Encouraging Team Support

Micromanagement is the fastest way to kill motivation. It's not leadership. It's fear in disguise. Great leaders trust. Poor ones hover. Micromanagers think they're helping. But they're not. The good news? You don’t have to stay stuck in this trap. Whether you’ve been micromanaged or fallen into the habit yourself, here’s what you need to know, as we head into 2025: What Micromanagement Really Does: 🚫 Stifles Creativity ↳ Teams can’t innovate when they’re constantly second-guessed. 🔗 Breeds Dependence ↳ If every decision requires approval, teams stop thinking for themselves. ⏱️ Wastes Time ↳ Endless hovering distracts everyone—including you. 😠 Creates Resentment ↳ Nobody thrives under a helicopter boss. If you’re ready to step into 2025 as a stronger leader, I've put together 3 frameworks and tools to help: 1️⃣ The GROW Coaching Model A goal-setting and problem-solving framework that helps leaders and their teams clarify priorities and focus on outcomes. Here’s what it stands for: • Goal: Define what success looks like for your team or project. • Reality: Assess the current situation—what’s working and what’s holding the team back? • Options: Brainstorm solutions together to inspire ownership and creativity. • Will: Commit to an action plan that the team drives forward. 2️⃣ Kanban Boards A visual system for managing tasks and workflows that reduces micromanagement while maintaining clarity and transparency. How to use it: • Visualize the Workflow: Map out every task and step in the process so everyone knows what’s happening. • Limit Work in Progress (WIP): Prevent overload by capping how many tasks can be actively worked on at a time. • Quickly Spot Bottlenecks: Debug issues that lead to bottlenecking at certain parts of process. 3️⃣ Feedback Loops Support autonomy by creating intentional, structured opportunities for communication and growth. Here’s how: • Establish a Cadence: Set consistent 1-on-1s or team meetings to discuss progress, challenges, and wins. • Focus on Growth: Use these sessions to encourage problem-solving and personal development, not micromanagement. • Empower Teams: Ask open-ended questions (“What do you need to succeed?”) and trust their answers. By empowering your team, you don’t lose control—you gain it. Great leaders hire great people. Then they help them thrive. Your job? Remove obstacles, not become one. How do you empower your team? Drop your thoughts in the comments ⬇️. ♻ Repost to help your network in 2025. And follow Eric Partaker for more.

You know how after a layoff, everyone's like "Feel free to use my network!" to the people who got let go? Yeah, about that... Look, I get it. You want to help. But telling someone to just dive into your LinkedIn and other connections isn't really doing much. It's kinda like saying "thoughts and prayers" - sounds nice, doesn't actually do anything. If you really wanna make a difference, put in some effort! Make those warm intros. Shoot a quick message to your buddy at that company and say, "Hey, I know this awesome person who just got laid off. They'd be perfect for your team and the company!" Actions speak louder than words. If you're gonna offer your network, actually use it. Don't just throw it out there and expect the job-hunting person to do all the work. Remember, losing a job sucks. If you can take five minutes out of your day to make a real connection for someone, that could be a game-changer for them. So next time, instead of just saying "use my network," try "let me introduce you to some people." Trust me, it means a lot more. #Layoffs #Hiring #Employers #Employees #Networking #Support #HelpSomeone #ActionsMatter

“If I can do it, so can you”, sounds supportive. But for leaders, this mindset can quietly hold your team back. New research from Muriel Wilkins introduces a hidden blocker, the belief that your capabilities should be your team’s baseline. It often leads to: — Unfair expectations — Harsh feedback — Missed growth opportunities Not because leaders lack good intentions, but because they project their own standards onto others. This is rooted in something called naïve realism, the assumption that your view of the world is objective and everyone else should see it the same way. Here’s the problem: Your way isn’t the way. Exceptional leaders don’t measure others by their own pace, preferences, or past. They meet people where they are. They ask: What support would help you most? How do you define success? Where do you want to grow next? The best leaders don’t raise the bar by replicating themselves. They raise the bar by helping others realize their own potential.

A team members first day back after a loss is tough. Here’s exactly what the best managers do👇 - Suggests returning mid-week for an easier transition. - Offer a coffee before work or to meet them downstairs. - Check how, if at all, they want their loss acknowledged by colleagues. - Help teammates with what to say (most are terrified). - Send a team-wide reminder of available support. A team bereavement can bring up a lot of feelings for others. - Clear their calendar of any unneccessary meetings. - Deal with any stressful enquiries. - Brief them on what they missed, with realistic expectations and some key priorities for the week ahead. - Ask what adjustments they might need and have suggestions ready. - Check in before they log off: how did today go? - Agree a check in schedule to review the support offered. What else would you add to the list?

Hard decisions. A tough position. Honest leadership. That’s the difference between someone who simply holds a title and someone who earns the right to be called a leader. When OkCredit hit a financial wall after scaling too fast, CEO Harsh Pokharna had to make one of the toughest choices in management - laying off 70 employees. He did not hide behind corporate jargon or a cold email. He gave each one a three-month notice. He chose courage, compassion, and responsibility. He used his own network - not for himself, but for them. And the outcome? 67 employees were placed in new roles before their notice period ended, and the remaining three were given two months of additional salary as support. In a world where layoffs often feel abrupt, transactional, and dehumanizing, Harsh showed that even in the hardest moments, leaders can choose dignity over distance, empathy over ego, and action over excuses. True leadership isn’t tested when things are easy - it’s revealed when things fall apart. How a leader handles a pink slip says more about their character than how they handle a promotion. Because people don’t remember the company… they remember how you made them feel, especially when they were most vulnerable. What’s one quality you believe every leader must have when facing tough decisions❓ #drgarimak #leadership #corporateculture

You just took over a new team. The first 30 days will define the next 12 months. Most new leaders focus on strategy first. But your team isn't evaluating your plan yet. They're evaluating whether they can trust you. Here's how to win your new team over in the first 90 days: 1. Ask Before You Answer → Your first job isn't to solve problems, it's to understand them → Schedule one-to-ones in week one, not month two → The question "What's working well?" reveals more than "What's broken?" 2. Spot the Unwritten Rules → Every team has invisible norms that matter more than the handbook → Notice how decisions really get made before you try to change the process → The fastest way to lose credibility is ignoring what already works 3. Make Promises You Can Keep This Week → Grand visions inspire nobody if they take six months to materialise → Commit to something small and deliver it by Friday → Trust compounds when people see you follow through immediately 4. Connect the Dots Out Loud → Your team knows their tasks, they don't always know why they matter → Explain how their work ladders up to the bigger goal → People work harder when they see their fingerprints on the outcome 5. Show Up as a Person, Not Just a Title → Positional authority gets you compliance at best → Real influence comes from being fair, honest, and present → Admit when you don't know something, it builds respect faster than pretending 6. Pick One Quick Win Together → Find something achievable within 30 days that everyone can see → Shared progress builds team momentum faster than individual assignments → Nothing proves your leadership like results people can point to 7. Learn What Drives Each Person → One-to-ones aren't just introductions, they're intelligence gathering → Ask about their career goals, not just project updates → When people feel seen individually, they'll back you collectively Your first month isn't about proving you're the smartest person in the room. It's about proving you're worth following. Move fast, listen hard, and show them what's possible when you lead together. What's one thing you always do when joining a new team? ♻️ Valuable? Repost to help other leaders. Follow me for more on building high-performing teams. P.S. Curious how we help scale-ups hire offshore talent without the false starts? DM me “TALENT” and I’ll share how we build high-performing teams – so you don’t have to.

Want to pitch someone on LinkedIn? Read this before you hit “send.” Every week, I get messages that go something like this: “Hi, I’m [Name]. I’ve built this incredible thing. It’s doing amazing work. Here’s why it matters. Can you help me/share it/connect me?” It’s not that I don’t care. I do. But these messages usually miss the mark and here’s why: They center the sender. Not the receiver. Here’s the truth: When you approach someone for the first time, you (and your project, product, or platform) are not the hero of the story. THEY are. If you want someone to care, start by showing that you care about what they do, what they stand for, what they’re building. Read their posts. Watch their interviews. Figure out what they’re trying to solve. Then ask yourself: how does what I’m doing help them win? Make your message less “I need,” and more “Here’s what I see in your work and how I can add value.” Additional tips: 💬 Keep it short. Long-winded intros are overwhelming. You’re not writing your bio, you’re opening a door! Three concise paragraphs is plenty (even less if you can). 🎯 Be specific. Instead of saying, “Let’s collaborate,” say: “I’d love to explore how we could align my youth platform with your mission to build stronger leadership pipelines.” People respond better when they know exactly what you’re asking. What’s your call to action? 🧠 Show you’ve done your homework. A thoughtful compliment goes a long way. “Your post on LinkedIn really made me think.” “I noticed you’ve been working on Y and I’m building something that could support that.” It shows you care enough to listen first. 🤝 Give before you ask. Share a helpful resource. Offer a useful intro. Tell them about an opportunity they might benefit from. Relationships are built on generosity. 📆 Respect their time. Instead of jumping into a call request, consider asking: “Would it be okay if I shared a 1-pager for you to skim in your own time?” People are more open when they don’t feel pressured. Please don’t immediately ask for a call. 💡 Think of it as planting, not picking. Your goal isn’t to “get” something, it’s to begin something. Not all outreach will lead to a project right away, but if done well, it can spark long-term relationships, ideas, and even unexpected opportunities. ✨ Bonus hack: I often ask my clients to count how many times they say “I” vs. “you” when they write to, present to or speak to their stakeholders. If the “I”s win, revise. It’s not listener-centric enough. Connection starts with empathy, not ego. Lead with curiosity. Offer service. That’s how collaborations are born. If these tips are helpful, check out Storytelling and Leadership for more. #Storytelling #AuthenticConnections #LinkedInTips #Leadership #PurposefulWork

The secret to building a high-performing team? Never have secret expectations. Early in my career, I had someone on my team I thought was underperforming. I'd always sigh at their work, redo parts of it, and quietly wonder why they didn't just get it. Then one day they said something that hit me between the eyes: "I feel like I can never tell if I'm doing a good job." That's because you aren't, I thought to myself. That was the moment it clicked. I was the problem. I hadn't been clear about what excellent looked like.  I hadn't given feedback when they came up short.   I hadn't set expectations at all. I was grading performance against a standard that lived only in my head. So we sat down and co-authored clear expectations. Here's the version I use: Start with the responsibilities. ↳ List 3 to 5. Give each a weight. The weights sum to 100. ↳ For each one, define what Below, At, and Above actually look like. ↳ The weights force focus. Not every "must-do" deserves equal attention. Then write what they're NOT responsible for. ↳ Two or three things. The shiny objects. The tempting detours. ↳ Everyone nods at a list of what someone does. Naming what they don't do is how you find out if you actually agree. ↳ You both sign off on both lists. Grade it quarterly. ↳ They score each line 1 to 5. You score it too. Then you compare. ↳ The gaps guide the conversation. Nobody should ever be shocked by a review, this is the backstop that guarantees it. And if things aren't working, the hard part is already done. ↳ The expectations were set on day one. The quarterly scores are on record. The person had a fair shot. ↳ You can make the call with confidence instead of waiting another quarter and hoping. None of this is about being tough. It's the fairest gift you can give someone: Clarity. Clear about the target.  Clear about their progress. Clear about how they need to improve. That's a Performance Improvement Plan that actually drives performance. The catch? Writing these expectation cards used to take me hours. Now my MGMT Second Brain drafts them in minutes. Come build yours. Join our MGMT Second Brain workshop: https://lnkd.in/g2KWwRtX 3 hours. Sept 10th @ 11 AM ET. Show up with your messy notes.  Leave with a working system.