Emergent Leaders Newsletter/044/Overcoming the Top 5 Fears Holding Potential Leaders Back From Taking on a Leadership Role

Becoming a leader is a transformative journey that many folks aspire to undertake. Yet, for many emerging leaders, fears and assumptions can act as significant barriers, preventing them from stepping into the leadership roles they are truly capable of. As a leadership coach working closely with new and emergent leaders, I've observed common themes that often hold individuals back.  

In this week’s newsletter, I shed light on the top five fears and assumptions I hear from high-potential coaching clients that tend to stand in their way of taking the next step in their career, along with practical advice to overcome them to unleash their potential. 

Fear 1: "I'm Not sure I’m Ready to Be a Leader" 

The feeling of not being ready is a natural response to the challenge of leadership.  

However, waiting until you feel completely prepared may mean missing valuable growth opportunities that others who are equally or even less qualified will seize the opportunities from you. Think about the time you took on your current role. Did you know everything about it when you took it on? It’s doubtful, and yet here you are in it – and looking for more.  

Try this: If you were to strip away the title – would the daily tasks of the role interest you? Embrace the role with a mindset of growth and resilience, as you did with your current role. Seek out mentors, training programs, and opportunities to develop your skills. Remember, the best way to learn is often by doing. 

Fear 2: "I'm Afraid of Failure" 

I completely get it - fear of failure can be paralyzing. However, I can’t emphasize enough how important it is to reframe failure simply as information or as a stepping stone to success. It is said that when Thomas Edison was questioned about his many “missteps” when trying to come up with the light bulb, his answer was “I have not failed 10,000 times—I’ve successfully found 10,000 ways that will not work.” Keep in mind that every leader – even renowned ones - have faced setbacks along the way. The difference between them and others? Courage. Instead of avoiding the challenges, they approached them with a mindset of learning and improvement. Focus on the lessons you can extract from each experience and use them to grow stronger. Remember, true failure only occurs when you stop trying. Next time you get the opportunity to meet a leader you admire, offer to buy them a coffee and ask them about their leadership journey. I have a feeling you will find their experience was very much like yours. 

Fear 3: "I Don't Have Enough Experience" 

Experience comes in many forms, and your unique perspective is a valuable asset. I think we underestimate the value of that our unique perspective brings to the table. While you may not have held a traditional leadership title, consider the skills and insights you've gained from past roles, projects, and life experiences. Reflect on times when you've led informally or taken initiative. The concepts are the same, but slightly larger in scope. If you can’t think of anything, ask trusted peers what qualities they feel you would bring to a leadership role. Share these stories in interviews or conversations to demonstrate your leadership potential. This is the type of evidence that hiring committees look for when hiring potential leaders.  

Fear 4: "I Don't Want to Upset Anyone" 

The desire to avoid conflict is understandable, yet effective leaders must sometimes make tough decisions. Instead of focusing on pleasing everyone, prioritize fairness, transparency, and open communication. Involve teams in the decision-making process when/where it makes sense. The rest is up to each individual. Build relationships based on trust and empathy, so when difficult situations arise, your team understands your intentions, even if they don’t love the solution. While you can’t control other people’s reactions, as a leader, you have the main role in creating an atmosphere that is conducive to a productive and engaged workforce. How others function within it is their choice.  

Fear 5: "I'm Worried About Being Judged" 

The fear of judgment is a common human experience, especially in new and challenging roles. However, it's essential to remember that everyone starts somewhere. Instead of letting fear hold you back, focus on building your confidence. Seek feedback from trusted mentors or colleagues to gain valuable insights and perspectives. Remember, true leaders are authentic and humble, open to growth and feedback. I think it’s important to be real with yourself here, and ask yourself “Am I more attached to my career goals OR to the fear of how others perceive me?” Only you can answer that question and may help guide your decision to take on a leadership role (or not). 

As you think about embarking on your leadership journey, remember that fears and assumptions are normal companions. What sets great leaders apart is their ability to acknowledge these fears and move forward despite them. As the “Queen of self-help", Susan Jeffers says “Feel the fear and do it anyways”, embrace challenges as opportunities for growth, view failures as lessons, and lead with authenticity and courage. By addressing these common fears head-on, you'll be well on your way 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. 

Emergent Leaders Newsletter/040/Leading Beyond 'Me': The Secret to Elevating Your Team While Propelling Your Leadership Success

As leaders step into their first leadership roles, it's essential that they recognize the subtle but powerful shifts required to excel in this new terrain. I see this all the time: many of my clients have excelled academically and thus far in their careers by highlighting unparalleled dedication and drive. Yet, the transition to leadership has them sometimes feeling like they’ve hit a roadblock. 

As a result, they do more of what they know: they work harder, longer hours, trying to replicate the formula that brought them success before. Marshall Goldsmith, one of the world’s leading Executive Coaches, even wrote an excellent book on the topic: “What got you here won’t get you there”.

To truly flourish as a leader, a shift in focus from "me" to "we" is essential. 

If you are an aspiring leader or have newly been appointed direct reports but feel like some invisible barrier is keeping you from achieving the positive results you’re so used to, this might be your so-called “blind spot”.  

Here are some red flags to watch for, along with some strategies to recalibrate your approach if any of these flags resonate with you: 

Red Flag #1: You value solo achievement over your team’s (or team member’s) success.

If this resonates, don’t worry – you're not alone. Nearly 60% of newly promoted managers underperform in their roles due to their inability to transition from individual contributor to team leader. This means that rather than orchestrate their teams and create an environment for others to succeed, they have their heads down doing the work themselves – the way they did before becoming a leader.  

What could you do instead?  Celebrate team wins vocally and visibly. Acknowledge the contributions of others in meetings and reports. Remember, a leader's success is measured by the accomplishments of their team. And if you have visions of scaling the leadership ranks, this is one of those skills you will have to get good at.  

Red Flag #2: Ignoring the impact of emotions on team dynamics and productivity.

While many may scoff at the impact of so-called “soft skills”, get this: Research from the Harvard Business Review shows that 80-90% of the competencies that differentiate top performers are related to emotional intelligence (i.e - soft skills). 

What should you do? It would be helpful to first understand that your team’s morale directly affects their performance. Invest time in developing emotional intelligence by practicing active listening, seeking feedback and getting to know your team and what they need to feel supported to do their best work. 

Red Flag #3: Micromanaging rather than empowering.

Most employees don’t love to be micromanaged. What does that mean? It means controlling every little aspect of their work. For example, it could look like telling them exactly how to do a task rather than focusing on the result and letting them do the work in a way that appeals to them. It could look like making them show you every task they complete for your seal of approval rather than trusting them to do the work well. It could look like making them ask for your seal of approval for every decision they make.

Advice: Delegate responsibilities and empower your team members. Provide guidance and support but trust them to execute tasks. This fosters a sense of ownership and encourages creativity. If this makes you nervous, set regular 1-to-1's and discuss what the product needs to look like. You can do the same for each milestone. This will still keep you in the loop, but without micromanaging. 

Red Flag #4: Ignoring, brushing off or avoiding feedback and growth opportunities.

This is my favorite, and one of the reasons why I do the work I do: a survey by Zenger Folkman found that leaders who ranked at the bottom 10% in asking for feedback were rated at the 15th percentile in overall leadership effectiveness. Let me put this simply: As a leader, if you don’t ask for feedback, you are likely to be ranked incredibly low on effectiveness. And yet, so many leaders avoid it!  

How can you reframe your thoughts around accepting feedback? Listen, you’re already a hard worker – no one is questioning that. But if there is one thing that can have massive impacts on your success as a leader, it’s the gift of growth feedback from your stakeholders can provide. If your boss won’t provide it, seek it out somewhere else. Think mentors, peers or reaching out to a leadership coach. For example, as a coach, I do the digging so that my clients can focus on their work and habits. Then once you receive the feedback, actively take part in leadership development or coaching programs to hone your skills. If you ask enough people for feedback, a trend will emerge. Use that as your area of focus. 

If these pointers aren’t enough to sway you or you’re still not sold on why organizations put so much value on these factors, then maybe offering you the business perspective exactly how these come into play when it comes to running a business (or from your organization’s perspective):   

Enhanced Team Performance  

When a leader focuses on the collective success of the team rather than individual accomplishments, it fosters a culture of constructive collaboration. Team members feel valued, supported, and motivated to work towards common goals. As a result, the overall performance of the team improves significantly. This then translates to better and more business.  

Improved Employee Morale and Retention  

A "we" mindset proves to team members that their contributions are integral to the team's success. This recognition boosts morale, leading to higher job satisfaction and increased loyalty. Employees are more likely to stay with an organization where they feel valued and part of a cohesive team. This means lower employee turnover rates. As I mentioned in my earlier newsletter (Reframing Leadership Coaching and Professional Development As A Strategic Investment For Long-term Success), companies care about employee retention because it is expensive – not to mention, disruptive.  

Increased Innovation and Creativity  

Collaboration and teamwork are catalysts for innovation. When team members are encouraged to share ideas, challenge perspectives, and work together towards solutions, the result is an environment that nurtures creativity. A "we" mindset promotes a diverse range of viewpoints, leading to more innovative problem-solving approaches. In a competitive landscape, innovation helps win the race.  

Stronger Relationships and Trust  

A leader who prioritizes the team's well-being and success earns the trust and respect of team members. This trust creates a supportive environment where open communication, constructive feedback, and healthy conflict resolution thrive. These are conditions where great work is produced. 

Sustainable Success and Legacy 

Lastly, leaders who prioritize the success and growth of their teams set the stage for sustainable success. By nurturing a culture of collaboration and empowerment, they leave a legacy of strong teams that can carry the organization forward by attracting even more exceptional talent for continued success.  

By embracing the "we" mindset, emerging leaders not only elevate their teams but also set the stage for their own long-term success and the prosperity of the organizations they lead. It's a shift that redefines what true leadership is all about—inspiring, empowering, and bringing out the best in others. 

So, to all aspiring leaders out there, remember that the journey from "me" to "we" is not just about changing your mindset; it's about unlocking a world of possibilities and paving the way for extraordinary achievements, both individually and collectively. 

If you'd like to dive deeper into these concepts or explore strategies for fostering a "we" culture within your team, I'm here to help! 

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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/036/Balancing Grace: Nurturing High Potential Team Members Without Neglecting Growth Opportunities of Others

Leadership often entails walking a delicate tightrope between recognizing and nurturing high-potential team members while also supporting those who may be struggling. However, many leaders find themselves inadvertently favoring high achievers, neglecting the needs of others, and inadvertently perpetuating a culture of favoritism within their teams.

This article delves into the importance of balancing grace, providing guidance on how leaders can cultivate a fair and supportive environment for ALL team members, regardless of their performance levels.  

Understanding Grace in the Workplace 

Grace in leadership refers to the capacity to extend understanding, empathy, and support. In theory, it’s a simple concept. However, any leader knows that it’s never that simple to implement. The challenge is to extend grace to all team members, regardless of their current skill or performance levels, which are rarely uniform across teams. To successfully achieve this delicate balance, a leader has to recognize that each individual brings unique strengths and challenges to the table and understand that growth and development are ongoing processes. 

The Pitfalls of Unbalanced Grace: Perceived Favoritism 

Favoritism can manifest in various ways within teams, often without leaders even realizing it.  

Common signs include: 

• Unequal distribution of resources - Leaders may allocate more time, attention, or opportunities to high-achieving team members, inadvertently neglecting those who are struggling. 

• Blaming the individual - Instead of providing additional support and guidance to struggling team members, leaders may blame them for their mediocre performance, failing to acknowledge underlying factors or systemic issues. 

• Lack of feedback and development opportunities - High-potential team members may receive regular feedback, coaching, and opportunities for growth, while struggling team members are left to fend for themselves, further hindering their development. 

• Exclusion from decision-making processes - Leaders may consult high-achieving team members exclusively, overlooking the valuable insights and perspectives of those who are struggling. 

Do any of these resonate with you? If so, not to worry! Keep reading to find out how you can adapt your leadership habits to be a little more fair to your struggling team members.  

Finding Balance 

Balancing grace requires intentional effort and a commitment to fairness and equity within the team. Below are 5 strategies for leaders to consider integrating into their current leadership practices: 

1. Recognize individual strengths and challenges: Take the time to understand each team member's unique strengths, weaknesses, and growth areas, and tailor support accordingly. They might simply be too afraid to ask for help - ironically, out of fear of coming across as incompetent. 

2. Provide targeted support and development opportunities: Offer additional guidance, training, and resources to struggling team members to help them improve their skills and performance. Start with one skill they are perhaps most interested in learning, and start building their skills (and confidence) from there. 

3. Foster a culture of accountability: Hold all team members accountable for their actions and performance, while also providing the necessary support and resources to help them succeed. For this to work, expectations must be made clear to all team members. I also recommend going the extra mile and describing what a “satisfactory” work would look like vs “exceptional” performance. Why bother? Because some situations will require team members to do work that is just good enough to prioritize more time to other key initiatives and tasks.  

4. Encourage collaboration and inclusivity: Create opportunities for all team members to contribute their ideas and perspectives, fostering a sense of belonging and engagement. When this collaborative environment is created, team members are more likely to ask for help or admit that they aren’t progressing as quickly as they initially thought they would. Life happens to all of us – if people are encouraged to step in and help when needed, everyone wins, and they are also more likely to return the favor.  

5. Lead by example: Demonstrate fairness, empathy, and inclusivity in your own actions and decisions, setting a positive example for the rest of the team to follow. I think I say this in almost all of my newsletters: leaders, YOU are responsible for setting the tone. Don’t just say it, make a habit of consistently showing and exhibiting the same behaviors you expect of your team members.  

Simply by growing their awareness around habits that could lead team members to perceive favoritism, leaders are more likely to engage in behaviors that will work to knock down those beliefs. By cultivating a culture of fairness, empathy, and support, leaders can foster an environment where all team members feel valued, included, and empowered to reach their full potential – though at their own pace, and can unlock the collective talents and strengths of their teams, driving greater innovation, productivity, and success.