Pressure, or the influence leaders have on employees, is necessary, when applied appropriately and purposely. As a leader, you need to be aware of what kind of pressure you are putting on employees, and when to release that pressure.
When organizations choose individuals to be CEOs, they tend to choose individuals who are more confident, fearless, competitive, and high-achieving than the average person. Those characteristics, absent emotional intelligence, may seem leader-like, but produce leaders who might actually be unlikable.
When hiring, the key to success is finding the place where the individual’s talents, experiences, and aspirations intersect with the organization’s needs. When the overlap of these criteria is good, candidates are more likely to become team members who want to stay, learn, and grow.
The brain treats many social threats and rewards with the same intensity as physical threats and rewards. By understanding the science behind our reactions, today’s leaders can better navigate their social experiences in the workplace.
The best leadership isn’t in proving you’re the smartest one in the room. Instead, be curious, name the real issues, and guide others to identify the common problems. Then commit to solving them together.