Emergent Leaders Newsletter/058/Setting the Business Up For Success By Properly Identifying And Growing Your Leaders

As a leadership coach, I help new and emerging leaders transition from their roles as technical experts to effective leaders. This transition - from individual contributor to leader - can be challenging, especially for highly specialized professionals.

While technical expertise is crucial, it is not the sole determinant of leadership success – and yet still to this day, it is the biggest determining factor when being considered for a promotion into initial leadership roles. 

Regardless of the industry, if you are a business or organizational leader in charge of hiring or promoting, it is essential to recognize that effective leadership goes beyond technical skills and requires a focus on values, time management, and specific leadership skills.   

In this week's newsletter, I hope to bring awareness to the qualities necessary in potential leaders, to help you decide if an individual would be a good leadership fit or not. I also go through actionable steps to shape your leadership pipeline and explore available supports to ensure your leaders are set up for success. 

Looking Beyond Technical Knowledge 

Technical skills may get an individual noticed, but leadership needs a distinct set of competencies. In addition to these competencies, aspiring leaders also need to take an honest assessment of their values and sources of fulfillment. By having this overall awareness, individuals are most likely to be matched to a role where they will be energized and thrive rather than feel drained and question their career move. 

According to The Leadership Pipeline, written by Ram Charan, there are 3 key elements (the transition triad, as he calls it) to consider when looking for leadership candidates: 

Work Values: The principles that individuals consider essential, guiding their focus and prioritizing their efforts accordingly. 

Time Management: The shift in responsibilities requires reallocating time to new priorities, moving away from old tasks. 

Skills: The abilities needed to effectively learn the skills required to take on and excel in new responsibilities. 

Sounds simple enough, but these transitions can be incredibly difficult for those who:

1) don’t WANT to make the change; AND/OR

2) are resisting to learn more unfamiliar tasks and schedule; AND/OR

3) become possessive over certain tasks and struggle letting go.

And to make things more complicated, each transition to the next “layer” of leadership will require yet another shift in all 3 of these areas. 

The Impact of Leadership Transitions 

Everyone will experience a learning curve. However, with time, if the challenges are not addressed - and fixed, problems will arise within the team and beyond. 

For example, I typically work with brand new and emergent leaders transitioning into roles up to VP level. Below are some of the common challenges that has them reaching out for help:  

• Taking on tasks that should be entrusted to others, rather than empowering the team; 

• Not following through on key responsibilities, resulting in missed opportunities or project delays; 

• Shying away from addressing challenges with direct reports, leading to unresolved issues; 

• Overlooking the importance of addressing difficult topics, which can hinder team dynamics; 

• Concentrating on managing subordinates while neglecting the importance of influencing peers and superiors; 

• Not investing in the growth and development of team members; 

• Not adjusting focus to align with the demands of a new role or level of leadership. 

While each of these are seemingly benigh problems, with time, they create more widespread disfunction within a team and organization, and have costly repercussions. Not to mention that the struggling leader will also become increasingly discouraged and overwhelmed, affecting the quality of their presence at work and at home, putting their once stellar reputation at risk. 

Placing a Focus on Leadership Development 

Every hiring leader I’ve worked with has declared their commitment to developing their leaders. And yet, when I ask them, “When was the last time you had a conversation about leadership skills with your high potential team members?”, I hear crickets. 

Not to worry – there are simple steps you can take to better focus on the development of your existing and aspiring leaders to ensure you constantly have leadership talent within reach. To develop a robust leadership pipeline, consider implementing the following strategies: 

Define Leadership Competencies 

Clearly outline the values, behaviors, and skills needed at each level or layer of leadership roles in your organization. Use these criteria to help guide your job postings, candidate selection and promotion processes. 

Provide Leadership Training  

Offer training programs that focus on soft skills, such as communication, emotional intelligence, and conflict resolution.  

Mentorship and Coaching 

Establish a mentorship program that pairs experienced leaders with emerging ones. External coaching can also provide personalized support and accelerate development at the very least with each leadership transition. 

Performance Reviews and Feedback 

Implement regular performance reviews that focus on leadership competencies (such as communication, decision-making, collaboration, etc.), not just technical achievements. Provide constructive feedback and create development plans around leadership goals and career aspirations. 

Create Opportunities for Leadership Experience 

Allow potential leaders to take on stretch assignments, lead projects, or take part in cross-functional teams. This hands-on experience is invaluable for developing leadership skills. Encourage knowledge sharing and collaboration on leadership topics. 

Team meetings 

Allocate time for discussions on leadership topics. Encourage them to share their thoughts on the current state of leadership within the team and organization. The feedback you will receive here will not only create an opportunity for you to gain insights on what your team needs from you, but it will also model the type of openness to learning you would expect from your future leaders - as long as you act on it. These meetings are also great time to highlight and celebrate leadership behaviors and achievements within the team. 

Model Desired Leadership Behaviors 

In your everyday interactions, model leadership behaviors you would expect of your leaders. Do the things that are listed above for your own development. Share your own leadership journey and the importance of continuous development. Highlight the value of leadership skills in achieving both personal and team goals. 

Effective leadership is a blend of technical expertise and a well-rounded set of values, time management, and leadership skills. By looking beyond technical knowledge and implementing actionable strategies to develop these qualities, you can build a strong leadership pipeline that will drive your organization’s success. Utilize external supports to complement your internal efforts and ensure your leaders are equipped to thrive in their roles.  

Emergent Leaders Newsletter/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/053/How to Set Clear Expectations As A New Leader Without Compromising Workplace Relationships

Stepping into a leadership role can be both exciting and daunting, especially for those who are transitioning from being a peer to first-time leader. One of the biggest challenges new leaders face is setting clear expectations while maintaining positive relationships with their team members. The fear of being perceived as authoritarian or losing friendships often leads to anxiety and hesitation in taking on a leadership role in the first place. However, effective communication can bridge this gap, enabling new leaders to show authority in a collaborative and respectful manner.  

This week’s newsletter explores key communication techniques to help new leaders set clear expectations without compromising their established workplace relationships. 

Shifting from peer to leader workplace relationships 

Transitioning to a leadership role means you are no longer simply a peer, but now a guide and mentor. It’s essential to recognize that this shift doesn’t require you to abandon your previous relationships but it will require you to redefine them. Your role now includes holding team members accountable, which, when done effectively, can foster trust and respect rather than resentment. 

Here are some key actionable steps to allow a more peaceful shift to leadership:  

1. Set the Stage with Transparency 

Begin your leadership journey with an open conversation. Share your excitement and acknowledge the change. Let your team know that while your role has evolved, your commitment to their success and the team’s goals is top priority. 

For example, you could say something like: "I’m excited to step into this new role, and I want to assure you that my primary goal is to support our team’s success. I understand that my responsibilities now include ensuring we meet our targets and holding everyone accountable, and I believe we can achieve this through clear, open communication and mutual respect." 

But the real key to success here is to prove it through your actions. DO what you SAY you’re going to do. Always ask yourself, “What evidence of this am I putting out there?” before demanding it of your team members.

2. Define Clear Expectations 

Clear expectations are key to effective leadership. And it’s been my experience from working with over 100 leaders that while many of them believe they are clear when giving instructions, most of their team members would disagree. It’s simple: When team members know what is expected of them, it reduces ambiguity and anxiety, it is also so much easier to hold them accountable. What do I mean by clear instruction? Be specific about the desired outcomes (goals), about milestones and deadlines, and standards of performance. 

As a guideline, you can create “SMART” goals – to ensure that communicated expectations are Specific, Measurable, Achievable, Relevant, and Time-bound. Schedule regular meetings to discuss progress, provide feedback, and adjust expectations as needed. 

3. Nurture Open Dialogue 

Encourage team members to voice their concerns, ask questions and provide feedback. An open dialogue ensures that everyone is on the same page and feels valued – that nothing is left unsaid and unheard. While this is an environment all organizations should strive for, things can really shift with an internal promotion. Jealousy, envy, resentment can all come into play, especially if other peers were also vying for the leadership position. If you sense a negative shift, even once the dust has settled, you might want to take the lead and bring it up with the individual(s) yourself. Listen to their concerns with empathy and agree on how you can better work together moving forward. Make a real effort to understand their concerns, their long-term vision, and together come up with a plan to help set them up for success. If they know you have their backs, they will also back down their defenses.  

4. Collaborative Goal Setting 

When possible, involve your team in the goal-setting process. This collaborative approach ensures buy-in and makes everyone feel responsible for the outcomes because it reduces the perception power dynamics. Use team meetings to brainstorm and set goals together rather than to present the game plan. This will create an opportunity to recognize and incorporate individual strengths, ideas and perspectives into the overall plan. 

5. Provide Constructive Feedback 

Feedback is so crucial for growth, but it needs to be constructive. If the focus is on behaviors and outcomes rather than personal attributes, the potential for conflict will be greatly reduced. Keep the SBI Model (Situation-Behavior-Impact) in mind when providing feedback: Describe the situation, the behavior observed, and the impact of that behavior. This keeps the feedback objective and actionable. Feedback should also be given out equitably amongst team members. And of course, it’s always best practice to balance constructive feedback with positive reinforcement to motivate and encourage great work, as well as empower all your team members.  

6. Lead by Example 

Again: Lead by example. Your actions set the tone for your team. Demonstrate the behavior and work ethic you expect from your team members. Be consistent in your actions and decisions and show integrity in all your dealings. 

Transitioning into a leadership role doesn’t mean you have to abandon your collaborative spirit. In fact, when executed well, collaboration can help you transition. By setting clear expectations through effective communication, you can create a positive and productive team environment. Leadership is not about authority but about guiding and supporting your team towards shared goals. Embrace the shift with confidence, and your team will follow suit. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/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. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/050/Building a Culture of Accountability as a First-Time Leader

Imagine stepping into your first leadership role. You’re excited about making a difference and eager to build a team that excels. In your vision, your team members take ownership of their work, meet deadlines, and consistently strive for excellence. Each person understands their role, communicates openly, and supports one another in achieving common goals. There's a palpable sense of trust and mutual respect, where feedback is welcomed and acted upon. Everyone holds themselves and each other accountable, leading to high performance and job satisfaction. 

Real Life Leadership Challenges when it comes to team productivity 

Not that this idealistic vision can’t exist, however, the reality of leadership often presents challenges that can severely disrupt this ideal scenario. After all, while a leader may technically have all the right components to create a winning team, there are many factors that are not fully within their control (i.e. the human element of the team).  

As a new leader, you might encounter: 

• Inconsistent performance, where some team members may not meet expectations, which leads to frustration within the team, along with missed deadlines. 

• Lack of ownership. Certain employees might not take responsibility for their tasks, resulting in a consistent reliance on others to pick up the slack. 

• Poor communication, misunderstandings and lack of clarity leading to errors, delays and inefficiencies. 

• Resistance to feedback, where some team members might be resentful, defensive or dismissive when given constructive criticism. 

• Low morale, where a lack of accountability can create resentment among high-performing team members, reducing overall team morale. 

These challenges arise from a variety of factors, such as differing personalities, life circumstances, work ethics, unclear expectations, or a lack of trust within the team, amongst many others. The good news is that there are some actionable steps leaders can take to at least mitigate these potential issues so that your team’s productivity and success is more in alignment with your initial leadership vision while still providing positive workplace experiences for all involved.

Actionable Steps for Creating a Culture of Accountability 

Building a culture of accountability without resorting to authoritarian measures is essential for fostering a positive and productive work environment. Here are some simple steps leaders can take:

Set Clear Expectations by Clearly Defining Roles and Responsibilities  

Clearly outline each team member's role and what is expected of them. Use detailed job descriptions and translate them into required outcomes. For example, “You will know you are successful in this role if X, Y and Z comes to fruition within X time frame and within X budget”.

Establish Goals and Foster Open Communication 

Set specific, measurable, achievable, relevant, and time-bound (SMART) goals for the team and individuals. This provides a clear direction and helps track progress. Encourage open and honest communication by creating an environment where team members feel comfortable sharing their thoughts and concerns without fear of retribution. Hold a mix of regular one-on-one and team meetings to discuss progress, address issues, and provide feedback.  

Model Accountability and Lead by Example 

Demonstrate accountability in your actions by meeting your own deadlines, admitting mistakes, asking for help when necessary and taking responsibility for your work. This sets a standard for the team to follow. Share your decision-making process (or involve the team, as necessary) and be transparent about the expectations you have for yourself and the team. 

Provide Constructive Feedback and Encourage 2-way Conversations 

Offer feedback promptly, focusing on specific behaviors and outcomes rather than personal attributes. Highlight both strengths and areas for improvement. Encourage team members to provide feedback to you as well. Acting on their feedback will foster a culture of continuous improvement, mutual respect and trust. 

Empower Team Members to Encourage Ownership  

Give team members the autonomy to make decisions within their roles. Trusting them to take ownership of their tasks can boost confidence and accountability. Provide the necessary resources, training, and support to help team members succeed. As a leader, you can help address obstacles that may hinder their ability to take ownership and their work. 

Acknowledge Efforts and Celebrate Successes 

While a positive thing to do, many organizations struggle with this one as much as they do with holding difficult accountability conversations, but the impact of recognizing and celebrating meaningful successes as well as praising team members who show accountability and take initiative, can encourage others to do more of it.  

Address Issues Fairly and Consistently 

Implement fair and consistent consequences for lack of accountability. Address issues privately and constructively, focusing on behavior and solutions rather than punishment. Use conflict resolution techniques to handle disputes or grievances, ensuring that all parties feel heard and respected. 

By taking these steps, first-time leaders can build a culture of accountability that promotes trust, collaboration, and high performance. By incorporating these habits and more clarity around communication, not only will you address inconsistent performance and lack of ownership, but you will also foster a more positive work environment where team members feel valued and motivated to contribute their best efforts. 

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. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/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.  

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 If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

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

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

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

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

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

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

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

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

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

Embrace Delegation   

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

Strategic Focus   

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

Invest in Your Team  

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

Seek Feedback and Learning   

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

Lead by Example  

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

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

Wishing you success on your leadership journey! 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

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

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

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

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

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

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

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

Fear 2: "I'm Afraid of Failure" 

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

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

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

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

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

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

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

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

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 If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/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:  

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

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

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

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

What can a narrative 360 do for you? 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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 If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/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. 

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

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

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

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

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

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

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

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

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

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

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

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

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

Red Flag #3: Micromanaging rather than empowering.

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

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

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

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

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

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

Enhanced Team Performance  

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

Improved Employee Morale and Retention  

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

Increased Innovation and Creativity  

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

Stronger Relationships and Trust  

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

Sustainable Success and Legacy 

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

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

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

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

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/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: 

1. 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”. 

2. 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. 

3. 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. 

4. 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.  

5. 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. 

Emergent Leaders Newsletter/035/Transforming Procrastination Lies into Leadership Success

In the fast-paced world of leadership, the ability to take decisive action and lead by example is paramount. Yet, many leaders find themselves entangled in a web of procrastination, telling themselves lies that delay crucial support to their direct reports and impedes the progress of projects.  

In this week’s newsletter, I call out five common lies leaders tell themselves to justify procrastination and shed light on the negative consequences it has on their teams. If any of the following 5 lies resonate with you (as in, you frequently use one or some of them), take notice. Fortunately, it’s not all doom and gloom. Procrastination is a habit that can be changed. You simply need a more compelling reason to shift to more proactive leadership habits.  

Here goes! 

Lie #1: "I'll get to it later." 

The reality: Delayed support equals delayed success. 

Let’s be real - we ALL say this at some point. But if it becomes a pattern, then it’s a habit. In leadership, this is probably the most common one hear - especially when it comes to addressing their direct reports' needs later. However, postponing mentorship and guidance can impede the growth of team members. Procrastination not only stifles individual development but also creates a culture of inertia within the team, hindering overall progress. And if you have high potential team members, you will risk losing them.  

Lie #2: "Once I complete this project, then I'll focus on my team." 

The reality: The project never truly ends. 

Leaders tend to convince themselves that once a particular project is completed, they will shift their focus to team development. However, in the ever-evolving landscape of leadership, there is always another project/crisis/reason on the horizon. The delay in supporting direct reports persists, leading to missed opportunities for growth and innovation. Learning needs to be an integral part of each of your team members’ schedules. It is the only way to ensure continuity in their growth. 

Lie #3: "They'll figure it out on their own” or “It's character-building."  

The reality: Neglect breeds frustration and disengagement. 

Allowing direct reports to navigate challenges on their own under the guise of character-building can lead to frustration and disengagement. This doesn’t mean doing the problem solving or work for them. It could be as simple as acting as a sounding board. Procrastination in providing guidance can cause team members to feel undervalued and disconnected, ultimately impacting their performance and morale. Again, high-potential team members are more likely to leave because of this.  

Lie #4: "I'm too busy; they'll have to wait." 

The reality: Busyness is a choice; priorities reflect values. 

Leaders often use busyness as an excuse for delaying support to their teams. However, effective leaders recognize that prioritizing their team's development reflects their values. Procrastination due to perceived busyness sends a message that the team's growth is not a priority, leading to diminished trust and motivation. 

Lie #5: "I was successful without much guidance; they'll be fine." 

The reality: Times have changed; coaching, mentorship and sponsorship accelerate success in today’s extremely competitive environment. 

Some leaders believe that because they succeeded without significant guidance, their direct reports will also thrive independently. However, the dynamics of the workplace have significantly evolved. Coaching, mentorship, and sponsorship are now recognized as catalysts for accelerated success. Procrastination in providing these supports deprives team members of valuable insights, lessons learned and potential future career opportunities. 

As a leader, your actions speak louder than words. If you don’t openly model and shift the behaviors that you expect to see in your team members, then it’s difficult to blame them for the team’s lack of success. If you say that continuous learning and development is important to you, then prove it to your employees.  

In case you’re looking for a more compelling reason to shift some of the procrastination habits, try this: Imagine a future where your proactive leadership habits prevail and your team is filled with dream employees who thrive under your thoughtful guidance and support.  

Though this doesn’t have to stay a vision. It can become the reality IF you are willing to carve space in your schedule (and theirs) and create conditions to allow growth to occur. Remember that leadership isn’t just about achieving personal success; it's also about empowering others to reach their full potential. By acknowledging and dismantling the lies that fuel procrastination, you can pave the way for a future where all your team members transform into dream employees.  

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/033/New Leaders: Avoid disappointment by Addressing the Execution Gap With Your Team

So, you’ve successfully defined your vision, you’ve clearly communicated it to your team members – and you now THINK they KNOW what to do and what’s expected of them. All that’s left to do is for people to go out there and DO THE WORK. But, as you've likely experienced, having others executing on YOUR vision can be challenging. Many new leaders find themselves and their teams stuck in the "execution gap" – the space between knowing what needs to be done and actually making it happen.

This week’s newsletter addresses some common hiccups new leaders face when it comes to bridging the execution gap and explores some strategies to help lead teams to take action.

Potential roadblock #1: Unclear Objectives 

Sometimes, the vision is clear, but the objectives are fuzzy. When it comes to describing the vision to your team, you can more or less picture it in your head: what the end-product will look like, what it will accomplish, who it will help, etc. However, the factors that would constitute the project a success aren’t as clear. And so, what happens isn’t necessarily that a team doesn’t execute on your vision, but rather, they execute on THEIR interpretation of your vision, which can be vastly different things. Each person will have their own perspective – and if you have a team of 8, well – that's potentially at least 8 different interpretations of your vision. This makes it incredibly difficult to get everyone moving in the same direction.  

Fix #1: Clarify Your Vision

Be as descriptive as possible, by including information such as quantifiable targets, time frames, benchmarking against past performance, relevance to all other objectives, measurable metrics, responsibility assignments, frequency of reporting, data sources, boundaries or tolerances, alignment with company values, etc. (you can check out John Doerr’s book “Measure What Matters” , which delves into this topic and is a fantastic reference guide.) 

To ensure your team understands the specific goals and outcomes you're aiming for, ask each of them to reframe what they understood from the assignment. By using their own words to verbalize their understanding, it will help them uncover holes in your vision or reveal some areas they need more clarity on. This is also a terrific opportunity for you to fine-tune the vision for everyone before all parties go off on their own to start executing on the vision.  

Potential roadblock #2: Inadequate Planning 

A common mistake new leaders tend to make is assuming their team members “just know" what to do and how to do it. Instructions are sent out and tasks are delegated, but no further planning or instruction is given.

Fix #2: Break down the project into smaller, actionable steps. 

Set realistic timelines and allocate resources effectively. Set time aside for the planning – this is often missed. The vision is created but the execution plan isn’t. So, as you set aside time to create the path to success, involve various stakeholders to ensure they will have the resources available to support your initiative within the time limit you want to get it done. All the planning in the world will not help if the pieces don’t fit. One last thing: if the course set out is new, I strongly suggest carving a more specific path in collaboration WITH your team, with more bite-sized steps. Why? Because team members are more likely to not get overwhelmed and get stuck in delays when they know EXACTLY what needs to be completed, and when it feels more manageable.  

Potential roadblock #3: Lack of Communication 

For some reason, so many leaders are afraid to “over communicate” out of fear of annoying their team members. I’m here to tell you that I have yet to meet anyone who feels that their leaders over communicate. On the other side, leaders also tend to complain about not learning about potential delays or issues from their direct reports until deadlines are looming.  So not only do leaders tend to under-communicate, but they also complain about the fact that their teammates do the same. Ha! 

Fix #3: Clear and consistent 2-way/open communication 

Clear communication is the glue that holds a team together. As a leader, it’s up to you to model the desired behaviors. Regularly update your team on progress, challenges, and adjustments to the plan. Not only will your team members NOT be annoyed, but they'll be grateful to have a transparent leader. Anticipate potential roadblocks and have contingency plans in place. And communicate that you expect the same level of transparency from your direct reports. Make it safe for them to come to you with challenges or issues. This doesn’t mean problem-solving for them. Sometimes, they just need a sounding board or confirmation to move forward confidently.  

Potential roadblock #4: Resistance to change 

New initiatives often face resistance. This is 100% normal – even when a change will bring about a better outcome for the team.  

Fix #4: Empathy 

Approach the situation with some empathy. Remember what it was like to be in your team members’ shoes. Some team members might have legitimate reasons to be concerned. Knowing you will absolutely get push-back from some, anticipate (or ask them about) their concerns and address them together. If change is inevitable, asking open-ended questions like “How would this have to be implemented for you to be comfortable or accepting of the change?” or “What parts are you resisting to/which ones are you can you live with?” This way you are still making clear that the change will happen, but you are also opening the door for their input on a potentially easier or better transition. Be as open to different possibilities as you are asking your team members to be. Encourage your team members to think about how they will personally benefit from the change and help them foster a sense of ownership. The news will land differently if they are given the space to process and are re-directed to think about the potential positive aspects. News around change will also land differently if your team members know you have their backs and will be there to support them throughout the shift. 

Potential Roadblock #5: Lack of Continuous Improvement 

I get this all the time from leaders (and experience this myself when it comes to having to learn new technologies). The initial time demands on top of the awkwardness that comes with learning something new is enough to make anyone dread learning a new skill.  

Fix #5: Creating a culture of learning and adaptability  

If a project or initiative requires learning vastly different skills, giving team members a grace period to learn a specific skill sets that will serve them is the kind thing to do. I completely get that it is not always possible, but if the learning curve is factored into the strategic plan, it mentally gives your team members some breathing room and is less likely to create some tension and delays from inaction. Part of creating a culture of learning and adaptability is creating conditions within the workday to make space for it and respecting that space on a regular basis.  

By incorporating these strategies into your leadership approach, you'll not only help bridge the execution gap when it comes to getting team work completed, but it will also create a foundation for your team’s long-term success.

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

Emergent Leaders Newsletter/031/Why That Promotion Won't Necessarily Solve Your Woes

As a leadership coach, I come across a LOT of high-potential and high-achieving professionals who, despite achieving the careers they think they want, are burning out and don't have the level of life satisfaction they thought they would have once they finally achieved role they wanted for so long.  

And so, we notice a disengagement and a constant quest to achieve higher and higher ranks to try to fill that void. Why? I believe it is because most people – even the seemingly super successful ones, are stuck on autopilot. They are spending too much time doing things they think they should be doing, and not spending enough time doing things that fill their buckets and truly bring them joy.  

With time, they begin to feel like shells of their earlier selves. They begin to feel detached – or at least, over time feel like they have less and less in common with their peers. They begin to live for the weekends and holidays. They find themselves getting sick more often – and having to take time off. They have no energy. They feel resentful of others. They also often begin to engage in habits that numb their discontent. Does this sound familiar?   

The scary thing about this spiral into unfulfillment is that you don’t really notice it – I mean really pay attention to it, until you’ve hit or are near rock bottom. We are, by nature, very adaptable – while we think we are good at holding it together by engaging in some habits for short-term benefits, it eventually inevitably catches up to everyone who chooses to ignore the signs of discontent - or a “mid-life crisis”, if you will.  

So, what are some of the ineffective coping habits that even highly educated, highly successful individuals engage in to escape the effects of career and life disengagement, and what habits should they be replacing them with to more effectively discover and work towards their life's purpose to feel the fulfillment we are longing for?  

Ineffective Habit #1: Excessive Work Hours 

Fact: Doing more of something that isn’t making you happy will not bring you closer to being happy or feeling engaged in your work. 

What you could try instead: Set boundaries and take breaks to recharge. Make the most of your time off, not by doing more work at home, but by incorporating some activities that bring you joy. If you don’t know what brings you joy, try something new regularly. It’s up to YOU to discover what lights you up. And it won’t happen by sitting idle or wishing it to just appear.  

Ineffective Habit #2: Perfectionism  

I’d like to challenge your idea of perfection. Perfection is a myth. What might seem perfect to you might not be to someone else. If this is a struggle, I am certain that you are wasting HOURS every single week ruminating on trying to achieve your idea of perfection.  

What you could try instead: Rather than hold yourself to the subjective standard of “perfect,” find out what needs to be done to achieve the utmost desired outcome. Focus on excellence rather than perfection. The difference between the 2 is accepting that it might not be flawless, but it will still be of outstanding quality. Be open to learning from your mistakes and celebrating your achievements. 

Ineffective Habit #3: Ignoring Personal Well-being 

Neglecting physical and mental health due to a busy schedule is a very short-sighted coping strategy. Without your health, nothing else will really matter.  

What you could try instead: Begin by setting a few minutes aside every day to prioritize self-care activities, including regular exercise, sufficient sleep, and mindfulness practices. Healthy individuals are more resilient and better equipped to handle challenges.  

Ineffective Habit #4: Lack of Delegation/Inability to say “no” 

Refusing to delegate tasks can lead to overwhelming workloads – it's also a form of procrastination. Not only can this lead to burn out, but it will also stump your ability to grow professionally.  

What you could try instead: Ask yourself: “If I say yes to doing this, then what will I have to say no to?” Is there something else I should be doing?” “What am I avoiding?”  Are you finding that you get to the end of the day without feeling like you didn’t really move the needle much on things that mattered? Learn to delegate effectively (or say “no”) and focus on things that are of high priority to YOU. 

Ineffective Habit #5: Over-Identification with Work 

Tying self-worth solely to your professional achievements. Super common with high-achievers!  

What you could do instead: Cultivate a well-rounded identity that includes personal interests, relationships, and hobbies. The fact is a holistic sense of self provides a buffer against burnout. But this can’t be achieved if you don’t have proper boundaries in check. 

And last, but not least... 

Ineffective Habit #6: Lack of Goal Alignment 

Pursuing goals that are not personally meaningful to YOU.  

What you could try instead: Align your career goals with your values. Spend your time on things that you believe in and enjoy talking about. By identifying with your purpose-driven goals, you will naturally begin to engage in activities that provide intrinsic motivation and fulfillment. The key is to take some time to develop that awareness in the first place, which will allow you to gain clarity of what truly matters. 

By recognizing and replacing these ineffective coping habits over time, it is possible for leaders to feel a greater sense of fulfillment and purpose. This approach not only enhances individual well-being but also contributes to a healthier organizational culture.  

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If you are looking for a more customized leadership development experience, leadership coaching may be the better option to get you to your professional development goals faster. Book a complimentary “Discovery Call” to discuss your goals and see if working with a leadership coach might be the way to go. 

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Working in the professional and personal development space, I love learning by immersing myself in different programs – not only to continually challenge my thinking, but to help grow my coaching skill set.  

At the moment, I am trying out another life coaching program and have been so impressed by the quality and the delivery information and coaching support – especially for an online program.  

That is why I am more than happy to now promote it: It is Mary Morrissey’s DreamBuilder Program, which is currently being offered at 50% off for a limited time. If you think you might benefit from life coaching, I recommend you at least have a look:

Click here for more information about Mary Morrissey’s DreamBuilder Program.

Emergent Leaders Newsletter/028/How to Break Barriers to Your First Leadership Position

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

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

Lack of Initiative and Proactiveness  

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

Limited Networking and Relationship Building  

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

Resistance to Change and Adaptability  

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

Ineffective Communication  

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

Reluctance to Take Ownership 

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

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