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Leadership Today - Practical Tips For Leaders: Daily Summaries Delivered
by Andrew Beveridge
Practical tips for leaders. Hosted by psychologist and founder of Leadership Today - Andrew Beveridge.
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- 5 days ago4 min
Episode 233 - Bored, Busy and Burned Out
Summary Being busy does not protect people from boredom, and boredom does not mean someone has spare capacity. New research shows employees can be bored and burned out at the same time. This episode explores how role conflict, limited autonomy and poorly designed work create this combination, and what leaders can do about it. Transcript Hello and welcome to the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore whether it's possible to be both bored and burned out, and what that means for us at work. We often think of boredom and burnout as opposites. A bored employee does not have enough to do, while a burned-out employee has far too much. One needs more work and the other needs less. But new research suggests that this neat distinction does not reflect how people actually experience work. Research shows it is possible to be extremely busy and still be bored. It is also possible to be both bored and burned out at the same time. A recent longitudinal study examined different profiles of boredom, burnout and work engagement. Rather than assuming every employee fell somewhere on a simple line from disengaged to engaged, the researchers found several distinct combinations. Some people experienced the familiar pattern of high burnout and low engagement. Others experienced boredom and burnout together. At first, that may sound contradictory. But think about a person whose day is packed with repetitive tasks, constant interruptions, unclear priorities and unnecessary administration. They may be exhausted by the volume and fragmentation of the work while also feeling under-stimulated by its content. They have too much to do, but it still doesn't feel challenging, meaningful or worthwhile. That is one reason simply reducing workload may not solve every wellbeing problem. Managing workload matters enormously, but the design and quality of the work matter too. The research found that role conflict predicted less favourable wellbeing profiles. When people face incompatible expectations or competing priorities, they expend significant energy without necessarily experiencing progress or purpose. By contrast, autonomy, learning opportunities and cognitive demands were associated with healthier wellbeing patterns. Cognitive demands do not mean overwhelming people with complexity. They involve providing enough challenge to keep work interesting and engaging. There are three practical implications for leaders from this research: First, don't just look at workload alone. Someone can have a full calendar and an overflowing task list while still feeling deeply under-challenged. Ask not only, "How much work do you have?" but also, "Which parts of your work are energising or stretching you?" Second, reduce role conflict. Clarify priorities when expectations compete. If everything is urgent, people can spend enormous amounts of energy shifting between demands without feeling they have accomplished anything meaningful. Leaders add value by deciding what matters most. Third, increase healthy challenge and autonomy. Look for opportunities to give people ownership, involve them in problem-solving, rotate responsibilities or build new skills. The goal is not to add more tasks - it is to create better work. It is also worth paying attention to mixed signals. A person who appears disengaged may not lack motivation. They may be depleted by the wrong kind of demands. Someone who asks for more challenging work may not have spare capacity. They may be looking for work that feels more worthwhile than the tasks currently exhausting them. The takeaway is that wellbeing is not simply about how hard people work. It is also about what they are working on, how much control they have and whether the work provides clarity, learning and meaning. Great leaders do not just manage the quantity of work. They improve its quality. As always the reference used in this podcast is in the show notes. Have a great week. Reference <p class="p3" d
- 1 weeks ago4 min
Episode 232 - How To Lead With Humility
Summary Humility is often overlooked as a leadership strength, yet research links it to higher trust, engagement, creativity, and performance. Learn why humility is far more than being nice and discover practical ways to demonstrate confidence, openness, and a willingness to learn. Transcript Hello and welcome to episode 232 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. When we think about great leadership, humility isn't always the first quality that comes to mind. We often focus on confidence, vision, decisiveness, or influence. Yet some of the most effective leaders demonstrate humility. They don't pretend to have all the answers, they're quick to recognise the contributions of others, and they're always learning. It turns out that humility isn't just a nice leadership quality, it has a measurable impact on how people experience their leader. Two recent research reviews back this up. The larger paper brought together 212 separate studies on leader humility and found that, above everything else, humble leadership predicts how satisfied people are with their leader and how much leaders involve others in decisions. It also improves how well teams and individual followers perform. A second review, of 53 studies covering more than 16,000 people found humble leadership is linked to stronger trust, deeper engagement, greater job satisfaction, more creativity, and better performance at the individual level. The second review also answered a question that's followed humility research for a while: is this just transformational leadership, servant leadership, or ethical leadership wearing a different name? The answer, in large part, was no. Humility contributed something beyond those other styles when predicting how people think and feel about their work. It has its own distinct influence. So what does humility look like in practice? Across this research, humble leaders share three things in common: They have an accurate understanding of their own strengths and limitations They genuinely appreciate the strengths and contributions of others, and They're open to feedback, learning, and changing their views when presented with new information. In other words, humility isn't thinking less of yourself, it's having an accurate view of yourself while recognising that others have valuable perspectives and capabilities too. So what can leaders do to develop greater humility? First, become comfortable saying "I don't know" or "I was wrong". Many leaders worry that admitting uncertainty will undermine their credibility. In reality, people often trust leaders more when they're honest about what they know and what they don't know. It also creates an environment where others feel safe to admit mistakes, ask questions, and learn. Second, give credit generously. When someone on your team contributes an idea, solves a problem, or helps achieve a result, make sure people know where the contribution came from. It's a simple habit, but it sends a powerful message that leadership isn't about personal recognition, it's about helping others succeed. And when people feel their contributions are noticed and valued, they're more likely to continue contributing. Third, regularly seek feedback from the people around you. One simple question is, "What's something I do that gets in the way of you doing your best work?" The key is not just asking the question, but listening carefully to the answer. Resist the urge to explain or defend. Instead, thank the person for their feedback, reflect on what you've heard, and look for opportunities to improve. The key point is that humility isn't weakness. it's not a lack of confidence, and it's certainly not about downplaying your strengths. Humility is having the confidence to recognise that you don't have all the answers and that other people have valuable insights to contribute. People are more willing to trust, engage with, and follow leaders who are continuing to learn and grow. Have a great week. Research references Chandler, J. A., Johnson, N. E., Jordan, S. L., Brian, D. K., & Short, J. C. (2023). A meta-analysis of humble leadership: Reviewing individual, team, and organizational outcomes of leader humility. The Leadership Quarterly, 34(1), 101660. https://www.sciencedirect.com/science/article/abs/pii/S1048984322000637 Luo Y, Zhang Z, Chen Q, Zhang K, Wang Y, Peng J. (2022) Humble leadership and its outcomes: A meta-an
- 2 weeks ago8 min
Episode 231 - Preparing for an Underperformance Conversation: The CLEAR Framework
Summary Underperformance conversations often go wrong before they even begin. In this episode, we explore the CLEAR framework to help leaders prepare with greater clarity, curiosity and confidence. You'll learn how to clarify the purpose, listen well, explore causes, agree on next steps and reinforce progress after the conversation. Transcript Hello and welcome to episode 231 of the Leadership Today podcast where each week we share practical tips to improve your leadership. This week we look at how to prepare for an underperformance conversation. Most leaders think the hardest part of a performance conversation is the conversation itself. In my experience the hardest part is often the period beforehand. It's the days or weeks spent thinking about the conversation, worrying about how the other person might react and wondering whether you're approaching the situation in the right way. I've noticed that when leaders describe a performance conversation that went badly, the problem rarely started in the conversation itself. More often, the leader entered the discussion without enough clarity. They hadn't fully thought through what they wanted to achieve. They weren't clear on the evidence they wanted to discuss. They hadn't considered the other person's perspective. And because they weren't prepared, they became reactive when the conversation didn't unfold exactly as expected. What's interesting is that the conversations we avoid are often the conversations that would help the most. A performance issue continues. Team members become frustrated. Standards start slipping. The leader becomes increasingly concerned. Yet the conversation keeps getting postponed because it feels uncomfortable. Unfortunately, avoidance doesn't make the issue smaller. It usually makes it larger. By the time the conversation finally happens, something else has often occurred as well. The leader has spent weeks carrying the emotional weight of the issue. They've replayed examples in their mind. They've built up frustration. They've developed assumptions about why the problem exists. In some cases, they've already decided what the other person thinks before they've even had the discussion. That's why preparation matters so much. Douglas Stone in his work on difficult conversations, suggests that these conversations become challenging when the stakes matter, views differ and emotions are involved. That combination exists in almost every performance discussion. The goal of preparation isn't to eliminate those factors. The goal is to help us navigate them more effectively. One framework that is particularly useful is CLEAR. The framework provides a simple structure for thinking about a conversation before it happens. It doesn't give you a script to follow. Instead, it helps you clarify your thinking so you can enter the conversation with confidence, curiosity and purpose. The first step is Context. Before you think about what you want to say, it's worth asking yourself why you're having the conversation in the first place. What is the purpose? What outcome are you hoping to achieve? What would success look like? Many leaders focus immediately on the problem. They begin preparing examples, evidence and arguments. While those things matter, starting with the problem can create a mindset where the goal becomes proving a point. A more useful approach is to start with the outcome. If the conversation goes well, what will be different afterwards? For example, perhaps you want someone to understand the impact of their behaviour on others. Perhaps you want them to improve a particular aspect of performance. Perhaps you want to understand what obstacles are getting in the way of success. Clarifying the purpose helps shape everything that follows. The second step is Listen. This is where many leaders struggle because we've often spent so much time thinking about our perspective that we forget to explore theirs. When leaders describe performance conversations that went unexpectedly well, one of the most common reasons is that they learned something they didn't know beforehand. The person revealed challenges, concerns or circumstances that completely changed how the leader understood the situation. Listening doesn't mean agreeing. It doesn't mean lowering expectations. It simply means recognising that there may be information you don't yet have. Questions such as, "How do you think things have been going?", "What's been most challenging recently?" or "How do you see the situation?" create opportunities for insight. Sometimes the other person is already aware of the issue and has been struggling with it for some time. Sometimes they have a completely different interpretation of events. Either way, listening helps ensure the con
- 3 weeks ago8 min
Episode 230 - Diagnosing Underperformance: Why Good People Underperform
Summary Underperformance is often treated as a motivation problem when the real issue may be a lack of clarity, capability or confidence. Effective leaders resist the temptation to jump to conclusions and instead focus on understanding what's driving performance. By diagnosing before prescribing, asking better questions and creating clear expectations, leaders can prevent many performance issues before they occur. Transcript Hello and welcome to episode 230 of the Leadership Today Podcast, where each week we share practical tips to improve your leadership. This week we explore four areas that will help you to diagnose likely performance issues before they become a problem. When someone in our team starts underperforming, it's remarkable how quickly we jump to conclusions. We see missed deadlines, lower quality work, reduced initiative or declining engagement and often assume we already know what's going on. They must have lost motivation. They've become complacent. They don't care as much as they used to. Before long, we've developed a story about the cause of the problem, often with very little evidence. One of the biggest mistakes leaders make when managing performance is assuming they know why someone is underperforming. We observe behaviour and immediately start interpreting it. The challenge is that while behaviour is visible, the causes behind that behaviour are often hidden. Two people can display exactly the same performance issue for completely different reasons. I was recently facilitating a workshop on managing underperformance and asked participants to think about someone in their team whose performance wasn't where they wanted it to be. The leaders could easily describe what they were seeing. They talked about missed deadlines, lower quality work, avoidance of difficult tasks, reduced initiative and a general drop in engagement. What was much harder was identifying why those behaviours were occurring. As the discussion unfolded, it became clear that most leaders were highly confident about the symptoms but far less certain about the causes. A useful way to think about performance is through four questions. Does the person know what good performance looks like? Can they do it? Do they believe they can do it? And do they want to do it? These questions point us towards four common drivers of performance: clarity, capability, confidence and motivation. Understanding which of these is getting in the way is often the difference between solving a problem and making it worse. For example, someone may avoid a task because they weren't aware it was important. Another might avoid it because they genuinely don't have the skills or experience to complete it effectively. Another person may avoid exactly the same task because they're worried they'll fail or look incompetent. Another person may avoid it because they simply don't see personal value in the task and have disengaged from the outcome. From the outside, all three situations can look identical. We see avoidance, hesitation or procrastination. What we don't immediately see is the reason behind it. This is why curiosity is such an important leadership skill. Rather than asking, "What's wrong with this person?", effective leaders ask, "What's getting in the way of this person's success?" That subtle shift moves us away from judgement and towards understanding. It encourages us to gather information before reaching conclusions and significantly improves our chances of providing the support people actually need. Research provides some useful insights here. Self-Determination Theory, developed by Edward Deci and Richard Ryan, suggests that people are more likely to be motivated when three psychological needs are met: competence, autonomy and relatedness. Competence is the feeling that we can do something well. Autonomy is having some choice and control over our work. Relatedness is feeling connected to others and to a broader purpose. What's particularly interesting is that competence sits at the foundation. When people don't feel capable, motivation often suffers as a result. Think about a time when you were asked to do something that felt completely outside your comfort zone. Perhaps you were asked to present to a large audience, lead a major project or take responsibility for something you'd never done before. Chances are you didn't immediately feel highly motivated. You may have procrastinated, delayed getting started or looked for reasons to avoid the task. Someone observing your behaviour might have concluded that you lacked motivation. In reality, the issue may have been capability, confidence or both. The same thing happens in our teams. Leaders often assume a motivation problem when the real issue is c
- Jun 26, 20263 min
Episode 229 - How To Re-engage A 'Quiet Quitter'
Summary Quiet quitting isn't usually about laziness or a lack of motivation. Research suggests it's often a sign that the relationship between an employee and their organisation has become unbalanced. Discover how leaders can spot the warning signs early and rebuild engagement through better conversations and clearer expectations. Transcript Hello and welcome to episode 229 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we explore how to re-engage a "quiet quitter". Over the past few years, you've probably heard the term "quiet quitting" - the idea that some people are stepping back from their roles to just do the bare minimum. It's one of those phrases that quickly gained popularity and sparked plenty of debate. Some people viewed it as a sign that employees had become less committed. Others saw it as a healthy rejection of unrealistic work expectations. But the important question is what causes someone who was once engaged, enthusiastic, and willing to go the extra mile to start doing only the minimum required in the first place? Recent research suggests the answer has less to do with motivation and more to do with relationships and fairness. Researchers studying quiet quitting have found that one of the strongest predictors is employees' perceptions of the exchange relationship they have with their organisation. In simple terms, people compare what they're contributing with what they're receiving in return. When they feel the relationship has become unbalanced and they don't see a way to improve it, they often respond by reducing their discretionary effort. Importantly, this doesn't necessarily mean they're planning to leave. Instead, they adjust their level of investment. They continue to do their job, but they stop contributing the extra effort that often drives innovation, collaboration, and performance. The research also points to an important leadership influence. Teams whose leaders maintain regular conversations about both work and wellbeing appear less likely to experience quiet quitting. In other words, leaders who stay connected with their people are often better able to identify and address issues before disengagement takes hold. So what can you do to reduce the risk of quiet quitting? First, have open conversations about expectations. Work relationships involve an ongoing exchange. What is the employee contributing? What are they receiving in return? Have either of those things changed recently? These discussions can sometimes uncover relatively small issues that, if left unaddressed, gradually erode engagement. Second, make sure your one-on-one meetings cover more than just tasks and deadlines. It's important to understand how people are feeling about their role, what's energising them, and what's becoming frustrating or difficult. These conversations often provide early warning signs that someone may be disengaging. Third, if you notice a drop in effort or enthusiasm, get curious rather than critical. It's tempting to focus on the behaviour itself. However, quiet quitting is often a symptom rather than the problem. Understanding what has changed is usually more productive than immediately trying to correct the behaviour. The key point is that quiet quitting is rarely about laziness. More often, it's a signal that something in the relationship between the employee and the organisation has shifted. As leaders, we may not be able to solve every issue, but we can create the conversations that help us understand what's really going on. And often, that's the first step towards rebuilding engagement. Have a great week. Research references: Galanis, P., et al. (2023). The quiet quitting scale: Development and initial validation. AIMS Public Health, 10(4), 828 to 848. https://pmc.ncbi.nlm.nih.gov/articles/PMC10764970/ Dilchert, S., et al. (2026). Expanding Our Understanding of Quiet Quitting: Antecedents, Correlates, and Consequences. Human Resource Management. https://onlinelibrary.wiley.com/doi/10.1002/hrm.70038 Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription.</
- Jun 19, 20264 min
Episode 228 - How To Get The Best From AI Without Falling Off The Edge
Episode 228 - How To Get The Best From AI Without Falling Off The Edge Summary AI can be incredibly helpful, but it's not always right. Learn about the "jagged frontier" of AI capability and why the most effective leaders know when to rely on AI and when human judgement remains essential. Discover practical ways to get the benefits of AI without falling into its traps. Transcript Hello and welcome to episode 228 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. In this episode we explore the so-called "jagged frontier" of Artificial Intelligence - where we fail to apply human judgement and pay the price. If you've been using AI for a while, you've probably had two very different experiences. Sometimes it feels almost magical. It helps you generate ideas, summarise information, improve your writing, and solve problems faster than you thought possible. Then there are those other moments. The answer sounds convincing, looks professional, and is completely wrong. Understanding why that happens is becoming one of the most important leadership skills of our time. A study involving more than 750 consultants at Boston Consulting Group explored the impact of using GPT-4 on a range of consulting tasks. The results were impressive. People completed more work, worked faster, and generally produced higher-quality outputs when using AI. But the researchers uncovered something equally important. When participants used AI on tasks that were beyond the technology's capabilities, their performance actually became worse. The AI didn't simply fail to help. It often led people towards the wrong answer. The researchers described this as the "jagged frontier" of AI. Some tasks sit comfortably within AI's capabilities and the benefits can be substantial. Other tasks sit just beyond that frontier. The challenge is that AI often sounds equally confident in both situations. That's why the biggest risk with AI isn't that it makes mistakes. Humans make mistakes too. The risk is that we stop applying our own judgement because the answer looks so polished and convincing. So what can leaders do? First, identify where AI genuinely adds value in your work. Think about the tasks where it consistently helps you save time, generate ideas, improve communication, or increase quality. Just as importantly, identify the situations where you've seen it get things wrong. Understanding both sides of the equation helps you use AI more effectively. Second, keep your judgement in the process. For important decisions, strategic thinking, or complex problem-solving, consider forming your own view before turning to AI. Even a few notes or bullet points can help you avoid being overly influenced by the first answer AI provides. Third, have open conversations with your team about how they are using AI. Some tasks may be suitable for handing over largely to the technology. Others require people to stay actively involved, challenging assumptions and validating outputs along the way. The more explicit you are about these differences, the better the outcomes are likely to be. The key point is that AI is neither a miracle solution nor something to be feared. It's a powerful tool with strengths and limitations. The leaders who get the greatest benefit won't be those who use it for everything - they'll be the ones who learn where it performs best and where human judgement remains essential. Have a great week. Research reference: Dell'Acqua, F., et al. (2023). Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality. Harvard Business School Working Paper 24-013. https://papers.ssrn.com/sol3/papers.cfm?abstract_id=4573321 Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better
- Jun 12, 20263 min
Episode 227 - How to Use Microbreaks to Restore Focus
Summary Feeling exhausted despite being busy all day? Research suggests that short breaks throughout the day can boost energy, reduce fatigue, and help sustain performance. Discover how leaders can use microbreaks more effectively and encourage healthier work habits across their team. Transcript Hello and welcome to episode 227 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. This week we're exploring how to use microbreaks to restore focus. Have you ever reached the end of a day and wondered why you're exhausted despite never really stopping? Many leaders spend their day moving from meeting to meeting, email to email, task to task, without taking a genuine break. We often assume that pushing through is a sign of commitment and productivity. But there comes a point where working longer doesn't mean working better. It turns out that even very short breaks can make a difference. A 2022 review of more than 20 studies found that microbreaks, breaks of less than ten minutes, help boost energy levels and reduce fatigue. In other words, those small pauses throughout the day aren't wasted time. They're one of the ways we sustain performance over the longer term. The researchers also found an important limitation. Microbreaks help maintain energy, but they aren't a substitute for proper recovery. If you've spent two hours doing deep analysis, solving complex problems, writing a major report, or making difficult decisions, a five-minute break will help, but it won't completely restore you. Some work requires a more substantial break. That's why lunch breaks, time away from work, and good recovery outside of work still matter. So what can leaders do? First, build short breaks into your day before you feel exhausted. Most of us wait until our energy is gone before stepping away. A better approach is to take a brief break every 60 to 90 minutes. Stand up, walk around, grab a drink, stretch, or simply look away from your screen for a few minutes. The goal is to create a genuine mental shift, even if it's only for a short period of time. Second, match your work to your energy. Try to schedule your most demanding work when you're feeling fresh. Save routine tasks, administration, and email for periods when your energy is naturally lower. Too often we do the opposite, spending our best hours reacting to other people's priorities and leaving our most important work until we're already mentally depleted. Third, role model healthy habits. Teams often take their cues from their leader. If you're working through lunch, responding to emails late at night, and sitting at your desk all day, others may feel pressure to do the same. When leaders take sensible breaks and openly manage their energy, they give others permission to do likewise. The key point is that performance isn't just about how hard we work. It's also about how well we recover. Small breaks won't solve everything, but they can help us maintain our energy, focus, and effectiveness throughout the day. Sometimes the most productive thing you can do next is step away for a few minutes. Have a great week. Research reference: Albulescu, P., et al. (2022). "Give me a break!" A systematic review and meta-analysis on the efficacy of micro-breaks for increasing well-being and performance. PLOS ONE, 17(8), e0272460. https://journals.plos.org/plosone/article?id=10.1371/journal.pone.0272460 Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how t
- Jun 5, 20263 min
Episode 226 - How To Reduce Loneliness at Work
Summary One in five people feel lonely at work. While loneliness is often seen as a personal issue, research suggests leaders play a bigger role than they might realise in helping people feel connected, included, and supported. Transcript Hello and welcome to episode 226 of the Leadership Today podcast, where each week we share practical tips to improve your leadership. Most of us think of loneliness as something that happens outside of work. But Gallup's latest global research found that around one in five workers feel lonely at work. Workplace loneliness isn't just about how people feel - research shows it's linked to higher burnout, lower performance, more sick leave, and greater turnover. In fact, loneliness can be just as damaging to performance as job dissatisfaction. A recent review published in Occupational Medicine found that one of the strongest workplace factors associated with lower loneliness is leadership. Leaders who are supportive, approachable, and empowering help create an environment where people feel connected and valued. Now, leaders can't solve every cause of loneliness. People bring their own circumstances, personalities, and experiences to work. But we can influence whether work becomes a place where people feel connected or isolated. Here are three practical ways to help. First, make genuine connection part of your regular conversations. Before jumping into tasks and deadlines, spend a minute asking how someone is going and really listen to the answer. People often don't need a solution. They just need to know someone is interested. Second, pay attention to inclusion. Most people don't feel excluded during formal meetings. They feel excluded from the conversations before and after them. Notice who gets invited into informal discussions, brainstorming sessions, and problem-solving conversations. Small moments of inclusion often have a bigger impact than large team-building activities. Third, be deliberate with hybrid work arrangements. People can easily become disconnected when their work patterns don't overlap with the rest of the team. Sometimes a simple conversation about coordinating office days can dramatically improve connection and collaboration. The key point is this. Loneliness at work isn't simply a personal issue - it's often a leadership issue. Every interaction either strengthens or weakens someone's sense of belonging. As leaders, we have more influence over that than we might think. Have a great week. Research reference: Wright, J. K., et al. (2024). Loneliness in the workplace: a mixed-method systematic review and meta-analysis. Occupational Medicine, 73(9), 557 to 567. https://academic.oup.com/occmed/article/73/9/557/7591258 Leadership Today On-Demand Special Offer We have a great deal for podcast listeners on our Leadership Today On-Demand subscription. Just go to www.leadershiptoday.com and checkout using the promo code PODCAST for 25% off an annual subscription. Leadership Today On-Demand is a video subscription service that allows you to work on your leadership in your own time and at your own pace. It is available online and through our Apple iOS and Android apps for phones and tablets. Our mission is to help you to become an even better leader. Your subscription brings together all of our video content in one place including: - Five online courses with workbooks - Five five day challenges with workbooks - Nineteen recorded webinars - A searchable library of 170+ "how to" quick videos on a range of leadership challenges That's over $4,500 of content for less than the price of a single online course. And there are more videos added each week. Get Connected Find out ways to get connected here: https://leadership.today/connect
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