Emergent Leaders Newsletter 065: You Didn’t Ask to Be a Leader—But Here You Are

Many of the leaders I work with never planned to lead. 

They didn’t wake up one day aspiring to manage people, navigate politics, or carry the emotional weight of decisions that affect others’ careers. Instead, leadership arrived through a re-org, a promotion tied to “growth,” or an unspoken ultimatum: move up or move out. Others simply agreed to take on a leadership role because they thought it was the next logical step in their career path.

Once in their new leadership role, a quiet panic tends to set in. 

“I don’t even know if I want this.” 
“I feel like I’m expected to know everything and have all the answers.” 
“I feel like I’ve lost control of my work—and my life.” 

This experience is far more common than new leaders are willing to admit out loud. But as a coach, I hear it on a regular basis. The fear of experiencing this insecurity is also enough to discourage other high potential individuals from even applying for leadership roles, often leading to a leadership pipeline issue within organizations that lack a plan for it. 

How many new leaders get promoted 

New leaders are often promoted because they excelled at doing—because they delivered results, solved problems, or were the “safe choice” in a reorganization. But here’s the reality: most first-time managers report that they never received any leadership training when they transitioned into their role. In some industries, that figure may be even higher, with large surveys showing that more than four out of five managers have little to no formal leadership training or qualification before taking on people leadership responsibilities.  

Due to this lack of preparation, many new leaders struggle—not because they lack talent or “smarts”, but because the skills that made them successful as individual contributors don’t translate directly into leading others. As a result, research shows that around 60 % of new managers struggle or fail within the first 18–24 months in their role, largely due to inadequate support and training. These figures aren’t just numbers. This is the lived experience of individuals who feel unprepared, overwhelmed, and unsure of themselves almost as soon as they step into the role. 

Why does this matter? 

The shift from doer to leader brings a unique set of pains. New leaders often find themselves interpreting mixed signals from above, juggling expectations they never discussed, and trying to lead people they used to work beside as peers. They feel pressure to have answers when they don’t even have clear expectations. They struggle to balance delegation with ownership, to hold people accountable without being perceived as micromanaging, and to build influence without formal authority. Many describe the transition as overwhelming, isolating, and destabilizing precisely because they were never taught the skills of leadership, such as communication, delegation, conflict management, and strategic planning among others.  

This is not an individual problem. It’s systemic. Organizations know they need strong leaders. According to the Chartered Management Institute, 82 % of employers believe that formal leadership training should happen before people step into leadership roles, yet most still promote first based on performance and hope they’ll figure out the rest on the job. The result is predictable: leaders are set up to fail, teams survive rather than thrive without psychological safety, disengagement levels rise, and eventually it all leads to expensive yet unnecessary turnover. When leaders aren’t equipped to navigate their roles, the consequences ripple across teams, performance metrics, and organizational culture. 

What’s a new leader to do? 

Even if your organization lacks a formal leadership development pipeline, there are many strategies new leaders can try to help them round out and elevate their leadership skills to help them gain the confidence they crave in their new role. 

Informal Mentorship 

I encourage any new leaders (or any aspiring leader, for that matter) to find a mentor—someone more experienced who can offer perspective and guidance. Informal mentorship can be valuable in helping leaders feel less alone and providing insight into how things work within the organization. However, mentors are rarely trained to mentor, and the advice they offer is often shaped by their own leadership style, biases, and experiences. Because of existing power dynamics, new leaders may also hesitate to be fully honest about their doubts or struggles, which can limit how helpful these conversations truly are. 

Peer Support and Manager Communities 

Some organizations offer informal peer groups, manager roundtables, or internal communities where leaders can connect with others in similar roles. These spaces can reduce isolation and help normalize common leadership challenges. That said, without structure or facilitation, peer groups often drift into venting rather than development. They tend to reinforce existing norms instead of challenging them and rarely help leaders make sense of expectations or adjust how they lead in a strategic, intentional way. 

Self-Directed Learning 

Books, podcasts, and online courses are among the most accessible resources for new leaders. These tools can introduce useful frameworks and language around leadership and management. However, because they are designed to be broadly applicable, they rarely account for organizational context or individual leadership style – unless you find a very niche resource specific to your industry and organizational size. New leaders may find themselves overwhelmed by conflicting advice or unsure how to translate what they’ve learned into action in their specific environment. Another limitation with self-directed learning is that it is only worth how much of it you actually apply.  

Feedback from a Direct Manager 

Ideally, new leaders receive coaching and guidance from their own leader as they transition into leadership. When done well, this can help align expectations and provide clarity around priorities. In practice, many managers were never trained lead themselves, and therefore tend to default to outcome-focused feedback rather than development. As a result, guidance is often vague, reactive, or infrequent, leaving new leaders unsure of how to adjust their approach or hesitant to ask questions they worry they “should already know.” To get the most out of this approach, new leaders shouldn’t hesitate to ask for very specific, leadership skills-related feedback. 

Leadership coaching 

Leadership coaching  is one of the most effective ways to accelerate this transition. A coach helps new leaders navigate the messy middle between members of the leadership team and team members, clarify expectations, and develop a leadership style that fits who they are—not a generic template. Coaching equips leaders with tools to regain a sense of agency and confidence, to lead with clarity rather than urgency, and to build resilience rather than rigidity. The sooner leaders receive this support, the less damage is done—not just to their own sense of self and confidence, but to their teams, their effectiveness, and their long-term careers. 

Leadership isn’t difficult because new leaders are incapable. It’s difficult because too many are promoted into roles that fundamentally change how they’re expected to operate—without being given the clarity, skills, or support to make that shift well.  

The good news is that leadership confidence can be built. Not by having all the answers or becoming someone you’re not, but by gaining clarity around expectations, learning how to lead through others, and developing an approach that fits who you are and the environment you’re in. With the right support, new leaders can move from reacting to leading with intention, from self-doubt to steady confidence, and from simply surviving the role to actually growing into it. 

If you’re a new or emergent leader navigating this transition, you don’t have to figure it out alone. With the right guidance and space to think, reflect, and learn, leadership can become something that feels manageable, sustainable, and even rewarding—not something you quietly endure. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.

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Emergent Leaders Newsletter - 064 - In Uncertain Times, Clarity Comes from Curiosity—Not Certainty

As a leadership coach, I see a recurring theme among emerging leaders: the desire to prove themselves by showing certainty and confidence—even when the world around is anything but. In moments of ambiguity, it’s natural to want to cling tightly to what things we know (certainty)— the data, your analysis, your conclusions. What I find is, the tighter my clients cling to their ideas – the more stress they experience because the battle often becomes more about defending their ideas (enter ineffective defensive leadership behaviors) rather than more thorough exploration of their decision. Why is this a problem? Because when it becomes a defence of their ideas, it then often leads to perceptions that those asking probing questions are challenging to their competence.  

In order to be most successful, leaders need to get used to the poking and prodding, otherwise known as “organized skepticism” to ensure they are constantly growing their decision-making skills.

Organized skepticism

In her book Thinking in Bets, Annie Duke describes organized skepticism as a way of approaching decisions through structured doubt. It’s about asking, “What if I’m wrong?” before the world forces you to find out the hard way. 

“Skepticism is about approaching the world by asking why things may NOT be true, rather than why they may be true.” — Annie Duke 

This isn’t about being negative. It’s about being thorough. When done well, organized skepticism isn’t confrontational—it’s collaborative. It’s a team practice that strengthens ideas instead of attacking them. 

But to truly adopt this mindset, leaders must also confront a deeper bias: our tendency to judge the quality of decisions based on outcomes. 

“We’ve been trained to equate the quality of a decision with the quality of its outcome. That’s a problem. Outcomes are influenced by many things—most of which are outside our control.”…”We need to stop thinking in black-and-white terms: wrong or right, smart or dumb, success or failure. Good decisions can have bad outcomes, and vice versa.” - Annie Duke 

So, when a past decision led to a good result, it’s tempting to assume it was “right.” But it may have been lucky. And when someone challenges your current thinking, that tension may not be about your ability—but about improving your process (i.e. growing the edges of your decision-making skills). 

So, how do you lead with this mindset—and encourage it in your team? 

1. Shift from “being right” to “getting it right.”  Let go of needing to defend every decision. Instead, aim to make decisions that can withstand scrutiny and evolve with new information. 

2. Ask better questions. Try: “What am I missing?” or “Where could this break down?” These questions turn feedback into a team sport rather than a personal critique. 

3. Model non-defensiveness. 
When someone questions your assumptions, try: “That’s an interesting angle—let’s explore it.” Curiosity disarms defensiveness. 

4. Normalize dissent. 
Make it clear that respectful disagreement is not just accepted—it’s expected. This takes practice but once teams get the hang of it and feel safe about challenging ideas (even those brought up by leadership), that’s when truly innovative work can happen.  

5. Reward thoughtful challenge. 
Recognize team members who spot risk, question assumptions, or flag blind spots. When you celebrate accuracy over certainty, you build wiser teams. 

What can you try now? 

In fast-moving, high-stakes environments, certainty is seductive—but dangerous. Good leaders will have answers, but great leaders will ask better questions.  

Leaders who invite organized skepticism create smarter, more resilient teams. They trade ego for accuracy, and personal validation for collective learning. The decision-making process for the entire team improves. 

The next time someone questions your analysis, I would challenge you to NOT take it personally. Take it seriously. It might be the most valuable feedback you get all week. 

 
What’s one idea or assumption you’ve been holding onto—maybe too tightly? 
This week, invite a trusted peer to poke holes in one of your upcoming potential decisions. Then listen without defending.  

Reference:

Annie Duke (2018). Thinking in Bets: Making Smarter Decisions When You Don’t Have All the Facts. Portfolio (Penguin Random House).

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.

Emergent Leaders Newsletter/062/ Introverted Leaders Are Often Overlooked—Here’s Why That Needs to Change

Leadership isn't about who speaks the loudest. Yet, organizations still repeatedly equate vocality and outgoing personalities with leadership potential. It’s disheartening to hear that some organizations use this trait as a benchmark for who should lead. This all-too-common mindset not only overlooks introverts but also misses out on the many strengths they bring to leadership talent pool.  

In this week’s newsletter, I focus my attention on how introverted leaders can add value, the traits they embody, and how organizations might be missing out by favoring more extroverts when choosing their next leaders. 

Studies show that introverts make up around 40% of leaders in major companies. However, they are often perceived as less effective compared to their extroverted peers—until they get into leadership roles. Research from Harvard Business Review found that introverted leaders often outperform extroverted ones, especially when managing proactive teams. Why? Because introverts generally tend to listen more, encourage team members to take initiative, and foster environments where diverse ideas can flourish. 

I’m not saying that introverted leaders are better than extroverted ones. However, when it comes to dealing with certain situations, both introverts AND extroverts’ traits are particularly effective in different contexts. It simply comes down to intentionally balancing the workforce so that all voices are heard, and talent is optimized. 

Traits of Introverted Leaders vs. Extroverted Leaders  

So, what is it that introverted leaders tend to bring to the table versus more extroverted ones? 

• Introverted leaders tend to take a more reflective approach, weighing options carefully before acting. This leads to more deliberate and considered decisions.  

• Introverts are often exceptional listeners. They take on a wide range of perspectives before forming their own, which makes them particularly adept at handling complex problems and people dynamics. 

• Rather than commanding attention, introverted leaders tend to empower their teams by giving space for others to shine, encouraging collaboration and innovation. 

• Introverts often excel at focusing on a few key issues at a time, allowing them to dive deep into strategy and long-term planning. 

Now let’s contrast the introvert’s strengths with the more strengths more typical of leaders with more outgoing personalities:  

• Extroverts are often charismatic and inspire people with their passion and energy. 

• With a bias toward action, extroverted leaders often move quickly and decisively, which can be valuable in fast-paced environments. 

• Extroverts tend to thrive in social situations, encourage and/or model relationship-building and networking across the organization. 

How organizations can better leverage their talent’s natural key strengths to improve the workplace 

If organizations placed a higher value on incorporating more introverted leaders to balance their leadership talent pool, they might see improvements in the following area: 

• Better collaboration as introverts tend to facilitate more collaborative teams, making space for diverse perspectives. 

• Increased employee engagement because employees who feel heard are more likely to be engaged and committed to their work. 

• Introverts’ depth of thinking often leads to more thoughtful, long-term planning.  

• The introverts’ natural reflective approach can lead to more creative and robust solutions to complex challenges. 

Is it time for you to challenge the assumptions you make about leadership traits? 

Here are a few questions to ask yourself when evaluating potential leaders: 

• Do I tend to equate confidence or vocality with leadership potential? 

• Do I get to truly know the skills of my more quiet, introverted team members as much as I see the leadership skills of my extroverted team members?

• When was the last time I encouraged or supported a quieter team member to lead a project? 

• How might an introverted leader improve team dynamics in terms of listening, collaboration, and decision-making? 

• Am I overlooking valuable leadership skills like empathy, thoughtful decision-making, and deep listening in favor of more “technical” traits? 

One of the key aspects of managing leadership talent is to ensure that the organization balances their leadership talent pool with a good mix of both so that its team members (and the business) get to experience the best of both worlds. It’s been shown that a balanced, thoughtful approach can also help organizations avoid group-thinking and foster greater innovation. 

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If you are particularly interested in learning more about introversion and leadership, Susan Cain is an expert on the matter and has an interesting Ted Talk. I highly encourage you to have a listen: 

https://susancain.net/ted-talk/ 

Reference: 

Grant, A. M., F. Gino, and D. A. Hoffman. "The Hidden Advantages of Quiet Bosses." Harvard Business Review 88, no. 12 (December 2010). 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.

Emergent Leaders Newsletter/061/How to Boost You Team’s Performance by Addressing Workplace Team Dysfunction

As a leader continuously working to develop your leadership skills, you may find yourself relying heavily on systems, processes, and checks to ensure your team operates efficiently. While these are crucial, there’s one major element that can undermine even the most foolproof system—workplace dynamics. Have you heard the saying “Culture eats strategy for breakfast”? It's absolutely true. 

Many leaders feel good about checking all the boxes when it comes to employee or team member processes but pay little attention to the warning signs of dysfunction within their teams because they feel like they’ve done “all the things”. Leaders also often mistakenly believe that if there was an issue, someone would bring it to their attention. This rarely happens – especially when there is dysfunction at play.  

Why should leaders care? No matter how well-oiled your processes are, toxic behaviors and poor relationships will always find a way to trickle down and show up in your business results. 

Business Outcomes Don’t Lie

Even if you don’t hear complaints from your team, you can see the results of dysfunctional dynamics in key business metrics. Look out for signs such as: 

• Increased turnover, especially with high performing employees because they can’t thrive in a toxic environment. They know their worth and understand their energy will be better spent and amplified in thriving environment.

• Low Engagement and Productivity. A disengaged workforce leads to lower productivity. 

• Lower satisfaction scores, as customers experience the ripple effects of a dysfunctional workplace. If your clients are voicing concerns, receiving inconsistent service, or noticing a drop in quality, your workplace dynamics could be the cause. 

• Miscommunication or missed communication. When departments aren’t aligned, or there’s a lack of communication, the outcomes are missed opportunities and confusion. No significant progress is made as the focus is on surviving, rather than thriving. 

• Poor morale is a silent killer of team performance. When employees feel disconnected, unsupported, or unappreciated, their engagement drops. This isn’t just about being unhappy—it affects how they show up for work, contribute ideas, and push through challenges. A Harvard Business Review article titled “The Price of Incivility” by Christine Porath and Christine Pearson, proved that employees are 48% less productive when stuck in negative team dynamics. Ask yourself: “What if my team members were 50% MORE productive?" “What would that mean for business results?” You would be hard pressed to find anything that could improve productivity so drastically - and at no extra cost!  

  You may also notice the following:

• No one seeks or offers feedback. Like I mention above, many (if not most leaders) mistaken this silence as a sign that everything is fine. “No news is good news.” so the saying goes, however if silence is accompanied by lagging results, its most likely an indication that team dynamic problems are lurking under the surface. 

• Certain groups form and others are left out. This leads to disjointed collaboration and creates a culture of "us vs. them." When this mindset sets in within a team, it’s hardly conducive to a collaborative environment where everyone works towards the same goals.  

• There’s a general sense of tension in the air - a clear sign that workplace relationships are fraying. 

• When discussing roadblocks or the team’s shortcomings, there is a lot of finger-pointing. There is rarely ownership of the problem. There’s always a reason – and according to them, it’s never their fault. 
  

Proof that Culture Beats Systems 

Companies with healthy workplace dynamics tend to have more resilient teams, higher innovation rates, and better long-term performance due in large part to hightened employee engagement. Gallup has also reported that companies with engaged employees can experience 21% higher profitability. Meanwhile, dysfunctional cultures drive talent away and lead to wasted resources, as employees disengage or leave altogether. 

I think I may be leading a dysfunctional team…what can I do?

If you’ve identified some potential problem behaviors or dynamics within the team, you can start by taking immediate steps: 

1. Model transparency and openness yourself. 

2. Tackle conflicts head-on, and make it clear that team dynamics matter just as much as technical outcomes. 

3. Recognize and reward not just high performance, but also collaboration, empathy, and leadership at every level – behaviors that are aligned with the desired outcomes. 

4. Hold ALL team members accountable – not just for their share of the work, but for contributing to a healthy, positive and collaborative work environment for all. 

If you’re struggling to find ways to do this, simple regular 1-to-1's are a great habit to instill. While technical issues can be addressed, it’s important to also make time for more rounded discussions around team dynamics. Below are 8 open-ended questions that can help initiate this open dialogue with ALL of your direct reports:  

Question #1: "What’s been the most rewarding part of your work recently, and why?" 

Question #2: "Is there anything that’s been particularly challenging for you lately? How can I help?" 

Question #3: "How do you feel about the current team dynamics? Are there any areas where you think we could improve?" 

Question #4: "What’s one area you’d like to develop or grow in, and how do you see us supporting that?" 

Question #5: "How do you feel about the balance between your workload and personal time right now?" 

Question #6: "How do you think we can improve the communication and collaboration within the team?" 

Question #7: "Can you share an example of something that went well recently that we should replicate in the future?" 

Question #8: "If you were in my position, what’s one thing you’d do differently to help the team or the organization?" 

By staying attuned to the signals of dysfunction dynamics, you can address the root causes before they damage the team and/or your business. Leaders who create a healthy, thriving environment will see those benefits reflected in the bottom line. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.

Emergent Leaders Newsletter/059/How to Cultivate Genuine Professional Relationships and Build Career-Advancing Connections Without Negative Perceptions

Helping new and emergent leaders understand the difference between cultivating authentic relationships and being perceived as a brown-noser involves focusing on building genuine connections, mutual benefit, and integrity.  Yet, some new and aspiring leaders are so concerned by what others might think, fear prevents them from acting and building the relationships that could help further propel them into leadership positions they aspire to have. 

If this resonates with you, read the strategies below. Perhaps one of them will help reframe your mindset around networking in a way that feels more aligned with who you are. 

Here are some networking strategies to explore: 

Emphasize Authenticity  

Approach relationships with sincerity. What do I mean by this? Authenticity involves being genuinely interested in the other person's perspectives, needs and goals. As an aspiring leader (or anyone for that matter), you should aim to build relationships based on mutual respect and understanding, rather than approaching them from a perspective of “What can they do for me?”

Value Exchange  

Highlight the importance of reciprocity in professional relationships. Individuals should consider what value they can offer to their stakeholders, sponsors, and mentors. This could be in the form of insights, support, or collaboration, showing that the relationship is not one-sided. 

On a recent Diary of a CEO Podcast episode, Marc Randolph, Co-founder of Netflix, talked about how a stranger who did a cold outreach caught his attention. This individual had done his research and found out that Marc had been learning how to play the guitar. In exchange for a conversation, he offered to show him a few tricks to help him hone his newly acquired musical skills. While not everyone will accept your offers, all it takes is one person to say “yes”. What do you have to offer?

Integrity and Transparency 

Always act with integrity and be transparent about your intentions. You should communicate openly about your goals and aspirations, while also making space to show a willingness to support the goals of others. If you don’t just come out and state your intentions, others will be leery from the start, which means defense walls will go up faster than you can blink. Simply state what you’re hoping to walk away from the conversation with – both for yourself AND what you hope to offer the other party. 

Long-Term Perspective 

View professional relationships as long-term investments rather than short-term gains. Genuine relationships take time to build and should not be approached with the mindset of immediate rewards. This will help reduce potential frustration when others don’t come through on your desired timeline. 

Personal Connection 

Find common ground and shared interests with existing stakeholders, sponsors, and mentors. Building deeper personal connections can help establish a stronger foundation for professional relationships and feel less awkward should you eventually need to ask for a favor. Understand that the same applies to the other party as well. Be prepared to be in service of others as you would want them to be in service of your work. 

Feedback and Reflection  

Professional relationship-building is a skill – and can be honed. By asking folks you know well what they feel you can improve on when it comes to your interactions or networking skills, you will know exactly what to focus on. Don’t assume you know. To improve the likelihood of receiving good quality feedback, ask questions like “What would you like to see more or less of when it comes to my listening skills?” or “What would you like to see more or less of when it comes to my communication skills?” Open-ended questions are questions that can’t simply be answered with a single word. Then thank them for their valuable input, reflect and act on this feedback.  

Mentorship and Sponsorship 

Mentors provide guidance and advice, while sponsors actively advocate for a leader's career advancement. Understanding these roles can help you approach these the right individuals to help you further build relationships with the right mindset and intentions. I would also encourage you to look outside of your industry for inspiring individuals to bring a fresh perspective to your thinking.

Professional Boundaries 

Lastly, maintain professional boundaries while building relationships. Respecting these boundaries ensures that interactions remain professional and do not cross into inappropriate territory. Some examples of inappropriate behaviors would include excessive personal sharing, communicating outside of work hours or work events, casual or inappropriate language, information mining, gift giving. This list is far from exhaustive, but you get my drift. 

By framing relationship-building as a skill, process of mutual support and genuine connection, you can accelerate your growth as a leader AND your career prospects, while still remaining completely professional. 

Emergent Leaders Newsletter/058/Setting the Business Up For Success By Properly Identifying And Growing Your Leaders

As a leadership coach, I help new and emerging leaders transition from their roles as technical experts to effective leaders. This transition - from individual contributor to leader - can be challenging, especially for highly specialized professionals.

While technical expertise is crucial, it is not the sole determinant of leadership success – and yet still to this day, it is the biggest determining factor when being considered for a promotion into initial leadership roles. 

Regardless of the industry, if you are a business or organizational leader in charge of hiring or promoting, it is essential to recognize that effective leadership goes beyond technical skills and requires a focus on values, time management, and specific leadership skills.   

In this week's newsletter, I hope to bring awareness to the qualities necessary in potential leaders, to help you decide if an individual would be a good leadership fit or not. I also go through actionable steps to shape your leadership pipeline and explore available supports to ensure your leaders are set up for success. 

Looking Beyond Technical Knowledge 

Technical skills may get an individual noticed, but leadership needs a distinct set of competencies. In addition to these competencies, aspiring leaders also need to take an honest assessment of their values and sources of fulfillment. By having this overall awareness, individuals are most likely to be matched to a role where they will be energized and thrive rather than feel drained and question their career move. 

According to The Leadership Pipeline, written by Ram Charan, there are 3 key elements (the transition triad, as he calls it) to consider when looking for leadership candidates: 

Work Values: The principles that individuals consider essential, guiding their focus and prioritizing their efforts accordingly. 

Time Management: The shift in responsibilities requires reallocating time to new priorities, moving away from old tasks. 

Skills: The abilities needed to effectively learn the skills required to take on and excel in new responsibilities. 

Sounds simple enough, but these transitions can be incredibly difficult for those who:

1) don’t WANT to make the change; AND/OR

2) are resisting to learn more unfamiliar tasks and schedule; AND/OR

3) become possessive over certain tasks and struggle letting go.

And to make things more complicated, each transition to the next “layer” of leadership will require yet another shift in all 3 of these areas. 

The Impact of Leadership Transitions 

Everyone will experience a learning curve. However, with time, if the challenges are not addressed - and fixed, problems will arise within the team and beyond. 

For example, I typically work with brand new and emergent leaders transitioning into roles up to VP level. Below are some of the common challenges that has them reaching out for help:  

• Taking on tasks that should be entrusted to others, rather than empowering the team; 

• Not following through on key responsibilities, resulting in missed opportunities or project delays; 

• Shying away from addressing challenges with direct reports, leading to unresolved issues; 

• Overlooking the importance of addressing difficult topics, which can hinder team dynamics; 

• Concentrating on managing subordinates while neglecting the importance of influencing peers and superiors; 

• Not investing in the growth and development of team members; 

• Not adjusting focus to align with the demands of a new role or level of leadership. 

While each of these are seemingly benigh problems, with time, they create more widespread disfunction within a team and organization, and have costly repercussions. Not to mention that the struggling leader will also become increasingly discouraged and overwhelmed, affecting the quality of their presence at work and at home, putting their once stellar reputation at risk. 

Placing a Focus on Leadership Development 

Every hiring leader I’ve worked with has declared their commitment to developing their leaders. And yet, when I ask them, “When was the last time you had a conversation about leadership skills with your high potential team members?”, I hear crickets. 

Not to worry – there are simple steps you can take to better focus on the development of your existing and aspiring leaders to ensure you constantly have leadership talent within reach. To develop a robust leadership pipeline, consider implementing the following strategies: 

Define Leadership Competencies 

Clearly outline the values, behaviors, and skills needed at each level or layer of leadership roles in your organization. Use these criteria to help guide your job postings, candidate selection and promotion processes. 

Provide Leadership Training  

Offer training programs that focus on soft skills, such as communication, emotional intelligence, and conflict resolution.  

Mentorship and Coaching 

Establish a mentorship program that pairs experienced leaders with emerging ones. External coaching can also provide personalized support and accelerate development at the very least with each leadership transition. 

Performance Reviews and Feedback 

Implement regular performance reviews that focus on leadership competencies (such as communication, decision-making, collaboration, etc.), not just technical achievements. Provide constructive feedback and create development plans around leadership goals and career aspirations. 

Create Opportunities for Leadership Experience 

Allow potential leaders to take on stretch assignments, lead projects, or take part in cross-functional teams. This hands-on experience is invaluable for developing leadership skills. Encourage knowledge sharing and collaboration on leadership topics. 

Team meetings 

Allocate time for discussions on leadership topics. Encourage them to share their thoughts on the current state of leadership within the team and organization. The feedback you will receive here will not only create an opportunity for you to gain insights on what your team needs from you, but it will also model the type of openness to learning you would expect from your future leaders - as long as you act on it. These meetings are also great time to highlight and celebrate leadership behaviors and achievements within the team. 

Model Desired Leadership Behaviors 

In your everyday interactions, model leadership behaviors you would expect of your leaders. Do the things that are listed above for your own development. Share your own leadership journey and the importance of continuous development. Highlight the value of leadership skills in achieving both personal and team goals. 

Effective leadership is a blend of technical expertise and a well-rounded set of values, time management, and leadership skills. By looking beyond technical knowledge and implementing actionable strategies to develop these qualities, you can build a strong leadership pipeline that will drive your organization’s success. Utilize external supports to complement your internal efforts and ensure your leaders are equipped to thrive in their roles.  

Emergent Leaders Newsletter/057/How to Manage Difficult Employees in Your First Leadership Role

As you step into your first leadership role, you may meet challenges that test your confidence and willpower. One common struggle my coaching clients face is dealing with a difficult direct report.  

Recognizing the Signs of a Perceived Difficult Employee 

Here are some key indicators that you might be dealing with a problematic direct report: 

• Consistently ignores established protocols and procedures. 

• Takes liberties that are outside their scope of responsibilities. 

• Engages in spreading rumors and hoarding information or only share partial information to maintain control. 

• Overestimates their value to the organization and uses this to justify negative behavior. 

• Undermines authority through unofficial channels and retaliates against perceived slights. 

• Uses anger or tears to manipulate situations and avoid accountability. 

Understandably, confronting such behavior can be daunting – which is why most of these cases go un-checked. 

My goal is to provide you with the tools and strategies to help you approach employees effectively, transforming difficult situations into opportunities for growth and strengthening your leadership skills. 

Reframing The Idea of Difficult Employees 

Now I mentioned “perceived difficult” intentionally because I do want to emphasize that many employees labeled as difficult have significant potential for growth and success if guided and managed correctly. Often, their passion, drive, and creativity are mischanneled due to lack of direction or support. By identifying their strengths and providing constructive feedback, you can help transform challenging behaviors into positive contributions.   

I would also like to point out that so-called “difficult” employees can offer valuable lessons for leadership development. Managing such employees can teach you how to navigate various interpersonal dynamics, enhance your communication skills, and help you develop patience and resilience. It’s an opportunity to refine your leadership style, making you a more effective leader. 

With this in mind, here are some factors to consider before labelling a team member as challenging: 

Lack of Clarity and Communication 

Sometimes, employees may act out because they haven't been given clear instructions or expectations. When processes and protocols aren't explicitly communicated, employees might unintentionally violate them, leading to frustration and conflict. Ensuring that all team members understand their roles and responsibilities can mitigate many issues. 

Insufficient Training and Resources 

Employees may struggle or behave poorly if they haven't received adequate training or don't have the necessary resources to perform their tasks effectively. This can lead to feelings of inadequacy, stress, and subsequent negative behaviors. Investing in proper training and providing the right tools can empower employees to meet expectations. 

Misalignment with Organizational Culture 

An employee might find themselves at odds with the company culture, which can manifest as difficult behavior. This misalignment can occur if an employee's values or working style significantly differ from the organization's. In such cases, it may be beneficial to provide cultural onboarding or mentorship to help the employee integrate better by finding some common ground.

Personal Issues 

Personal problems outside of work can sometimes influence an employee's behavior at the workplace. Stress, health issues, or family problems can cause an otherwise good employee to act out. Being empathetic and offering support, such as flexible working arrangements or employee assistance programs, can help address these issues. 

Constructive Disruption 

In some cases, what is perceived as difficult or rebellious behavior might be a form of constructive disruption. Employees who challenge the status quo, ask tough questions, or push back against inefficient processes can drive innovation and improvement within the organization. It’s important to discern whether the behavior is truly problematic or if it’s pushing the team toward positive change. 

Each employee is unique, and their behavior can be influenced by a myriad of factors. By simply getting to better know your team members and individual circumstances behind their behaviors, you can reveal underlying issues that, once addressed, can lead to significant improvement and a more harmonious working relationship. 

Dealing with Difficult Team Members  

When there is clarity around expectations, the odds of having to escalate a problematic team member’s case is significantly reduced. Unfortunately, it won’t be eliminated. If the unwanted behaviors persist despite swift and clear intervention, then it is important to manage the situation before it starts to impact others and business results. 

Here’s what to do to manage a confirmed difficult employee effectively: 

Document Everything 

Keep detailed records of the employee's behavior, including dates, specific incidents, and any witnesses. I strongly recommend that you consult with an HR professional to ensure the necessary information is gathered should the unfortunate need for formal disciplinary action become necessary. 

Set Clear Expectations and Foster Open Communication 

Clearly communicate your expectations about their performance and behavior. Outline the specific processes and boundaries that must be followed. You can even explain the impact it’s having on the team. Most people are so focused on what they’re doing that they don’t see how their behaviors are affecting others. Encourage open dialogue with the employee. Listen to their perspective and concerns but remain firm on the expectations and necessary changes. 

Provide Constructive Feedback 

Address issues directly and promptly. Use specific examples and focus on the impact of their behavior on the team and organization. By addressing it quickly, it also decreases the likelihood of a heavier and more unpleasant conversation down the road. It’s also fair to the employee, as it gives them the opportunity to change their habits before it potentially has an impact on their reputation within the team. 

Create an Improvement Plan 

Should the behavior persist after a few fair prompt warnings, develop a performance improvement plan with measurable goals and a clear timeline. Ensure the employee understands the consequences of not meeting these goals, keeping focus on business goals and desired behaviors.  

Monitor Progress 

There is no point in going through the discomfort of having difficult conversations if you won’t follow up on the agreed-upon terms of engagement. Regularly review the employee’s progress against the improvement plan. Provide objective, ongoing feedback and support, acknowledging any positive changes. It’s incredibly important for team members to feel as though you have their backs throughout their learning. 

Maintain Professionalism 

Stay calm and professional, even in the face of emotional outbursts or retaliatory behavior. Your composure will reinforce your authority and set the tone for acceptable behavior. Take a few moments prior to the conversation if necessary to clear your mind and refocus your attention on the desired outcomes of this conversation. 

Seek Support 

Consult with HR or a senior mentor for advice and support for yourself throughout the process. They can provide guidance on handling difficult conversations and and bolster your confidence, knowing your actions in line with company policies and labor laws. 

Reflect and Learn 

After the situation is resolved, take time to reflect on what you've learned. So few people do this. Fortunately, having to deal with this type of employee will be a relatively rare circumstance, but will inevitably happen again. Take note because you are likely to forget how you went about it, along with what you wished you have done differently.

Managing difficult employees is a challenging but essential part of leadership. But acknowledging that this is also a skill that can be worked on, you can learn to handle all types of employees like a pro. Remember, every challenge is an opportunity to grow and develop your leadership skills. 

Emergent Leaders Newsletter/056/Top 10 Indicators You're Ready (or Not) for Your First Leadership Role

Stepping into a leadership role for the first time is exciting, scary, thrilling, challenging and rewarding all at once.  

However, the transition from being a high-performing individual contributor or a longer-tenured employee to a successful leader requires more than just technical knowledge and an abundance of confidence. According to a meta-analysis led by Timothy Judge, Ph.D., a professor at the Mendoza College of Business at the University of Notre Dame, “extroversion” is the best predictor of leadership effectiveness, followed closely by “conscientiousness”. Whether you agree with these findings or not, the fact is that if you aspire to one day get promoted to a leadership role, there are a multitude of factors that will make you more likely to be seen as a potential candidate for the job.

The good news is that even if these traits don’t necessarily come naturally to you or need some honing, there are actions you can take now to put them into practice so that you can demonstrate to others that 1) you are willing to learn, grow and do what it takes to be a successful leader and 2) that you already have what it takes to be a successful leader. 

To help you assess your leadership readiness, here are 10 indicators that tend to signal whether you’re ready (or not) for your first leadership role: 

1. Clear Motivation 

Sign you ARE ready: You know your “why”. You have a strong, clear motivation for wanting to be a leader, such as a desire to make a positive impact or to grow personally and professionally. It used to come as a shock to me to learn how many of my clients who were being groomed to become leaders had no idea why they had applied for the role in the first place – many simply assumed that it was the next logical step. 

Sign you are Not yet ready: Your primary motivation is external, such as seeking a title or a higher salary, without understanding the responsibilities and challenges of leadership. While I'm not here to judge, experience tells me that these external validation factors are almost always very short-lived and motivation to stay in the role wears off quickly once the less than glamorous aspects of leadership come into play.  

2. Team Success Over Individual Success 

Sign you ARE ready: You are willing and able to shift your focus from individual achievements to the success of each of your team members. This is such a common struggle with new leaders, and I completely understand why this is: the technical skills and achievements that got them into their leadership role in the first place are practically no longer relevant when it comes to orchestrating their teams. As an aspiring leader, you must accept that you will now be highlighting your team members’ wins rather than your own. 

Sign you are Not yet ready: You struggle with prioritizing team goals over personal accomplishments and find it hard to share credit. I’m not saying not to celebrate your own wins, but the light you shine on others better be brighter than the one you shine on yourself. 

3. Handling Failure and Setbacks 

Sign you ARE ready: You are resilient, able to learn from failures, and support your team members through challenges. When mistakes happen, you tend to ask, “How can we do better next time?” or “How can we mitigate these risks in the future?”. You treat mistakes as learning opportunities to build on and improve rather than view them as failures. 

Sign you are Not yet ready: You crumble easily under pressure, revert to old habits and tasks that you can do with ease and bring comfort rather than tackling challenges head-on.  

4. Embracing a Growth Mindset 

Sign you ARE ready: You are open to and engage in continuous learning and encourage your team to do the same. You experiment with different learning modalities and share your experiences with your team members to contribute to a culture of learning within your current team and beyond that nurtures learning and growth. 

Sign you are Not yet ready: You believe you already know everything you need to succeed and resist innovative ideas and perspectives. If you catch yourself saying “This is how I’ve always done it.” or “This way has worked for me this long, I don’t see why I need to change.”, then you’re probably not in the best leadership mindset – yet. 

5. Delegating Tasks and Responsibilities 

Sign you ARE ready: You trust your team and can delegate tasks effectively, empowering others to take ownership of their work. You are accessible for check-ins and able to provide support without jumping in to do the work for them. 

Sign you are NOT yet ready: You have difficulty letting go of control and prefer to handle everything yourself. A common flag is gate-keeping information to prevent others from doing certain tasks. Another flag would be constantly being in a state of overwhelm.

6. Addressing Difficult Conversations 

Sign you ARE ready: You don’t hesitate to address conflicts and provide constructive feedback promptly, directly and effectively to help things moving along in a positive light. Bonus points if you can do this while keeping your emotions in check! 

Sign you are NOT yet ready: You avoid difficult conversations and struggle to provide honest feedback. I’m not asking you to love having these difficult conversations, but as a leader, you will need to initiate them.  

7. Handling Criticism 

Sign you ARE ready: You are open to feedback and use it as a tool for growth, both for yourself and your peers. There is another side to handling criticism though. It’s one thing to accept “quiet” criticism. But as a leader, you will be a much more visible target – and it is next to impossible to please everyone. When faced with tough decisions, leaders can consult with all the right stakeholders to gather information to make the most informed decision to be in service of their work. They also own the consequences of their decisions, whatever they may be. 

Sign you are NOT yet ready: You become defensive or dismissive when challenged or faced with criticism, making it difficult to improve. If your go-to rebuttal to a less than positive bit of feedback is “It’s not just my fault.” or some other form of deflection, then this is definitely an area that could be honed. 

8. Communicating Effectively 

Sign you ARE ready: You practice active listening (meaning you listen to learn rather than listen to answer), you clearly articulate your ideas, and you tend to maintain transparent dialogue with your co-workers and other stakeholders. You seek and value others’ opinions, and take them into consideration when making decisions.

Sign you are NOT yet ready: You struggle with communication, which often leads to misunderstandings with your co-workers and boss. You feel like you need the most air space or need to be the first to talk. Another red flag here would be the following: you tend to complain to work colleagues about issues but never address them with those who can do something about it. You tend to think/say: “I shouldn’t have to remind them” or “I had to figure it out on my own – so should they.” If this resonates, let this be your clue to improve your communication – AND collaboration skills. 

9. Vision and Direction 

Sign you ARE ready: You have a clear vision for your work and can easily get everyone on board. You can communicate ideas compellingly, inspiring others to follow. New and aspiring leaders need to understand that when in a leadership role, they will have to hold people accountable by one of two ways: either folks will WANT to hop on board because they believe in the vision, or they will do it because it’s an employment requirement. Trust me. The first group is much easier to hold accountable than the latter.  

Sign you are NOT yet ready: You currently lack a clear vision of your current role or have difficulty articulating it. If you tend to work alone without letting anyone know about the progress of your work, this may be an area worth focusing on. 

10. Seeking Comfort Over Growth 

Sign you ARE ready: You embrace new leadership practices and are willing to step out of your comfort zone to grow. I know we hear this a lot, but what does it actually mean to step out of your comfort zone? It means taking actions that others aren’t willing to take, being seen when you would rather hide in your office, being the first to try things to model actions and behaviors you expect from your staff. Stepping out of your comfort zone will evolve who you are and will also change your perspective because they are humbling. It checks the ego and makes you more relatable. 

Sign you are NOT ready yet: You revert to familiar habits rather than adopting new strategies that better serve your role as a leader. But the habits that got you to the point of high-potential and aspiring leader are unlikely to make you a successful leader. Start working on the skills and demonstrating to others that you have what it takes to be an effective and influential leader. If you aren’t willing to do that, then I can tell you that you will make it harder for others to see your leadership potential. 

Taking on a leadership role is a significant step that requires careful consideration and preparation. By growing your awareness around each of these indicators, you can better understand your readiness for leadership. Embrace the challenges, stay resilient, and focus on building a positive and supportive environment for your current team and peers. Start with you because leadership is above all, a journey of continuous learning and growth. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/055/How to Keep Your Team Motivated by Recognizing and Rewarding Their Contributions

Many organizations rely on traditional employee recognition methods to reward team members. While these can be effective, they often do not resonate with every individual. As a result, the impact doesn’t land as intended. Common approaches include: 

• Publicly celebrating achievements in meetings or on company-wide platforms;

• Bonuses, raises, or gift cards;

• Gadgets, office supplies, or branded merchandise;

• Team outings, lunch with the boss, or company events. 

While these methods have their merits, they often fall short for various reasons. Public recognition might embarrass some employees, monetary rewards can seem impersonal (and let’s face it, it’s never “enough”), and material gifts may not be meaningful to everyone (who needs yet another company-branded mug anyway?) Most often, the effects of these are very short-lived because they are mostly superficial in nature. 

The key to dishing out impactful demonstrations of appreciation go beyond these standard practices is by going about it in a way that is more personalized. Yes, this will require you to get to know your team members a little more - something I have yet to hear employees complain about. So, whether the organization you work with has standard practices in place for employee recognition or not, I will go over some ways leaders can go the extra mile to show appreciation for their team members when the standard practices don’t seem to cut it. 

Getting to the Crux of the Motivational Issues 

The core of effective recognition and rewards lies in understanding and valuing the individuality of each team member. While some organizations spend incredible amounts of money on office perks and outings, the truth is that with time, these luxuries either come to be an expectation or become a non-factor when it comes to motivating team members.   

Here’s how leaders can do their part in ensuring every team member feels appreciated and is more likely to remain engaged in their work: 

Understand Individual Preferences  

Take the time to learn what each team member values. For example, some team members may prefer public recognition, while others might value private, heartfelt thanks. You can quickly see that if an employee deeply values their privacy, public recognition can seem more like a punishment than a reward.  

Regular Check-Ins 

Invest time in understanding each team member’s personality, strengths, and motivations.  

Not only are regular 1-to-1's great for tracking progress, but they are also a fantastic opportunity to have ongoing conversations about career aspirations, current challenges, and generally getting to know your team members better so that you can better understand means of recognition they find most meaningful. If working together in an office, regular casual walk-abouts are also a great ways for impromptue conversations that can give leaders some insights into their team members’ preferences and dislikes.

Inclusive Decision-Making  

Involve team members in deciding how they want to be recognized and rewarded. This can be done through surveys, suggestion boxes, or direct conversations. Everyone has their own so-called “love language” - the way they perceive and are most receptive to displays of “love” or in this case, appreciation. When a leader understands what makes their team members tick, they can better match to their language of appreciation – which is much more likely to be received in a way that it was intended to be received.  

Consistency and Fairness 

Ensure that recognition and rewards are consistent and fair across the board. Avoid favoritism and strive for equity in acknowledging contributions. Ensure you stay on top of performance management to ensure every team member is set up for success - and rewards.

Celebrate Small Wins 

Recognize day-to-day achievements, not just the major milestones. This helps maintain motivation and reinforces positive behavior. It also signals to your team members that you are “tuned” in. 

Custom Reward Considerations

Once you have a better understanding of what each of your team members appreciate, customize the rewards to their needs and/or interests. For example:  

• Tailor rewards to the individual's interests and preferences. Gifting a subscription to a service the employee would enjoy, such as a streaming service, audiobook subscription, or a meal delivery kit.  

• Provide a clear pathway for growth and when possible, offer opportunities for advancement. Growth can be highly motivating for some. Offering training, courses, or conference attendance that aligns with the employee's career goals can also be a great way to keep them engaged, reward them for their work AND help them on their professional journey. 

• Offer both public recognition for those who thrive on it and private acknowledgment for those who prefer it.  

• Instill a process where team members can nominate and recognize each other for their efforts. It creates a positive and uplifting culture where team members feel comfortable and encouraged to recognize each other’s efforts. 

• Celebrate team achievements collectively to foster a sense of community and shared success. 

• Recognize contributions through wellness programs, such as gym memberships, mental health days, or wellness workshops. If the company benefits covers this - then a gift card for their favorite athletic wear store could be a good complement. If possible, flexible work arrangements have also been shown to help contribute to employee wellness, such as extra days off, the choice to work remotely, or flexible hours as a reward for hard work. 

• Promptly delivered handwritten personalized notes to reinforce positive behavior and maintain momentum from leaders usually tend to be well received when expressing genuine gratitude for specific contributions. 

• Allowing team members to nominate and recognize each other for their efforts. 

Intrinsic Motivation and Self-Awareness in the workplace

While external recognition and rewards are important, it's crucial to remember that true motivation is often an inward process. Let’s face it: if an employee is unhappy with where they are in their career or feels unfulfilled by the work they do, no amount of gift cards or fancy coffees will improve their motivation. However, leaders can help team members become more intrinsically motivated by facilitating opportunities within the workplace to increase self-awareness and personal growth.  

Here's how leaders can help their employees gain more awareness and insight into what brings them joy professionally: 

1. Promote regular self-reflection practices, such as journaling or mindfulness exercises, to help team members understand their motivations and goals. 

2. Give employees the freedom to choose how they complete their tasks. This can enhance their sense of ownership and hence, intrinsic motivation. 

3. Help team members find alignment between their work and their personal values and passions. Many people simply don’t know what their values are, and so don’t know how to connect the dots between the work they do and what’s important to them. A simple values exercise can help re-invigorate a job or career when they can see how their work relates to what’s important to them.

4. Offer feedback that focuses on personal growth and development rather than just performance metrics. 

5. Encourage a culture where challenges are viewed as opportunities for growth and learning, rather than threats to success. Culture is contagious. As a leader, demonstrate the values of learning and growth - your team members are much more likely to follow suit.

By moving beyond traditional methods and adopting a more personalized and thoughtful approach, leaders can create a work environment where every team member feels valued and motivated to continue their great work. To achieve the motivational boost as intended, recognition and rewards should not be one-size-fits-all but rather a reflection of the diverse needs and preferences of the team. 

Emergent Leaders Newsletter/054/ How To Manage Your Time As A New Leader To Address All Your Priorities Without Burning Out

One of the most significant shifts you’ll experience as a new leader is how you manage your time. Many high-potential individuals struggle with this transition, often leading to burnout and exhaustion.  

The Time Management Challenge 

As a new leader, you might feel you’re managing your time well, but common indicators often suggest otherwise. Here are some flags that might signal a need for reevaluation of your work schedule: 

• Are you constantly busy but rarely productive? Are your days packed with tasks, yet you feel like you’re not carrying out your key goals? 

• You have no time for strategic thinking. You’re so caught up in daily operations that you can’t find time to plan for the future. 

• Do you often feel exhausted and overwhelmed, and unable to recharge even after the weekend? 

• You’re not spending enough time coaching and developing your team members. 

• Are you finding yourself doing tasks that should have been completed by or could be delegated to others? 

Shifting Perspectives on Time Management 

As a leader, your time should be spent on activities that drive the team and organization forward. Not to say that the tasks you completed before becoming a leader didn’t contribute to this, however as a leader, it’s necessary to take a step back from the day-to-day tasks to allow yourself to look into the distance, to see where the team is headed or to create the vision for them. Once you are clear on your priorities, intentional time management and decision-making become SO much easier.  

Here are 5 essential shifts to consider when it comes to priority-setting as a new leader: 

#1: Focus on Strategic Priorities 

Allocate time for strategic planning and high-impact activities. As a leader, your role expands beyond day-to-day tasks to encompass strategic planning and high-impact initiatives that drive the organization forward. Here’s how to do it: 

• Clearly define the long-term goals and objectives of your team or organization. Ensure your daily activities align with these goals. Not all organizations are clear on this so it might take some digging around on your part, but it is still an important exercise. 

• Use tools like the Eisenhower Matrix to categorize tasks by urgency and importance. Focus on high-impact tasks that contribute to your strategic objectives, rather than doing what is familiar and comfortable. 

• Block out regular time in your calendar specifically for strategic planning. This could be a few hours each week dedicated solely to thinking about the future, setting the vision, then setting goals, and developing strategies. 

• Regularly review your progress towards strategic goals and adjust your plans as needed to stay on track. 

#2: Delegate Effectively 

Delegating isn’t just about getting others to do the work. Part of your role as a leader is to grow your team members’ skill sets. Effective delegation is also crucial for maximizing your team’s productivity and allowing you to focus on higher-level responsibilities. Here’s how to delegate more effectively: 

• Know the skills and strengths of each team member. Delegate tasks that match their abilities, interests and areas for growth.  

• When delegating a task, be clear about the expected outcome, deadlines, and any specific guidelines – unless there is a strict process, refrain from telling folks exactly “how to” get their tasks done. Micro-managing does nothing to help develop their sense of ownership over tasks. 

• Ensure your team has the necessary resources, training, and support to complete the tasks you delegate. 

• Avoid always delegating to the same individuals. Not only can this be perceived as favoristism, but can over-burden your potentially highest-potential team member who always says “yes”. Remember - some people have a hard time saying no.

#3: Develop Your Team 

Invest in your team’s growth through coaching, mentoring, and feedback. Your success as a leader is no longer dependent on your solo success: it is now closely tied to the growth and success of your team. Increasing your team’s skillset will not only increase their work capacity, but constant learning opportunities will ensure the team evolves and will keep them more engaged in their work. You can invest in their development with these strategies: 

• Schedule regular one-on-one meetings with team members to discuss their progress, provide feedback, and offer your support. 

• Work with each team member to create a personalized development plan that includes their career goals, skills to develop, and action steps. 

• Offer opportunities for learning and development through increasingly complex projects, training programs, workshops, conferences, and online courses.  

• Provide prompt and constructive feedback that helps team members improve their performance and develop new skills. 

• Meaningfully recognize and celebrate the achievements and progress of your team members to motivate and encourage further growth. 

#4: Reserve Time for Reflection 

Schedule regular time to reflect on your leadership practices and team performance. Reflection is a powerful tool for continuous improvement and effective leadership. Here’s how to incorporate it into your routine: 

• Set aside a few minutes each day or week to reflect on your actions, decisions, and interactions. Ask yourself what went well and what could have been improved - and document it.  

• Regularly seek feedback from your team and peers to gain different perspectives on your leadership.  

• Reflect on your progress towards personal and team goals. Adjust your strategies as necessary to stay on course. 

#5: Maintain Work-Life Balance 

Ensure you have time for personal well-being to sustain long-term productivity. Maintaining a healthy work-life balance is essential for preventing burnout and sustaining long-term productivity. Here’s how to achieve it: 

• Clearly define your work hours and stick to them. Don’t just communicate these boundaries – model them to your team. 

• Make time for activities that rejuvenate you, such as exercise, hobbies, spending time with family and friends. 

• Schedule regular breaks throughout your workday to recharge and avoid fatigue.  

• If you’re struggling to maintain balance, seek support from mentors, coaches, or professional counselors. So many others have been in your shoes. You don’t have to reinvent the wheel – and you’re certainly not alone. The is an entire community within reach, ready to help. You just have to keep asking until you find those individuals who will support you.  

By transforming your schedule, you can focus on what truly matters: leading strategically, developing your team, and maintaining a healthy balance. A bonus side effect of keeping this balance while still carrying out what needs to be addressed is having the mental capacity and energy to show up as a better version of yourself, both at work and at home. Once new leaders truly grasp the concept that effective time management is not about doing more; it’s about doing what’s most important, life gets easier.  

Embrace the changes in your time management approach, and you’ll not only avoid burnout but also thrive in your leadership role. Keep an eye out for the flags that signal a need for adjustment, and continuously refine your schedule to align with your leadership goals. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/053/How to Set Clear Expectations As A New Leader Without Compromising Workplace Relationships

Stepping into a leadership role can be both exciting and daunting, especially for those who are transitioning from being a peer to first-time leader. One of the biggest challenges new leaders face is setting clear expectations while maintaining positive relationships with their team members. The fear of being perceived as authoritarian or losing friendships often leads to anxiety and hesitation in taking on a leadership role in the first place. However, effective communication can bridge this gap, enabling new leaders to show authority in a collaborative and respectful manner.  

This week’s newsletter explores key communication techniques to help new leaders set clear expectations without compromising their established workplace relationships. 

Shifting from peer to leader workplace relationships 

Transitioning to a leadership role means you are no longer simply a peer, but now a guide and mentor. It’s essential to recognize that this shift doesn’t require you to abandon your previous relationships but it will require you to redefine them. Your role now includes holding team members accountable, which, when done effectively, can foster trust and respect rather than resentment. 

Here are some key actionable steps to allow a more peaceful shift to leadership:  

1. Set the Stage with Transparency 

Begin your leadership journey with an open conversation. Share your excitement and acknowledge the change. Let your team know that while your role has evolved, your commitment to their success and the team’s goals is top priority. 

For example, you could say something like: "I’m excited to step into this new role, and I want to assure you that my primary goal is to support our team’s success. I understand that my responsibilities now include ensuring we meet our targets and holding everyone accountable, and I believe we can achieve this through clear, open communication and mutual respect." 

But the real key to success here is to prove it through your actions. DO what you SAY you’re going to do. Always ask yourself, “What evidence of this am I putting out there?” before demanding it of your team members.

2. Define Clear Expectations 

Clear expectations are key to effective leadership. And it’s been my experience from working with over 100 leaders that while many of them believe they are clear when giving instructions, most of their team members would disagree. It’s simple: When team members know what is expected of them, it reduces ambiguity and anxiety, it is also so much easier to hold them accountable. What do I mean by clear instruction? Be specific about the desired outcomes (goals), about milestones and deadlines, and standards of performance. 

As a guideline, you can create “SMART” goals – to ensure that communicated expectations are Specific, Measurable, Achievable, Relevant, and Time-bound. Schedule regular meetings to discuss progress, provide feedback, and adjust expectations as needed. 

3. Nurture Open Dialogue 

Encourage team members to voice their concerns, ask questions and provide feedback. An open dialogue ensures that everyone is on the same page and feels valued – that nothing is left unsaid and unheard. While this is an environment all organizations should strive for, things can really shift with an internal promotion. Jealousy, envy, resentment can all come into play, especially if other peers were also vying for the leadership position. If you sense a negative shift, even once the dust has settled, you might want to take the lead and bring it up with the individual(s) yourself. Listen to their concerns with empathy and agree on how you can better work together moving forward. Make a real effort to understand their concerns, their long-term vision, and together come up with a plan to help set them up for success. If they know you have their backs, they will also back down their defenses.  

4. Collaborative Goal Setting 

When possible, involve your team in the goal-setting process. This collaborative approach ensures buy-in and makes everyone feel responsible for the outcomes because it reduces the perception power dynamics. Use team meetings to brainstorm and set goals together rather than to present the game plan. This will create an opportunity to recognize and incorporate individual strengths, ideas and perspectives into the overall plan. 

5. Provide Constructive Feedback 

Feedback is so crucial for growth, but it needs to be constructive. If the focus is on behaviors and outcomes rather than personal attributes, the potential for conflict will be greatly reduced. Keep the SBI Model (Situation-Behavior-Impact) in mind when providing feedback: Describe the situation, the behavior observed, and the impact of that behavior. This keeps the feedback objective and actionable. Feedback should also be given out equitably amongst team members. And of course, it’s always best practice to balance constructive feedback with positive reinforcement to motivate and encourage great work, as well as empower all your team members.  

6. Lead by Example 

Again: Lead by example. Your actions set the tone for your team. Demonstrate the behavior and work ethic you expect from your team members. Be consistent in your actions and decisions and show integrity in all your dealings. 

Transitioning into a leadership role doesn’t mean you have to abandon your collaborative spirit. In fact, when executed well, collaboration can help you transition. By setting clear expectations through effective communication, you can create a positive and productive team environment. Leadership is not about authority but about guiding and supporting your team towards shared goals. Embrace the shift with confidence, and your team will follow suit. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/052/Finding the Proper Delegation Balance

As high potential individuals move into their first leadership roles, one of the most challenging transitions they face is moving from being a hands-on doer to an effective delegator.

Striking the right balance between giving your team enough autonomy to succeed, while providing enough oversight to ensure progress can be tricky. That’s why week, I’m diving into how to find that delegation sweet spot. 

Avoiding Delegation Extremes 

Delegation isn't about offloading tasks and forgetting about them. It's about transferring responsibility in a way that empowers team members while ensuring accountability and progress.

Below I list common pitfalls I see with my coaching clients’ initial habits and discuss how to replace them with more effective delegation practices. 

Micromanagement Red Flags:  

• Constant Check-Ins. If you're checking in multiple times a day without any significant updates, you may be micromanaging. 

• Providing too much instruction. Excessively detailed instructions can stifle creativity and ownership. 

• If you often redo your team's work instead of providing constructive feedback, it's also a sign of micromanagement. 

Red Flags of Too Little Oversight: 

• If you rarely receive updates on delegated tasks, it’s a sign of insufficient oversight. 

• Regularly missing deadlines without prior communication indicates a lack of follow-up. 

• Discovering significant problems at the last minute is also a clear sign of inadequate oversight. 

Striking the Right Delegation Balance 

Proper delegation involves clear communication, regular check-ins, and a supportive environment.  

Here’s what it takes to achieve a delegation balance: 

1. Clear expectations and objectives - be clear about what needs to be achieved, why it’s important, and the desired outcome. Set milestones by breaking down the task into manageable steps within the timeline. 

2. Empower your team by allowing team members to decide how to approach tasks within the given framework. You can also ensure the proper resources are provided by consistently ensuring they have the tools, information, and support they need. 

3. Schedule regular check-ins. This helps you check progress and address any immediate concerns.  

Systematic Actions for Effective Delegation 

To embed the above practices into your leadership routine, consider the following delegation action cadence you can time block into your schedule to help you stay on top of things without micro-managing: 

Daily Delegation Actions 

• Conduct brief meetings to align on daily priorities. (No more than 15-20 minutes)

• Have open office hours or scheduled times for team members to seek guidance. These time blocks are reserved for work you can easily do despite several interuptions, versus focus time blocks that are booked in for when you need to focus without interruption.

Weekly Delegation Actions 

• Hold structured meetings to review and discuss weekly progress and address any roadblocks or challenges and collaborate to come up with next steps for the team member or team. 

• Provide constructive feedback and recognize achievements. 

Monthly Delegation Actions 

• Assess individual and team performance against monthly goals. 

• Identify development opportunities and offer coaching. 

• These monthly reviews allow you to check in on overall progress against goals, provide feedback, and adjust plans, as necessary. 

Quarterly Delegation Actions 

• Review long-term goals and adjust strategies. 

• Organize activities that strengthen team cohesion and morale. 

• Quarterly meetings are more strategic in nature, and let you evaluate performance, set new objectives, and identify areas for improvement.  

The Effective Delegator’s Checklist 

To ensure your delegation approach is effective, use this checklist. (In fact, you should be asking each of your team members to rate each of the following statements as we sometimes over-inflate our delegation skills): 

• Have I clearly defined the task and its goals? 

• Does the team have the necessary tools and information? 

• Have I allowed sufficient freedom for the team to approach the task creatively? 

• Are there structured check-ins to monitor progress without micromanaging? 

• Is there a system for providing and receiving feedback? 

• Have I established clear accountability for outcomes? 

• Am I regularly accessible to provide support and guidance when needed? 

By keeping this balance, you empower your team to take ownership of their tasks while ensuring that you’re kept in the loop and can provide guidance when necessary. This balance not only helps in achieving project goals but also fosters a positive and productive work environment. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/051/Strategies for New Leaders to Manage Diverse Skill Levels

Diverse skill levels within a team can lead to perceived imbalances in workload and favoritism, depending on how the gap is handled. For new leaders, managing a skills gap is a delicate balance between nurturing low performers while not overburdening high performers.

Understanding the Skill Divertsity Spectrum

Here’s what this difference often looks and feels like within the workplace: 

Low Performers  

• Struggle to meet expectations,  

• Consistently require more guidance and support, 

• Lack confidence, 

• May be perceived by the rest of the team as receiving undue leniency, leading to feelings of resentment from team members, which then leads to division within the team.

Middle/Average Performers  

• Consistent and reliable but may feel overshadowed or neglected,  

• Tend to fly under the radar because they don’t stand out in any way, which contributes to disengagement or stagnation. 

High Performers  

• Excel in their roles,  

• Often become the go-to individuals for critical tasks, 

• This can lead to burnout and feelings of unfair treatment among their peers. This resentment also often leads to division amongst team members. 

Now, you might think the solution is easy: simply “Let the lower performers go!” However, studies have shown that when a “bottom” is removed, it will quickly be replaced by another.  This doesn’t in any way mean you’re destined to have to tolerate under-performers. It means you must be very intentional about how you tolerate and manage the lower performers to elevate the team’s bottom line. Every situation will require (and deserves) a swift, yet fair assessment to properly figure out the best fit next course of action. Approaching the situation with an open mind is your best bet.

Indicators of imbalance amongst Team members

As a leader, be vigilant for these signs that might show an imbalance of workload within your team: 

• Workload Disparity: High performers consistently receive more challenging tasks, while low performers get simpler assignments. 

• Resentment and Morale Issues: Team members express frustration about perceived preferential treatment or lack of recognition. 

• Burnout: High performers showing signs of stress or fatigue due to constant high demands.

• High turnover: Team members are often leaving for other opportunities. Your department feels like a revolving-door. 

• Stagnation: Middle and low performers not showing progress or growth, feeling disengaged from their roles. 

Strategies to help Level (and elevate) the Playing Field

To manage a team with diverse skill levels effectively, consider these actionable strategies: 

1. Offer Transparent Communication with ALL team members 

Holding regular one-to-one meetings with all team members to understand their needs, aspirations, and challenges is a great start. You can use the time to communicate expectations and provide current feedback. These meetings are also a fantastic opportunity to share additional necessary information each team member needs to do their jobs well.  

2. Offer Tailored Professional Development Plans 

Create individualized development plans that address each team member’s strengths and areas for improvement. Team members mentally check out when they don’t feel the learning is relevant to them. Synchronous learning (where a large group is taught the same thing at the same time) is phasing out and we are seeing a much greater demand for "a la carte” professional learning and development opportunities and delivery methods. Be open to allowing team members to learn in ways that resonate with them.  

3. Delegate with Purpose and Foster a Collaborative Culture 

Rotate responsibilities to ensure all team members have opportunities to tackle challenging and routine tasks. Pair high performers with low performers on projects to foster mentorship and knowledge sharing. This also has the added benefit of reducing the likelihood of disruptions when a team member leaves on holidays or for extended periods of time or there is a gap in the team until new hires are on-boarded and brought up to speed with their responsibilities. 

4. Recognize and Reward 

Recognize achievements across all levels, celebrating both small and significant milestones. Ensure rewards and recognition are based on merit and improvement, not just high performance. It makes success feel achievable for all members, which in turn entices them to perform at the highest levels. 

5. Set Clear Goals and Metrics 

Unfortunately, I’m finding that this level of clarity is only given once a leader perceives a performance issue. Giving this type of directive provides all team members with an equal framework to be successful when clear, achievable goals are aligned with their skill level and potential. Use metrics to track progress and hold everyone accountable - right from the start.  

The impact of Ignoring the issue

Leading a team with diverse skills sets is hard, but so is leading a disgruntled team. To quote Keith Craft, you get to “Choose your hard”.

Here are some factors to consider should you choose to not address the skills imbalance on your team:  

• Decreased Morale because of team members feeling undervalued or overburdened, which can lead to low morale and high turnover. 

• Reduced Productivity as discontented and burnt-out team members can significantly affect overall team productivity and performance. 

• Stagnation, affecting the team’s ability to innovate and adapt. 

• Erosion of trust in leadership due perceived favoritism, damaging team cohesion and collaboration.  

Inferior performance can be contagious. Unfortunately, most people would rather leave their current job provide the feedback to anyone who has the power to make the necessary changes. If you’re a leader, don’t be fooled. If your team is quiet, you should be concerned and ask more questions. 

Managing a team with diverse skill levels is undoubtedly challenging, but with the right strategies, you can create a balanced, productive, and harmonious team environment. By fostering transparent communication, tailored development, purposeful delegation, and a collaborative culture, you can honor each team member’s learning journey and ensure fair treatment for all.  

Emergent Leaders Newsletter/050/Building a Culture of Accountability as a First-Time Leader

Imagine stepping into your first leadership role. You’re excited about making a difference and eager to build a team that excels. In your vision, your team members take ownership of their work, meet deadlines, and consistently strive for excellence. Each person understands their role, communicates openly, and supports one another in achieving common goals. There's a palpable sense of trust and mutual respect, where feedback is welcomed and acted upon. Everyone holds themselves and each other accountable, leading to high performance and job satisfaction. 

Real Life Leadership Challenges when it comes to team productivity 

Not that this idealistic vision can’t exist, however, the reality of leadership often presents challenges that can severely disrupt this ideal scenario. After all, while a leader may technically have all the right components to create a winning team, there are many factors that are not fully within their control (i.e. the human element of the team).  

As a new leader, you might encounter: 

• Inconsistent performance, where some team members may not meet expectations, which leads to frustration within the team, along with missed deadlines. 

• Lack of ownership. Certain employees might not take responsibility for their tasks, resulting in a consistent reliance on others to pick up the slack. 

• Poor communication, misunderstandings and lack of clarity leading to errors, delays and inefficiencies. 

• Resistance to feedback, where some team members might be resentful, defensive or dismissive when given constructive criticism. 

• Low morale, where a lack of accountability can create resentment among high-performing team members, reducing overall team morale. 

These challenges arise from a variety of factors, such as differing personalities, life circumstances, work ethics, unclear expectations, or a lack of trust within the team, amongst many others. The good news is that there are some actionable steps leaders can take to at least mitigate these potential issues so that your team’s productivity and success is more in alignment with your initial leadership vision while still providing positive workplace experiences for all involved.

Actionable Steps for Creating a Culture of Accountability 

Building a culture of accountability without resorting to authoritarian measures is essential for fostering a positive and productive work environment. Here are some simple steps leaders can take:

Set Clear Expectations by Clearly Defining Roles and Responsibilities  

Clearly outline each team member's role and what is expected of them. Use detailed job descriptions and translate them into required outcomes. For example, “You will know you are successful in this role if X, Y and Z comes to fruition within X time frame and within X budget”.

Establish Goals and Foster Open Communication 

Set specific, measurable, achievable, relevant, and time-bound (SMART) goals for the team and individuals. This provides a clear direction and helps track progress. Encourage open and honest communication by creating an environment where team members feel comfortable sharing their thoughts and concerns without fear of retribution. Hold a mix of regular one-on-one and team meetings to discuss progress, address issues, and provide feedback.  

Model Accountability and Lead by Example 

Demonstrate accountability in your actions by meeting your own deadlines, admitting mistakes, asking for help when necessary and taking responsibility for your work. This sets a standard for the team to follow. Share your decision-making process (or involve the team, as necessary) and be transparent about the expectations you have for yourself and the team. 

Provide Constructive Feedback and Encourage 2-way Conversations 

Offer feedback promptly, focusing on specific behaviors and outcomes rather than personal attributes. Highlight both strengths and areas for improvement. Encourage team members to provide feedback to you as well. Acting on their feedback will foster a culture of continuous improvement, mutual respect and trust. 

Empower Team Members to Encourage Ownership  

Give team members the autonomy to make decisions within their roles. Trusting them to take ownership of their tasks can boost confidence and accountability. Provide the necessary resources, training, and support to help team members succeed. As a leader, you can help address obstacles that may hinder their ability to take ownership and their work. 

Acknowledge Efforts and Celebrate Successes 

While a positive thing to do, many organizations struggle with this one as much as they do with holding difficult accountability conversations, but the impact of recognizing and celebrating meaningful successes as well as praising team members who show accountability and take initiative, can encourage others to do more of it.  

Address Issues Fairly and Consistently 

Implement fair and consistent consequences for lack of accountability. Address issues privately and constructively, focusing on behavior and solutions rather than punishment. Use conflict resolution techniques to handle disputes or grievances, ensuring that all parties feel heard and respected. 

By taking these steps, first-time leaders can build a culture of accountability that promotes trust, collaboration, and high performance. By incorporating these habits and more clarity around communication, not only will you address inconsistent performance and lack of ownership, but you will also foster a more positive work environment where team members feel valued and motivated to contribute their best efforts. 

Emergent Leaders Newsletter/049/Ensuring Your Team's Success from Day One Through Onboarding

The struggle many leaders face when integrating new talent into their teams isn’t a new one. It's not uncommon for leaders to feel overwhelmed by the time and effort it takes for new hires to get up to speed, and so on-onboarding is often pushed down to the bottom of the list of priorities. There are, however, solutions and they involve implementing a framework, which, once established, can make everyone’s lives easier right out of the gate. 

So, what exactly is your role as a leader when it comes to onboarding new team members?

Here's a step-by-step guide to help leaders orchestrate a smooth transition for new hires: 

#1. Define Clear Expectations  

According to Talmundo, 66% of employees struggle with job responsibilities and performance expectations during the onboarding period. To get around this from day one, it is essential to communicate clear expectations regarding job roles, responsibilities, and performance metrics over time (say, 3-6 months to begin with) - in person AND in writing. This ends any doubt and insecurity the new team member may have around whether or not they are succeeding. It also sets the foundation for their success and helps new employees understand their role within the team.  

#2. Provide Necessary Resources 

Equip new hires with the tools, resources, and training they need to excel in their role. Whether it's access to software, training modules, or mentorship and coaching opportunities, contact names and numbers, warm introductions to other team members (and relevant team members from other departments) - ensure they have everything they need to hit the ground running. I would suggest that you have a checklist of all of these resources. I know, this checklist will be long and it probably isn’t realistic for leaders to go through all of it. Though as a leader, it is up to you to ensure that all facets are covered. If it isn’t facilitated by yourself, ensure another team member is assigned to help the new on-board with it.  

#3. Assign a Buddy or Mentor 

Pairing new employees with a seasoned team member can be invaluable. A work buddy system or mentor can provide guidance, answer questions, and offer insights into the company culture. This will help new hires feel supported and integrated into the team, accelerating their sense of belonging and loyalty.

#4. Encourage Open Communication 

Foster a culture of open communication where new hires feel comfortable asking questions, seeking clarification, and providing feedback. Regular check-ins and one-on-one meetings can help address any concerns and ensure alignment with organizational goals. This ties back to “Step 1: Define Clear Expectations”. I’ve also found that it can be helpful to provide examples of when it’s time to reach out for help – especially when it comes to achieving project deadlines. Many new hires feel too intimidated to raise a hand when they need help. Take the guess work out and let them know at what point you need to be looped it if they feel a problem is brewing that could impede the achievement of their project milestones and deadlines. 

#5. Celebrate Milestones  

Recognize and celebrate the achievements and milestones of new (all) employees. Whether it's completing training modules, reaching performance goals, or simply adapting to their new role, acknowledgment goes a long way in boosting morale and motivation. 

Now, perhaps you’re already doing many of these things and as a leader, you might feel like you already have a good grasp on your on-boarding process. And this might absolutely be true. But here are 3 major indicators to look out for that may signal that your on-boarding process could use some improvement: 

• If you notice a pattern of new hires leaving shortly after joining your team; 

• Low Employee Engagement; 

• New hires struggling to meet performance expectations;  

To further emphasize the importance of investing in a robust onboarding process, consider these compelling statistics: 

• Organizations with strong onboarding processes experience 50% greater new hire productivity. (Source: Aberdeen Group) 

• Employees who go through a structured onboarding program are 58% more likely to remain with the organization after three years. (Source: Society for Human Resource Management) 

• Companies with a formal onboarding process see 50% greater retention of new hires. (Source: Glassdoor) 

Investing time and resources into an effective onboarding process is not just beneficial—it's essential for the success of your team and organization. Take ownership of your new hires’ success by following these steps and prioritizing the onboarding experience of your new hires. It will set the stage for a thriving and cohesive team.  

P.S. If you’re looking for a more in-depth “how-to” for on-boarding process, www.talmundo.com has incredible free resources on their website. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/048/ The Leader's Playbook for Dealing with Negative Team Members

Negativity in the workplace (or any team, for that matter) is like a virus. If left unchecked, it can spread rapidly and infect the morale and productivity of your entire team. But as a leader, is it really your job to manage toxic behavior and resulting conflicts? Regardless of your thoughts on this, the answer is “Yes”! 

"In every organization we belong to, we're (also) a part of a culture. And either you are contributing to that culture, or you are allowing it to be what it is." - Dr. Michael Gervais, Workplace culture expert 

In other words, if you are not part of the solution, you are part of the problem. And if you consider yourself an effective and successful leader, you had better be part of the solution.  

As you navigate your journey as a leader, this is unfortunately something you'll inevitably encounter because individuals with crappy attitudes are everywhere. So having a plan can at least open you up to being better prepared to have the conversation, rather than avoiding the issue all-together, at the detriment of the rest of the team. 

How to address the negativity on your team

Below I offer you a simple step-by-step guide to help you address the negativity on your team. Should you have any questions regarding more specific “how to” for any of these steps, feel free to reach out. Your HR representative is also a great resource to help guide you through these situations. 

Step 1: Recognizing Negative Attitudes 

Negative attitudes come in various forms, from constant complaining, gossiping and cynicism to resistance to change and undermining team efforts. Identifying these behaviors early on is crucial, and as you get to know your team members, you’ll most likely be able to anticipate the source of the negativity. Look for patterns, such as consistent criticism without constructive solutions, reluctance to collaborate, or a general sense of dissatisfaction. 

Step 2: Addressing Negativity Head-On 

As a leader, it's essential to address negative attitudes promptly and directly. Ignoring the issue won't make it disappear; in fact, it may escalate and affect the overall team dynamic. Schedule a private conversation with the team member to discuss your observations and the impact their behavior may be having on the team.  

Approach the conversation with empathy and curiosity rather than judgment. Seek to understand the root cause of their negativity – it could stem from personal issues, work-related frustrations, or misalignment with organizational values. They may simply not feel like they have the permission to “vent” to the boss rather than spread their venting to peers. It could also be that no one has ever called them on their behavior in the past and they simply don’t know how to manage their frustrations in more meaningful ways. Listen carefully and offer support where possible, whether through coaching, mentoring, or resources for personal development. Improving 2-way communication almost always resolves the issues. 

Step 3: Setting Clear Expectations 

During your conversation, clarify your expectations regarding behavior and attitude in the workplace. Emphasize the fact that a positive and collaborative environment is conducive to higher productivity and growth - 2 key factors in successful teams. Be specific about the behaviors you'd like to see change and provide examples to illustrate your point. Your feedback shouldn’t be personal, rather, it should be based on objective observations. 

Step 4: Consequences of Inaction 

Not addressing negative attitudes can be detrimental to your team and organization. While the negativity may not always be blatantly obvious, there are “side effects” of toxic behavior that will most likely be more noticeable.  

Here are some key indicators that negativity may be poisoning team morale 

• Decreased productivity as negative attitudes can drain team energy and focus. 

• Increased turnover because a toxic work environment will eventually drive away top talent who look for a more positive and supportive workplace culture. 

• Poorer team dynamics as the negativity breeds conflict and erodes trust among team members. 

• The effects of one individual's negativity can spread throughout the team, infecting others and perpetuating a cycle of discontent. Like a bad apple, if not removed from the bunch, the whole lot will go bad. 

Be the leader who actively creates a positive work environment  

As a leader, it's your responsibility to foster a healthy and inclusive work environment where every team member feels valued and respected. Don't shy away from addressing negative attitudes – confront them head-on with empathy, clear communication, and a commitment to positive change. 

Think of it this way: addressing negativity isn't just about mitigating individual behavior; it's about preserving the integrity and productivity of your entire team. By taking proactive steps to address negative attitudes, you'll not only support the growth and development of your team members, but you’ll also cultivate a workplace culture that benefits everyone. 

Emergent Leaders Newsletter/047/Navigating Employee Performance: When to Support and When to Let Go

As leaders, we often find ourselves grappling with the dilemma of whether to provide additional support to struggling team members or to make the tough decision of letting them go. It's a delicate balance that requires careful consideration and empathy. Larger corporations usually have the advantage of having a well-developed HR team, well connected to all types of resources to provide the support to team members and help guide leaders and their team members sift through the available options that would best suit the employee in question. However, small to medium-sized companies don’t have this luxury. Handling performance issues and supporting team members through them rests solely on the management team – many of which have little to no leadership experience.  

In this week’s newsletter, my hope is to help those small-medium-sized organization leaders who feel overwhelmed, frustrated or stumped about how to go about helping their struggling team members. I will explore how much support as well as the various types of support you might want to consider offering to an underperforming employee and identify certain flags that might indicate that it might be time to make the difficult decision to part ways. 

How Much Support is Enough? 

Supporting underperforming employees is not only an act of compassion but also a strategic investment in your team's success. Before considering termination, it's crucial to exhaust all avenues of support and development if the leader feels the potential is there. Here are some common  

Key actions to take to support struggling team members 

Clear Expectations  

Before we get into any remedial strategy, I’ll begin with the obvious. If your team members aren’t crystal clear about what is expected of them, this could be an easy place to start. Ensure that your expectations are communicated clearly from the outset. Providing detailed job descriptions, performance metrics, desired project outcomes and regular specific feedback sessions all help keep team members on track. As a leader, it can be difficult to identify this being an area to work on because it is often a leader blindspot. By nature of their roles, leaders have access to a lot of information that most front-line or middle-management leaders don’t, and so while all of this might seem obvious to them, it rarely gets relayed to all parties. To find out if this needs improvement, ask various team members the following:  

Do you have the information you need to do your best work? 

Do you get the feedback you need to do your best work? 

Another indicator could be often having to resend the work back to be redone or if you feel like you constantly have to “fix” things when projects are nearing completion. 

Training and Development  

Identify areas where the employee may need more training or mentorship and provide resources to help them improve. These resources don’t have to cost much. It could be in the form of courses, pairing them with a more experienced team member, facilitating a mentorship collaboration with an experienced member in the field. Regardless of the strategy, pairing the support with access to time to fully take advantage of it during workday hours will more likely ensure more openness to it and successful adoption of the learning. 

Coaching and Feedback 

As I mentioned earlier, smaller organizations that don’t have access to a complete human resource set-up are often left to their own devices to support struggling team members. Since smaller organizations also have a more “all hands on deck” approach, leaders rarely have time to dedicate to providing extra supports. If this is the case, coaches can be your best ally. From 360’s, customized goal-setting, progress monitoring and coaching conversations, coaches can take on the bulk of the work when leaders don’t have time for it. Again, this partnership is much more likely to be successful if the team member is given the opportunity to incorporate this work (usually only 30 minutes to 1 hour/week) during their work-day schedule. Coaches are specially trained to focus on strengths while addressing areas for improvement so that struggling employees feel empowered, rather than punished in their improvement journey. 

Supportive Environment  

Foster a supportive and inclusive work environment where employees feel comfortable expressing concerns and seeking help. Encourage open communication and help when needed, though remember to ask what type of help they are looking for. Leaders often assume that helping will mean jumping in and doing the work with or for them. Sometimes employees just need a sounding board or reassurance that they are on the right path. 

Performance Improvement Plan (PIP)  

This is really a last resort. If the employee's performance does not improve despite your efforts, consider implementing a Performance Improvement Plan (PIP). Clearly outline expectations, timelines, and consequences for non-compliance, and provide ongoing support through any or all the means listed above throughout the process. Regardless, document everything – and always consult with an HR professional for best practices specifically revolving around this. 

I will end the strategies with this: SO many issues can be prevented if leaders made regularly scheduled structured 1-to-1's with each of their team members. While it may take time out of the schedule, I guarantee it will pay off in time spent on fixing/re-working/frustrations experienced without them. 

Indicators it's Time to Let Go 

Despite your best efforts, there may come a point when it's clear that continuing to invest in an underperforming employee is no longer feasible. Here are some indicators that it might be time to consider termination, though I will caution that any leader should always consult their HR representative to properly document to ensure employee and labor laws are being respected in the process.  

Termination should NEVER come as a surprise to an employee. 

• Consistent underperformance, despite added supports; 

• Negative impact on team morale and productivity;  

• Repeated violation of company policies; 

• Lack of effort or improvement. 

The Impact of Inaction on the Team 

As leaders, it's essential to recognize the ripple effect that inaction can have on your team. Failing to address underperformance promptly can lead to a myriad of negative consequences. 

How, you ask? Let’s see:

Diminished Team Morale  

When team members perceive that underperformance is tolerated or overlooked, it can erode morale and motivation. Resentment may build among high-performing employees who feel their efforts are undervalued. If this persists, high-performers tend to start looking for opportunities with higher-functioning teams elsewhere – and take other high-performers with them. 

Increased Workload and Stress  

Temporary workload shifts are to be expected with a team member is experiencing a major life event. This is normal – and most team members are happy to help others in times of crisis, knowing the favor will be reciprocated if they were ever in that situation. However, when the same team members are forced to pick up the slack caused by a consistently underperforming colleague, it leads to extended periods of increased workload and stress. This can result in burnout and decreased job satisfaction in your high performers.  

Impact on Team Dynamics  

Underperformance can disrupt team dynamics and cohesion, leading to strained relationships and communication breakdowns. We often see high-performers silo begin to isolate themselves from the rest of the team. Trust and collaboration may suffer as a result, impeding the team's ability to work effectively together. 

As a leader, you get to set the standard and tone of your team. In fact, it’s YOUR responsibility to strike a balance between providing support to struggling team members and making tough decisions when necessary. By taking proactive steps to address underperformance and recognizing when it's time to let go, we can create a more productive, engaged, and harmonious work environment for our teams – with time, it may even negate the need future unpleasant performance-type conversations. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/046/Crafting Your Personal Brand As A New Leader

As you step into leadership role, it's natural to wonder how you should present yourself and what persona you should embody. While it's easy to get inspiration from other leaders and essential to learn from their experiences, it's equally important to stay true to yourself and embrace your unique personality. Your personal brand should reflect who you are as a leader and what you stand for. 

Your personal brand is what sets you apart and builds trust and authenticity with your team. 

Here are some helpful strategies to help you craft your personal brand as a new leader: 

Build Your Self-Awareness  

Take the time for introspection and reflection. What are your strengths, values, and passions? What leadership style feels most authentic to you? What do you want your leadership to be known for? There are also self-assessment tools to help you get even more in-depth knowledge into your character. Only YOU can answer those questions and they invite you to truly discover your authentic self, which is the first step in shaping your personal brand. 

Define Your Values  

Your values are the guiding principles that inform your decisions and actions. Identify what matters most to you as a leader and ensure your behavior aligns with these values. Share your values with the team, and you will notice that when values are aligned – it's easier to tune out the noise and get everyone rowing in the same direction. Consistency in upholding your values builds credibility and trust among your team.  

Be Genuine  

Authenticity is key to building meaningful connections with your team. Don't try to mimic the leadership styles of others. Instead, be genuine and let your true self shine through. We’re talking small talk. Engaging in conversations around things other than work-related topics will help you get to know your team members and peers and allow them to see your non-work side. What people are really looking for in these conversations is a way to find things they have in common with their co-workers. People are more likely to follow leaders who are real and relatable. 

Communicate Effectively  

Your communication style plays a significant role in shaping your personal brand. Whether it's through verbal or written communication, be clear, concise, and transparent – and ensure it matches the messages you deliver. When people know what’s going on and are kept in the loop, they are less likely to act defensively. Listen actively to your team members and foster open dialogue. 

Lead by Example  

Actions speak louder than words. Demonstrate your values and leadership principles through your behavior. If you believe in work/life balance, then act in accordance with someone who does. If you give your team members to be innovative and take risks, then don’t be hard on them for taking calculated risks if it doesn’t work out. This is a great area to ask for feedback on because this is easily a blind spot for many leaders.  

Seek Feedback  

Speaking of feedback, continuously seek it from a wide cross-section of your team members, peers, and mentors. Ask for constructive criticism and be open to learning and growth – and then create a plan to act on it. Feedback is one of the most invaluable tools in refining your personal brand and enhancing your leadership effectiveness, as it reflects your current team’s needs and wants. 

Stay Authentic 

When you have a firm awareness around these factors, it is so much easier to be confident in your role as a first-time leader and stand firmly when making important decisions. While you may have assumed that taking on a leadership role entails becoming someone you are not, quite the opposite is true. A leadership journey is often a portal into the world of self-improvement and alignment. In fact, strong, effective and long-standing leaders understand this very well – and it helps them stand steady when faced with challenges.  

Don't feel pressured to conform to a certain leadership archetype. Embrace your uniqueness and let your authentic self be your most powerful asset to not only help you function, but also stand out, as an amazing leader – and inspire others to do the same.  

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 If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.