leaders

Emergent Leaders Newsletter/021/Why Constantly Growing Your Network Should Be A Crucial Part of Your Routine

In today’s fast-paced and interconnected world, professional development has become more critical than ever. While individuals often focus on upgrading their technical skills and knowledge specific to their domain, one crucial aspect that is often overlooked is building and expanding their professional network.  

In this article, I’ll explore the often neglected aspect of professional development – the importance of constantly growing your network – even when times are good. We will look into some of the reasons why networking should be a vital part of your development plan, along with various strategies to suit different personality types to help expand your network, both within and outside your industry. 

 

Why is Networking so Essential for Professional Development? 

Networking opens doors to a world of opportunities that may not be readily accessible through conventional means. By establishing connections with like-minded professionals, mentors, and industry leaders, you increase your chances of discovering new prospects, projects, and career opportunities. When it comes to job placement, there is truth to the saying “It’s not what you know, it’s who you know.” In fact, studies have shown that 70-85% of the time, folks benefit from employment opportunities directly tied to individuals in their network. 

 

“I have a job...” or “I don’t have time...why should I spend precious time networking?”  

Below are some of the reasons you should make the time to network, even if you don’t see the immediate need for it. 

  1. Building a sizeable network won’t happen overnight. And it’s not simply about growing your network – it's about constantly bringing value to those individuals. With time, as you get to know one another, and trust is built, a true professional network is built. The sooner you start networking, the better.  

  2. Creating a diverse network exposes you to a wealth of information and experiences. Engaging with individuals from diverse backgrounds and industries helps you gain insights into various perspectives, innovative ideas, and best practices that could be beneficial within your specific context. I see this with my clients all the time: they tend to think in terms of their own environment, which can severely slow progress and growth. In actuality, when you take time to boil a problem down to its root issue, very few of them are industry specific. A lot of learning can be acquired simply by having conversations with individuals who work elsewhere. 

  3. The professional world can be challenging and unpredictable. A strong network can serve as a valuable support system during tough times, providing encouragement, advice, and even potential collaborations. Even though you may anticipate being in the same industry for your entire career, as life evolves, so will your lifestyle, needs and career. Expending your reach will help you expand the quantity and quality of your leads should you need to make a pivot in the future. 

  4. As you expand your network, your visibility in the professional landscape increases. This can lead to recognition for your expertise, which may open doors to speaking engagements, thought leadership opportunities, and other avenues to showcase your skills to a wider audience. As a result, your network will expand faster than you could grow it without these opportunities. 

 

Which Strategies Are Effective for Growing My Network? 

While some people love the idea of a good social mixer, it makes others cringe. Thankfully, there are several different networking strategies to suit the needs and preferences of all personality types. 

  1. Networking Events. Actively take part in industry conferences, seminars, and workshops. These events provide fertile ground for meeting new people who share common interests and passions.  

  2. Social Media. Social media platforms and professional forums allow you to connect with professionals (and potential clients) worldwide. Engage in discussions, share insights, and contribute to your industry's online community. Key word here is “contribute”. Being a passive observer will likely do nothing to improve your networking situation. Add value while demonstrating your expertise. 

  3. Professional Associations. Become a member of relevant industry associations. These organizations often host networking events and offer access to specialized resources, learning opportunities and opportunities to meet and have meaningful conversations with other professionals.  

  4. Mentors and Sponsors. Cultivate relationships with experienced individuals who can guide and inspire you. Mentorship not only aids in personal development but also expands your network through your mentor's connections. A sponsor is also an influential, experienced individual within your organization who can help you navigate the more specific intricacies of the organization’s dynamics. 

  5. Referrals. Leverage your existing network, such as friends, leaders, co-workers, team members, clients and other stakeholders. Ask them if they know anyone you could speak with to find out more about what they do. 

  6. Community Involvement. Engage in volunteer work or community initiatives related (or not) to your field. This is a wonderful way to meet like-minded individuals and/or other skilled go-getters from a wide variety of various industry knowledge. 

  7. Informational Interviews/Job shadowing. Reach out to professionals in roles or industries you're interested in. Request an informational interview to learn more about their career path and gain valuable advice. Job shadowing may also give you an excellent glimpse of what “a day in the life of” could potentially look like or simply acquire success habits, if not in the market for a job. 

  8. Webinars and Virtual Events. Now super-common virtual events allow you to network with professionals globally. 

 

Regardless of the networking strategy you chose to engage in, the following criteria are super important when it comes to getting a good ROI for the time you spend on nurturing those professional relationships.  You must ensure that when you step into these networking interactions, you are:  

  1. adding value; 

  2. you are genuine; 

  3. you are consistent. 

 

It’s difficult to argue that building and nurturing a professional network shouldn’t be an optional addition to your development plan; it is a key ingredient for success. With time, the ability to connect with opportunities, knowledge, support, and a community of like-minded professionals can have immeasurable advantages. Embrace the various strategies to grow your network both within and outside your industry and unlock the full potential of your professional development.  

  

Which networking strategy will you try next week? 

 

Emergent Leaders Newsletter/016/Shedding Light On Common Assumptions New Leaders Often Make That Can Derail Their Path To Leading Successful Teams

Read time: 8 minutes 

“We make all sorts of assumptions because we don’t have the courage to ask questions.”  - Don Miguel Ruiz 

I‘m always interested in conversations with brand new leaders about the assumptions they once held about what they thought it would be like to be a leader. You know, things like what they initially thought leadership would be like vs the reality of of their experience of it. It’s a very humbling experience for many, and with time, most find their groove. Though many others handle the “shock and awe” of the transition from do-er to leader by adopting certain “survival” habits to get them through the day. Unfortunately, though, this latter group’s habits tend to unnecessarily lead them struggle on many levels, which in turn decreases their likelihood of truly succeeding as a leader.  

In fact, a recent statistic published in the Forbes article, Why Most New Managers Fail and How to Prevent It, states that 60% of new managers fail within 24 months of taking on their new role. Not only can this have ruinous impacts to these individuals' careers, but when leaders struggle, it also has tremendous negative trickle-down effects on their teams.

 

Assumptions can either serve us or misguide us. They can be useful in that they give us the confidence to make decisions in a more timely manner. For example, without making assumptions, a leader would have to investigate and fact-check absolutely every little detail prior to making all their decisions, which is simply unrealistic considering the sheer number of decisions a leader must make every single day.  

Assumptions can also give individuals the confidence to step into new roles or situations. For example, when an individual takes on a new role, they tend to immediately start imagining what it’s going to be like to be in that role, and planning and acting on their duties based on many assumptions. Assumptions can help propel us forward without getting bogged down by all the details all the time.

As beneficial as assumptions can be, if leaders lean on them too heavily, they can also be detrimental to their ability to relate to and collaborate with others, and impede their ability to make better decisions. When leaders step into their new roles with blinders on, it will most likely lead their team members to perceive their them as closed-minded and/or disconnected from others. 

Below I’ve made a list of some very common false assumptions I encounter with many new leaders and explain how these beliefs often impact their ability to lead effectively. I will then follow up with a simple “fix”, action or mindset shift that can help open a new leader’s eyes in hopes to help them strike the delicate balance between using their assumptions and collaborating with others. 

 

Assumption #1: Micromanagement is necessary for success.  

New leaders may believe that closely monitoring and controlling every aspect or minute of their team's work is necessary to ensure high-quality results. We’ve seen this post-Covid with some employers using tracking software on their employees' computers. However, excessive micromanagement can demoralize team members, stifle creativity, impede their ability to take ownership of their work, not to mention feel like they are being treated like children rather than the skilled professionals that they are.  

Fix #1: Assume the best of your team members. Unless there is a specific performance issue, let your team members do their work. By maintaining regular contact with each team member, through weekly 1-to-1's for example, you are much more likely to get them working from a place of engagement than a place of compliance. If there is a performance issue, then you have 2 choices: either support them better OR support them in their hunt for a new employment opportunities, but do NOT punish the whole team. 

 

Assumption #2: Being the boss means you know best.  

Some new leaders, particularly if they were promoted from within the team, may feel the need to prove themselves to direct reports that used to be peers or co-workers. This can show up as always having the answer or by personally taking charge of all tasks. This can lead to an overwhelming workload for the leader, preventing them from focusing on strategic priorities, and undermining the team's development and autonomy.

Fix #2: Leaders don’t have to know it all – but they do have to know how to get everyone on their team to work together to achieve greatness. Being a leader means you take responsibility for the work the team outputs. Being a leader does not mean doing all the work. Leaders should stick to their own role’s priorities and offer support to team members who may need a helping hand. Yes, this requires a lot of trust in teams. Best to start working on that trust now by working on relationship-building with all team members.  

 

Assumption #3: Team members should “just know”.  

New leaders might assume that their team members have the same level of knowledge and ability they do. This assumption can lead to unclear expectations, insufficient guidance, and missed opportunities for mentorship and skill development within the team. This is especially prevalent if the individual has been with the organization for a long time, but have team members whom are brand new to the organization and are completely unaware of the more “nuanced” way of doing things.  

Fix #3: Repeat after me: “None of my team members are mind readers.” Don’t assume they always know what do to, how to do it, who to involve and how to plan out their work. Communicate your expectations and have them repeat in their own words what they understood from your vision, and adjust as necessary. Trust me, it will save you a lot of frustration and time. 

 

Assumption #4: Being fair means treating all team members the same.  

All team members have their own unique skills, strengths and preferences. Some individuals may need extra support or clarity in certain areas compared to others but may be particularly strong in areas where other team members may struggle. By not understanding or leveraging the unique strengths and preferences of each person, new leaders can inadvertently hinder productivity and demotivate high performers. 

Fix #4: Talk to your team members. Understand what their base skill sets are, find out where they would like to grow. You will get much more engagement from each of them if you let them follow their energy. 

 

Assumption #5: Too much communication will annoy my team members and take up too much of my time.  

New leaders may underestimate the importance of clear, proactive and open communication. They might assume that their team members understand their expectations without explicitly communicating their expectations to them, leading to misunderstandings, delays, and subpar performance. They also often make the assumption that team members will reach out if they need help, though the power differential between a boss and their direct-report means people are much more hesitant to admist they need help than leaders would like to hear.  

Fix #5: See fix #3. 

 

Assumption #6: Relationship-building is fluffy and is a waste of time.  

New leaders might focus solely on task-oriented matters and overlook the significance of building positive relationships and fostering a healthy team dynamic. Neglecting team dynamics can lead to conflicts, poor collaboration, and a lack of trust among team members. 

Fix #6: Identify each of your team members’ area of genius and remind them of how important their contributions are to the team and to the organization’s big-picture success. It’s also important to find out what type of reward would be best appreciated. For some it may be taking an hour or two off, another may prefer a coffee card while others may appreciate a public display of appreciation, such as “employee of the month” award. Get to know your people and what makes them tick. 

 

Assumption #7: A one-size-fits-all leadership approach is best.  

New leaders may adopt a “textbook” leadership style they are comfortable trying on for size, without considering the unique needs and characteristics of their team members, such as the adapting to each team member’s level of “neediness”. I totally get it - everyone has to start somewhere. Though new leaders should allow for some space to adapt their leadership approach.

Fix #7: Is meeting individuals where they are at and helping them grow to advance their careers a necessary aspect of your role as a boss? Probably not – but it is one of the most appreciated leadership traits reported by employees. If you want buy-in and increased engagement from each of your team members, show you care by helping them achieve the levels of success they dream of. 

 

Assumption #8: A leader must have all the answers. 

Some new leaders may feel pressured to have all the answers and solutions. However, effective leaders understand the value of seeking input from their team, fostering a culture of collaboration, and empowering team members to contribute their ideas and expertise.  

Fix #8: It’s ok to say, “I don’t know, but I can help you find out!”. Another way to look at leadership is by comparing the leader to a maestro leading an orchestra or sports coach. They direct but rely on the output of every musician's or athlete’s highly specialized skill – from a distance. You don’t see the maestro darting around the orchestra, playing different instruments, just as you don’t see coaches jumping in plays during games. Also, see fix #2. 

 

And last, but certainly not least: Assumption #9: If I just put in more time, I can get through this list of to-do’s.  

I hate to be the bearer of bad news, but you will never get through your list of to-dos. Yet new leaders often put excessive pressure on themselves to excel in their roles, leading them to neglect their own well-being and personal growth. This can result in burnout, reduced effectiveness, and negatively impact their ability to lead and support their team. 

Fix #9: Rather than begin by writing down an endless list of to-dos, new leaders should start by identifying their priorities. If core priorities are addressed, the rest becomes fluff and can more easily be weeded out. While many individuals would claim to be overworked (and some absolutely are), though I challenge that many others lists of to-do's could use some major editing. You must be able to carve space for rest and leisure so that you can refill your buckets and show up as your best self.  

 

Regardless of the assumptions new leaders hold onto when stepping into a new role, they should always prioritize stepping into situations with a curious mindset. Using open communication, asking open-ended questions, seeking feedback, fostering relationships, investing in their own development as well as that of their team’s, and making space for rest and leisure - AND having a structure in place to make space for all the above and other responsibilities will increase their likelihood of success. The faster new leaders understand this, the more quickly they will settle into a healthy and productive leadership routine while still establishing a climate of trust and psychological safety, in which everyone can thrive. 

Did any of these assumptions resonate with you? 

What assumptions did you hold about leadership when you first stepped into a leading role?  

How long did it take for you to learn these lessons? 

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/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.  

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.

Emergent Leaders Newsletter/010/How To Master Your Leadership Development To Succeed In Any Industry

Read time: 4 minutes 

After coaching so many leaders across a wide variety of industries, it’s striking to me how new leaders feel stuck when it comes to their development. Feeling stuck, lacking confidence in their ability to lead or just generally struggling adapting to their new roles but so overwhelmed you don't even know where to start can add to the stress and feelings of unsettledness.  

Misery loves company, right? So they say...  

No matter the industry you work in, you can seek some comfort in knowing that every new leader face most of the exact same challenges.  

Regardless of the industry you find yourself in, if you want to succeed as a people leader but don’t have formal leadership training, there are still so many little actions you can take to increase your leadership skills to become the leader you aspire to be or to be the leader you always imagined you would be. The key is to just start doing something.  

Here are a few options new leaders (or anyone, really) can explore to improve their leadership skills or re-invigorate your level of engagement: 

  1. Mentorship: Seeking out a mentor who has experience in the same field can provide valuable guidance and advice on how to be an effective leader. While it may be logistically easier to find a mentor within your organization, I’m also a huge proponent of constantly growing your network. If you can’t find someone where you work, ask around. You also don’t have to keep meeting with the same person. Why not have a coffee with someone different each month? Stay in touch with these folks and continue building the relationship.  

  2. Training and workshops: Many organizations offer leadership training programs and workshops that can help new leaders develop skills such as communication, decision-making, and team building. With such an overwhelming array of options, I would encourage you to start by choosing something that you feel you make the most impact in the least amount of time. Identify where your biggest skills gap is. Hint: Most new leaders struggle big time with time management. Fitting all their new leadership priorities into their schedule while learning their new role, team and everything else about getting to know a new team and their work – it's a lot. But, once your time management skills are set (you’ll know if you don’t feel like you’re just barely treading water), then you’ll be better able to consistently incorporate space in your schedule for deeper earning and leadership development. 

  3. Professional associations: Joining a professional association in your field can provide access to networking opportunities, industry insights, and leadership development resources. Unfortunately, this resource is usually highly under-utilized. Professional associations tend to send newsletters and other communications loaded with valuable information and resources, that remain unseen and untapped. If you belong to a professional association, get in touch with them and see what’s available to you. Even if a resource doesn’t appear on their current list of services, ask for recommendations.  

  4. Books and podcasts: A popular choice because of how accessible these are. Reading books and listening to podcasts on leadership can provide you with new insights and strategies to improve your skills. The issue with using these as the sole source of learning is that they don’t hold you accountable. If looking to shape your mindset or inspiration, read as many books and listen to as many podcasts as possible, but if you actually want to make a change to your leadership, take the time to implement the strategies that resonate most with you and practice them. Don’t stay stuck in the learning loop! 

  5. Practice and feedback: The most effective way to develop leadership skills is through practice and feedback. Unfortunately, few new and emergent leaders do it. Solicit feedback from your direct reports, peers and superiors. Reflect on it and create an action plan to incorporate their feedback. When choosing this option, you can be assured that the growth will always be relevant to where you are in the moment and will evolve with you. *I strongly recommend simply thanking your feedback providers for their feedback rather than “investigate” the why. Let the past go and commit to improving next time. If feedback providers feel like their words will be dissected, they will be reluctant to take part in the future. 

 

Ultimately, the best approach to improving leadership skills is that you will execute. This will depend on your specific goals and needs. I would suggest not making any assumptions about what you think you know. Rather, truly explore each development option to see what’s feasible and possible for you or not, then commit to choosing a path or 2 and create a plan to implement these tools in your schedule. This will ensure that you take the step out of the passive learning loop and begin the “real” learning by doing.  

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.

Emergent Leader Newsletter/006/Are You Really Ready To Do What It Takes To Stand Out From The Rest?

To stand out from the rest, you have to do things that others aren’t willing to do.  

How many times have we heard this? I bet many, and yet it just doesn’t seem to sink in with most folks. It applies to everything in life: “I want to be the best leader!” “I want to be the best athlete!” “I want to be the best at (fill in the blank)!” 

It boils down to this:

If you want to be the best, or at the very least, better than most at something,

what are you doing about it that others aren’t?

It’s not just about putting in work - it’s about doing the right kind of work.

So, what does it mean to do “the” work?

  • It means rather than simply doing what others are doing, you are pushing yourself to do it better, you are courageous enough to do something different. Typically, when I ask clients what it means to do something “better”, they assume that “better” means more work, which can be misleading. Doing more of the same as everyone else will not cut it, it’s also not sustainable. For example, your work mandates that everyone completes certain courses or workshops. When comes the time for a promotion, you and your peers are then similarly qualified, which leads to many asking: “Why didn’t I get the job? I did all this training!”...well, look around you. Everyone did the training. So how do you stand out from the rest?  When we refer to doing “the work”, it refers to exactly this: What actions are you currently taking that others are too shy, too afraid, too skeptical, too slow to even try? This difference in willingness to execute on actions that others don’t will become a differentiator in itself and will help you stand out from the rest. 

You have to do things differently and you have to do different things.  

  • You have to bring forward new ideas – new, more effective and efficient ways of doing things. 

  • You have to demonstrate your ability to collaborate and problem solve in a way that your peers don’t'. 

  • You have to acquire valuable skills that no one else seems to care to work on.

  • You have to add value in a way that others don’t.  

  • If you aspire to lead, then you have to demonstrate that you have leadership qualities that other similarly qualified peers lack.  

If you don’t know where to start, ask around! Again, most people don’t even ask because they’re too afraid of what others say.

 Once you decide on a course of action, your resilience or “grit” will be tested.

Here’s what else you can expect when you decide to take action:

  • You’re not always going to feel motivated to stay the course. In fact, you're probably going to want to give up almost more often than you will feel empowered. The true test will be whether your grit and resilience will outlast the times you feel discouraged to stay the course.  

  • You have to be ready to be visible and this visibility will make you feel completely exposed. Because you are doing something no one else is doing, others will notice and, yikes – talk about you! And you must be ok with it. If what you are doing is in the spirit of improvement, without throwing others under the bus, then you are good. Actually, why not involve your observers in your growth. They will appreciate you asking – and it will grow your list of supporters who can vouch for you if/when you make a misstep. 

  • You will be judged. Some will question why you’re doing what you’re doing out of sheer curiosity, but most will turn up their noses at what you’re doing simply because it’s different from what they’re doing. They don’t understand and it’s ok. Don’t waste your time trying to convince them. They won’t change their point of view – and it doesn’t matter. If this bothers you, set boundaries and limit your exposure to them. They’ll come around once you succeed. 

  • Your social circles may change. Individuals around you who support you, along with those who share in your growth mindset will surface. You will also make amazing new connections with people who are as passionate about their own growth as you are. Spend more time with these folks. Not only will they help you remain positive, but together, you can accelerate your growth. 

If it’s so hard, why bother? 

I’ve gone through ALL of the “feels” one may experience when endeavoring in personal/professional growth. But the moment you decide that the “status quo” feels more scary than the unknowns that come with the exploration of what could be possible for you, THAT is the moment you will commit to doing the work it takes to stand out. Living out what you once only dreamed was possible will bring you more fulfillment than you could have ever imagined. That’s why it's worth doing the work. 

 

Mindset reframe - snapping out of the norm and shifting to standing out from the rest  

Here are common thoughts that will keep you trapped within the norm. vs thoughts that will propel you to action and stand out from the rest 

 

“No one else at my organization does this, why should I?” VS “No one else is doing this which is why it’s a great opportunity to stand out.” 

“I’m only doing this work because I have to.” VS “I’m doing this because I want to.” or “I’m doing this because it will get me closer to my goals.” 

“I probably won’t get the promotion so why bother trying.” VS “Every time I apply I learn something new about myself and build on my skills to make myself more marketable.” 

“I’ll do the bare minimum to get by.” VS “I’m going to give 100% effort and see what happens.” 

So, do YOU have what it takes to stand out from the rest?

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.

Emergent Leader Newsletter/004/Using Clarity To Beat Procrastination And Increase Engagement At Work

Read time: 4 minutes 

Many would label procrastinators as “lazy”. I think they’re wrong – I think so-called procrastinators simply lack clarity! 

New leaders notoriously squeeze out some aspects of their less familiar leadership responsibilities and fill their time by doing things they are more comfortable with – things they already know how to do, and know they are good at. Though with time, this escapist strategy catches up with them. Some of their leadership priorities don’t get addressed – and this is when the pressure and overwhelm kicks in.  

SO, what’s the REAL problem with procrastination? 

We’ve all beat ourselves up at some points (or many – no judgement!) for not acting quickly enough on some project(s). What emotions surface with knowing you didn’t live up to expectations? Some may experience frustration, embarrassment, anxiety, insecurity, resentment, among others. These emotions drag us into a negative loop. And in turn, this loop shuts us down and works against future productivity, resulting in a downward trend in our work output, our mood, our relationships, ….  

“I work a LOT but can never seem to get ahead...” 

When staring at a seemingly growing list of to-dos, which type of “task tackler” are you? Do you... 

  1. choose the most urgent item, but only under the high pressure of a looming deadline?  

  2. pick the thing that will take the least amount of effort and time to complete? 

  3. “lose” the list all together and forget about what you should be doing by completing other tasks on autopilot? 

  4. suddenly get fed up with the list and commit to working extra hours over the next few weeks to finally tackle it? 

Either choice will lead to you feeling productive but only for a brief period. What you need to ask yourself when looking at your extensive list is: “What will get me closer to satisfying my priorities and achieving my goals?” Rather than simply crossing off everything on the list, you need to be more intentional about HOW you spend your time.  

Being disciplined in how you prioritize your time is necessary to get what you need to get done and reduce the chance for procrastination to kick in. To be able to prioritize, you first need clarity around what’s truly important for your success professionally and personally. 

Gaining clarity on your goals/responsibilities (What needs to get done?) 

To move past the noise of all the to-dos, first determine your priorities. This will figure out which items on your list should be addressed first (if at all). Ask yourself these questions: 

  • What is the reason for my role? 

  • What would help make me successful at my role? Which deliverables do I need to take ownership of? 

  • What tasks on my list relate to my role? Which ones should I delegate?

  • Which ones are irrelevant and could be removed from the list - or at least saved for later?

Now, of the tasks related to your role, place them in priority/urgency. Base your decision on facts: realistically, what should be done first? When should it be completed by? We can relieve a lot of pressure by looking at our list objectively. Otherwise, we tend to create false unrealistic deadlines in our minds or underestimate how long tasks take to complete. 

Often, we also feel compelled to check things off our list simply because they’re there. If we can gain clarity around what’s important/urgent, can be delegated, pushed out and dropped, we can greatly reduce the length of our to-do’s, which is motivating. Shorter lists make it easier for us to focus more of our attention on fewer things.  

Gaining clarity on your values (What do you want to get done?) 

The ticket to motivation is having your to-dos aligned with your values. Sure, not ALL things are fun. Sometimes we really do just need to buckle down and get things done. But the more awareness you have around your values, the easier it is to decide what should truly be deserving of your time and attention.  

Take a moment and look at that daunting list of to-dos of yours and again, ask yourself these questions:  

  • Is there something that’s been on my list for what seems to be forever?  

  • Is there a particular project or task that just gets pushed back or never seems to get addressed? 

  • Without thinking of the process, which task, if completed, would relieve the most pressure and bring you the most sense of completion, satisfaction and accomplishment? 

  • Is this item a remnant of an old wish list I can now let go of?

  • Is this aligned with my values and life goals? If not, What’s preventing me removing it from the list?

  • Is the timing of this appropriate?

Timing your to-do's 

  • Before rushing to set times in your calendar to get things done, reach out to others who may need to be involved. Make sure they also have the time/resources that match your proposed timeline to complete your project. 

  • Once confirmed, put things in your calendar – and respect these time blocks as you would someone else’s schedule. This includes the final goal, milestones, expectations. For each time block you have scheduled, break down your projects into manageable chunks and make sure to be clear about what needs to be completed during that time. By including the desired outcome in your notes, you take away the time you would spend just thinking about what you should be working on and can get right to work. 

  • Time your tasks for times you are most likely to be in flow with them. For example, I am a morning person and therefore prefer to do more detail-oriented tasks earlier in the day, while leaving more creative tasks for afternoons/evenings. Some tasks just feel more natural to complete at certain times of the day. Work with this to help you gain momentum.

  • Post the final goal where it is visible so that you are constantly reminded of what you are working towards.  

Next time you struggle with procrastination, hit the “pause” button and take the time to think through your list to ensure the items that appear on it are in service of your goals and priorities.  

Then shift your focus from “frustration” to the “why” and the “how” to complete your task. This will help you be well on your way to a more productive day. 

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.