And back it up with action. Be aggressive. Move forward. Don't get caught up in bureaucratic trivia. But at the same time, there are rules of society we all have to follow. By the leader by your example. Anything worth doing involves a series of smaller milestones. When you hit them, your team wants you to acknowledge them. Even if they sometimes suggest humbly that they don't think it's a big deal that they hit Milestone 4 out of -- do it. They appreciate it, even if they don't feel like they can show it.
Truly, you're the only person in a position to do this; everyone else should be focused largely on his or her individual role. So do it, and do it well. Having an eager and motivated team is great. But in the long run, the degree to which your team incorporates the lessons you teach them, and takes over leadership positions of their own, is a huge part of your legacy as a leader.
Top Stories. Top Videos. Getty Images. They want you to articulate worthwhile goals. They want you to know what the heck you're talking about. They want you to say please and thank you. They want you to have a sense of humor and proportion. This harkens back to Rule No. Once you do, you can build a targeted plan for how to make things better.
Slightly subtler signs of flagging confidence are being managed more closely than everyone else or constantly being paired with a trusted colleague on important projects. A mistrusting manager might also be stingy with credit and — even worse — with opportunities for growth or promotion. First, start by clarifying their expectations. To address the competence side, engage with your manager about what knowledge, skills, or experience will be required to succeed.
Pair a strength with a weakness. Who could I speak with that could get me up to speed on this customer account? To address the reliability side, have frequent, casual check-ins. Instead, do be transparent and forthcoming when you are struggling. First, watch for eye contact, which is one of the most obvious indicators of how comfortable people are with each other.
Communication expert Nick Morgan argues that your subconscious is very good at picking up cues from eye contact and other body language. Another measure of your connection is whether your boss seems to avoid spending time interacting with you — if they walk out of the coffee room when you walk in or stop talking on the video call when you sign on. This is especially common if you have a gap in age, gender, culture, or style.
There are some socially awkward bosses where these signs reflect their generalized discomfort rather than a specific concern about your relationship. If you want to strengthen your connection with your boss, start by engaging in conversations about work issues. The employee must treat customers, clients and co-workers with courtesy. She should also take pride in her work and ensure it is done well and thoroughly.
Adaptability is important if an employee must deal with changing assignments, new colleagues or other workplace changes. Bosses want employees to be flexible and willing to adapt to changes in routine. The employee must also be accountable. This means she should be willing to accept responsibility for any tasks assigned to her, and accept responsibility for any errors she has made.
Bosses want their employees to be good team players who can cooperate with their colleagues on projects, says Connecteam. Ego problems that interfere with team functions disrupt productivity in the workplace. On the other hand, employees should also be resourceful and self-directed and be able to work independently to solve problems creatively and quickly. The boss should be able to count on an employee to make decisions on her own and handle projects alone without assistance.
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