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6 Tips to Help Managers Become Leaders




You might be a good manager if you have the right skills, but it is hard to wear leadership shoes when your feet don’t fit. Many managers are in for a rude awakening as they learn how difficult it can be to become a leader. Managing people is not easy, and even worse, it’s not always fun. 

You need to stay focused on the job at hand, yet that requires taking time away from it. It also means being willing to make unpopular decisions and face backlash from those they impact. This is especially true if you’re leading a team or department of employees.

The Difference Between Managers and Leaders

Managing others isn’t about doing their jobs well; it’s about helping them do theirs better. If you want to be a great manager, you must understand that the best leaders don’t necessarily know the most about what needs to get done. 

Instead, they are the ones who inspire others to work harder, faster, smarter, and more creatively than ever before. They are the ones who can make the tough calls when everyone else is paralyzed by fear or doubt. They take action when no one else dares to move forward.

Here Are Six Tips For Becoming A Great Leader

1. Be Honest With Yourself

It’s easy to tell other people how things should be done, but you’ll never be able to lead effectively if you can’t admit your weaknesses. It’s not enough to say, “I’m too busy,” or, “The project just doesn’t seem important.” 

No matter how much you want to delegate responsibility, you will always be responsible for making sure everything gets done. And, as the leader, you need to be honest with yourself about whether you’re really up to the task. Are you delegating because you don’t have time to handle it? Or, are you afraid of failure? Leaders who are willing to take risks, even if they fail, are the ones who get things done.

2. Ask For Feedback

If you want to improve, you need to ask for feedback. You might think it’s an inconvenience, but you’d be surprised at how often people will offer constructive criticism if you ask. Even better, it will help you grow personally, so it’s worth putting in the effort.

3. Set The Example

People follow leaders, not bosses. You need to model the behavior you expect from your team members. If you want them to act professionally, you must act professionally. This includes things like arriving early and staying late.

4. Keep Your Priorities Straight

Being a leader means knowing where you’re headed and having the confidence to take action. If you don’t know where you’re going, you won’t get there. That’s why it’s essential to keep track of all the tasks, projects, and goals you have on the go. Having a clear vision helps you avoid getting distracted by urgent items and focus on the important stuff.

5. Take Responsibility

A great leader takes accountability for their mistakes, accepts responsibility for the consequences, and never blames others. A good leader knows that everyone makes mistakes, but they also know that learning from them is part of the process.

6. Learns and Develops Skills

Leaders are constantly growing. They learn new skills, take on new challenges, and work hard to improve themselves. If you want to become a great leader, you need to do the same. Learning is the key to growth and helps you adapt to change.

How Can A Leadership Coach Help

As a manager, you already know the importance of being open and honest with your team members. But there are many ways you can coach them to become better leaders themselves. One of the best ways to do this is through mentoring programs, which pair experienced leaders with less-experienced ones. 

These programs can help develop your protégés into future leaders. Another way to support your team is by teaching them to lead by example. When you take on a leadership role, you have to be willing to sacrifice your comfort for the organization’s benefit.

Coaches like Stavros Baroutas help managers become influential leaders. The Stavros Baroutas Android Application offers a fresh look at personal development with interactive coaching features and a goal-oriented approach. This app’s daily videos and podcasts will help you achieve your goals. After viewing these videos, you’ll have a different perspective on life because they’re so transformational!

How Can You Start Working On Your Leadership Skills

There’s no one-size-fits-all solution for becoming a great leader. You need to find the path that works best for you. However, some common traits are necessary for success regardless of the method you choose. 

You need to be self-aware, disciplined, and comfortable making unpopular decisions. You also need to be willing to take risks and accept responsibility for the consequences. To succeed as a leader, you must first recognize that you’re a leader. 

You must then commit to the journey, and you must be willing to put in the work. Finally, you need to believe in yourself and your ability to make a difference.

Final Words

Leaders are constantly under pressure. As the leader, you need to balance the needs of your team members with the needs of the company. This means making tough decisions, sometimes without consulting anyone else. It’s not always easy, but if you’re committed to leading, you need to embrace the challenges. Once you’ve made it to the top, you’ll discover that the rewards are far greater than the stress.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

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The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

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