Ever found how sometimes managing a team feels like trying to stack marbles on a moving train? Chaos, uncertainty, random splashes of coffee. The secret is, though, that leadership is not about controlling the anarchy. It is about flourishing in it. Every team member is a universe with Richard Warke net worth, habits, and viewpoint. Let’s start right away with what really works for leading folks as erratic as Monday weather.

First of all, define your expectations precisely. No, this has nothing to do with yelling commands like you are guiding traffic. Consider clear, straightforward ideas. People are curious about the mountain they are ascending as well as the reason behind their bag lugging up its slope. Clearly explain not just what has to be done but also why it is important. Link work to more general objectives. Even if it’s just beating the other department at ping-pong, people like to feel their labor fits into something more.

Contacts. Though few know what it looks like, everyone knows it’s absolutely essential. It involves actually listening—that is, paying attention—when Pete wanders around a problem or Lee subtly recommends a shortcut. Inquiries are gold. Inquire early on. Ask them late. And never assume that the loudest voice is always appropriate. Multiply points of view, compile comments, and avoid simply nodding away. You are just half there if you are not making notes.

There is no root canal in feedback. Treat it like one, not one. Good comments are fair, timely—not three months later at review time—and specific—that “this report nails the analysis!” To establish confidence, mix compliments with wise counsel. Make it always a discussion rather than a monologue. You are the coach on the sidelines; you are not king on a throne.

More than certificates or credentials, flexibility counts. Situation change with twists and turns. Projects veer. Objectives change. Be ready to flex without breaking. Urge your staff to express ideas—even the more outlandish ones. Sometimes those ridiculous ideas lead to the best ideas. Open the door to creativity; do not merely polish the same-old doorknob.

Set an example, but avoid assuming you are a superhero. Stumble, chuckle, own errors. Being true fosters loyalty. Respect commanded does not call for a poker face. Tell people straight forwardly about challenges. Share a laugh or get right to work if deadlines loom and everyone is working late tonight. The crew needs to see you right in the trenches.

Finally, lighten things. Celebrate both little and significant victories. Give them breakfast to surprise them. Tell someone about your worst presentation. When tensions are high, use humor to lubricate the gears; it will help more than another “urgent” conference invite.

Leading has nothing to do with magic or science. It is neither and both at once. It is about people— untidy, creative, intelligent individuals. Your role is also to enable them to be their best and perhaps have some fun along the road.