Leadership: spring clean your work habits
In this article, originally published in HBR France, Julia Milner, EDHEC Professor, details the habits that we should have the courage to change - thanks to simple and effective questions - in order to feel better at work (particularly in our role as leaders).
Change of season, change of perspective. The arrival of a new season is the perfect opportunity to clean up, whether it's spring, autumn, summer or winter. It's not just your home that's in need of a big clean, but also your work habits.
Cleaning, in this context, doesn't just mean getting rid of the superfluous. It's about organising, simplifying, letting go and taking the time to appreciate your surroundings.
Apply these principles to your career and leadership by asking yourself 3 questions:
1/ How am I doing?
Rather than always worrying about other people's well-being, think about yourself. Ask yourself: ‘How am I doing?
Leadership starts with solid self-control, which requires leaders to regularly practise introspection and reflection. Admittedly, this may seem arduous in the face of an overloaded schedule, where taking a step back seems like a luxury. However, self-direction is not an option but a necessity. Don't wait for exhaustion or loss of motivation before taking action.
Take advantage of this period of spring renewal to take stock of yourself. Even a quarter of an hour is enough to make significant progress.
Give yourself a moment to analyse your feelings, thoughts, strengths, values and energy level. Passion motivates you, while values nourish it. Be aware that your passions and strengths can change over time, and that values are often neglected in times of stress. Make sure you maintain constant alignment and adaptability.
As far as your energy is concerned, don't wait until you're too exhausted. Identify what drains your energy and what gives you energy. Then plan concrete actions to incorporate energy-boosting habits into your daily work routine.
➤ Ask yourself the following questions:
How am I feeling? Let's take stock of the past season by identifying the positive and negative moments.
What has been on my mind these last few months? We need to make room for what really matters and let go of the parasitic thoughts that are holding us back.
Am I working in line with my passions and strengths? If not, what has changed and what can I do to get closer to my zone of strength?
Are my actions aligned with my values?
What is my energy level? What gives me energy and what drains it?
2/ What is my impact as a role model?
The impact of our actions often exceeds our intentions. As part of a team, every message we send out, whether intentional or not, shapes the perception of those around us. For example, if we constantly work overtime, we unconsciously send the message that the priority is to work hard, to the detriment of rest and recharging.
In contrast, some leaders choose to email only outside working hours, openly share their recovery time and focus on learning rather than punishing mistakes. They also regularly express their gratitude and appreciation to their colleagues. These gestures of kindness and empathy not only benefit those who receive them, but also have a positive influence on the whole team.
This does not mean that everything has to be positive. As the American psychologist Susan David points out, excessive positivity can also be harmful. All emotions are precious: leaders must therefore strive to show empathy for everyone's feelings.
What messages am I sending my team? Sometimes we have the best intentions, but the message is received differently. To better understand your impact, ask your staff for feedback. This will enable you to compare your self-perception with the reality perceived by others, and to identify any discrepancies between your intentions and the way your messages are received.
3/ Am I nurturing the right relationships?
It's sometimes difficult to let go at work, especially when you're working with people you don't necessarily like. However, you can decide how much mental space you devote to these people.
Organise and invest in networking on an ongoing basis. Networking for networking's sake rarely works. Don't just focus on what you can get from your network, but make it a priority to bring value to others. It is by giving that you will receive in return.
Studies carried out by Adam Grant, professor at the Wharton School of the University of Pennsylvania, distinguish between two types of individual in the world of work: givers and takers...
To read this article in full (in French) : rendez-vous directement sur hbrfrance.fr
Photo : credit pixabay
