As an extrovert who works as a teacher, facilitator, and consultant—and who loves connecting with new people and talking about ideas—I’ve been thinking about how much the organizations I work with rely on the leaders who are not like me.
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Dear Hunter, I am a manager in a health care and social service organization. Work has been crazy lately with funding threats, from both the attacks at the federal level on the services we provide, as well as a budget deficit in our local government.
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A reading list from Hunter Gatewood and Rebecca Bromberg from the mindful leadership course Human.Being.Leader. In my social work masters program, one of my professors used the word “bibliotherapy” to refer to self-help books.
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The question came up again this week in a coaching call: How do I disagree with my boss? The glib answer: Disagree with your boss like you (should) disagree with anyone: with openness, courage, respect, curiosity, and a focus on our common goals. Doesn’t that sound nice?
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Building trusting connections for effective teamwork is just as important in virtual teams as in the traditional in-person team. It’s not necessarily harder, but it does require a different approach.
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Dear Hunter, I manage a team of seven in a large organization. I listen to my team and do my best to take care of them. I talk about the importance of boundaries and self-care. I want them to limit working hours and tell me when they are too busy. I’m trying to do that for myself!
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