Are you that Manager People Love to Hate? | 3 Principles to Supercharge Leadership | Shadé Zahrai

ℹ️ EPISODE INFO

Released

September 2, 2021

Duration

7m

Channel

Dr. Shadé Zahrai

Watch on YouTube

▶ Open ↗

📝 EPISODE DESCRIPTION

There’s a huge difference between simply being a ‘manager’ and being a ‘leader’. In short – Not every manager knows how to lead. The key is understanding how to apply some basic people-oriented principles which will help you become the transformational leader you want to be – who inspires, empowers and supports others to be their best… while creating a high performing team. These principles apply even if you’re not ‘yet’ a leader - they can help shape your mindset and provide tips on how to empower others in your team. You don’t have to wait until you have the title before you demonstrate authentic leadership qualities. As Maya Angelou sais: “At the end of the day people won't remember what you said or did, they will remember how you made them feel.” And when people feel valued, respected and appreciated, guess what? They perform. What’s your best leadership tip? References: Izuma, K., Saito, D. N., & Sadato, N. (2008). Processing of social and monetary rewards in the human striatum. Neuron, 58(2), 284-294. https://www.sciencedirect.com/science/article/pii/S0896627308002663 Boston Consulting Group Study: Decoding Global Talent https://www.bcg.com/publications/2014/people-organization-human-resources-decoding-global-talent ---------------- 🚀FREE TRAINING– Career Clarity: https://www.shadezahrai.com/cct-registration To find out more about Shadé, visit the website: https://www.shadezahrai.com FOLLOW ON SOCIAL:

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🎤 SPEAKERS

• Dr. Shadé Zahrai

  host

  Leadership expert and speaker who hosts the Dr. Shadé Zahrai channel.

🧾 EPISODE SUMMARY

In this episode of Dr. Shadé Zahrai, featuring Dr. Shadé Zahrai, Are you that Manager People Love to Hate? | 3 Principles to Supercharge Leadership | Shadé Zahrai explores Three people-first leadership principles to avoid becoming a hated manager High performers often get promoted for technical skill but struggle in management because people-leadership requires different capabilities than individual performance.

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