There are many challenges you are facing right now and a lot of speculation about what the next couple years may hold. Those are important realities to address and questions to ask.
However, a mistake leaders can make right now is being too anchored on the particular details at the expense of the people you're leading. Yes, you are responsible for the details but the harder task may be leading people through the challenges they will face.
In our last newsletter, I showed you three things that motivate people. What about the other side of that coin?
These reminders come courtesy of John Maxwell.
1. Criticism
Public criticism is toxic to any relational environment. Publicly criticizing or speaking negatively about current or former team members creates a culture of disrespect, fear, and suspicion -- not a recipe for motivation! Instead, if you need to be critical, it is best to do it one-on-one, face to face with the person and to lead with questions rather than assumptions. I'm process-minded so to help myself do this well, I built sections for direct praise and direct feedback in both my 1:1 and team meeting templates.
2. Manipulation
People like good leaders, they don't politicians. Selfish ambition, one-ups-manship, half-truths, and other tactics to get people to do what you want in a way that isn't in their best interest, again, erodes trust and destroys motivation in individuals and teams. Honesty, transparency, and integrity win in the long run.
3. Insensitivity
This isn't about being touchy-feely, it's about treating people with respect as humans. Insensitivity can look like careless comments, a lack of leveling assumptions at them and not being curious, or not being fully present when they are asking for help. There have been instances when I've been so engrossed in my work and have not stopped to make eye contact and really hear a team member. That kind of behavior communicates that the person is a chore or is beneath your attention. Make your people your priority during interactions, especially in those when they're asking for help.
4. (Bonus) Discouraging personal growth. Sometimes leaders can intentionally thwart the growth of team members because they are intimidated by them or don't want to lose them. Many times, it is the passive neglect of leaders to demand results and performance without taking the time and intentionality to support and develop the team. I imagine the same is true for you but my best coaches and bosses were those that sent me out a better version of myself than when I started with them. Be that kind of leader-coach.
Are you doing any of the four above? How can you get help correcting the behavior?