Social loafing is like being part of a group project where not everyone pulls their weight. It's the phenomenon where individuals exert less effort when working in a team compared to when they work alone. That’s as scientific as I’m going to get for now.Let’s take things to the workplace. In any project, you might find that some team members are actively contributing. Others are taking a backseat, relying on the group's momentum to carry them through.Then, there might be a team brainstorming session. You've got a couple of people bouncing ideas. Kind of like a ping-pong match. Meanwhile, a few others are just nodding along, occasionally checking their phones. They're in the room, but are they really contributing? That's social loafing right there.Or picture a team assigned to a big client project. You have Sarah, who's always on top of her tasks, bringing innovative ideas to the table. Then there's John, who seems to always 'piggyback' on others' ideas and efforts, doing the bare minimum. John's approach is a textbook case of social loafing.

Democracy and leadership aren’t really intertwined, especially in the workplace. You don’t need me to tell you that most leaders take full control of entire departments, and any choice they make goes. But, what you do need me to tell you is that democratic leadership is a thing. And it might just be what your team needs to thrive.You see, when talking about democratic leadership or participative management, most folks, managers and employees alike, expect a “one voice, one vote” policy. On paper, that might be true, but I like to distinguish that from leadership. This policy is democratic decision-making.Yet, I digress. Many big names follow a democratic leadership style in the workplace, from Google to Twitter (or X for all you young managers out there) and the like. And it’s worth a try, even if it’s just for a small project. That’s because, as with everything, this isn’t an easy style to implement.

When everything goes well, you’re the winner, the leader, the one who gets all the credit. Then again, when things go wrong, it’s Bob’s or Anne’s fault. That right there, folks, is leadership self-serving bias. And unfortunately, it’s quite common among leaders, managers, and the like.You see, we all like to be praised and despise getting scolded. But, when you’re in a leadership position, it’s usually a matter of diminishing your self-esteem or overinflating your ego in either case. Simply put, you want all the praise and’ll put the rest of the team down to do so.

As a founder, you were the driving force behind the inception and early growth of the business, but as a CEO, you need to navigate new challenges, responsibilities, and expectations. These are 5 Habits to go from Founder to CEO.

As 2023 draws to a close, you might find yourself feeling overwhelmed and seeking clarity. This is where our program steps in. This reflection is designed to equip you for 2024. Quoting Maya Angelou here, "You can't really know where you are going until you know where you have been" By completing this exercise, you’ll emerge with clear goals and actionable steps to kickstart 2024 with momentum.

Let’s take a trip down memory lane. Before the 2020s, any executive coaching session would translate to a 1-on-1 between high-level managers and world-renowned coaches. You remember this, right? Having that 1-hour meeting on Fridays with a coach your company assigned to you?Well, remote work became a thing, and AI just decided to boom. Quite literally. And, despite the common misconception that AI would target manual labor first, the reality was different. Coaching, creative businesses, and other yellow-collar jobs were suddenly becoming… obsolete?So, can AI truly replace coaching? Are we all going to have our personal AI coach in, say, 2030? While this is quite the statement, there’s some truth and quite a lot of hype behind it.

Coaching serves as a guiding force, enabling personal and professional growth. Unlike traditional teaching, coaching focuses on facilitating learning rather than simply instructing.