Self-growth
Business & Career
Success
Communication
Healing
Relationships
Psychology
HappinessYou’ll learn
- Why adaptability is key in leadership
- How to transition from peer to leader
- Nurturing originality in your team
- Balancing risk with creative freedom
- The power of strategic delegation
Table of contents
first KEY POINT
Brilliant leadership is not magical
Leadership is not some monotonous activity. You can put raw materials into an industrial production line and obtain similar packs of multiple outputs. However, leadership is not that predictable. You need to learn and build on the job. It is one thing to lead a group of yes-men and another to harness a highly talented team’s unprecedented potential. However, many of today’s leaders find leading teams challenging.Anyone can be a good team member; it merely entails getting your numbers right and pleasing a couple of bosses. Before long, such diligent employees get noticed by management. More often than not, this extraordinary employee gets promoted to a higher cadre where they may be required to manage people. With the new job description comes greater responsibility.A series of questions crosses the minds of new team leaders about what the designation entails. You can answer all questions glaring you in the face and declutter the labyrinth of leadership. Most team leaders realize the vast variations between present realities and what applies during team membership days. At the onset, the situation often feels like you are biting off more than you can chew. Away from the normal of daily clocking in, leadership exposes you to a new facet of work — tasks such as keeping the potential excesses of a dynamic team in check, keeping clients happy, and frequently reporting to your manager.
Although everyone wants to be a leader, far fewer are willing to lead.
The stress that comes with the near-impossible goals of leadership can be burgeoning. Still, you refuse to back down. It gives a sense of fulfillment, as you’re taking yourself beyond limits previously unsurpassed.
second KEY POINT
The quintessence of creative teams
Griffin Day is a computer programming guru in charge of a multinational company’s cybersecurity arm with online banking investments. He primarily works remotely but occasionally has to go onsite at the company’s downtown Manhattan office. The fantastic thing about Day’s oddities is the careless abandon with which he exhibits them. He would, on some occasions, walk in with a bottle of Cognac or Brandy. He has been caught on some occasions smoking pot in the company’s lounge.The interesting thing about creative people like Day is the stereotypical assumption that they are all the same. Hence, it is best to understand creative people’s needs as a leader in a creative environment. What makes them tick, irrespective of niche, and how they can be driven to optimum productivity. It is necessary for you as a leader to understand the needs of creative people, particularly if you’ll be having a handful of them on your team.There are two things that all creative people, particularly on teams, need in common. The first is stability. Of course, there may be occasions of storms in your journey as the team lead. There’s a need for the captain — leader — to take the helm and reduce the instabilities to the barest minimum. Hence, your team must have clarity on your expectations of them — individually and in unison. Besides instability, another essential element of team stability is protection. Meaning, after the work is done, be ready to defend the quality of their outcome before any board or client. Encourage team members to be original, not a carbon copy of another.
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first KEY POINT
Ease off and own it all
second KEY POINT
Wisely wielding the trident of power
third KEY POINT
Building your team’s trust and the workplace culture
fourth KEY POINT
Concentrate efforts while simultaneously drawing boundaries
fifth KEY POINT
The origins of the idea and practical conflict management
sixth KEY POINT
Conclusion
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Frequently asked questions
What is Herding Tigers: Be the Leader That Creative People Need about?
Herding Tigers: Be the Leader That Creative People Need is about empowering leaders to effectively manage creative teams. Author Todd Henry explores strategies for fostering creativity while navigating the complexities of team dynamics, making it essential for anyone who wants to optimize creative output.
What are the key takeaways from Herding Tigers: Be the Leader That Creative People Need?
Key takeaways include understanding the unique needs of creative individuals, the importance of clear communication, and the necessity of creating a supportive environment that encourages innovation. Henry emphasizes balancing freedom and structure to lead creative teams effectively.
Is Herding Tigers: Be the Leader That Creative People Need worth reading?
Yes, Herding Tigers is worth reading, especially for managers and leaders of creative teams. Todd Henry provides practical insights that can help improve leadership skills and enhance team productivity.
How many pages is Herding Tigers: Be the Leader That Creative People Need and when was it published?
Herding Tigers: Be the Leader That Creative People Need is 224 pages long and was published on September 3, 2018. This length makes it a manageable read for those looking to improve their leadership strategies.
Who is the author of Herding Tigers: Be the Leader That Creative People Need?
The author of Herding Tigers: Be the Leader That Creative People Need is Todd Henry. He is a recognized speaker and writer, specializing in creativity and leadership, bringing valuable expertise to the subject.