Find invisible leaders and nurture them to be stars

10 macro ways to take the micro out of your manager | practice | Find invisible leaders and nurture them to be stars Created for {EMAIL} | [{NAME}]( at [{NAME}]( [For more relevant content - Update Your Profile]( | [Web Version]( July 18, 2023 CONNECT WITH SMARTBRIEF  [LinkedIn]( [Facebook]( [Twitter]( [SmartBrief on Leadership]( Innovative Ideas. Ahead of the Curve. [SIGN UP]( ⋅ [SHARE](  [] Leading the Way [] [10 macro ways to take the micro out of your manager]( [10 macro ways to take the micro out of your manager]( (erhui1979/Getty Images) Some leaders micromanage from a place of passion -- others as a form of control -- and understanding their motive is the first step in working well under them, writes Steve Keating, who offers nine other tips including seeking feedback, building trust and rapport, then asking for more autonomy. "By showing a willingness to learn and improve, you can demonstrate that you value their input and potentially lessen their inclination to micromanage," Keating writes. Full Story: [LeadToday]( (7/16) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: It's tempting to complain to others about your micromanaging boss, but [Keating advises against this](, writing that it's best to focus on your own growth "and engage in activities outside of work to reduce stress." [] SmartBrief on Leadership [] [Find invisible leaders and nurture them to be stars]( It's easy to bring up the leaders-to-be at work who are shining stars, but good leaders also work to nurture those who are just as talented but not as obvious, writes Joel Garfinkle, author of "The Invisible Leaders: How to Find Them and Let Them Shine." These individuals tend to be strong workers who hesitate to disagree, shy away from speaking up and clearly aren't comfortable among boisterous colleagues, Garfinkle says. Full Story: [SmartBrief/Leadership]( (7/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: When soliciting ideas, let everyone know they must speak up. Also, ask for devil's advocate views so the ones who disagree will chime in and help with a more well-rounded view, [Garfinkle recommends](. [] [Read more]( from Joel Garfinkle on SmartBrief on Leadership [] Smarter Communication [] [Create a culture conducive to mental well-being, repair]( A variety of factors may make employees hesitant to speak up about mental health issues, but a wise leader will create an atmosphere that makes conversations easier, writes Alana Warburton-Whitehead, the well-being lead at Lanes Group. Build an empathetic management culture, offer easy-to-access resources and remind employees frequently that their well-being is important. Full Story: [The HR Director (UK)]( (7/17) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Put it into practice: Managers should learn about the person behind the job title so both parties are more comfortable addressing such issues. Train a handful of workers to be mental health first responders that colleagues can turn to as a first step, [Warburton-Whitehead writes](. Free eBooks and Resources Free eBooks and resources brought to you by our sponsors - [Nonverbal Communications Skills -- The 10 Skills You Need to Learn]( - [70+ Excel Keyboard Shortcuts for Windows (Free Cheat Sheet)]( - [Best Practices for Email Etiquette]( - [11 Habits That Will Give You A Complete And Successful Life]( - [Creating Positive Habits - The Ultimate Guide]( [] Smarter Strategy [] - [Don't ditch job titles if you adopt a teal paradigm]( People Development Network (7/16) [] - [Use this framework to navigate changes in your business]( NOBL Academy (7/16) [] - [Consider these risks -- and opportunities -- of climate change]( Chief Executive (7/14) [] SmartPulse [] Which do you find more challenging: Speaking in front of a large group 40.00% Having a difficult one-on-one conversation 60.00% [] Having uncomfortable conversations. A significant percentage of you report that the challenging one-on-one conversation is more difficult than speaking in front of a large group. This is most likely because there's less of an emotional connection with the large group and in the one-on-one discussion, it may feel like you're hurting someone you care about. To make those one-on-one conversations easier, focus on the facts. Make it about the behaviors, not about the person. Be clear on observable behaviors that are undesirable. Imagine you had a recording of the behavior and you were explaining the video recap of it. Once you've established those facts, offer your suggestions on how you want the behavior to change. Emphasize that this isn't about them as a person. Instead it's about changing actions to get a better result. Hopefully that approach will make those challenging conversations easier to have. -- Mike Figliuolo is managing director of [thoughtLEADERS](, which includes TITAN -- the firm's e-learning platform. Previously, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a West Point graduate and author of three leadership books: ["One Piece of Paper,"]( ["Lead Inside the Box"]( and ["The Elegant Pitch."]( [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] How effectively does your leadership team function? [Vote]( [Extremely -- they are a high-performing team]( [Vote]( [Very -- they generally work well together]( [Vote]( [Somewhat -- they function but have their issues]( [Vote]( [Not very -- they struggle to work well together]( [Vote]( [Not at all -- they're a dysfunctional team]( [] In Their Own Words [] [You could be a great leader ... and a terrible manager]( Being a good leader and a good manager take different skills, says Claire Hughes Johnson, corporate officer and adviser at Stripe, with leaders setting a compelling vision and managers organizing teams to achieve clear goals. "If you think about management into leadership, management is more comfortable. Leadership is a little less comfortable. That's a way to start bridging the two," Hughes Johnson says. Full Story: [McKinsey]( (7/14) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] Daily Diversion [] [Flying dogs and standing cats compete for photo award]( Photos of dogs in midair, a cat standing on its hind legs, another about to pounce from behind on an unsuspecting feline companion and an owner and pooch who could be twins will compete for the winning slot in the 2023 Comedy Pet Photography awards. The annual contest was created by two photographers who say they want to celebrate the companionship of animals, and promote their welfare. Full Story: [The Guardian (London)]( (7/14) [LinkedIn]( [Twitter]( [Facebook]( [Email]( [] SmartBreak: Question of the Day [] At the 1976 Olympic Games in Montreal, gymnast Nadia Comaneci scored the first perfect 10 in gymnastics. So who wrote "Nadia's Theme"? Check your answer [here](. [Vote]( [Burt Bacharach and Hal David]( [Vote]( [Perry Botkin Jr. and Barry De Vorzon]( [Vote]( [Percy Faith]( [Vote]( [Henry Mancini]( [] About The Editor [] Candace Chellew Candace Chellew Chellew I've had a couple of micromanagers in my past -- and really, who hasn't? One was what my colleagues and I called "the seat checker." She would appear to casually drift by your office at the start of the day to see if you were at your desk and working. If you weren't (say you took a bathroom break right at that time), you heard about it. It got so bad, we'd alert each other whenever one of us noticed she was heading our way. Another manager was so controlling that he literally came to blows with one of my co-workers, who, as you can imagine, quickly found another job. (I wasn't far behind him in heading for the exit.) These are examples of two managers with control issues, and honestly, there was little room to negotiate with them in any of the ways [Steve Keating suggests](. However, those who micromanage from a place of passion are often more open to communication and with a bit of trust building will soon see that those they hired work best when allowed to do their job. Have you worked under a micromanager? Are you a passion-based micromanager? How have you handled being micromanaged and/or being a micromanager? [Tell me](mailto:candace.chellew@futurenet.com)! If this newsletter helps you, please tell your colleagues, friends or anyone who can benefit. Forward them this email, or [send this link](. What topics do you see in your daily work that I should know about? Do you have praise? Criticism? [Drop me a note](mailto:candace.chellew@futurenet.com). And don't forget to send me photos of your pets, your office and where you spend your time off. [LinkedIn]( [Twitter]( [Facebook]( [Email]( Sharing SmartBrief on Leadership with your network keeps the quality of content high and these newsletters free. 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