In my last post, I focused on the concept of how you should prioritise empowering the people you lead, rather than ‘managing’ them. In this article, I want to say something about ‘difficult’ people. It is fair to say that the process of empowering isn’t always met with open arms!
It might seem cheesy, or obvious to say that being a leader means caring about your people. However, based on the professional conversations I am having, I might suggest that a lot of leaders are not getting it right! The price of this failure is that people simply leave in the hope that it will be better elsewhere. You might even recognise that in your own career experiences.
You’ve recently graduated. You’ve landed a job at a major law firm. You’re quite vague about what you expect in terms of career development, right? Actually, wrong.
The Careers Group, University of London surveyed over 200 lawyers in the early years of their career to explore their expectations regarding their career development. We were keen to find out what had driven their employment choices and intentions, what career management activities they expected to do themselves and what support solicitors and barristers expected from their employers. What we discovered has implications for recruiters, graduates and university career services alike.
Here are 4 ways you can retain the best in new legal talent taken from our top rated report.
What do you expect from your own boss? To let you know how you’re getting on in your job? To answer any questions you have about your work load? How about to develop your long term career beyond your current managerial role?
What do you expect from your boss? To let you know how you’re getting on in your job? To answer any questions you have about your work load? How about to develop your long term career and give you career advice?
So you have your eye on that managerial role. But is it actually the best option for you? And if it is, how do you get it?
In the sixth part of this series looking at the importance for leaders of working effectively with your emotions we will examine LONELINESS.
- Who can I talk to about this?
- Am I the only one seeing this?
- Nobody understands me.
In the fifth part of this series looking at the importance for leaders of working effectively with your emotions we will examine DISILLUSIONMENT. How does the emotion that prompts us to let go of inaccurate expectations help us to become better leaders?
- How could I have thought that?!
- I thought I was better than this!
- This is not how it should be!
In the fourth part of this series looking at the importance for leaders of working effectively with your emotions we will examine DISGUST. Is your willingness to engage with activities that you don't like the sign of a potential leader? How often do you use your leadership position to offload the jobs you hate? How much does corruption or incompetence offend you?
- Do I really have to do this?!
- How could they produce such shoddy work?
- This behaviour is unacceptable!
- I don't want to be associated with these practices!
In the third part of this series looking at the importance for leaders of working effectively with your emotions we will examine ANGER. Is displaying anger as a leader always counter productive? Will it help or harm your leadership development?
- How could they do that to one of my team?!
- Don't they see how important this is?!
- I'm not giving up that easily!