroundings : During this time, a sense of belonging becomes very important. Stay connected to the people and places that matter most to you (family, friends, and important organizations).
So, give yourself space, but also allow that space for your teams to reconnect and rest. We need to be able to work at a sustainable pace and commit to going beyond psychological safety to give our colleagues a sense of belonging in the organization. All of this requires building a company learning culture that fosters these practices.