One of the skills conscious leaders develop is the awareness of when they are operating on automatic and when those automatic patterns are no longer serving them. Without this discernment, you tend to think you are playing to your strengths and that other people are the problem.

Most people wing it when they first start managing a team. Some things come intuitively, but when things get hard you can tend to be a bit harsh with people as you push them to better results. Sometimes you even lose your cool and say something you regret.

When I work with new managers, it is very common that they are micromanaging at least one member of their team. Hardly anyone wants to admit that they are doing this, and it can be hard to see at first. This video explores why we tend to fall into a habit of micromanaging and what you can do about it.

Some managers, rather than let a team drop the ball or experience a failure, will take on the work themselves and put in extra hours to make things happen.

I created a free resource that explains the most common mistakes managers make and what you can do to avoid them.

Challenging your leadership paradigm may be the key to becoming a good leader

The thing about our strengths is that too much of a good thing can become a problem. When I’m teaching about the Enneagram types, I like to talk about the superpowers of each type. We are all naturally good at certain things because of the way we see the world and what we value the most. And that same superpower can become an Achilles heel if we aren’t paying attention. Let’s explore how this looks a little different for each of the types…