Curiosity
Emergent Leaders Newsletter/059/How to Cultivate Genuine Professional Relationships and Build Career-Advancing Connections Without Negative Perceptions
Helping new and emergent leaders understand the difference between cultivating authentic relationships and being perceived as a brown-noser involves focusing on building genuine connections, mutual benefit, and integrity. Yet, some new and aspiring leaders are so concerned by what others might think, fear prevents them from acting and building the relationships that could help further propel them into leadership positions they aspire to have.
If this resonates with you, read the strategies below. Perhaps one of them will help reframe your mindset around networking in a way that feels more aligned with who you are.
Here are some networking strategies to explore:
Emphasize Authenticity
Approach relationships with sincerity. What do I mean by this? Authenticity involves being genuinely interested in the other person's perspectives, needs and goals. As an aspiring leader (or anyone for that matter), you should aim to build relationships based on mutual respect and understanding, rather than approaching them from a perspective of “What can they do for me?”
Value Exchange
Highlight the importance of reciprocity in professional relationships. Individuals should consider what value they can offer to their stakeholders, sponsors, and mentors. This could be in the form of insights, support, or collaboration, showing that the relationship is not one-sided.
On a recent Diary of a CEO Podcast episode, Marc Randolph, Co-founder of Netflix, talked about how a stranger who did a cold outreach caught his attention. This individual had done his research and found out that Marc had been learning how to play the guitar. In exchange for a conversation, he offered to show him a few tricks to help him hone his newly acquired musical skills. While not everyone will accept your offers, all it takes is one person to say “yes”. What do you have to offer?
Integrity and Transparency
Always act with integrity and be transparent about your intentions. You should communicate openly about your goals and aspirations, while also making space to show a willingness to support the goals of others. If you don’t just come out and state your intentions, others will be leery from the start, which means defense walls will go up faster than you can blink. Simply state what you’re hoping to walk away from the conversation with – both for yourself AND what you hope to offer the other party.
Long-Term Perspective
View professional relationships as long-term investments rather than short-term gains. Genuine relationships take time to build and should not be approached with the mindset of immediate rewards. This will help reduce potential frustration when others don’t come through on your desired timeline.
Personal Connection
Find common ground and shared interests with existing stakeholders, sponsors, and mentors. Building deeper personal connections can help establish a stronger foundation for professional relationships and feel less awkward should you eventually need to ask for a favor. Understand that the same applies to the other party as well. Be prepared to be in service of others as you would want them to be in service of your work.
Feedback and Reflection
Professional relationship-building is a skill – and can be honed. By asking folks you know well what they feel you can improve on when it comes to your interactions or networking skills, you will know exactly what to focus on. Don’t assume you know. To improve the likelihood of receiving good quality feedback, ask questions like “What would you like to see more or less of when it comes to my listening skills?” or “What would you like to see more or less of when it comes to my communication skills?” Open-ended questions are questions that can’t simply be answered with a single word. Then thank them for their valuable input, reflect and act on this feedback.
Mentorship and Sponsorship
Mentors provide guidance and advice, while sponsors actively advocate for a leader's career advancement. Understanding these roles can help you approach these the right individuals to help you further build relationships with the right mindset and intentions. I would also encourage you to look outside of your industry for inspiring individuals to bring a fresh perspective to your thinking.
Professional Boundaries
Lastly, maintain professional boundaries while building relationships. Respecting these boundaries ensures that interactions remain professional and do not cross into inappropriate territory. Some examples of inappropriate behaviors would include excessive personal sharing, communicating outside of work hours or work events, casual or inappropriate language, information mining, gift giving. This list is far from exhaustive, but you get my drift.
By framing relationship-building as a skill, process of mutual support and genuine connection, you can accelerate your growth as a leader AND your career prospects, while still remaining completely professional.
Emergent Leaders Newsletter/057/How to Manage Difficult Employees in Your First Leadership Role
As you step into your first leadership role, you may meet challenges that test your confidence and willpower. One common struggle my coaching clients face is dealing with a difficult direct report.
Recognizing the Signs of a Perceived Difficult Employee
Here are some key indicators that you might be dealing with a problematic direct report:
Consistently ignores established protocols and procedures.
Takes liberties that are outside their scope of responsibilities.
Engages in spreading rumors and hoarding information or only share partial information to maintain control.
Overestimates their value to the organization and uses this to justify negative behavior.
Undermines authority through unofficial channels and retaliates against perceived slights.
Uses anger or tears to manipulate situations and avoid accountability.
Understandably, confronting such behavior can be daunting – which is why most of these cases go un-checked.
My goal is to provide you with the tools and strategies to help you approach employees effectively, transforming difficult situations into opportunities for growth and strengthening your leadership skills.
Reframing The Idea of Difficult Employees
Now I mentioned “perceived difficult” intentionally because I do want to emphasize that many employees labeled as difficult have significant potential for growth and success if guided and managed correctly. Often, their passion, drive, and creativity are mischanneled due to lack of direction or support. By identifying their strengths and providing constructive feedback, you can help transform challenging behaviors into positive contributions.
I would also like to point out that so-called “difficult” employees can offer valuable lessons for leadership development. Managing such employees can teach you how to navigate various interpersonal dynamics, enhance your communication skills, and help you develop patience and resilience. It’s an opportunity to refine your leadership style, making you a more effective leader.
With this in mind, here are some factors to consider before labelling a team member as challenging:
Lack of Clarity and Communication
Sometimes, employees may act out because they haven't been given clear instructions or expectations. When processes and protocols aren't explicitly communicated, employees might unintentionally violate them, leading to frustration and conflict. Ensuring that all team members understand their roles and responsibilities can mitigate many issues.
Insufficient Training and Resources
Employees may struggle or behave poorly if they haven't received adequate training or don't have the necessary resources to perform their tasks effectively. This can lead to feelings of inadequacy, stress, and subsequent negative behaviors. Investing in proper training and providing the right tools can empower employees to meet expectations.
Misalignment with Organizational Culture
An employee might find themselves at odds with the company culture, which can manifest as difficult behavior. This misalignment can occur if an employee's values or working style significantly differ from the organization's. In such cases, it may be beneficial to provide cultural onboarding or mentorship to help the employee integrate better by finding some common ground.
Personal Issues
Personal problems outside of work can sometimes influence an employee's behavior at the workplace. Stress, health issues, or family problems can cause an otherwise good employee to act out. Being empathetic and offering support, such as flexible working arrangements or employee assistance programs, can help address these issues.
Constructive Disruption
In some cases, what is perceived as difficult or rebellious behavior might be a form of constructive disruption. Employees who challenge the status quo, ask tough questions, or push back against inefficient processes can drive innovation and improvement within the organization. It’s important to discern whether the behavior is truly problematic or if it’s pushing the team toward positive change.
Each employee is unique, and their behavior can be influenced by a myriad of factors. By simply getting to better know your team members and individual circumstances behind their behaviors, you can reveal underlying issues that, once addressed, can lead to significant improvement and a more harmonious working relationship.
Dealing with Difficult Team Members
When there is clarity around expectations, the odds of having to escalate a problematic team member’s case is significantly reduced. Unfortunately, it won’t be eliminated. If the unwanted behaviors persist despite swift and clear intervention, then it is important to manage the situation before it starts to impact others and business results.
Here’s what to do to manage a confirmed difficult employee effectively:
Document Everything
Keep detailed records of the employee's behavior, including dates, specific incidents, and any witnesses. I strongly recommend that you consult with an HR professional to ensure the necessary information is gathered should the unfortunate need for formal disciplinary action become necessary.
Set Clear Expectations and Foster Open Communication
Clearly communicate your expectations about their performance and behavior. Outline the specific processes and boundaries that must be followed. You can even explain the impact it’s having on the team. Most people are so focused on what they’re doing that they don’t see how their behaviors are affecting others. Encourage open dialogue with the employee. Listen to their perspective and concerns but remain firm on the expectations and necessary changes.
Provide Constructive Feedback
Address issues directly and promptly. Use specific examples and focus on the impact of their behavior on the team and organization. By addressing it quickly, it also decreases the likelihood of a heavier and more unpleasant conversation down the road. It’s also fair to the employee, as it gives them the opportunity to change their habits before it potentially has an impact on their reputation within the team.
Create an Improvement Plan
Should the behavior persist after a few fair prompt warnings, develop a performance improvement plan with measurable goals and a clear timeline. Ensure the employee understands the consequences of not meeting these goals, keeping focus on business goals and desired behaviors.
Monitor Progress
There is no point in going through the discomfort of having difficult conversations if you won’t follow up on the agreed-upon terms of engagement. Regularly review the employee’s progress against the improvement plan. Provide objective, ongoing feedback and support, acknowledging any positive changes. It’s incredibly important for team members to feel as though you have their backs throughout their learning.
Maintain Professionalism
Stay calm and professional, even in the face of emotional outbursts or retaliatory behavior. Your composure will reinforce your authority and set the tone for acceptable behavior. Take a few moments prior to the conversation if necessary to clear your mind and refocus your attention on the desired outcomes of this conversation.
Seek Support
Consult with HR or a senior mentor for advice and support for yourself throughout the process. They can provide guidance on handling difficult conversations and and bolster your confidence, knowing your actions in line with company policies and labor laws.
Reflect and Learn
After the situation is resolved, take time to reflect on what you've learned. So few people do this. Fortunately, having to deal with this type of employee will be a relatively rare circumstance, but will inevitably happen again. Take note because you are likely to forget how you went about it, along with what you wished you have done differently.
Managing difficult employees is a challenging but essential part of leadership. But acknowledging that this is also a skill that can be worked on, you can learn to handle all types of employees like a pro. Remember, every challenge is an opportunity to grow and develop your leadership skills.
Emergent Leaders Newsletter/055/How to Keep Your Team Motivated by Recognizing and Rewarding Their Contributions
Many organizations rely on traditional employee recognition methods to reward team members. While these can be effective, they often do not resonate with every individual. As a result, the impact doesn’t land as intended. Common approaches include:
Publicly celebrating achievements in meetings or on company-wide platforms;
Bonuses, raises, or gift cards;
Gadgets, office supplies, or branded merchandise;
Team outings, lunch with the boss, or company events.
While these methods have their merits, they often fall short for various reasons. Public recognition might embarrass some employees, monetary rewards can seem impersonal (and let’s face it, it’s never “enough”), and material gifts may not be meaningful to everyone (who needs yet another company-branded mug anyway?) Most often, the effects of these are very short-lived because they are mostly superficial in nature.
The key to dishing out impactful demonstrations of appreciation go beyond these standard practices is by going about it in a way that is more personalized. Yes, this will require you to get to know your team members a little more - something I have yet to hear employees complain about. So, whether the organization you work with has standard practices in place for employee recognition or not, I will go over some ways leaders can go the extra mile to show appreciation for their team members when the standard practices don’t seem to cut it.
Getting to the Crux of the Motivational Issues
The core of effective recognition and rewards lies in understanding and valuing the individuality of each team member. While some organizations spend incredible amounts of money on office perks and outings, the truth is that with time, these luxuries either come to be an expectation or become a non-factor when it comes to motivating team members.
Here’s how leaders can do their part in ensuring every team member feels appreciated and is more likely to remain engaged in their work:
Understand Individual Preferences
Take the time to learn what each team member values. For example, some team members may prefer public recognition, while others might value private, heartfelt thanks. You can quickly see that if an employee deeply values their privacy, public recognition can seem more like a punishment than a reward.
Regular Check-Ins
Invest time in understanding each team member’s personality, strengths, and motivations.
Not only are regular 1-to-1's great for tracking progress, but they are also a fantastic opportunity to have ongoing conversations about career aspirations, current challenges, and generally getting to know your team members better so that you can better understand means of recognition they find most meaningful. If working together in an office, regular casual walk-abouts are also a great ways for impromptue conversations that can give leaders some insights into their team members’ preferences and dislikes.
Inclusive Decision-Making
Involve team members in deciding how they want to be recognized and rewarded. This can be done through surveys, suggestion boxes, or direct conversations. Everyone has their own so-called “love language” - the way they perceive and are most receptive to displays of “love” or in this case, appreciation. When a leader understands what makes their team members tick, they can better match to their language of appreciation – which is much more likely to be received in a way that it was intended to be received.
Consistency and Fairness
Ensure that recognition and rewards are consistent and fair across the board. Avoid favoritism and strive for equity in acknowledging contributions. Ensure you stay on top of performance management to ensure every team member is set up for success - and rewards.
Celebrate Small Wins
Recognize day-to-day achievements, not just the major milestones. This helps maintain motivation and reinforces positive behavior. It also signals to your team members that you are “tuned” in.
Custom Reward Considerations
Once you have a better understanding of what each of your team members appreciate, customize the rewards to their needs and/or interests. For example:
Tailor rewards to the individual's interests and preferences. Gifting a subscription to a service the employee would enjoy, such as a streaming service, audiobook subscription, or a meal delivery kit.
Provide a clear pathway for growth and when possible, offer opportunities for advancement. Growth can be highly motivating for some. Offering training, courses, or conference attendance that aligns with the employee's career goals can also be a great way to keep them engaged, reward them for their work AND help them on their professional journey.
Offer both public recognition for those who thrive on it and private acknowledgment for those who prefer it.
Instill a process where team members can nominate and recognize each other for their efforts. It creates a positive and uplifting culture where team members feel comfortable and encouraged to recognize each other’s efforts.
Celebrate team achievements collectively to foster a sense of community and shared success.
Recognize contributions through wellness programs, such as gym memberships, mental health days, or wellness workshops. If the company benefits covers this - then a gift card for their favorite athletic wear store could be a good complement. If possible, flexible work arrangements have also been shown to help contribute to employee wellness, such as extra days off, the choice to work remotely, or flexible hours as a reward for hard work.
Promptly delivered handwritten personalized notes to reinforce positive behavior and maintain momentum from leaders usually tend to be well received when expressing genuine gratitude for specific contributions.
Allowing team members to nominate and recognize each other for their efforts.
Intrinsic Motivation and Self-Awareness in the workplace
While external recognition and rewards are important, it's crucial to remember that true motivation is often an inward process. Let’s face it: if an employee is unhappy with where they are in their career or feels unfulfilled by the work they do, no amount of gift cards or fancy coffees will improve their motivation. However, leaders can help team members become more intrinsically motivated by facilitating opportunities within the workplace to increase self-awareness and personal growth.
Here's how leaders can help their employees gain more awareness and insight into what brings them joy professionally:
Promote regular self-reflection practices, such as journaling or mindfulness exercises, to help team members understand their motivations and goals.
Give employees the freedom to choose how they complete their tasks. This can enhance their sense of ownership and hence, intrinsic motivation.
Help team members find alignment between their work and their personal values and passions. Many people simply don’t know what their values are, and so don’t know how to connect the dots between the work they do and what’s important to them. A simple values exercise can help re-invigorate a job or career when they can see how their work relates to what’s important to them.
Offer feedback that focuses on personal growth and development rather than just performance metrics.
Encourage a culture where challenges are viewed as opportunities for growth and learning, rather than threats to success. Culture is contagious. As a leader, demonstrate the values of learning and growth - your team members are much more likely to follow suit.
By moving beyond traditional methods and adopting a more personalized and thoughtful approach, leaders can create a work environment where every team member feels valued and motivated to continue their great work. To achieve the motivational boost as intended, recognition and rewards should not be one-size-fits-all but rather a reflection of the diverse needs and preferences of the team.
Emergent Leaders Newsletter/054/ How To Manage Your Time As A New Leader To Address All Your Priorities Without Burning Out
One of the most significant shifts you’ll experience as a new leader is how you manage your time. Many high-potential individuals struggle with this transition, often leading to burnout and exhaustion.
The Time Management Challenge
As a new leader, you might feel you’re managing your time well, but common indicators often suggest otherwise. Here are some flags that might signal a need for reevaluation of your work schedule:
Are you constantly busy but rarely productive? Are your days packed with tasks, yet you feel like you’re not carrying out your key goals?
You have no time for strategic thinking. You’re so caught up in daily operations that you can’t find time to plan for the future.
Do you often feel exhausted and overwhelmed, and unable to recharge even after the weekend?
You’re not spending enough time coaching and developing your team members.
Are you finding yourself doing tasks that should have been completed by or could be delegated to others?
Shifting Perspectives on Time Management
As a leader, your time should be spent on activities that drive the team and organization forward. Not to say that the tasks you completed before becoming a leader didn’t contribute to this, however as a leader, it’s necessary to take a step back from the day-to-day tasks to allow yourself to look into the distance, to see where the team is headed or to create the vision for them. Once you are clear on your priorities, intentional time management and decision-making become SO much easier.
Here are 5 essential shifts to consider when it comes to priority-setting as a new leader:
#1: Focus on Strategic Priorities
Allocate time for strategic planning and high-impact activities. As a leader, your role expands beyond day-to-day tasks to encompass strategic planning and high-impact initiatives that drive the organization forward. Here’s how to do it:
Clearly define the long-term goals and objectives of your team or organization. Ensure your daily activities align with these goals. Not all organizations are clear on this so it might take some digging around on your part, but it is still an important exercise.
Use tools like the Eisenhower Matrix to categorize tasks by urgency and importance. Focus on high-impact tasks that contribute to your strategic objectives, rather than doing what is familiar and comfortable.
Block out regular time in your calendar specifically for strategic planning. This could be a few hours each week dedicated solely to thinking about the future, setting the vision, then setting goals, and developing strategies.
Regularly review your progress towards strategic goals and adjust your plans as needed to stay on track.
#2: Delegate Effectively
Delegating isn’t just about getting others to do the work. Part of your role as a leader is to grow your team members’ skill sets. Effective delegation is also crucial for maximizing your team’s productivity and allowing you to focus on higher-level responsibilities. Here’s how to delegate more effectively:
Know the skills and strengths of each team member. Delegate tasks that match their abilities, interests and areas for growth.
When delegating a task, be clear about the expected outcome, deadlines, and any specific guidelines – unless there is a strict process, refrain from telling folks exactly “how to” get their tasks done. Micro-managing does nothing to help develop their sense of ownership over tasks.
Ensure your team has the necessary resources, training, and support to complete the tasks you delegate.
Avoid always delegating to the same individuals. Not only can this be perceived as favoristism, but can over-burden your potentially highest-potential team member who always says “yes”. Remember - some people have a hard time saying no.
#3: Develop Your Team
Invest in your team’s growth through coaching, mentoring, and feedback. Your success as a leader is no longer dependent on your solo success: it is now closely tied to the growth and success of your team. Increasing your team’s skillset will not only increase their work capacity, but constant learning opportunities will ensure the team evolves and will keep them more engaged in their work. You can invest in their development with these strategies:
Schedule regular one-on-one meetings with team members to discuss their progress, provide feedback, and offer your support.
Work with each team member to create a personalized development plan that includes their career goals, skills to develop, and action steps.
Offer opportunities for learning and development through increasingly complex projects, training programs, workshops, conferences, and online courses.
Provide prompt and constructive feedback that helps team members improve their performance and develop new skills.
Meaningfully recognize and celebrate the achievements and progress of your team members to motivate and encourage further growth.
#4: Reserve Time for Reflection
Schedule regular time to reflect on your leadership practices and team performance. Reflection is a powerful tool for continuous improvement and effective leadership. Here’s how to incorporate it into your routine:
Set aside a few minutes each day or week to reflect on your actions, decisions, and interactions. Ask yourself what went well and what could have been improved - and document it.
Regularly seek feedback from your team and peers to gain different perspectives on your leadership.
Reflect on your progress towards personal and team goals. Adjust your strategies as necessary to stay on course.
#5: Maintain Work-Life Balance
Ensure you have time for personal well-being to sustain long-term productivity. Maintaining a healthy work-life balance is essential for preventing burnout and sustaining long-term productivity. Here’s how to achieve it:
Clearly define your work hours and stick to them. Don’t just communicate these boundaries – model them to your team.
Make time for activities that rejuvenate you, such as exercise, hobbies, spending time with family and friends.
Schedule regular breaks throughout your workday to recharge and avoid fatigue.
If you’re struggling to maintain balance, seek support from mentors, coaches, or professional counselors. So many others have been in your shoes. You don’t have to reinvent the wheel – and you’re certainly not alone. The is an entire community within reach, ready to help. You just have to keep asking until you find those individuals who will support you.
By transforming your schedule, you can focus on what truly matters: leading strategically, developing your team, and maintaining a healthy balance. A bonus side effect of keeping this balance while still carrying out what needs to be addressed is having the mental capacity and energy to show up as a better version of yourself, both at work and at home. Once new leaders truly grasp the concept that effective time management is not about doing more; it’s about doing what’s most important, life gets easier.
Embrace the changes in your time management approach, and you’ll not only avoid burnout but also thrive in your leadership role. Keep an eye out for the flags that signal a need for adjustment, and continuously refine your schedule to align with your leadership goals.
If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.
Emergent Leaders Newsletter/052/Finding the Proper Delegation Balance
As high potential individuals move into their first leadership roles, one of the most challenging transitions they face is moving from being a hands-on doer to an effective delegator.
Striking the right balance between giving your team enough autonomy to succeed, while providing enough oversight to ensure progress can be tricky. That’s why week, I’m diving into how to find that delegation sweet spot.
Avoiding Delegation Extremes
Delegation isn't about offloading tasks and forgetting about them. It's about transferring responsibility in a way that empowers team members while ensuring accountability and progress.
Below I list common pitfalls I see with my coaching clients’ initial habits and discuss how to replace them with more effective delegation practices.
Micromanagement Red Flags:
Constant Check-Ins. If you're checking in multiple times a day without any significant updates, you may be micromanaging.
Providing too much instruction. Excessively detailed instructions can stifle creativity and ownership.
If you often redo your team's work instead of providing constructive feedback, it's also a sign of micromanagement.
Red Flags of Too Little Oversight:
If you rarely receive updates on delegated tasks, it’s a sign of insufficient oversight.
Regularly missing deadlines without prior communication indicates a lack of follow-up.
Discovering significant problems at the last minute is also a clear sign of inadequate oversight.
Striking the Right Delegation Balance
Proper delegation involves clear communication, regular check-ins, and a supportive environment.
Here’s what it takes to achieve a delegation balance:
1. Clear expectations and objectives - be clear about what needs to be achieved, why it’s important, and the desired outcome. Set milestones by breaking down the task into manageable steps within the timeline.
2. Empower your team by allowing team members to decide how to approach tasks within the given framework. You can also ensure the proper resources are provided by consistently ensuring they have the tools, information, and support they need.
3. Schedule regular check-ins. This helps you check progress and address any immediate concerns.
Systematic Actions for Effective Delegation
To embed the above practices into your leadership routine, consider the following delegation action cadence you can time block into your schedule to help you stay on top of things without micro-managing:
Daily Delegation Actions
Conduct brief meetings to align on daily priorities. (No more than 15-20 minutes)
Have open office hours or scheduled times for team members to seek guidance. These time blocks are reserved for work you can easily do despite several interuptions, versus focus time blocks that are booked in for when you need to focus without interruption.
Weekly Delegation Actions
Hold structured meetings to review and discuss weekly progress and address any roadblocks or challenges and collaborate to come up with next steps for the team member or team.
Provide constructive feedback and recognize achievements.
Monthly Delegation Actions
Assess individual and team performance against monthly goals.
Identify development opportunities and offer coaching.
These monthly reviews allow you to check in on overall progress against goals, provide feedback, and adjust plans, as necessary.
Quarterly Delegation Actions
Review long-term goals and adjust strategies.
Organize activities that strengthen team cohesion and morale.
Quarterly meetings are more strategic in nature, and let you evaluate performance, set new objectives, and identify areas for improvement.
The Effective Delegator’s Checklist
To ensure your delegation approach is effective, use this checklist. (In fact, you should be asking each of your team members to rate each of the following statements as we sometimes over-inflate our delegation skills):
Have I clearly defined the task and its goals?
Does the team have the necessary tools and information?
Have I allowed sufficient freedom for the team to approach the task creatively?
Are there structured check-ins to monitor progress without micromanaging?
Is there a system for providing and receiving feedback?
Have I established clear accountability for outcomes?
Am I regularly accessible to provide support and guidance when needed?
By keeping this balance, you empower your team to take ownership of their tasks while ensuring that you’re kept in the loop and can provide guidance when necessary. This balance not only helps in achieving project goals but also fosters a positive and productive work environment.
If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.
Emergent Leaders Newsletter/051/Strategies for New Leaders to Manage Diverse Skill Levels
Diverse skill levels within a team can lead to perceived imbalances in workload and favoritism, depending on how the gap is handled. For new leaders, managing a skills gap is a delicate balance between nurturing low performers while not overburdening high performers.
Understanding the Skill Divertsity Spectrum
Here’s what this difference often looks and feels like within the workplace:
Low Performers
Struggle to meet expectations,
Consistently require more guidance and support,
Lack confidence,
May be perceived by the rest of the team as receiving undue leniency, leading to feelings of resentment from team members, which then leads to division within the team.
Middle/Average Performers
Consistent and reliable but may feel overshadowed or neglected,
Tend to fly under the radar because they don’t stand out in any way, which contributes to disengagement or stagnation.
High Performers
Excel in their roles,
Often become the go-to individuals for critical tasks,
This can lead to burnout and feelings of unfair treatment among their peers. This resentment also often leads to division amongst team members.
Now, you might think the solution is easy: simply “Let the lower performers go!” However, studies have shown that when a “bottom” is removed, it will quickly be replaced by another. This doesn’t in any way mean you’re destined to have to tolerate under-performers. It means you must be very intentional about how you tolerate and manage the lower performers to elevate the team’s bottom line. Every situation will require (and deserves) a swift, yet fair assessment to properly figure out the best fit next course of action. Approaching the situation with an open mind is your best bet.
Indicators of imbalance amongst Team members
As a leader, be vigilant for these signs that might show an imbalance of workload within your team:
Workload Disparity: High performers consistently receive more challenging tasks, while low performers get simpler assignments.
Resentment and Morale Issues: Team members express frustration about perceived preferential treatment or lack of recognition.
Burnout: High performers showing signs of stress or fatigue due to constant high demands.
High turnover: Team members are often leaving for other opportunities. Your department feels like a revolving-door.
Stagnation: Middle and low performers not showing progress or growth, feeling disengaged from their roles.
Strategies to help Level (and elevate) the Playing Field
To manage a team with diverse skill levels effectively, consider these actionable strategies:
1. Offer Transparent Communication with ALL team members
Holding regular one-to-one meetings with all team members to understand their needs, aspirations, and challenges is a great start. You can use the time to communicate expectations and provide current feedback. These meetings are also a fantastic opportunity to share additional necessary information each team member needs to do their jobs well.
2. Offer Tailored Professional Development Plans
Create individualized development plans that address each team member’s strengths and areas for improvement. Team members mentally check out when they don’t feel the learning is relevant to them. Synchronous learning (where a large group is taught the same thing at the same time) is phasing out and we are seeing a much greater demand for "a la carte” professional learning and development opportunities and delivery methods. Be open to allowing team members to learn in ways that resonate with them.
3. Delegate with Purpose and Foster a Collaborative Culture
Rotate responsibilities to ensure all team members have opportunities to tackle challenging and routine tasks. Pair high performers with low performers on projects to foster mentorship and knowledge sharing. This also has the added benefit of reducing the likelihood of disruptions when a team member leaves on holidays or for extended periods of time or there is a gap in the team until new hires are on-boarded and brought up to speed with their responsibilities.
4. Recognize and Reward
Recognize achievements across all levels, celebrating both small and significant milestones. Ensure rewards and recognition are based on merit and improvement, not just high performance. It makes success feel achievable for all members, which in turn entices them to perform at the highest levels.
5. Set Clear Goals and Metrics
Unfortunately, I’m finding that this level of clarity is only given once a leader perceives a performance issue. Giving this type of directive provides all team members with an equal framework to be successful when clear, achievable goals are aligned with their skill level and potential. Use metrics to track progress and hold everyone accountable - right from the start.
The impact of Ignoring the issue
Leading a team with diverse skills sets is hard, but so is leading a disgruntled team. To quote Keith Craft, you get to “Choose your hard”.
Here are some factors to consider should you choose to not address the skills imbalance on your team:
Decreased Morale because of team members feeling undervalued or overburdened, which can lead to low morale and high turnover.
Reduced Productivity as discontented and burnt-out team members can significantly affect overall team productivity and performance.
Stagnation, affecting the team’s ability to innovate and adapt.
Erosion of trust in leadership due perceived favoritism, damaging team cohesion and collaboration.
Inferior performance can be contagious. Unfortunately, most people would rather leave their current job provide the feedback to anyone who has the power to make the necessary changes. If you’re a leader, don’t be fooled. If your team is quiet, you should be concerned and ask more questions.
Managing a team with diverse skill levels is undoubtedly challenging, but with the right strategies, you can create a balanced, productive, and harmonious team environment. By fostering transparent communication, tailored development, purposeful delegation, and a collaborative culture, you can honor each team member’s learning journey and ensure fair treatment for all.
Emergent Leaders Newsletter/049/Ensuring Your Team's Success from Day One Through Onboarding
The struggle many leaders face when integrating new talent into their teams isn’t a new one. It's not uncommon for leaders to feel overwhelmed by the time and effort it takes for new hires to get up to speed, and so on-onboarding is often pushed down to the bottom of the list of priorities. There are, however, solutions and they involve implementing a framework, which, once established, can make everyone’s lives easier right out of the gate.
So, what exactly is your role as a leader when it comes to onboarding new team members?
Here's a step-by-step guide to help leaders orchestrate a smooth transition for new hires:
#1. Define Clear Expectations
According to Talmundo, 66% of employees struggle with job responsibilities and performance expectations during the onboarding period. To get around this from day one, it is essential to communicate clear expectations regarding job roles, responsibilities, and performance metrics over time (say, 3-6 months to begin with) - in person AND in writing. This ends any doubt and insecurity the new team member may have around whether or not they are succeeding. It also sets the foundation for their success and helps new employees understand their role within the team.
#2. Provide Necessary Resources
Equip new hires with the tools, resources, and training they need to excel in their role. Whether it's access to software, training modules, or mentorship and coaching opportunities, contact names and numbers, warm introductions to other team members (and relevant team members from other departments) - ensure they have everything they need to hit the ground running. I would suggest that you have a checklist of all of these resources. I know, this checklist will be long and it probably isn’t realistic for leaders to go through all of it. Though as a leader, it is up to you to ensure that all facets are covered. If it isn’t facilitated by yourself, ensure another team member is assigned to help the new on-board with it.
#3. Assign a Buddy or Mentor
Pairing new employees with a seasoned team member can be invaluable. A work buddy system or mentor can provide guidance, answer questions, and offer insights into the company culture. This will help new hires feel supported and integrated into the team, accelerating their sense of belonging and loyalty.
#4. Encourage Open Communication
Foster a culture of open communication where new hires feel comfortable asking questions, seeking clarification, and providing feedback. Regular check-ins and one-on-one meetings can help address any concerns and ensure alignment with organizational goals. This ties back to “Step 1: Define Clear Expectations”. I’ve also found that it can be helpful to provide examples of when it’s time to reach out for help – especially when it comes to achieving project deadlines. Many new hires feel too intimidated to raise a hand when they need help. Take the guess work out and let them know at what point you need to be looped it if they feel a problem is brewing that could impede the achievement of their project milestones and deadlines.
#5. Celebrate Milestones
Recognize and celebrate the achievements and milestones of new (all) employees. Whether it's completing training modules, reaching performance goals, or simply adapting to their new role, acknowledgment goes a long way in boosting morale and motivation.
Now, perhaps you’re already doing many of these things and as a leader, you might feel like you already have a good grasp on your on-boarding process. And this might absolutely be true. But here are 3 major indicators to look out for that may signal that your on-boarding process could use some improvement:
If you notice a pattern of new hires leaving shortly after joining your team;
Low Employee Engagement;
New hires struggling to meet performance expectations;
To further emphasize the importance of investing in a robust onboarding process, consider these compelling statistics:
Organizations with strong onboarding processes experience 50% greater new hire productivity. (Source: Aberdeen Group)
Employees who go through a structured onboarding program are 58% more likely to remain with the organization after three years. (Source: Society for Human Resource Management)
Companies with a formal onboarding process see 50% greater retention of new hires. (Source: Glassdoor)
Investing time and resources into an effective onboarding process is not just beneficial—it's essential for the success of your team and organization. Take ownership of your new hires’ success by following these steps and prioritizing the onboarding experience of your new hires. It will set the stage for a thriving and cohesive team.
P.S. If you’re looking for a more in-depth “how-to” for on-boarding process, www.talmundo.com has incredible free resources on their website.
If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.
Emergent Leaders Newsletter/048/ The Leader's Playbook for Dealing with Negative Team Members
Negativity in the workplace (or any team, for that matter) is like a virus. If left unchecked, it can spread rapidly and infect the morale and productivity of your entire team. But as a leader, is it really your job to manage toxic behavior and resulting conflicts? Regardless of your thoughts on this, the answer is “Yes”!
"In every organization we belong to, we're (also) a part of a culture. And either you are contributing to that culture, or you are allowing it to be what it is." - Dr. Michael Gervais, Workplace culture expert
In other words, if you are not part of the solution, you are part of the problem. And if you consider yourself an effective and successful leader, you had better be part of the solution.
As you navigate your journey as a leader, this is unfortunately something you'll inevitably encounter because individuals with crappy attitudes are everywhere. So having a plan can at least open you up to being better prepared to have the conversation, rather than avoiding the issue all-together, at the detriment of the rest of the team.
How to address the negativity on your team
Below I offer you a simple step-by-step guide to help you address the negativity on your team. Should you have any questions regarding more specific “how to” for any of these steps, feel free to reach out. Your HR representative is also a great resource to help guide you through these situations.
Step 1: Recognizing Negative Attitudes
Negative attitudes come in various forms, from constant complaining, gossiping and cynicism to resistance to change and undermining team efforts. Identifying these behaviors early on is crucial, and as you get to know your team members, you’ll most likely be able to anticipate the source of the negativity. Look for patterns, such as consistent criticism without constructive solutions, reluctance to collaborate, or a general sense of dissatisfaction.
Step 2: Addressing Negativity Head-On
As a leader, it's essential to address negative attitudes promptly and directly. Ignoring the issue won't make it disappear; in fact, it may escalate and affect the overall team dynamic. Schedule a private conversation with the team member to discuss your observations and the impact their behavior may be having on the team.
Approach the conversation with empathy and curiosity rather than judgment. Seek to understand the root cause of their negativity – it could stem from personal issues, work-related frustrations, or misalignment with organizational values. They may simply not feel like they have the permission to “vent” to the boss rather than spread their venting to peers. It could also be that no one has ever called them on their behavior in the past and they simply don’t know how to manage their frustrations in more meaningful ways. Listen carefully and offer support where possible, whether through coaching, mentoring, or resources for personal development. Improving 2-way communication almost always resolves the issues.
Step 3: Setting Clear Expectations
During your conversation, clarify your expectations regarding behavior and attitude in the workplace. Emphasize the fact that a positive and collaborative environment is conducive to higher productivity and growth - 2 key factors in successful teams. Be specific about the behaviors you'd like to see change and provide examples to illustrate your point. Your feedback shouldn’t be personal, rather, it should be based on objective observations.
Step 4: Consequences of Inaction
Not addressing negative attitudes can be detrimental to your team and organization. While the negativity may not always be blatantly obvious, there are “side effects” of toxic behavior that will most likely be more noticeable.
Here are some key indicators that negativity may be poisoning team morale
Decreased productivity as negative attitudes can drain team energy and focus.
Increased turnover because a toxic work environment will eventually drive away top talent who look for a more positive and supportive workplace culture.
Poorer team dynamics as the negativity breeds conflict and erodes trust among team members.
The effects of one individual's negativity can spread throughout the team, infecting others and perpetuating a cycle of discontent. Like a bad apple, if not removed from the bunch, the whole lot will go bad.
Be the leader who actively creates a positive work environment
As a leader, it's your responsibility to foster a healthy and inclusive work environment where every team member feels valued and respected. Don't shy away from addressing negative attitudes – confront them head-on with empathy, clear communication, and a commitment to positive change.
Think of it this way: addressing negativity isn't just about mitigating individual behavior; it's about preserving the integrity and productivity of your entire team. By taking proactive steps to address negative attitudes, you'll not only support the growth and development of your team members, but you’ll also cultivate a workplace culture that benefits everyone.
Emergent Leaders Newsletter/047/Navigating Employee Performance: When to Support and When to Let Go
As leaders, we often find ourselves grappling with the dilemma of whether to provide additional support to struggling team members or to make the tough decision of letting them go. It's a delicate balance that requires careful consideration and empathy. Larger corporations usually have the advantage of having a well-developed HR team, well connected to all types of resources to provide the support to team members and help guide leaders and their team members sift through the available options that would best suit the employee in question. However, small to medium-sized companies don’t have this luxury. Handling performance issues and supporting team members through them rests solely on the management team – many of which have little to no leadership experience.
In this week’s newsletter, my hope is to help those small-medium-sized organization leaders who feel overwhelmed, frustrated or stumped about how to go about helping their struggling team members. I will explore how much support as well as the various types of support you might want to consider offering to an underperforming employee and identify certain flags that might indicate that it might be time to make the difficult decision to part ways.
How Much Support is Enough?
Supporting underperforming employees is not only an act of compassion but also a strategic investment in your team's success. Before considering termination, it's crucial to exhaust all avenues of support and development if the leader feels the potential is there. Here are some common
Key actions to take to support struggling team members
Clear Expectations
Before we get into any remedial strategy, I’ll begin with the obvious. If your team members aren’t crystal clear about what is expected of them, this could be an easy place to start. Ensure that your expectations are communicated clearly from the outset. Providing detailed job descriptions, performance metrics, desired project outcomes and regular specific feedback sessions all help keep team members on track. As a leader, it can be difficult to identify this being an area to work on because it is often a leader blindspot. By nature of their roles, leaders have access to a lot of information that most front-line or middle-management leaders don’t, and so while all of this might seem obvious to them, it rarely gets relayed to all parties. To find out if this needs improvement, ask various team members the following:
Do you have the information you need to do your best work?
Do you get the feedback you need to do your best work?
Another indicator could be often having to resend the work back to be redone or if you feel like you constantly have to “fix” things when projects are nearing completion.
Training and Development
Identify areas where the employee may need more training or mentorship and provide resources to help them improve. These resources don’t have to cost much. It could be in the form of courses, pairing them with a more experienced team member, facilitating a mentorship collaboration with an experienced member in the field. Regardless of the strategy, pairing the support with access to time to fully take advantage of it during workday hours will more likely ensure more openness to it and successful adoption of the learning.
Coaching and Feedback
As I mentioned earlier, smaller organizations that don’t have access to a complete human resource set-up are often left to their own devices to support struggling team members. Since smaller organizations also have a more “all hands on deck” approach, leaders rarely have time to dedicate to providing extra supports. If this is the case, coaches can be your best ally. From 360’s, customized goal-setting, progress monitoring and coaching conversations, coaches can take on the bulk of the work when leaders don’t have time for it. Again, this partnership is much more likely to be successful if the team member is given the opportunity to incorporate this work (usually only 30 minutes to 1 hour/week) during their work-day schedule. Coaches are specially trained to focus on strengths while addressing areas for improvement so that struggling employees feel empowered, rather than punished in their improvement journey.
Supportive Environment
Foster a supportive and inclusive work environment where employees feel comfortable expressing concerns and seeking help. Encourage open communication and help when needed, though remember to ask what type of help they are looking for. Leaders often assume that helping will mean jumping in and doing the work with or for them. Sometimes employees just need a sounding board or reassurance that they are on the right path.
Performance Improvement Plan (PIP)
This is really a last resort. If the employee's performance does not improve despite your efforts, consider implementing a Performance Improvement Plan (PIP). Clearly outline expectations, timelines, and consequences for non-compliance, and provide ongoing support through any or all the means listed above throughout the process. Regardless, document everything – and always consult with an HR professional for best practices specifically revolving around this.
I will end the strategies with this: SO many issues can be prevented if leaders made regularly scheduled structured 1-to-1's with each of their team members. While it may take time out of the schedule, I guarantee it will pay off in time spent on fixing/re-working/frustrations experienced without them.
Indicators it's Time to Let Go
Despite your best efforts, there may come a point when it's clear that continuing to invest in an underperforming employee is no longer feasible. Here are some indicators that it might be time to consider termination, though I will caution that any leader should always consult their HR representative to properly document to ensure employee and labor laws are being respected in the process.
Termination should NEVER come as a surprise to an employee.
Consistent underperformance, despite added supports;
Negative impact on team morale and productivity;
Repeated violation of company policies;
Lack of effort or improvement.
The Impact of Inaction on the Team
As leaders, it's essential to recognize the ripple effect that inaction can have on your team. Failing to address underperformance promptly can lead to a myriad of negative consequences.
How, you ask? Let’s see:
Diminished Team Morale
When team members perceive that underperformance is tolerated or overlooked, it can erode morale and motivation. Resentment may build among high-performing employees who feel their efforts are undervalued. If this persists, high-performers tend to start looking for opportunities with higher-functioning teams elsewhere – and take other high-performers with them.
Increased Workload and Stress
Temporary workload shifts are to be expected with a team member is experiencing a major life event. This is normal – and most team members are happy to help others in times of crisis, knowing the favor will be reciprocated if they were ever in that situation. However, when the same team members are forced to pick up the slack caused by a consistently underperforming colleague, it leads to extended periods of increased workload and stress. This can result in burnout and decreased job satisfaction in your high performers.
Impact on Team Dynamics
Underperformance can disrupt team dynamics and cohesion, leading to strained relationships and communication breakdowns. We often see high-performers silo begin to isolate themselves from the rest of the team. Trust and collaboration may suffer as a result, impeding the team's ability to work effectively together.
As a leader, you get to set the standard and tone of your team. In fact, it’s YOUR responsibility to strike a balance between providing support to struggling team members and making tough decisions when necessary. By taking proactive steps to address underperformance and recognizing when it's time to let go, we can create a more productive, engaged, and harmonious work environment for our teams – with time, it may even negate the need future unpleasant performance-type conversations.
If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go.
Emergent Leaders Newsletter/046/Crafting Your Personal Brand As A New Leader
As you step into leadership role, it's natural to wonder how you should present yourself and what persona you should embody. While it's easy to get inspiration from other leaders and essential to learn from their experiences, it's equally important to stay true to yourself and embrace your unique personality. Your personal brand should reflect who you are as a leader and what you stand for.
Your personal brand is what sets you apart and builds trust and authenticity with your team.
Here are some helpful strategies to help you craft your personal brand as a new leader:
Build Your Self-Awareness
Take the time for introspection and reflection. What are your strengths, values, and passions? What leadership style feels most authentic to you? What do you want your leadership to be known for? There are also self-assessment tools to help you get even more in-depth knowledge into your character. Only YOU can answer those questions and they invite you to truly discover your authentic self, which is the first step in shaping your personal brand.
Define Your Values
Your values are the guiding principles that inform your decisions and actions. Identify what matters most to you as a leader and ensure your behavior aligns with these values. Share your values with the team, and you will notice that when values are aligned – it's easier to tune out the noise and get everyone rowing in the same direction. Consistency in upholding your values builds credibility and trust among your team.
Be Genuine
Authenticity is key to building meaningful connections with your team. Don't try to mimic the leadership styles of others. Instead, be genuine and let your true self shine through. We’re talking small talk. Engaging in conversations around things other than work-related topics will help you get to know your team members and peers and allow them to see your non-work side. What people are really looking for in these conversations is a way to find things they have in common with their co-workers. People are more likely to follow leaders who are real and relatable.
Communicate Effectively
Your communication style plays a significant role in shaping your personal brand. Whether it's through verbal or written communication, be clear, concise, and transparent – and ensure it matches the messages you deliver. When people know what’s going on and are kept in the loop, they are less likely to act defensively. Listen actively to your team members and foster open dialogue.
Lead by Example
Actions speak louder than words. Demonstrate your values and leadership principles through your behavior. If you believe in work/life balance, then act in accordance with someone who does. If you give your team members to be innovative and take risks, then don’t be hard on them for taking calculated risks if it doesn’t work out. This is a great area to ask for feedback on because this is easily a blind spot for many leaders.
Seek Feedback
Speaking of feedback, continuously seek it from a wide cross-section of your team members, peers, and mentors. Ask for constructive criticism and be open to learning and growth – and then create a plan to act on it. Feedback is one of the most invaluable tools in refining your personal brand and enhancing your leadership effectiveness, as it reflects your current team’s needs and wants.
Stay Authentic
When you have a firm awareness around these factors, it is so much easier to be confident in your role as a first-time leader and stand firmly when making important decisions. While you may have assumed that taking on a leadership role entails becoming someone you are not, quite the opposite is true. A leadership journey is often a portal into the world of self-improvement and alignment. In fact, strong, effective and long-standing leaders understand this very well – and it helps them stand steady when faced with challenges.
Don't feel pressured to conform to a certain leadership archetype. Embrace your uniqueness and let your authentic self be your most powerful asset to not only help you function, but also stand out, as an amazing leader – and inspire others to do the same.
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/045/Signs you are struggling to shift as a do-er to a leader in your first leadership role
So, you’ve taken on your first leadership role! As you navigate this exciting step, it's common for first-time leaders to find themselves caught between the familiar comfort of "doing" and the expansive demands of "leading." Transitioning from a do-er to a leader can be a challenging shift, one that often requires a shift in mindset and approach. Many emerging leaders find themselves struggling to find time for new leadership responsibilities because they are still entrenched in old patterns. If you’re finding yourself to be frequently overwhelmed, it might be time to assess whether this concept might apply to you.
Here are some signs you're stuck in "do-er" mode, along with some questions to consider:
Do you often feel overwhelmed by the sheer volume of tasks, yet struggle to see significant progress in your team's overall goals? As a leader, your role is to serve your team and organization. Reflect on whether your actions are solely benefiting you or if they are contributing to the growth and success of your team members.
Are you finding it hard to delegate tasks, instead preferring to handle everything yourself to ensure it's done "right"? Effective leadership involves letting go of the need to control every detail. Ask yourself if you are empowering others by delegating tasks and trusting them to excel.
Are you constantly caught up in the day-to-day operations, without stepping back to think about the bigger picture and long-term goals? Stand back to assess where you are directing your energy. Are you caught up in the minutiae of daily tasks, or are you actively working towards the strategic vision of your team?
Do you find that your team members are not growing as much as they could be, perhaps because you're not investing enough time in coaching and mentorship? Your success as a leader is intricately linked to the development of your team members. Consider how you are nurturing their skills, providing feedback, and creating opportunities for growth.
Are you hesitant to embrace new ideas or ways of doing things, sticking to what has always worked for you in the past? Leadership thrives on innovation and adaptability. Evaluate whether you are open to new perspectives, willing to learn from others, and ready to embrace change.
Effective tips to help you Make the Shift from “do-er” to leader
Embrace Delegation
Recognize that you cannot do everything yourself. Delegate tasks based on team members' strengths and trust them to deliver results. This not only frees up your time but also fosters a sense of ownership and growth among your team.
Strategic Focus
Set aside dedicated time to think strategically. Define clear goals for your team (with your team) and align their efforts towards achieving them. Regularly revisit these goals to ensure everyone stays on track.
Invest in Your Team
Prioritize the development of your team members. Offer guidance, coaching, feedback and time to help them reach their full potential. A strong, empowered team reflects effective leadership.
Seek Feedback and Learning
Actively seek feedback from your team, peers, and mentors. Be open to constructive criticism and use it as a tool to help guide your focus to improve your skills. Additionally, continue learning through books, workshops, and networking opportunities.
Lead by Example
Finally, remember that your actions speak louder than words. Demonstrate the qualities you wish to see in your team—such as resilience, adaptability, and a growth mindset. Think about your main discontent – and behave in a way that meets your expectations.
Transitioning from a do-er to a leader is a journey and it's okay to feel challenged or uncertain at times. Recognizing the signs is half the battle. By asking yourself the right questions and embracing the advice shared here - and then actually acting on it, you'll be well on your way to becoming a confident and impactful leader.
Wishing you success on your leadership journey!
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/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.
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/043/Embracing Leadership by Overcoming the Fear of Success and Failure
Through my work, I often find aspiring leaders standing at a crossroads: gazing at the potential heights of success yet gripped by the fear of stumbling into failure. At one extreme, they ask “Am I really cut out for this leadership stuff?” while also wondering “What will my life look like if this works out?” This dichotomy, the fear of failure versus the fear of success, can be paralyzing for many, preventing them from even stepping into leadership roles they are destined for. This reluctance to take on leadership roles can make it difficult for organizations to fill leadership positions internally and can also severely affect an employee’s level of satisfaction.
Recognizing and understanding these fears is the first step towards breaking free from their constraints and realizing one's full leadership potential and setting them well on their way to the career paths they dreamt of.
Understanding The Difference Between Fear of Success and Fear of Failure
I recently had a client scoff at the suggestion that perhaps his hesitation for taking on a bigger leadership role was due to his fear of success. “Is that even a thing?” he asked. It sure is, and it’s quite a common hurdle faced by those aspiring to lead. This fear manifests in several ways, often disguised as self-doubt or imposter syndrome. The Healthline article “Explaining the fear of success” explains the difference between the two fears simply: “Fear of failure has to do with beating yourself up when you think you’ve bombed out. Fear of success is more about anticipating how other people will react to your triumph.”
For example, individuals grappling with a fear of success may have the following doubt patterns and worry about the following:
the weight of increased responsibility
the spotlight and attention that comes with success
the envy or isolation success can bring
if others will think they’re capable enough
if they’ll “fit in” within leadership/social circles.
they may have visions of success yet might find themselves questioning whether they truly deserve it
On the flip side, the fear of failure can be equally daunting. Those grappling with fear of failure may find themselves in the following habits and thought patterns:
stuck in a cycle of perfectionism
afraid to make a costly mistake
unable to take risks or step outside their comfort zones for fear of falling short/unable to perform at an even higher level
exposing their professional inadequacies
afraid to fail and disappoint those who helped them get the role
Strategies to effectively Help You Work Through Your Fears
Regardless of the fear, there are several things that can be done to minimize them to a point where they no longer feel insurmountable. Below are 5 effective strategies to help shift how you approach your fears:
1. Self Awareness and Reflection
Take time to reflect on your fears and their underlying causes. Most of the time, individuals make false assumptions about what a leadership role is or is not. When we don’t know, we tend to fill in the blanks with the worst-case scenario. By naming specific concerns, aspiring leaders can then research facts by having conversations with folks who may hold similar roles within the organization or even in other organizations within the same industry. The idea here is to get to a point where a rational decision can be made based on facts rather than fear.
2. Challenge Limiting Beliefs
Think about your thinking! Having an awareness around your self-talk or that little voice in your head, can help. What is it saying? Is it factual or is there a possibility that it could be talking you out of stepping out of your comfort zone? Replace self-limiting beliefs with affirmations of competence and resilience. Focus on past successes and lessons learned from setbacks. Repeat, repeat and repeat!
3. Gradual Exposure to Risks
Start small by taking calculated risks in low-stakes situations. Inform yourself on the types of tasks the leadership role would entail, do some research. Knowledge is power. Each success builds confidence and reduces fear of failure. Embrace failures as learning experiences rather than reflections of worth.
4. Seek Support and Mentorship
Surround yourself with a supportive network of peers and mentors. Talk to them about your fears and aspirations. I guarantee you, the very people you look up to once stood in your shoes with the same concerns you are faced with and can offer guidance on not only the work itself, but on how they handled the mental aspect of shifting into leadership roles and support you along the way. A leadership coach can also help you work through challenges as they arise.
5. Visualize Success AND Failure
Imagine yourself succeeding in vivid detail, embracing the rewards and challenges. How do you, your career and your family stand to benefit if you were extraordinarily successful in a leadership role?
Similarly, visualize scenarios where things don't go as planned. What would be, in your opinion, the worst-case scenario? Visualize the likelihood of it happening - and then your resilience. Would you actually crumble? It’s doubtful. What resources would you have to have in place to minimize this impact, both at work and at home?
All of these strategies take some time to make an impact. I highly recommend them to anyone who might one day aspire to lead – even if it is months or years down the road. The better prepared and more informed, the better anyone will feel about their decision to take on (or not) a leadership role.
I also think it’s important to put into perspective that leadership is like any other aspect in life. It is fraught with challenges, and fear, whether of success or failure, but these factors are a natural part of life. Whether it be leadership or anything else: letting these fears dictate our choices can hinder growth and limit potential. By understanding the nuances of fear, challenging limiting beliefs, and taking deliberate steps to confront fears, aspiring leaders can step boldly into the next phase of their careers, whatever that may look like.
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:
Are you kidding me? Who would subject themselves to this?!? Or...
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/041/The Art of Self-Advocacy for Career Success
Have you ever looked around your workplace and wondered why some individuals seem to effortlessly climb the ranks of leadership while others appear to be stuck in the same role for what feels like an eternity? The frustration of being passed over for promotions can be demoralizing. So, what sets apart those who ascend the leadership ladder quickly from those who seem to hit a career plateau? Many think that working harder is the solution, when in fact, it has nothing to do with getting promoted (if you’re already a high performer).
So, what could be holding you back? If you find yourself stuck in a professional rut, several factors might be contributing to your stagnation:
- lack of visibility
- limited skills
- reluctance to step outside comfort zones
- inadequate self-promotion
- absence of mentorship or guidance
Out of curiosity, how would you rate yourself on each of the factors listed above? If not high, don’t worry because there is a single remedy that could address most of these: Advocating for yourself!
I know what you’re thinking: “I don’t want to come across as arrogant.” or “I don’t know how to talk about my achievements without sounding sale-sy.”
I get it. But you also need to get this: while humility is an admirable quality, are you open to the possibility that you may be leaning on it too much? Underselling yourself will hinder your progress. And while you might be excelling in your current role, if your accomplishments go unnoticed by higher-ups, it's really challenging for them to consider you for promotions. It’s the same for any business. A business owner could have the best product, but if no one knew about it, how would they make any sales? How could they continue to thrive as a business without marketing its product?
My challenge for you is this: Try looking at your work-self like you would any other product on the market. How much marketing are you doing to elevate your product? Is it any surprise you’re not getting the results and attention you need to scale your career as you envision it for your future self?
There are several ways to authentically advocate for yourself without feeling like you’re compromising your values and integrity. Here’s how you can get started:
First, you’ll need to decide what you want for yourself. Develop a career growth plan by defining your short-term (2-5 years) and long-term career goals (10 years +).
If you have a solid professional relationship with your boss, share your plan with them. Have them pick at it, ask questions. The idea is about shedding light on things you might not have thought about while also softly advocating for yourself by making your intentions known. Then, create a roadmap with actionable steps to achieve them. For each milestone in your plan, you should include aspects of the following 9 strategies:
1. If you don’t already have a growth mindset, you will have to start cultivating one now! This means:
- embracing challenges as opportunities for learning and growth;
- viewing setbacks as temporary obstacles, rather than permanent roadblocks;
- staying curious and continuously seeking ways to improve yourself.
- focus on the skills and knowledge needed to reach your next goals.
There are a ton of resources out there, but you don’t have to read the whole library to learn them all. Extend yourself some grace and patience, just as you would to a good friend. Focus on what’s directly ahead and don’t expect to change overnight – growth takes time.
2. Don't wait for others to recognize your achievements. Articulate your value proposition confidently and assertively. This will require confidence, clarity, and tact to ensure you are heard and taken seriously (this is why having a clear vision of your career goals will help!) But “How do I advocate for myself without sounding pushy or full of myself?” you ask? Here are some things for you to try:
- when discussing your accomplishments or ideas, emphasize the value they bring to the team or organization.
- use specific examples and metrics to prove the results of your work.
- frame your achievements in terms of how they benefit the company's goals or bottom line.
- When discussing your achievements, mention the contributions of your team members or collaborators.
3. Request feedback from supervisors, peers, and clients to gain insights into your performance and areas for improvement. I do this all the time with narrative 360’s for my clients. By asking for feedback (and acting on it), you are showing your willingness to grow and improve AND growing your network of supporters in the process.
You can even go the extra step and acknowledge the support and guidance you have received from mentors or colleagues and/or pay it forward and offer to provide similar type of feedback for another colleague.
4. When highlighting your accomplishments or sharing ideas, use "I" statements to take ownership, however balance this with a focus on teamwork and collaboration. For example: "I led the project team to achieve our goals." Or “While I took the lead on this initiative, it was the collective expertise and creativity of our team that brought it to fruition.”
5. Prepare elevator pitches by developing concise and clear statements about your skills, achievements, and career goals. These "elevator pitches" can be useful in networking events, performance reviews or casual conversations about career growth. Practice delivering these pitches in a confident yet humble manner (i.e., refer back to point #5). Be ready to deliver it on a moment’s notice - you never know when you’ll bump into someone who could potentially support you on your journey.
6. Show professionalism, respect and integrity. This means staying out of the office gossip and drama loops completely – even if working with friends. Avoid speaking negatively about colleagues or taking credit for others' work. Maintain a professional demeanor in all interactions, whether with supervisors, peers or subordinates. Respect the perspectives and contributions of others, even when advocating for your ideas. The idea here is that you demonstrate that you are a model for leadership presence and behavior, which makes it easier for the higher-ups and decision-makers to picture you in such a role.
7. Cultivate positive relationships with colleagues, supervisors, mentors, sponsors and other industry professionals. Mentors and sponsors are particularly excellent resources for those who aspire to scale the corporate ladder and can offer some valuable insights on the inner workings of the company so that you can better understand what is truly valued by the leadership team.
Engage in meaningful conversations, offer assistance and express genuine interest in others' work. People won’t necessarily remember your accomplishments, but they will always remember how you made them feel during your interaction. Once you’ve nurtured those relationships, you can then leverage your network for career advice, opportunities, and referrals.
8. Ask for opportunities rather than favors. When seeking new challenges or responsibilities, frame it as a desire to contribute more to the team. This will help prevent you from sounding entitled or expecting special treatment.
For example, you can frame your request as such: "I'm interested in taking on a new project that aligns with my skills and interests. How can I get involved?"
9. Last, but certainly not least, be true to yourself and your values. Advocating for yourself doesn’t mean pretending to be someone you're not. Your authenticity will shine through, and you will earn respect when you seek ways to be in service of others.
While some individuals may seem to ascend effortlessly, their journeys were often also studded with dedication, resilience, and a commitment to growth, which encompasses many of the similar challenges and inner turmoil you might also be experiencing right now.
Remember, your career path is unique and comparisons to others can be counterproductive. Focus on developing your skills, seizing opportunities for growth, and advocating for yourself. With persistence, determination, and a clear vision of your goals, you too can achieve the leadership levels you aspire to.
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!
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/039/Reframing Leadership Coaching and Professional Development as A Strategic Investment for Long-Term Success
In the fast pace of today’s corporate world, the phrase "time is money" has never rung more true. Every decision, every investment, every resource allocation is scrutinized for its immediate impact on the bottom line. However, in this quest for short-term gains, there is often one vital part that gets relegated to the bottom: professional development.
As a leadership coach, I've seen firsthand the repercussions of undervaluing employee development. It's a story echoed across industries—the "high" cost of professional development is often cited as a reason for dropping it to the bottom of the list of priorities. When budgets tighten, it becomes one of the first areas to face the chopping block, often considered a “nice to have” rather than a necessary piece for the organization’s success. And I get it. Many times, a lot of money is spent on one-off “transformative” events. At the end, everyone walks back to their corners and the material collects dust, and little value is retained. However, not all professional development programs are built the same.
What if I told you that reframing how we view professional development could be the key to unlocking not just individual potential, but also long-term cost savings and sustainable growth for your organization?
According to an analysis by Cornell University, a host of HR experts agree committing resources to employee learning and development brings a wealth of benefits to the organization. And the numbers speak for themselves:
Employees are significantly more likely to stay with a company that invests in their growth and development. A staggering 94% express a willingness to remain longer when they see their organization dedicated to their learning journey.
Career advancement and growth opportunities are on the minds of 76% of employees. Investing in their training not only keeps them motivated but also instills a sense of purpose and drive, ultimately boosting their performance.
Nearly half of new hires—40%—are inclined to leave within the first year unless they receive substantial training and education from their employer. Investing in their skills development can be the key to retention.
A whopping 74% of employees feel they are not reaching their full potential without adequate training from their employer. Imagine the untapped talent waiting to be unleashed with the right resources in place!
The Cornell analysis also reveals that companies proactively offering learning opportunities can see a remarkable 218% increase in income per employee compared to those without formalized training programs. Furthermore, such companies boast 24% higher profit margins, showing a direct correlation between investment in employee development and financial success.
From a leadership standpoint, the advantages are clear. Organizations that prioritize cultivating the next generation of leaders through learning initiatives are nearly two and a half times more likely to achieve their performance targets.
The Cost of Neglect
There is unfortunately a common misperception that professional development is a drain on resources. But the truth is, the cost of neglecting employee growth and skill enhancement can far outweigh the investment needed. Again, I will say, selecting the right program is key.
Loss of Talent
Employees, especially the ambitious and driven ones, seek growth opportunities. Without avenues for development, they may seek greener pastures elsewhere, leading to turnover costs that can be significantly higher than investing in their professional growth within the company. For example, we know that the cost of replacing a mid-level employee is approximitely 150% of their yearly salary. In Canada, the average mid-level corporate employee salary is just over 105k. The cost of losing talent is no joke. And if you keep losing your high performers and best employees, you’re settling for mediocre performance and nurturing an environment primed for a perpetual uphill talent battle.
Diminished Productivity
Skills become outdated, processes evolve, and technologies advance rapidly. Employees who are not equipped with the latest knowledge and tools will find themselves lagging, leading to decreased productivity and efficiency. And since your driven, high-performerming employees have left, good luck getting the ones who stay behind getting on board any new initiative – unless they are particularly passionate about the project.
Stagnant Innovation
A workforce that isn't encouraged and expected to learn and adapt will struggle to innovate. In today's competitive landscape, innovation is often the differentiator between companies that thrive and those that falter. If the organization is comfortable with the status quo, it will quickly fall behind. Gone are the days where “But this is the way we’ve always done it.” is acceptable.
Reframing the Narrative
So how do we shift the narrative from viewing proper and customized professional development as a "cost" to recognizing it as a profitable strategic investment? Here are some compelling arguments:
Boosted Employee Morale and Engagement
Investing in and making space for your employees' growth shows them that you value their contributions and are committed to their success. This boosts morale, leading to higher engagement levels and a more positive workplace culture.
Enhanced Retention and Recruitment
Talented individuals are drawn to organizations that offer opportunities for growth and development. By investing in your employees, you not only keep valuable talent but also attract even more top performers looking for a company invested in their future.
Adaptability and Resilience
A well-trained workforce is better equipped to navigate challenges and changes in the business landscape. They can adapt to innovative technologies, industry trends, and market demands, ensuring your company stays ahead of the curve.
Improved Customer Satisfaction
Employees who are confident in their skills deliver better customer service. Investing in their development directly impacts customer satisfaction, leading to repeat business and a positive brand reputation.
Tips for Implementation
Now that I've highlighted the benefits, here are some actionable tips to help organizations (or even stand-alone teams) integrate professional development into their strategic planning:
Create a Development Culture: From top leadership to entry-level positions, everyone should be encouraged and expected to pursue growth opportunities. Make learning part of your company's DNA. Don’t be like many organizations who unfortunately only offer it to folks once they’ve achieved a certain “rank”.
Tailor Programs to Individual Needs: You know the dreaded professional development sessions, where everyone gathers into a large room waiting to be “transformed” after a single workshop? What are the chances that these folks walk out of that room experience lasting change? Next to zero. Not all employees have the same goals or learning styles. Offer a variety of development paths, from workshops to online courses, to coaching to allow for a more personalized growth plan. When people are given control over their own growth, they are much more likely to be engaged in it. Learning becomes more meaningful and more likely to be acted on.
Set Clear Expectations and Goals – and follow up: Employees should understand how their development aligns with organizational objectives. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for professional growth – and not just in service of the organization they work for, but to grow their own skill set to be better positioned for future opportunities.
Measure and Communicate ROI: Shockingly, very few do this. How often have you been sent to a professional development session and come back to put the papers you collected at the event sit on a shelf to collect dust? Track the impact of professional development initiatives on key performance indicators such as productivity, retention rates, and innovation metrics.
Allocate Budget Wisely: Professional development doesn't have to break the bank. Many organizations have implemented excellent cost-effective options, such as internal mentoring programs, cross-departmental training, or using online learning platforms. To ensure maximum learning and benefit, I would also strongly suggest reaching out to a coach to ensure follow-through and to monitor progress if the leader doesn’t have time to do it. There are so many new coaches out there that are extremely impactful in their work and are willing to work for a fraction of the cost as they grow their own skillset.
I see so much un-tapped potential in organizations. I urge you to reconsider professional development not as a short-term expense but as a cornerstone of your company's long-term success. By investing in your greatest asset—your people—you set the stage for a more resilient, innovative, and competitive organization and pave the way for a brighter future for the company and individual employees alike. Professional development isn't just a line item in the budget, but a strategic imperative that propels organizations towards greater heights of success.
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.