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/045/Signs you are struggling to shift as a do-er to a leader in your first leadership role

So, you’ve taken on your first leadership role! As you navigate this exciting step, it's common for first-time leaders to find themselves caught between the familiar comfort of "doing" and the expansive demands of "leading." Transitioning from a do-er to a leader can be a challenging shift, one that often requires a shift in mindset and approach. Many emerging leaders find themselves struggling to find time for new leadership responsibilities because they are still entrenched in old patterns. If you’re finding yourself to be frequently overwhelmed, it might be time to assess whether this concept might apply to you.  

Here are some signs you're stuck in "do-er" mode, along with some questions to consider: 

1. Do you often feel overwhelmed by the sheer volume of tasks, yet struggle to see significant progress in your team's overall goals? As a leader, your role is to serve your team and organization. Reflect on whether your actions are solely benefiting you or if they are contributing to the growth and success of your team members. 

2. Are you finding it hard to delegate tasks, instead preferring to handle everything yourself to ensure it's done "right"? Effective leadership involves letting go of the need to control every detail. Ask yourself if you are empowering others by delegating tasks and trusting them to excel. 

3. Are you constantly caught up in the day-to-day operations, without stepping back to think about the bigger picture and long-term goals? Stand back to assess where you are directing your energy. Are you caught up in the minutiae of daily tasks, or are you actively working towards the strategic vision of your team? 

4. Do you find that your team members are not growing as much as they could be, perhaps because you're not investing enough time in coaching and mentorship? Your success as a leader is intricately linked to the development of your team members. Consider how you are nurturing their skills, providing feedback, and creating opportunities for growth. 

5. Are you hesitant to embrace new ideas or ways of doing things, sticking to what has always worked for you in the past? Leadership thrives on innovation and adaptability. Evaluate whether you are open to new perspectives, willing to learn from others, and ready to embrace change. 

Effective tips to help you Make the Shift from “do-er” to leader  

Embrace Delegation   

Recognize that you cannot do everything yourself. Delegate tasks based on team members' strengths and trust them to deliver results. This not only frees up your time but also fosters a sense of ownership and growth among your team.  

Strategic Focus   

Set aside dedicated time to think strategically. Define clear goals for your team (with your team) and align their efforts towards achieving them. Regularly revisit these goals to ensure everyone stays on track.  

Invest in Your Team  

Prioritize the development of your team members. Offer guidance, coaching, feedback and time to help them reach their full potential. A strong, empowered team reflects effective leadership.  

Seek Feedback and Learning   

Actively seek feedback from your team, peers, and mentors. Be open to constructive criticism and use it as a tool to help guide your focus to improve your skills. Additionally, continue learning through books, workshops, and networking opportunities.  

Lead by Example  

Finally, remember that your actions speak louder than words. Demonstrate the qualities you wish to see in your team—such as resilience, adaptability, and a growth mindset. Think about your main discontent – and behave in a way that meets your expectations.  

Transitioning from a do-er to a leader is a journey and it's okay to feel challenged or uncertain at times. Recognizing the signs is half the battle. By asking yourself the right questions and embracing the advice shared here - and then actually acting on it, you'll be well on your way to becoming a confident and impactful leader.  

Wishing you success on your leadership journey! 

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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/028/How to Break Barriers to Your First Leadership Position

Assuming a victim’s mindset when things don’t go your way when applying for a promotion is probably one of the worst things you can do to help yourself professionally. Not only will the negativity provide confirmation to the hiring team that they made the right call by selecting someone else, but it also creates an atmosphere where you risk alienating co-workers. Focusing on skills that are within YOUR control is a habit ad skill in itself that will help you better understand how to improve your “luck” rather than leave things at chance. This way, you are more likely than not to at least get the results you want, more often than not.  

I wrote this newsletter with the best of intentions: to help individuals snap out of their “Why am I always passed on for this promotions/job?” funk and tell you the thing others may not have the courage to tell you. The great news though, is that mindset and habits are like muscles – they can be worked out and improved on, leading to version 2.0 of yourself. In fact, it’s preferable that you hone the skills listed below BEFORE stepping into a leadership position so that you can hit the road running once in the role. If you are ready to, examine your behaviors and habits from each perspective listed below to see if you perhaps sometimes fall into these traps:  

Lack of Initiative and Proactiveness  

Most individuals prefer to wait for opportunities to come to them rather than actively seek them out. In a competitive job market, waiting for leadership roles to fall into your lap is a recipe for stagnation. And while yes, it would be nice for HR or your boss to bring opportunities to you or celebrate your wins to the powers that be so that you are at top of mind when the next promotion opportunity arises, it rarely happens. Taking proactive steps such as volunteering for projects, expressing interest in leadership roles, and seeking mentorship or coaching are good stepping stones. With each of these opportunities you seize, you will increase your visibility, expand your skill set, and create a reputation for being a proactive and engaged team member. 

Limited Networking and Relationship Building  

Keeping a low professional profile and neglecting to build meaningful connections is another aspect of working on your professional growth. Networking is crucial for leadership positions, as it enhances visibility, provides mentorship opportunities, and fosters a supportive professional community. It also shows that you can collaborate and create work-bridges that go beyond your own personal work. I recommend at least trying to attend industry events, join professional groups, and actively cultivate relationships within and outside your organization. Try to go into these conversations with a curious mind and seek to understand others’ pain points and how you might be able to help or bring value. Keep in mind that these people you will meet don’t owe you anything – so make sure you leave a positive impression of your interactions, rather than have them feeling like you are only about asking for favors. Something as simple as connecting people who could mutually help each other is valuable, and then nurturing that connection with follow-ups. Access to new opportunities, a stronger support system, and a reputation as a collaborative and connected professional will help others perceive you as more than a “do-er”. 

Resistance to Change and Adaptability  

If as an employee, you prefer to stick to the familiar and resist change or new responsibilities, then forget about being assigned a leadership role. Leadership positions demand high adaptability and a willingness to not only embrace the change, but they also need to then sell it to their team so that they can get everyone rowing in the same direction. In addition, the tendency to resistant change hinders personal growth and limits potential for advancement. If seeking out new challenges seems daunting, embrace change as an opportunity for growth, and continuously develop your skills. Rather than focus on all the negative aspects of the changes, try to see how you will benefit from them. Will they bring about a new opportunity to highlight your skills? Provide an opportunity to create new working collaborations, experiences and connections? Try to think of ways to demonstrate your enhanced adaptability and broader skill set, by doing things that will provide evidence to others that you are, in fact, someone who thrives in dynamic environments. 

Ineffective Communication  

Effective communication is a cornerstone of leadership. Poor communication (not communicating clearly or frequently enough, confidently, and persuasively) can hinder collaboration, lead to misunderstandings, and impede your ability to influence others. If you’re noticing that your communication skills could use some refining, work on honing them. If you don’t know where to start, try seeking feedback from trusted sources. Simply showing an openness to feedback will show initiative few others are willing to model. If you’re still not convinced, just know that improving your overall communication skills will only improve team collaboration, increase your influence, and elevate your reputation. There are no drawbacks to improving communication skills, so why not try?  

Reluctance to Take Ownership 

Shying away from taking ownership of projects or avoiding responsibility for outcomes doesn’t bode well for any employee. If you can’t handle the consequences of your own output, how can the organization rely on you to take responsibility for the output of several of your team members? Leaders are expected to take ownership of both successes and failures – and avoiding responsibility signals a lack of leadership readiness. If the idea of flying under the radar is something you prefer, yet being a leader is still something you aspire to, then I would suggest starting small. Volunteer for leadership roles on tasks, then moving onto ownership of projects. Normalize leadership development and learn from both successes and setbacks by having conversations with leadership members you admire, within or outside of your organization. With time and practice, you will increase your confidence, enhance your overall leadership skills, and grow your reputation for being a reliable leader that values accountability. 

While not all things are within your control, such as the decision to promote you or not, many other factors are within your control. However, breaking free from the habits and behaviors that are hindering your journey to a leadership position will require intentional effort and a commitment to personal growth. By taking initiative, building meaningful relationships, embracing change, improving communication, and demonstrating ownership, you can pave the way for your ascent. As you make these changes, expect to see increased opportunities, a stronger professional network, and a trajectory toward your first leadership role. Remember, the path to leadership is not a sprint but a strategic and purposeful marathon. 

Emergent Leaders Newsletter/011/Common Phases of Leadership Development: A Roadmap for Aspiring and Emergent Leaders

Read time: 5 minutes  

The intention of this week’s newsletter is to help bring a little more awareness and hopefully, clarity, to the phase of your leadership journey so that you can focus your effort and energy on meaningful and relevant habits to help you grow to the next level. 

Several clients come to me because they feel like they keep getting passed up for promotions but don’t know why. Others reach out because they feel like they are barely treading water in their new leadership role. Unfortunately, too few of their bosses or entourage have the courage to tell them the truth. When the limitations are technical in nature, it’s easier for them to provide more direct feedback. However, when it is behavioral or “soft skill”-related, the answer they often get for not getting the job is “It’s not your time yet.” While that may be the case, it is rarely helpful in providing guidance for the individual to better prep for the next opportunity.  

Despite the lack of obvious guidance, individuals in these positions have more power than they realize. Soft skills gaps in leaders at various ranks can be addressed with a shift in mindset and a few habit changes IF the leader is open to the possibility of learning the skills that will help them successfully lead. In either case, the new or aspiring leader will first have to stop doing things that led them to their current level of success. I know it sounds counter-intuitive, which complicates a rather simple concept. But this will need to happen to make space for new, more efficient and effective habits. The speed at which the learning will occur will depend on their openness to the process, as well as the amount of practice they incorporate into their day.  

While there are many models of leadership development out there, a popular and one of the more specific ones is the "Leadership Pipeline" model, developed by Ram Charan and his colleagues. The model describes how leaders typically progress through what they call the “6 leadership passages” as individuals advance in their careers. 

Inspired by Charan and his colleagues’ work, and my experience coaching leaders at various ranks these past few years, I’ve further broken down the leadership journey into 8 passages, and included key descriptors of the typical leader’s mindset at each phase, how the leader typically leads, and what they need to do to evolve to the next phase of leadership: 

1. Managing Self: At this initial stage, the individual is not yet leading others, but is seen as your typical high potential team member. They are primarily focused on developing their own skills and competencies. They are often perceived as individual contributors who are reliable, diligent, and detail oriented. They may struggle to delegate tasks because they know the work will get done faster or “better” if it is completed by themselves. They may also struggle to take on broader responsibilities beyond their immediate area of expertise out of fear of failure. To evolve to the next phase, they need to develop a broader perspective and start thinking about how their work fits into the larger picture. 

2. Managing Others: At this stage, the leader may be more open to collaborating and may even begin to take on more responsibility for managing projects. One of the major differences between this phase and the last one is that the individual begins to look up from their own work to see a slightly bigger picture. We see a shift from perfecting their technical skills to allow more time and focus on developing their interpersonal skills and helping others. While there is more of an openness to collaborate and delegate, they may still lack the “know how” to do so effectively. To evolve to the next phase, they need to start thinking more strategically about their team's goals and how to align them with the larger organization's objectives. 

3. Managing Managers: At this stage, the leader is responsible for managing other managers or team leaders. They need to be able to delegate effectively, manage the social dynamics between team members when conflicts arise, and ensure that their team's work is aligned with the organization's overall strategy. They may struggle to let go of their own technical ability and to trust their team leaders to make decisions. At this level, I often see that leaders are more willing to delegate – but will only do so to team members they trust. While they may be willing to delegate, they may also be perceived as micro-managers. To evolve to the next phase, they need to develop a more strategic mindset and focus on developing the capabilities of their team leaders. 

4. Functional Manager: At this stage, the leader handles an entire function or business unit. They need to be able to set strategic direction, allocate resources, and manage a complex portfolio of projects and initiatives. The strategic piece is a common obstacle at this stage in their development. They may struggle to balance competing priorities, especially when they don’t have a sharp vision of the direction of the organization. Again, they may still struggle to delegate effectively to their teams, or consistently across different teams. At this point, I also find that clients tend to struggle letting go of being the go-to between team functions. To evolve to the next phase, they need to develop a more holistic view of the organization and learn to collaborate effectively with other functional managers, and trickle down the learning to empower their own team members to collaborate without having to be the sole go-to for communication between different teams or departments. 

5. Business Manager: At this stage, the leader is responsible for managing a business or profit center. They need to be able to drive revenue growth, manage costs, and make strategic investments to drive long-term profitability. They may struggle to navigate complex regulatory or market environments or to build strong partnerships with external stakeholders. I’ve also found that clients in this phase find they are having to juggle too many priorities at once and getting all their teams to buy into the vision, and ensuring that the vision is communicated all the way down to entry-level employees. To evolve to the next phase, they need to develop a more strategic perspective and to build strong relationships with key customers, partners, and regulators.

6.  Group Manager: At this stage, the leader is responsible for managing multiple business units or product lines. They need to be able to balance competing priorities, allocate resources across different areas of the organization, and build a strong culture of collaboration and innovation. I often find that while they may successfully lead one unit or product line, they struggle to support consistency across different business units or to drive alignment around a common vision or strategy from all teams. The result is each unit being treated as silo, and initiatives are often disjointed. To evolve to the next phase, they need to develop a more strategic mindset and to build a strong network of relationships across the organization to ease execution of projects around priorities. 

7. Enterprise Manager: At this stage, the leader manages the entire organization. They need to be able to set the overall strategic direction, manage risks, and drive transformational change across the organization. They may struggle to maintain a focus on long-term goals while also addressing short-term challenges or to build a strong culture that supports innovation and risk-taking to not only remain a relevant player in the industry and one step ahead of the competition. To evolve to the next phase, they need to develop a deep understanding of the external environment and the organization's stakeholders, and to cultivate a leadership team that can drive change and execute the strategy. 

8. CEO: At this final stage, the leader is responsible for working with the organization's board, setting the overall vision and strategy, and representing the organization to external stakeholders. They need to be able to manage a complex network of relationships, make tough decisions under uncertainty, and inspire and motivate their leadership team and employees. They may struggle to balance the demands of various stakeholders or to manage their own personal and professional lives effectively. To be successful as a CEO, they need to have a deep understanding of the organization's purpose, values, and culture, and to be able to create an environment that enables the organization to thrive over the long term. Much time is spent shaping their legacy within the organization, and if planning for retirement, some focus is sometimes also spent on leaving an impression beyond their work family and into the industry. 

What to do with this information? 

Do any of these leadership phases resonate with you? If so, which one?  

How does having this awareness around where you stand in your leadership journey help you?  

Where should you perhaps focus your efforts moving forward in your professional development? 

While I typically focus my coaching on leaders finding themselves in phases 1-4, there are many coaches out there who solely focus on the later phases. If you find yourself needing support in any phase, there are multiple other resources at your disposal, which I discussed in my earlier edition of the Emergent Leaders Newsletter, “How to Master Your Leadership Development to Succeed in Any Industry”.  

Of course, feel free to reach out if you need professional development guidance. I encourage you to book a complimentary 30-minute Discovery call to help you gain clarity on your next leadership development steps. Contact details are below.  

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Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

2.  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.