Emergent Leaders Newsletter/042/How Narrative 360s Propel New and Emergent Leaders Forward

As new leaders step into their first leadership roles, the path ahead often shrouds in a mix of excitement and trepidation. They're eager to make an impact, yet the weight of responsibility can be daunting. Enter the narrative 360—a highly effective, yet under-utilized tool designed to shed light on the path forward towards leadership success. 

What’s a Narrative 360?

Imagine if you could step into the shoes of everyone around you at work. A narrative 360 does just that—it’s a process that allows you to see yourself through the eyes of those you work with. Here's how it works: 

A 3rd party (i.e., moi, your leadership coach!) seeks feedback from a pre-selected group of your peers via a confidential conversation (most often by phone) to gain as many different perspectives as possible. For example,  

• The Team's Perspective: Some or all your direct reports provide feedback on how you lead, communicate, and support them. 

• Your leader's View: Your boss weighs in. They share insights on your decision-making, problem-solving, and overall impact on the team. 

• Peer Insights: Your colleagues—those you work alongside—offer their perspectives. They share thoughts on your collaboration skills, influence, and contributions. 

• Client or Customer Feedback: Lastly, if you work directly with clients or customers, their input is also often included. This reflects how they perceive your service, communication, and meeting their needs. 

The process of Narrative 360’s gathers all these viewpoints into one comprehensive picture of your leadership style. It's like creating a mosaic with pieces from different perspectives, forming a clearer image of who you are as a leader. What emerges is not just a picture but a roadmap—a clear guide to areas for growth and development. Together with your coach, we create a plan to focus a key areas that surfaced and check in to ensure the intended change is created over a few short months through adjustments in habits. 

Most people read this and will generally fall in one of two trains of thought:  

1. Are you kidding me? Who would subject themselves to this?!? Or... 

2. Interesting! I would love to get this type of feedback and know what people really think. 

For those at the center of this process, however, it's natural for anxieties to surface. The idea of opening oneself up to feedback from various angles can trigger a wave of apprehension. Yet, it's precisely in this discomfort that growth can happen. THIS is the type of vulnerability they talk about in leadership development books! 

If you are one of those folks that cringe at the thought of being at the center of this process, I get it. It isn’t for everyone – and that’s OK! But if you’re also feeling “stuck” in your growth or career, or wondering what else you need to do to feel seen at work, or wondering why you seem to be getting passed on for promotions, hear me out just a little longer... 

What can a narrative 360 do for you? 

• This process helps you see your strengths in action and identifies areas where you can grow. It essentially heightens your level of self-awareness. 

• With a clearer understanding of your strengths and growth areas, you can focus your efforts on what matters most. This is how you get the most impact in the least amount of time. 

• By understanding how others perceive you, you can strengthen connections with your team, manager, peers, and clients/customers. This happens all the time. As leaders engage with feedback and take steps towards growth, relationships within teams AND across departments flourish. Authenticity breeds trust, and it fosters a culture of collaboration and innovation. 

• Undergoing this process communicates to others that you're taking proactive steps toward becoming an even better leader. It also makes you a model for growth amongst your peers – and it tends to be contagious. So, while you might be the initial “target”, it also creates an opportunity for your feedback providers to reflect on their own habits and/or roles in workplace dynamics.  

• Many leaders who undergo narrative 360s find themselves on the fast track to promotion, their honed skills setting them apart in a competitive landscape. 

The benefits of a narrative 360 extend far beyond the initial discomfort. Leaders who undergo this process emerge stronger, more resilient, and generally better equipped to navigate the complexities of leadership. 

Still feeling a little hesitant? Fear not, or…feel the fear but do it anyway! 

As with anything in life, we don’t advance by avoiding our fears. Rather than thinking about being in battle or in confrontation with your fears, why not use them to intuitively guide you to the root of the issue. For example,  

• if you fear being criticized, know this: Every critique, no matter how sharp, is an opportunity for growth or evolution. And just as an FYI – never, in the 5 years of doing narrative 360’s, has a feedback provider personally attacked their peer in their feedback. The focus is on your habits – not YOU. There is a difference.  

• If you fear uncovering blind spots, consider the feedback as a chance to align our self-perception with reality.  

• If you fear having to change some of your ways, remember growth and evolution need change. Instead of fearing change, see it as a force propelling you towards your fullest potential.  

• If you fear being vulnerable, know that vulnerability is not weakness—it's a mark of immense courage. It takes strength to lay bare one's imperfections. 

So, to the new and emergent leaders standing on the threshold of growth, stuck between fear and possibility, remember this: the discomfort you feel is the precursor to transformation. Embrace it, lean into it, and watch as it propels you forward on your leadership journey. 

 A narrative 360 is not just a process—it's a testament to your commitment to growth, your courage to confront fears, and your dedication to becoming the leader you aspire to be. Step boldly into the feedback, as it has within it the recipe for your success. 

In the words of John F. Kennedy, "Leadership and learning are indispensable to each other." Embrace the narrative 360 as your compass, guiding you towards leadership excellence. The journey may be challenging, but the rewards are immeasurable. 

---

 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/038/Optimize Your Team: A Manager's Guide to Handling Under-Performers

Let's talk about a topic that many new (and even more experienced leaders) tend to skirt around: under-performing employees. It's not an easy subject, but as leaders, it's crucial that it be addressed head-on.

Consider this: how many of the following strategies do you employ to mitigate the effects of gaps in the quality of work output from your weakest performer? 

• Do you find yourself putting in a few extra hours to clean up their work yourself? 

• Are you avoiding delegating higher-stakes tasks/projects to certain individuals? 

• Do you continually skip over the same individual's name when promotions come up? 

• Are you excluding certain people's input or taking it less seriously than others' on the team? 

• Do you notice your energy shifting negatively in a particular individual's presence? 

If any of these resonate with you, it might be time for some introspection. When faced with an under-performing team member, the first question to ask yourself is, "Have I explicitly communicated my concerns with this employee?" Surprisingly, many times the answer is "not really." 

The Root of the Issue 

The truth is most employees don't even realize that their work is sub-par. They might sense something is off, but they are often left in the dark about their boss's true feelings about the quality of their work. The common signs they receive are things like being excluded from major projects or overlooked for promotions. Eventually, they might find themselves let go, often without ever understanding why.  

Common Approaches to Under-Performers 

Here's a glimpse into how many leaders unfortunately handle under-performing employees: 

Avoidance 

They simply avoid the conversation altogether, convincing themselves they're not the right person to address the issue. 

Justification 

Others justify the poor results with reasons they believe are out of their control, hoping the issue will resolve itself next time. 

Procrastination 

Finding reasons to delay, whether it's needing more information or waiting for the "right time." 

Awkward Confrontation 

Finally, some leaders do confront the issue head-on, but the conversation is rushed, awkward, and lacks a clear plan for improvement. 

A Proactive Approach 

So, how should leaders handle it? Here's a step-by-step guide: 

1. Commit to Proactive Measures 

Decide that you will take proactive measures to ensure the quality of work from all team members meets expectations. This doesn’t mean re-distributing tasks to more productive team members – it means establishing AND communicating the standard of quality/output to everyone. Though keep in mind that you are working with human beings – they may, on occasion have life circumstances temporarily change their productivity. It would be in your best interest to take that into consideration. The idea is that, over time, each team member will have the opportunity to receive help from other team members’ also.  

2. Set up Regular 1-to-1 Meetings 

If you don't already, set up regular weekly or bi-weekly 1-to-1 meetings with all your direct reports. These meetings offer an opportunity to check in on delegated work, offer support, and address concerns. I recommend splitting the meeting into 2 parts: the leader’s talking points, and the team member’s talking points. Each should bring up their points ahead of time in the agenda.  

3. Prepare Mentally 

Before each meeting, take a moment to ground yourself. Remember, as the leader, you set the tone. Your team members will mirror your energy – if you are distracted, the quality of conversation will remain at the surface level. If you are nervous or impatient, team members might hesitate to bring up certain issues. Remember, this is their time you have set aside for. Give them your full, undivided attention and they will reciprocate with more quality information. 

4. Clear Assumptions 

Release any assumptions or labels you hold about team members. Assume they are doing their best with the information they have. I honestly believe no one gets up in the morning with the intention of doing crappy work. It’s simply that their idea or perception of quality work is different from yours, so you may need to catch them up with your vision and expectation. 

5. Make it a Two-Way Discussion 

During the meeting, ensure it's a two-way conversation. Both sides should have the chance to ask questions and clarify expectations. To further improve the quality of these interactions, I suggest that you ask “open-ended” questions. For example, rather than ask “How’s is the project coming along?” where the answer could be a simple “good”, try asking “Can you walk me through the progress you've made on the project since our last meeting? I'd love to hear about any challenges you've encountered, successes you've had, or areas where you might need more support.” 

6. "Paint it Done" 

Clearly describe what the final task/project should look like. Ask your team members to reframe or explain their understanding. Adjust as needed. Clear expectations make accountability so much easier. 

7. Follow-Up and Plan Ahead 

Ensure both parties leave the meeting with clarity. This means the next action steps will be laid out and the agenda for the next check-in will be created to ensure a smooth transition. Schedule the next meeting before the next project milestone to avoid surprises.  

8. Celebrate progress and successes 

It goes without saying that when giving team members feedback, it’s also important to take the time to acknowledge the good work they do. Recognizing each team member for a specific task or win can be done during the 1-to-1, during a team meeting or through a more formal recognition program, let them know their efforts are valued. Celebrating successes openly within the team not only recognizes individual contributions but also inspires others to strive for excellence. 

Over time, these 1-to-1 meetings can lead to improved performance across the team. By regularly connecting with each team member, you provide the support they need to excel. This proactive approach not only prevents issues but also fosters a culture of open communication and continuous improvement. Remember, addressing under-performance is not about blame; it's about growth and development. As a leader, it is your role to guide your team towards success by providing clear expectations, regular feedback, and unwavering support. 

Emergent Leaders Newsletter/037/Feedback: The Driver of Leadership Excellence

In the fast-paced and ever-evolving landscape of today's business world, effective leadership is more crucial than ever. New and emergent leaders face unique challenges as they navigate their roles and strive to make a meaningful impact on their teams and organizations. Yet, there is consistently one common hurdle that many leaders encounter: the reluctance to give and receive specific constructive feedback. 

In many organizations, the culture surrounding feedback is fraught with fear and apprehension. Leaders, their superiors, and HR departments often shy away from providing feedback out of concern that it may be perceived negatively or trigger defensive reactions. Instead, they tend to resort to infrequent and ineffective vague feedback at yearly performance reviews, missing valuable opportunities for growth and development. 

As a leadership coach specializing in helping new and emergent leaders elevate their skills and habits, I have encountered this challenge repeatedly. However, I believe that reframing thoughts around giving constructive feedback is not only possible but essential for fostering a culture of open communication and driving leadership success.  

Here are five strategies to help leaders embrace feedback and create a culture of open communication within their organizations: 

Highlight the Growth Opportunity  

View feedback as an opportunity for growth and development rather than criticism. By shifting your mindset, you can embrace feedback as a valuable tool for honing your leadership skills and improving performance. And when team member strives to elevate their skills, there is usually at least a couple more that will follow suit, which elevates the entire team. 

Focus on Specific Behaviors 

Provide feedback on specific behaviors rather than making generalizations or judgments about character. This approach makes feedback more actionable and less personal, fostering a constructive dialogue between yourself and your team members. It’s also much less likely to trigger defensive behavior. 

Promote a Feedback Loop  

Emphasize the importance of ongoing feedback conversations rather than relying solely on annual performance reviews. Making these feedback conversations the norm will make it easier for everyone. I encourage very regular check-ins to allow for timely feedback and support, enabling teams to course-correct quickly and drive better results rather than be blind-sided by delays near the deadline. 

Encourage a Growth Mindset  

Foster a culture of learning and resilience by promoting a growth mindset among team members. Through my coaching, I’ve witnessed vaious struggles leaders tend to have with team members - and one of the most frustrating traits they all seem to face, regardless of the field, role, experience - is having to lead someone that does not have a growth mindset (someone set in their ways - unwilling to change because “that’s how they’ve always done it”). So, if there is something that should be of high priority on your leader’s list of things to do, it is this: Openly embrace challenges, learn from failures, and see feedback as a steppingstone to leadership mastery. Regularly talking about these things with your team, and including owning some of your own gaffs can help. 

Lead by Example 

Last but certainly not least - lead by example by soliciting and acting on feedback yourself. In fact, this should be the very first place to start. Demonstrating vulnerability and openness to constructive criticism sets a positive tone for the entire organization, leading to increased transparency, collaboration, and innovation. Model every behavior – from asking for feedback, to receiving feedback gracefully and finally acting on it – and continually asking for further feedback. One comment I always receive when doing 360’s for leaders is at least a couple of their direct reports say they are inspired by their leader’s willingness to commit to self-improvement. THIS is what true vulnerability looks like in the workplace, and it is an admirable quality. 

By implementing these strategies, organizations can unlock the full potential of their leaders and teams. A culture of open communication fosters continuous learning, drives performance and innovation, and cultivates a supportive and engaged workforce. In today's dynamic business environment, all leaders should look for an edge to make themselves and their teams better. Embracing feedback is an important catalyst for growth and development —and it is essential for leadership success. 

Emergent Leaders Newsletter/017/How to Process Negative Feedback with Poise and Purpose

As a new leader, accepting feedback with grace is an essential skill that can contribute to your growth and effectiveness, which can in turn help skyrocket your career. In fact, according to Oak Engage’s article, “Employee Feedback Statistics You Need to Know”, 75% of employees believe feedback could be beneficial to work performance.  

This week’s article focuses on how to process feedback in a constructive way – even if it “triggers” you.

So, we know that most people say they want feedback. But for some, if the feedback has anything but glowing reviews, the once seemingly wide-open door to performance commentary quickly slams shut. Not only does it slam shut, but it can also come with a spicy side of defensive behavior. Individuals triggered by the slightest of critiques tend to resort to deflecting their focus on the feedback provider by saying and/or doing anything to prove that the feedback is flawed, unfounded, or as proof that their team is against them. Such reactions (regardless of the volume/intensity with which they are served) leave a bad impression and tend to intimidate peers and team members to the point where they avoid dishing out as much, if anymore, feedback. If you are a new leader fighting back against feedback, the results are typcially as follows: conversations with your team members become superficially positive, the work environment becomes hostile, team members are compliant but typically start casually looking for work elsewhere, leading to a high staff turnover. As a leader, these things are rarely beneficial for your reputation. If some of this resonates with you, keep reading!  

I strongly believe that there is at least a grain of truth in all feedback, therefore all feedback is, in part, valuable. This is where open lines of communication can help both parties better understand where the other is coming from to come up with a plan to move forward more effectively – and harmoniously.  

If you are a new leader (or anyone, for that matter) find yourself clenched in the face of negative feedback, take pause. Perhaps the pointers below can help give some perspective to help you be more open to receiving feedback (both positive and negative) with grace and maintain your poise and integrity as a team leader. 

Assess the accuracy of the feedback. Take a moment to objectively evaluate the validity and truthfulness of the feedback provided. Consider at least a bit of merit to the points raised. This doesn’t mean you must fully agree with the feedback without question. Ask “What about this resonates with me?”, “What parts of it is true for those I interact with.”  And simply adjust as needed.

Evaluate the source of the feedback. Is it from a reliable and trustworthy individual with relevant knowledge or experience? Feedback from trusted colleagues, mentors, or direct reports may carry more weight than unsolicited feedback from someone with limited insight. If you do receive unsolicited feedback from a certain individual, ask another trusted source (not just your workplace BFF) for their objective view. To avoid coming off as abrassive or defensive, I would recommend you avoid asking in the following way: “So and so said this about me. Do you agree?” Rather, ask an open-ended questions, such as “When it comes to [insert topic/behavior], what feedback can you provide to me to help me improve?” or “In your opinion, how can I improve my [insert topic/behavior/skill]?” Also, give them some time to think about it. No one likes to be put on the spot. 

Understand the context in which the feedback is being given. Consider whether it pertains to a specific incident, a recurring pattern, or a general observation. With a curious mindset, it’s ok to ask clarifying questions when the feedback is coming from an individual. It is NOT OK however, to go on a witch hunt if the feedback provider asked to remain anonymous, such as in a 360. 

Assume positive intent. Give the feedback provider the benefit of the doubt and assume their intention is to help you improve. Approach feedback with an open mind, recognizing that constructive criticism can be valuable for personal and professional growth. When engaging with clients’ stakeholders to complete 360 reports, their biggest concern is usually that the process will become a “them vs me”. Let me reassure you: the reality is quite the opposite. In fact, feedback providers feel valued to be included in their co-worker's growth. It even has feedback providers reflect on their own professional growth. 

It might also be worthwhile to separate delivery from the message. Sometimes feedback that is poorly delivered comes across as harsh. Try to look beyond the delivery style and focus on the underlying message and intent.  

Choose a suitable setting and time. If the feedback is given publicly, avoid an immediate emotional response. As satisfying as it would be to react in the moment, don’t. Instead, express gratitude for the feedback and suggest discussing it further in a more proper setting a day or 2 later. Make sure you take some time to process the feedback before meeting to discuss. This allows you to gather your thoughts, write down some questions, control your emotions, and respond thoughtfully rather than impulsively. You also have the permission to ask that the feedback be given in private next time.

When taking the time to process the feedback, I sometimes find it helps to have my clients to “detach” themselves from the situation by imagining a bird’s eye view of themselves within their work environment, and then asking:  

“What do my actions display?”  

“What is prompting others to perceive my behavior/actions a certain way?”  

“What is the gap between how I am now vs how I’d like to be?”  

“What is the gap between how I am now and how my team needs me to be?” 

I absolutely get that it can be a difficult blow to one’s ego, especially if it is a new leader struggling to assert themselves in a leadership role. If waiting for a performance review is too stressful, I suggest to my clients that they ask for feedback in smaller doses – but more frequently to help make it more digestible. This can also help shine light on ineffective habits before they become a perceived embarrassing trait as the new leader is trying to shape their reputation.  

Another strategy to help make feedback more palatable is by asking for feedback on a single specific leadership skill to focus on improving for a month or two. Not only can it feel less overwhelming, but by focusing efforts on a single area, results tend to come to fruition more quickly, which helps boost confidence and then reduces the likelihood of a defensive outburst at work.   

A final tidbit to keep in mind if you are still resisting the validity of the feedback: a single person’s perception can absolutely be skewed against your favour, particularly if you don’t have the best working relationship with this individual. However, if the feedback provided in a 360 (where outliers are taken away and the message speaks for the majority), then the information becomes hard to refute. In this case it is best to simply accept it and find a way to move forward differently. 

Remember, accepting feedback with grace doesn't mean accepting every piece of feedback blindly. It means approaching feedback objectively, with a curious mindset, evaluating its accuracy and relevance, and responding in a manner that aligns with your values and helps you grow. It's an opportunity for continuous improvement and an investment in your personal and professional development. 

With this information in mind, what will be different in the way you react to your next round of feedback at work?  

---

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/014/Why Relying Solely on the Boss’ Feedback Is Holding You Back

In my work with new and emergent leaders, I most often begin a coaching engagement with a narrative 360 to gain wide range of views of the individual’s behaviors, habits and performance at work.  

Why go through the trouble of including so many perspectives? 

When it comes to measuring performance at work, solely relying on pleasing the boss and seeking feedback exclusively from them can be a shortsighted approach. In addition, when the intention behind the work becomes more about looking good to the boss, efforts to connect with the rest of your team members rarely land. Rather, these attempts can be seen as inauthentic, which does little good for your personal brand when trying to build a network of supporters. To truly create a team, the team needs to know that you also have their backs. A solid professional relationship with your peers and direct reports requires as much care and attention as the one you build with your boss.  

I once had a boss like this, and most of her relationships within the team were strained or non-existent. Disengagement with the staff was at an all-time high, and the resentment could be felt right down to the students. This leader’s tunnel-vision, where all decisions that were made were done through a lens of “Will this please my boss?” “Will this make me look good to the executive team?” created a toxic workplace climate. All team members came to understand that the work was less about doing good for the organization and had become more about making the boss appear superior to everyone else. Gross. Unfortunately for her, her tactic backfired. She and the organization “mutually” decided it was time for a leadership change.  

Now, some may argue and say, “If pleasing the boss means achieving the organization’s mandate and goals, then what’s wrong with this tactic?” Do not get me wrong – the “technical” things get accomplished. All the boxes are checked in the short term, though with time, when decisions are made from this self-serving lens, the workplace culture eventually suffers and the people who can leave do so for healthier and happier workplace environments. When tensions are high, people are in survival mode. No innovation takes place. It’s bad for business. Unless you want a workplace filled with individuals who just “clock in” and check out, or are there because they have no other options, then sure, go forth with this mindset! 

Looking good to your boss vs growing as a leader  

Don’t get me wrong, there are many wonderful bosses out there who take the time to provide clear feedback to their direct reports to help them grow as professionals, though I wish there were more of these types of bosses.  

Professional athletes have multiple coaches to offer them different perspectives on various aspects of their skills. To continually improve and excel, they constantly seek out advice from different types of coaches – not only the head coach’s. And those who don’t take advice or coaching simply don’t improve. It’s no different for leaders in business.  

If leaders genuinely cared about their professional growth, they would go through the effort of not only asking their boss what they could do to be better – they would ask those around them whose opinion they value. 

Painting a clear picture of your overall presence and performance at work using different perspectives. 

To help new and emergent leaders understand the benefits of including feedback from a wide variety of stakeholders, with the intention to grow as a leader, here are a few perspectives to consider: 

1. Limited Perspective: Different stakeholders have unique viewpoints and experiences that can shed light on various aspects of an individual's performance, skills, and areas for improvement. Including feedback from colleagues, subordinates, clients, and other relevant parties provides a more comprehensive and specific understanding of performance.  

2. Bias and Subjectivity: Relying solely on the boss for feedback can introduce bias and subjectivity into the process. Everyone has their own preferences, expectations, and biases. By gathering feedback from multiple stakeholders, you can mitigate individual biases and obtain a more objective assessment of your performance. 

3. Diverse Skillsets and Expertise: Different stakeholders possess diverse skillsets and areas of expertise. Including feedback from various sources allows you to tap into a wider range of knowledge and experience. This can help identify specific strengths and weaknesses, identify skill gaps, and provide valuable insights for professional development you or your boss may not have thought about.  

4. Enhanced Self-Awareness: Feedback from multiple stakeholders can contribute to an individual's self-awareness. It provides an opportunity to gain insights into how their actions and behaviors are perceived by others. Understanding how one's performance impacts different stakeholders enables leaders to make more informed adjustments and improvements in their interactions with all parties. This is an extremely important (and often missing piece) when it comes to further leadership promotions. Feedback on hard skills seems to be easier to deliver than feedback about an individual’s “soft” skills.  

5. Holistic Development: Incorporating feedback from a wide variety of stakeholders promotes holistic development. By considering perspectives from different angles, individuals can focus on improving their overall effectiveness, communication skills, collaboration abilities, and adaptability to diverse environments. This comprehensive approach leads to well-rounded growth and better prepares individuals for future challenges. 

6. Increased Accountability: Asking for feedback from multiple stakeholders creates a culture of accountability. When individuals understand that their performance is evaluated by various parties, they are more likely to take their responsibilities for growth seriously and strive for excellence. This can improve overall performance and drive individual growth. I’ve also noticed through going through the process with past clients that it improves the quality of conversations within the workplace. Though the leader may be the one asking for the feedback, it forces all parties to examine their role in the dynamics. 

7. Employee Engagement and Satisfaction: Involving multiple stakeholders in the feedback process enhances employee engagement and satisfaction. When individuals feel their opinions and contributions are valued, they are more motivated to actively take part and contribute to the work. This leads to higher job satisfaction, increased morale, and improved overall productivity. 

8. Better Decision-Making: Feedback from a wide range of stakeholders provides a richer dataset for decision-making. By considering multiple perspectives, organizations can make more informed decisions about promotions, performance evaluations, and employee development strategies. This can result in fairer and more effective talent management practices. 

I have noticed repeatedly that when I gather a more diverse source of feedback for my coachees, it helps them improve their self-awareness, foster a culture of accountability and continuous improvement, and deepen the quality of workplace dialogue with their team members, all while broadening a base of supporters for the leader. Adopting a more inclusive feedback process ultimately leads to better performance management outcomes and helps all individuals and organizations thrive. Demonstrate – lead by example how to ask and receive feedback with grace. It is an important lesson all members of your team will benefit from.  

How can you integrate a broader range of perspectives to help you paint a more complete picture of your presence and performance at work?  

How do you stand to benefit from using this approach? 

How would your team stand to benefit and learn from it?  

---

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.