{"id":43428,"date":"2022-12-08T14:23:30","date_gmt":"2022-12-08T13:23:30","guid":{"rendered":"https:\/\/www.tuffledarskapstraning.se\/?p=43428"},"modified":"2022-12-22T12:23:12","modified_gmt":"2022-12-22T11:23:12","slug":"how-leaders-became-parents","status":"publish","type":"post","link":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/how-leaders-became-parents\/","title":{"rendered":"How leaders became parents\u00a0"},"content":{"rendered":"<p><strong>Leadership has been a core concern in organisational strategies pretty much since business began. More recently we have come to name \u2018leadership\u2019 as something separate, not just about business success but about creating success through or with people. But just as with any positive, progressive development there is often a \u2018shadow\u2019 that comes along for the ride.<\/strong><\/p>\n<p><span style=\"font-weight: 400;\">Leaders are bombarded with expectations: \u201810 things all leaders can do to be better\u2019, \u2018 5 ways to ensure that your vision is inspiring\u2019 &#8211; the articles alone are a dizzying array of (often contradictory) things you must do to be an amazing leader. It can sometimes feel like leaders are expected to do everything. What if hidden in these expectations is exactly the problem?\u00a0<\/span><\/p>\n<ul>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Convincing people of your vision isn\u2019t a problem if it&#8217;s their vision too.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">Change is more effective if everyone it impacts is part of the design.<\/span><\/li>\n<li style=\"font-weight: 400;\" aria-level=\"1\"><span style=\"font-weight: 400;\">You only need to \u2018get people onside\u2019 if what you want isn\u2019t what they already want.<\/span><\/li>\n<\/ul>\n<p><span style=\"font-weight: 400;\">These expectations assume that one person can \u2018look after\u2019 a whole organisation. An uber-parent who can take care of all the needs of those below. That\u2019s why it feels so tough &#8211; constantly trying to be a \u2018good\u2019 leader for people whose needs and wants shift regularly.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">The good news is, even if we haven\u2019t completely realised it, we no longer need leaders who are everything to all people. Most workforces aren\u2019t asking to be \u2018looked after\u2019 even if they occasionally look to others for answers to their problems (don\u2019t we all?). The average workforce is the most educated it has ever been, and employees have access to almost infinite knowledge via the internet. No one needs spoon-feeding anymore.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\">You can be the smartest person on the planet, but you will never be smarter than an entire organisation\u2019s worth of grey matter. It might sound daunting to harness the distributed creativity and intelligence of an organisation, but that&#8217;s why we need leaders and leadership.\u00a0<\/span><\/p>\n<p><span style=\"font-weight: 400;\"><strong>At Tuff, we have found that leaders and employees want the same thing: freedom.\u00a0<\/strong>Leaders want to be free of the impossible expectations of always being \u2018in charge\u2019. Everyone wants to be involved, be heard and be treated as equals. We have found that the journey isn\u2019t easy and people sometimes want to fall back into what they already know. Familiarity is very tempting. But once anyone has some tools and approaches that give them access to being more adult-adult in their interactions, there is no going back.\u00a0<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Leadership has been a core concern in organisational strategies pretty much since business began. More recently we have come to name \u2018leadership\u2019 as something separate, not just about business success but about creating success through or with people. But just as with any positive, progressive development there is often a \u2018shadow\u2019 that comes along for [&hellip;]<\/p>\n","protected":false},"author":3613,"featured_media":43455,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_mi_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0},"categories":[98],"tags":[],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/posts\/43428"}],"collection":[{"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/users\/3613"}],"replies":[{"embeddable":true,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/comments?post=43428"}],"version-history":[{"count":10,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/posts\/43428\/revisions"}],"predecessor-version":[{"id":43661,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/posts\/43428\/revisions\/43661"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/media\/43455"}],"wp:attachment":[{"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/media?parent=43428"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/categories?post=43428"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/tuffledarskapstraning.hemsida.eu\/en\/wp-json\/wp\/v2\/tags?post=43428"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}