Are you a leader striving to align your professional success with a positive impact on your team and organisation? Imagine steering a ship not only through calm waters but turbulent storms, ensuring that every crew member feels valued and motivated. Balancing these dual goals of “doing good” and “doing well” might sound challenging, but that’s where the Positive Leadership Action Framework comes into play.

This framework offers actionable insights to create an inclusive and encouraging work environment while facilitating personal and team growth. Leadership transcends titles; it’s about setting examples through virtues, making wise decisions amidst uncertainties, and fostering a workspace where everyone can thrive together.

But what does doing good and doing well mean in this context?

Doing good refers to sparking positive assumptions among your team, inspiring them both on a personal and professional level and creating a balance between positivity in formal and informal settings at work. On the other hand, doing well is about making a difference in the workplace as a leader. You do this by fostering your personal development, practising virtues and developing practical wisdom – all to provide your team with a roadmap to a common good and lead your organisation towards excellence.

Still wondering how to put this into action? The Positive Leadership Action Framework lays down specific actions for you. This includes creating a welcoming and inclusive work environment, promoting positive growth and helping your team understand and develop themselves to their highest potential.

And guess what? Leadership isn’t limited to your job title or position. It’s about taking the initiative, setting an example and showcasing your potential at every level of your organisation.

The beauty of this framework lies in recognising the critical role of practical wisdom in leadership. Choosing the right means to the right end, reflecting correctly on actions and resolving conflicts among virtues. It enables you to make informed decisions in uncertain situations and aligns both your personal and professional spheres of life towards the common good.

Ultimately, remember, leadership is about action. It’s about fostering a positive work environment, promoting growth and practising virtues. By doing these, you can bring about positive change and steer your organisations towards excellence. So, are you ready to step up your leadership game? Because remember, leadership is not just about being in charge, it’s about doing good and doing well.

More of the article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

If you want your business to not just survive tough times but actually thrive, you need to adopt a positive leadership style. This approach, rooted in positive psychology, focuses on intentional behaviours that break away from the norm in a good way. It’s like flipping negativity on its head and finding chances to grow even during challenges.

Most research looks at negative stuff in organisations—like fraud, bullying, and bad supervision. But, if we shift our focus to positive deviance, we can see how positive actions lead to excellence. It’s about viewing obstacles as opportunities to grow, build good processes, and create strong experiences.

The Centre for Positive Organisations at the University of Michigan defines thriving in two key ways. First, it’s about unlocking human potential within an organisation. This means creating a space where people are purposeful, energised, engaged, resilient and using their strengths. Second, it’s about designing organisational structures that foster positive connections, emotions, and meanings aimed at purpose-driven excellence.

So, what does this look like in real life? According to Professor Kim Cameron, positive leadership includes developing and using four socio-psychological resources: a positive climate, positive relationships, positive communication, and positive meaning. With these resources, your organisation won’t just “bounce back” from tough times but will truly thrive. The magic lies in combining resources and capabilities.

Learning to Assess, Accept, and Adapt is key. Assess the situation to understand the full scope of the adversity. Acceptance means acknowledging the current reality without sugarcoating it. Adaptation involves finding creative ways to navigate through and beyond the difficulties.

To see this in action, look at companies like Educational Data Systems, Inc. (EDSI), InterMune, and Reuters. These companies have shown exceptional resilience by embracing positive leadership principles. They didn’t just survive tough times; they innovated and came out stronger.

In short, thriving through adversity requires a mindset shift. By focusing on positive leadership resources and developing the skills to Assess, Accept, and Adapt, you’ll build a resilient organisation ready to flourish no matter what life throws your way. This approach not only creates a positive work environment but also sets your business on a path to lasting success.

More of this article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Positive leadership isn’t just a buzzword. It’s a whole new way of leading. A positive leader is someone who not only focuses on achieving results, but also prioritises the well-being and growth of their team. But how do you become that leader? It involves way more than just smiling and giving compliments. In fact, it takes effort to be a positive leader. It means thinking in new ways that, research is showing, can really make a difference.

Let’s break it down. Imagine your team is a ship and you’re the captain. The ways you navigate set the course for that ship. When you lead with positivity, you’re not only steering the ship in a positive direction, but also keeping it working in peak performance state.

Here’s the cool part – becoming a positive leader will make you happier and more fulfilled. Plus, it turns out that positivity spreads. Teams with positive leaders are more likely to be interested, committed and willing to go the extra mile at work. Plus, they’re more resilient in tough times. Think about it. Would you rather be steered through a storm by a captain who’s calm and optimistic, or one who’s frazzled and panicking?

But hey, don’t just take it from me.  This isn’t just fluffy, feel-good stuff. It’s backed by hard science. Researchers from Michigan and the University of Western Australia, among others, have found solid evidence linking positive leadership to improved outcomes. For example, in Australia, researchers surveyed over 300 executives and found that those with higher levels of positivity achieved better business results than their less positive counterparts.

Kim Cameron is a key researcher in this area. He has shown that positive leadership creates an environment of trust, collaboration and innovation – all crucial elements for success in today’s complex world. So, what’s the bottom line? Positive leadership isn’t just a nicety. It’s a must-have. As a manager or business owner, you’ve got the power to set the tone in your team.  Make it a positive one? Not only will it make your team’s journey smoother, but it could also make your success that much sweeter.

More of the article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Did you know building intellectual humility can make you smarter? Indeed, a recent research project showed that intellectual humility can enhance decision-making, foster teamwork and drive innovation.
These results aren’t just interesting – they can be used to improve your own leadership skills and to unlock the potential of your team.

So what exactly is intellectual humility? Simply put, it’s the degree to which you admit that your own perspective may be incomplete or even totally wrong. Intellectually humble people are open to learning. They’re willing to explore the limits of their own beliefs. And they listen to what others say.  So it’s not surprising that the researchers found that more humility makes you a better leader. Imagine how powerful intellectual humility could be in a team meeting or during crucial project planning sessions. Let alone during difficult conversations.

But how did researchers explore the significance of intellectual humility? They developed scenarios – which they applied in mock organisational settings –  to test how open participants were to considering evidence that challenged their beliefs. As these scenarios played out, participants’ intellectual humility levels were assessed using surveys, role-playing exercises and observational assessments. Consistently, it was found that the participants who scored higher on intellectual humility scales were better at recognising and rectifying their mistakes, more receptive to feedback and performed better in group tasks. Imagine being a leader who showed those qualities!So, it might be time to upgrade your intellectual humility.  Recognise that you don’t have all the answers yet.  And that changing your mind is NOT a sign of weakness, it is a form of flexibility. Encourage open-mindedness and curiosity among your team members and create a culture where it’s okay to admit to being wrong. By doing so, not only will you foster a more positive work environment, but you’ll also be able to make better decisions and achieve greater success as a team.

Read this intriguing article here

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

It’s common wisdom that if you want to motivate yourself to achieve a goal, you should share it with other people. However, it turns out that this ‘truth’ is actually a myth. It turns out that sharing your ‘goal intentions’ can backfire. This is a because sharing your goal makes you feel take on the ‘identity’ of someone who has already achieved your desired result. I recently read a fascinating study on this.

In the study, second-year law students were asked to write about their three most important intentions in becoming a lawyer. Some students made their intentions known to others, whilst others kept them private. The results were eye-opening. The students who shared their intentions reported they felt a strong sense of completeness in relation to their goals. Just by articulating their intentions to behave like a successful lawyer – for example, by reading law periodicals routinely – they felt more like an actual lawyer. This inflated sense of identity-completeness gave them a premature sense of satisfaction, reducing their drive to actually work towards their goals.

Wow. This study suggests sometimes it is best to keep your goals to yourself. So how can you avoid falling into this trap? One straightforward solution is to keep your intentions to yourself and focus on getting things done. This is the fastest way to move towards your goal. In other words, by quietly progressing towards your goals, you can prevent yourself becoming someone who is ‘all talk and no action’.

On the other hand, if you really do need to share your intentions, there’s another strategy to consider. Describe the inherent worth of your goal, rather than talking about how successful you will be when you achieve it. This prevents your mind from taking shortcuts and fooling you into feeling like you’ve already accomplished your goal. For example, instead of saying “I will be a successful lawyer”, try saying “My goal is to contribute to the justice system and make a positive impact in people’s lives”. By focusing on the intrinsic value of your goal, you can stay motivated without falling into the trap of premature satisfaction.

If you are a manager or leader, it’s also worth considering how you can support your team in achieving their goals. Encourage them to focus on the process and progress, rather than just the end result. This will help prevent a false sense of accomplishment setting in, thus keeping everyone motivated to continue working more steadily towards team goals. Also think about how goal-setting processes are implemented in your organisation. Are there opportunities for open and honest communication about goals, without creating a sense of identity-completeness? By promoting a healthy balance between sharing intentions and focusing on action, you can help your people achieve their goals effectively.

For a more in-depth exploration of this captivating subject, you’re encouraged to read the full article here. Remember, aim to be someone who not only talks the talk but can also walk the walk.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Feedback. It’s a wonderful gift when well-delivered. But when it’s not, it can do a lot of damage. Not just to the recipient, but to the person who delivers it. I recently read an interesting article about this. It turns out that a leader’s beliefs about feedback impact the way they provide it. For example, a leader who believes negative feedback has been helpful to them is more likely to give negative feedback to someone else. But that will have consequences for their leadership brand. Why? Because research shows that leaders who focus on giving negative feedback are seen as less effective than those who focus on fostering positive conversations.

Of course, positive leadership trainers have been saying this for years. There’s a strong body of research that shows when you focus on reinforcing strengths and providing constructive, you foster growth and success in your team. Positive feedback not only enhances job satisfaction but also improves productivity and overall performance.

Positive leaders understand that feedback is not a one-size-fits-all proposition. Some people prefer more direct, critical feedback. Others respond better to positive reinforcement and encouragement. As a manager, you need to understand what works best for each member of your team and adjust your approach accordingly.

To find out more about this interesting topic, read the original source article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

It you’ve ever worked in a toxic team or with a chronically challenging colleague, you already know the toll workplace conflict can take on you personally. It also has a huge cost to businesses, not only in terms of lost productivity, but also in potential legal fees or damage to the company’s reputation. Recently, I read an interesting article about the personal and organisational impact of workplace conflict which really resonated with me.

The article cites research by the University of Sheffield. This showed that 60% of workers involved in workplace conflict experience depression as a result. This really shows the profound effect that conflict can have your wellbeing. In 2018, almost 900,000 employees took time off work because of conflict, nearly half a million resigned and over 300,000 were dismissed. These eye-opening statistics really highlight the detrimental effect that conflict can have on individuals’ lives and careers.

As most experienced managers know, of course, the impact of workplace conflict isn’t just emotional. Apparently, conflict costs employers nearly £30 billion annually. That averages out to around £1,000 per employee. Can you believe that? Those costs are associated with three main areas:

• Resignations
• Disciplinary dismissals and the legal costs associated with them
• Sick leave caused by mental health issues

Obviously, all this creates a compelling business case for leaders to pay attention to both conflict prevention and resolution at an organisational level. Interventions to think about include training managers to recognise and respond to warning signs of conflict. It’s also useful to provide them with tools and processes to help them manage conflict and difficult situations assertively and professionally.

All of this adds up to one key message: workplace conflict is not just a personal or interpersonal issue. It’s also an organisational problem with bottom-line consequences. If you’re a supervisor, team leader or manager, read this article here.. Then pass it on to someone else who needs to hear about the importance of addressing workplace conflict.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

Executive presence is a quality that can determine your success in the business world. It goes way beyond being charismatic or wearing power suits. It is about projecting confidence, inspiring others and making a lasting impression. Research has shown that people with high levels of executive presence are better paid and are more likely to advance in their careers. And, it seems, it is surprisingly easy to develop.

Research by Gavin Dagley and Cadeyrn Gaskin has shown there are specific traits that heighten your presence. And you can acquire almost half of these traits instantly, without needing any special skills. An article about this research neatly summarised those traits. The ones you can rapidly acquire include personal grooming, integrity, projected confidence and values in action (or walking your talk).

The article also gave these tips for building your presence.

• Prepare for meetings. Take five minutes before each meeting to mentally and emotionally prepare yourself. Set a positive tone and tailor your presence to meet the audience’s expectations.
• Project positive emotions. The emotional tone you set at the beginning of a conversation can set the stage for the entire dialogue. Show enthusiasm, positivity and genuine interest to create a favourable impression.

• Step into a confident posture. Avoid nervous movements or distractions that can detract from your presence. Stay calm and collected.
• Speak with self-assurance. Your words matter, but so does your delivery. Pay attention to your tone of voice, clarity and emphasis. Speak with conviction and passion to captivate your listeners.
• Ask thoughtful questions. Great leaders know that questions are more powerful than statements. Ask insightful questions to engage others and demonstrate your interest in developing them.

Using these research-backed tips will help you stand out as leader with real presence. Remember, building your executive wow-factor is not about having a natural talent, for leadership. It’s about deliberately developing a confident and impactful brand. So start working on your presence today!

You can read more from the original article here.

This article summary was created by Eleanor Shakiba

Eleanor is a leadership trainer, success coach and people skills expert. She helps managers and business owners build thriving teams and organisations, using tools from Positive Psychology. She's trained more than 60,000 people during her career as a corporate trainer and professional development consultant. Her mission is inspiring talented people to become leaders who make a difference. 

No-one moves into management with the aim of becoming unheard and invisible. Yet, over half of new managers struggle to make a difference after being promoted. In my work as a leadership coach and trainer, I’ve noticed three key behaviours that distinguish struggling managers from high-impact leaders. These span the areas of communication, work paradigms and self-leadership. For example, in this week’s video I explain how a communication habit called ‘approval-seeking’ disadvantages female professionals.

There are three habits to watch out for if you want to have influence, impact and credibility in your management role. Let’s look at each of these now.

HABIT 1: approval-seeking

Now you might think that seeking approval before taking action is a positive trait, but it actually sabotages managerial success. After all, senior people are expected to be self-directed. A manager who asks for permission before making simple decisions is perceived to be struggling. A high-impact leader, on the other hand, takes initiative and acts confidently. This doesn’t mean being authoritarian or making reckless decisions, but it does mean taking action without constantly seeking validation from others.

HABIT 2: overworking

A second difference between struggling managers and high-impact leaders is their work paradigms. Struggling managers tend to focus on completing tasks, while high-impact leaders focus on achieving goals. This is why many new managers work excessive hours and still fail to meet their objectives. They are stuck in a mindset of ‘doing things’ rather than ‘delivering results’. Great leaders, in comparison, focus on the bigger picture and prioritise their time and energy accordingly. This allows them to achieve more success with much less stress.

HABIT 3: doubting yourself

Finally, self-doubt is a common trait among struggling managers. If you often question your own ability or second-guess your decisions, you may be falling into this trap. High-impact leaders, on the other hand, have deep confidence and genuinely believe in their own capabilities. They are willing to learn from mistakes rather than trying to be perfect at all times. Plus, they surround themselves with a supportive network of mentors and peers who can help them grow as leaders.

So, if you want to excel in your managerial role, focus on improving these three key behaviours – communication, work paradigms and self-leadership. A great place to start is with a 360-degree profile tool, like the Leadership Circle Profile. This will help you identify your strengths and development areas in each of these categories. Then, you can work with a coach or mentor to create an action plan for stepping into your zone of leadership excellence.

If you’d like more information about the Leadership Circle Profile, check out my coaching page. It’s a tool I use in my management coaching and executive coaching programs. Or you can organise a workshop for leadership team.

This article was created by Eleanor Shakiba

Eleanor is a leadership trainer and success coach. Her mission is inspiring talented people to become leaders who make a difference.  Since discovering her passion for training and development, Eleanor has trained more than 60,000 people. She delivers face-to-face workshops for corporates, online masterclasses for leaders and Positive Psychology retreats for trainers, HR practitioners and leaders. 

Are you feeling overloaded and overwhelmed by the demands of your management role? You’re not alone in that! Many managers find themselves in this position at some point. Often, it happens because you haven’t learned to separate your self-concept from your job. And it leads to problems like workaholism and toxic persistence.

Does this resonate with you? Well, fear not! I’m about to explain the difference between the two and give you some tips on how to avoid this trap. As a leader, it’s important to recognise that your job is not the same as your identity. Your job is what you do, while your identity is who you are. Separating the two allows for a healthier and more resilient leadership career. And it is easy to do once you stop making three rookie leadership mistakes.

Mistake 1: Failing to see leadership as new career

It’s easy to fall into the trap of treating leadership as just an extension of your old professional role. But this is huge mistake. It feeds overwork, perfectionism and control-freak tendencies. As a manager, you need to see that leadership is not just a role. It is a distinct profession. That’s why management and leadership courses exist! So don’t assume you already have what it takes. Drop your old ways of doing things and start mastering the art of leadership!

Mistake 2: seeking to please everyone

Woops! This is a biggie! New managers, in particular, often mistakenly think they need to keep everyone happy. But the truth is, you can’t! Nor should you. After all, leaders sometimes need to make tough decisions and handle difficult situations. Trying to please everyone will only create confusion, conflict and stress. Instead, focus on making the best decisions for your team and organisation. And don’t be afraid to communicate your decisions and reasoning clearly.

Mistake 3: confusing your job with who you are

Remember this. You are not your job. It’s important to have interests, hobbies and relationships outside of work. Plus, continuously striving to be the perfect manager will only lead to burnout and disappointment. Instead, focus on being real. Set boundaries, delegate and take care of your job is just one part of your life – don’t let it take over your entire identity.

So, are you ready to stop making these rookie leadership mistakes and start creating a healthier and more fulfilling career? Remember, your job is what you do, not who you are. So go forth and lead with clarity and confidence! By untangling your identity from your work role, you’ll bring authenticity, adaptability, and renewed energy to your leadership.

This article was created by Eleanor Shakiba

Eleanor is a leadership trainer and success coach. Her mission is inspiring talented people to become leaders who make a difference.  Since discovering her passion for training and development, Eleanor has trained more than 60,000 people. She delivers face-to-face workshops for corporates, online masterclasses for leaders and Positive Psychology retreats for trainers, HR practitioners and leaders.