We are really proud to feature in the Raconteur special report, Future of Talent Management in The Times and The Sunday Times. Chief Psychologist, Jo Maddocks contributes to the article ‘Five ways to be a better leader in 2019’ on page 10.
As modern workforce shifts and evolves, so does the way we manage current and future talent. The Future of Talent Management special report explores the qualities needed by business leaders, particularly as a new generation of millennial managers rise up the ladder. It covers how traditional views of “performance” are impacting employee mental health, the inadequacies of “cultural fit” (with particular reference to black tech workers in Silicon Valley) and whether algorithms hold the secret to hiring the perfect candidate. Also featured is an infographic on the reasons why businesses must prioritise employee engagement in order to thrive
Page 10 – FIVE WAYS TO BE A BETTER LEADER IN 2019
As workforces and their needs evolve, managers must adapt to ensure they have the right leadership characteristics to maximise productivity and performance. Five experts in people management have shared their views on what it takes to be a better leader in a modern-day business.
“Intelligent use of emotions is pivotal. It boils down to how you motivate people, so if you want yourself and your team to perform effectively, both you and they need to be in a positive emotional state. This means managing your own emotions in the moment. As a leader, a lot of it is about influence. So think about what will galvanise and get the best out of others. Sometimes this means putting a bit of pressure on so your team pulls out the stops for a while and at others it means creating a positive, energised but calm environment.
To do this requires self-awareness and awareness of others at an emotional level. Leaders who are in touch with themselves recognise their blind spots, but they are also aware of what others’ strengths are and bring them on board. So they understand other people. While in the past leaders were promoted on the back of their knowledge and competencies, it is becoming much more important to influence others and manage.”
Jo Maddocks, Chief Psychologist
You can read the full report here.