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The habits of leaders who know how to delegate
Fast Company
Many leaders would say they already delegate a lot, yet plenty of employees would say their bosses are micromanagers who don't delegate enough. Disagreement about what delegation actually means is one major reason for that gap. Managers tend to see delegating as binary choice — either hold on or let go. Framed in those stark terms, the notion of letting things go can strike fear into managers' hearts.
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Maintaining a great public impression
By Frank R. Myers
Fire departments — and the firefighters that operate them — are pillars of the community. People come by the station to vote, install child safety seats, have their blood pressure taken, check out all the cool equipment and a whole host of other things. We are public servants who have the duty and honor of leaving a positive impression on the communities we serve.
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How great leaders build loyalty
Inc.
Aj Agrawal writes: Being a first-time entrepreneur and a recent college graduate, I asked my grandpa how to lead my team. His response? Try and make everyone in your company smarter than you, and they'll stay with you through the worst of times. This advice has stayed with me ever since, and has been a big reason why our early team has stayed together through hard times.
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Here's how to give feedback people actually respond to
Fast Company
Feedback is about more than just tracking progress and prodding everyone forward. Some of the savviest managers think they can keep their teams on track just by redirecting focus on the business objectives. But when things fall through, no amount of logic can solve the underlying behavioral issues that go hand-in-hand with strategy. Giving constructive feedback can be a delicate affair.
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You can't lead if you're in the weeds
Leadership Now
Leaders work on a spectrum of effectiveness and the continuum varies with the ups and downs of your work's natural rhythms. When you are in a good place, with available margin to deal with your load, you take a balanced approach to meeting your demands, use your strengths wisely and sustain the capacity to manage well against the challenges of the day.
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How successful people manage worry
The Recovering Leader
Worry is a killer. Over time it harms our health and emotional well-being. It doesn't solve problems, nor does it make us better, faster or more effective at anything. Yet studies have shown our capacity to worry evolved in tandem with our intelligence. That means we're going to worry. So what do successful people do to manage their worry?
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You're more persuasive than you think
Harvard Business Review
It's amazing the opportunities we miss because we doubt our own powers of persuasion. We have an idea that would require a group effort, but we don't try to sell our peers on it, figuring it would be too much of an uphill battle. Yet our bosses and peers would be more receptive to our comments and requests than most of us realize.
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9 meeting facilitation skills for leaders
About.com
Many leaders think they know how to run a meeting. They set the agenda, do all of the talking and make all of the decisions. While this may feel easy and efficient for managers, it's often a waste of people's time and does not tap into the creative potential of the team.
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TRENDING ARTICLES
Missed last week's issue? See which articles your colleagues read most.

    10 secrets to sounding confident (Fast Company)
6 things great leadership teams do (Great Leadership by Dan)
Make your team less hierarchical (Harvard Business Review)
How to prevent firefighters from making negative headlines (Fire Chief)

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