Emergent Leaders Newsletter/059/How to Cultivate Genuine Professional Relationships and Build Career-Advancing Connections Without Negative Perceptions

Helping new and emergent leaders understand the difference between cultivating authentic relationships and being perceived as a brown-noser involves focusing on building genuine connections, mutual benefit, and integrity.  Yet, some new and aspiring leaders are so concerned by what others might think, fear prevents them from acting and building the relationships that could help further propel them into leadership positions they aspire to have. 

If this resonates with you, read the strategies below. Perhaps one of them will help reframe your mindset around networking in a way that feels more aligned with who you are. 

Here are some networking strategies to explore: 

Emphasize Authenticity  

Approach relationships with sincerity. What do I mean by this? Authenticity involves being genuinely interested in the other person's perspectives, needs and goals. As an aspiring leader (or anyone for that matter), you should aim to build relationships based on mutual respect and understanding, rather than approaching them from a perspective of “What can they do for me?”

Value Exchange  

Highlight the importance of reciprocity in professional relationships. Individuals should consider what value they can offer to their stakeholders, sponsors, and mentors. This could be in the form of insights, support, or collaboration, showing that the relationship is not one-sided. 

On a recent Diary of a CEO Podcast episode, Marc Randolph, Co-founder of Netflix, talked about how a stranger who did a cold outreach caught his attention. This individual had done his research and found out that Marc had been learning how to play the guitar. In exchange for a conversation, he offered to show him a few tricks to help him hone his newly acquired musical skills. While not everyone will accept your offers, all it takes is one person to say “yes”. What do you have to offer?

Integrity and Transparency 

Always act with integrity and be transparent about your intentions. You should communicate openly about your goals and aspirations, while also making space to show a willingness to support the goals of others. If you don’t just come out and state your intentions, others will be leery from the start, which means defense walls will go up faster than you can blink. Simply state what you’re hoping to walk away from the conversation with – both for yourself AND what you hope to offer the other party. 

Long-Term Perspective 

View professional relationships as long-term investments rather than short-term gains. Genuine relationships take time to build and should not be approached with the mindset of immediate rewards. This will help reduce potential frustration when others don’t come through on your desired timeline. 

Personal Connection 

Find common ground and shared interests with existing stakeholders, sponsors, and mentors. Building deeper personal connections can help establish a stronger foundation for professional relationships and feel less awkward should you eventually need to ask for a favor. Understand that the same applies to the other party as well. Be prepared to be in service of others as you would want them to be in service of your work. 

Feedback and Reflection  

Professional relationship-building is a skill – and can be honed. By asking folks you know well what they feel you can improve on when it comes to your interactions or networking skills, you will know exactly what to focus on. Don’t assume you know. To improve the likelihood of receiving good quality feedback, ask questions like “What would you like to see more or less of when it comes to my listening skills?” or “What would you like to see more or less of when it comes to my communication skills?” Open-ended questions are questions that can’t simply be answered with a single word. Then thank them for their valuable input, reflect and act on this feedback.  

Mentorship and Sponsorship 

Mentors provide guidance and advice, while sponsors actively advocate for a leader's career advancement. Understanding these roles can help you approach these the right individuals to help you further build relationships with the right mindset and intentions. I would also encourage you to look outside of your industry for inspiring individuals to bring a fresh perspective to your thinking.

Professional Boundaries 

Lastly, maintain professional boundaries while building relationships. Respecting these boundaries ensures that interactions remain professional and do not cross into inappropriate territory. Some examples of inappropriate behaviors would include excessive personal sharing, communicating outside of work hours or work events, casual or inappropriate language, information mining, gift giving. This list is far from exhaustive, but you get my drift. 

By framing relationship-building as a skill, process of mutual support and genuine connection, you can accelerate your growth as a leader AND your career prospects, while still remaining completely professional. 

Emergent Leaders Newsletter/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/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/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/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/029/5 Conversations New Leaders Dread (and How Seasoned Leaders Master Them)

Stepping into a leadership role is like embarking on a thrilling adventure, but even the most fearless leaders find themselves facing certain conversations that make their palms sweat and their hearts race. If you're a new leader, rest assured that you are not alone. Many emerging leaders share the same apprehensions when it comes to addressing their teams.

In this newsletter, we'll delve into the five most common types of conversations that new leaders I work with dread most and uncover the strategies more experienced leaders employ to thrive in these situations. 

1) Delivering Constructive Feedback  

New leaders often hesitate to provide constructive feedback, fearing they may demotivate or alienate team members. If the feedback is always presented from a place of “something needs fixing”, then yes – team members will learn to dread feedback.

Recognizing that feedback is a powerful tool for growth for ALL team members, experienced leaders frame critiques as opportunities for development. They focus on specific behaviors, provide actionable suggestions, and ensure a balance between positive and constructive feedback. And the more specific, the better. As a leader, one of your goals is to facilitate the growth of each of your employees.  Do what’s best for your team and ensure feedback is equitable in its frequency among all team members.

2) Addressing Performance Issues  

Confronting team members about performance issues can be uncomfortable for new leaders who worry about damaging relationships – this rings especially true if the leader was once a peer/co-worker. Unfortunately, there is no good possible outcome by avoiding performance-issue conversations. The rest of the team risks become resentful and disengaged, particularly if avoidance strategies become the go-to strategy of the leader. Habits such as delegating the work to reliable higher performers on the team, taking on the work themselves, or ignoring the issue all-together can seem like a good idea when in the trenches - though should be used sparingly. So how can new leaders hold accountability and performance conversations less “icky”? 

Rather than framing it as a confrontation, seasoned leaders approach performance discussions as collaborative conversations. They actively listen, seek to understand underlying issues – what's getting in the way, and work together with the team members to create a plan to move forward. They also make regular check-ins a regular and frequent occurrence to ensure they catch delays in a relatively timely manner so that pivots are less drastic and frantic.  

3) Managing Conflicts Within the Team  

I often hear this: “I’m not paid enough for this s*&%”. And by “s*&%, my clients are referring to playing mediator between team members. Often times, HR is called it do just deal with it, but then next time a conflict arises, the leader is no better off than they were at the earlier conflict. Calling HR for minor issues is not only more time consuming, but it’s merely a band aid solution. While I totally understand that conflict can feel like a minefield for new leaders, avoiding it only allows issues to fester.  

So how is a new leader supposed to handle minor conflicts within the team before they become bigger issues that actually do require HR intervention? First, accepting conflict as a difference of opinions can diffuse the tension. Experienced leaders view conflicts as natural in any team dynamic. They facilitate open communication, encourage different perspectives, and guide the team towards resolutions that strengthen relationships and improve collaboration – all while achieving a common goal. In essence, these conversations clear the air and create space for better problem solving and collaboration. With time and practice, team members will learn to hold these conversations proactively, before the potential for conflict arises. If the leader can’t model these types of collaborative conversations, how can they expect their team members to? It’s necessary for new leaders to practice this skill.  

4) Conducting Difficult Conversations  

Whether it's delivering bad news or addressing sensitive topics, new leaders often fear the discomfort associated with difficult conversations. The fear mostly comes from the leader trying to predict how the team member will feel once the news is delivered – and then ruminate over how they might react to the news that needs to be delivered, and then trying to predict their own reaction to the team member’s reaction. That’s a lot of inner turmoil to contend with, and the conversation hasn’t even taken place yet! No wonder they dread these conversations.  

Let’s be honest though. No one on Earth enjoys delivering bad news. What effective leaders do differently, though, is recognize the importance of transparency and honesty. They prepare thoroughly, remain empathetic, and focus on finding solutions rather than dwelling on the discomfort. They do what they can to mentally prepare to maintain composure because they understand others can feed off their own energy. If the leader remains calm, the other party is more likely to do the same. And then identifying what each party needs from the other to move forward more effectively can shift the focus from blame and negative emotions to productive problem-solving.  

5) Implementing Change  

Introducing change can be met with resistance, and new leaders may fear pushback from their teams. When introducing a change that will impact the team, it’s all in the delivery. From the “why”, to the language and tone - it all matters, because team members rely on these queues to initially determine how to interpret the mesage.

Successful leaders are particularly adept at creating a compelling narrative around change. They communicate the "why" behind the change, involve the team in the process, and emphasize the positive outcomes – and encourage all team members to focus on how they stand to benefit from the change, fostering a sense of shared purpose. Effective leaders understand that part of their job is to keep everyone’s eye on the prize to maintain high levels of motivation despite the many changes that will occur through each project or initiative.  

Every leader, no matter how seasoned, has faced these challenging conversations at some point in their journey. The key lies in understanding that these moments are not roadblocks but stepping stones to leadership mastery. By learning from the experiences of those who have navigated these conversations successfully, new leaders can embrace their role with confidence, turning challenges into opportunities for growth and fostering a thriving, resilient team. 

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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/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. 

Emergent Leaders Newsletter/022/5 Common phrases that are potentially costing you that promotion.

Many common sayings you might have grown up hearing so much that you actually believe them to be true or as life facts. We don’t often acknowledge these thoughts or sayings, never mind recognize that we’ve internalized them, until it comes time to examine what’s holding us back. Once we can objectively see these limited beliefs, we begin to realize how they act as self-imposed barriers. We often convince ourselves that they keep us comfortable and safe – until one day, we realize that what they really do is keep us from opportunities and experiences that could bring us fulfillment and joy.  

If we allow ourselves to step off the hamster wheel for a few moments, we will begin to experience the discomfort that comes with asking ourselves existential questions, such as “Is this all there is?” or “What is it that I really want/need out of my career?”. At this point, we become more aware of our inner dialogue and begin to assess whether they are still serving – or holding us back. 

Let’s look at five common limiting statements, their underlying emotions, and their impact on the people around you. I also offer more empowering alternative perspectives or dialogues that foster a mindset of positive change and growth. 

"That's not my department." 

This statement often stems from your fear of stepping outside your comfort zone and potentially failing in unfamiliar territory. It may also come from a fear of stepping on a team member’s toes and being perceived as encroaching on their work or being intrusive. 

Regardless of the root of your fears, the impact is the same: it hampers collaboration, innovation, and adaptability in a team or organization. It can hinder the flow of ideas and limit overall productivity and creativity. It can also give the impression that you are not willing to go the extra mile to help someone out. 

While you want to create some boundaries to avoid taking on extra work or “stay in your lane”, there is a way of going about that won’t make you come across as someone who isn’t helpful. A simple: “I’m not sure, but let’s find someone who is better suited to help you out in this matter.” and then doing a “warm” transfer, of sorts. This way, you’re not taking on the work – but you’re still helpful in connecting them with the proper help.  

"This is the way I've always done it." or "Everything is working fine as it is." 

This statement often arises from a comfort zone mentality, where you're resisting change due to familiarity with existing methods or routines. I get it: change is typically associated with a lot of work. Many times, when change is imposed on us, we don’t always immediately see the improvement the changes themselves bring about, so we ask ourselves “What’s the point?”. You have most likely also all been involved in having to do more work from changes imposed by an employer who is easily wowed by the flavor of the day. Changing for the sake of changing sucks and you may not be in a space where you are open to it now.  

But if there’s a statement that screams “I’m not willing to learn.”, this is it. Unfortunately, this belief can lead to stagnation. It prevents individuals from embracing innovation and adapting to evolving circumstances. If you want to remain relevant, you must at least open yourself up to the idea that there might actually be a better way.  

Rather than remain stuck in your ways, force yourself at least once per year to re-evaluate 1 process. Do this by connecting with others in similar roles – within the same industry AND in different ones also. It’s extremely validating to share strategies that serve you well and learn from others. By even making small tweaks to processes that already work relatively well, you would be amazed at what it can do to re-invigorate your productivity and level of engagement at work. 

"I don't know." 

Have you ever been to a store and spent time looking for something, and then finally decide to approach an associate to ask for help and their answer was “I don’t know.” and then walked away without offering to help?  

Now remember a time where you found someone and asked for help, and their answer was “I’m not sure but I’ll find out for you.”  

How would you compare your customer experience in those scenarios?  

You don’t have to be in the retail business to be annoyed by a blunt “I don’t know.” 

If you tend to simply exclaim “I don’t know.” and don’t follow it up with an offer to either find out or help the other individual out, there’s a high likelihood that you will come across as dismissive, unhelpful and lazy and it can be extremely infuriating for others. It’s not a good look – but if you’re ok with it, then carry on as you were. But if you are trying to improve or build your reputation or brand for a promotion or new/better opportunities, then I would recommend going the extra step and finding a way to help the other person out. At the very least, say what you do know and offer guidance or offer to help them find someone who does know. Being helpful goes a long way to fostering a network of valuable relationships that could one day be useful references. 

"That's just the way I am.”  

Not only is this statement self-limiting, but it’s a red flag for lack of self-awareness regarding your ability and potential to change and grow. I suppose it isn’t a problem if you don’t aspire to career growth – but if you do hope for something more down the road, try dropping this phrase from your vocabulary today. 

ALL skills are dynamic and malleable with time, effort and focus. In cases where individuals see their traits and abilities as unchangeable, it hinders their personal development and improvement because they don’t even try to start making changes because they don’t believe a different result is possible.  

You CAN retrain your brain into believing that you can change, by changing the narrative of your internal dialogue. Replacing limiting phrases with those that give you permission to change, such as “I have the power to change and evolve.” or “I am in control of my destiny.”  

By continually improving, you will better position yourself to stay ahead in a dynamic and competitive environment. It is beneficial for folks to recognize that personal growth is a lifelong journey – with no age limit. It’s been proven that individuals who develop a sense of agency over their lives and actively work towards continuous improvement are generally happier than those who don’t feel like they have any control over their circumstances. 

Ask yourself the following:  Are you more attached to your perceived current self? Or are you willing to accept more and better for yourself?  

Each mindset will lead you to hugely different outcomes, and the beauty of this reality is that you get to choose which narrative you feed your mind, hence the actions that then trickle from it.  

"I'm not good enough/I'm too inexperienced." 

These phrases are brought on by feelings of inadequacy and a fear of being judged based on perceived lack of skills or experience. I see this SO often with new leaders. It’s really at the root of the impostor syndrome many experience when stepping into a leadership role. Unfortunately, too many people allow this limiting belief to hold them back. If you believe that you are capable of learning, then you are also capable of believing that your skills are “good enough” for now and with time, effort and practice, they will improve. Some of the best learning comes from doing what you are insecure about, and ity won’t happen without a growth mindset and embracing a learning curve.  

Something everyone can do is assess their inner dialogue - the things they repeatedly tell themselves - and then ask if those thoughts are serving you and helping you live the life you want to live. It’s also helpful to assess whether these thoughts are either fueled by actual or outdated beliefs or if they are rather fueled by fear. By doing so, it emboldens you to create a path towards a more fulfilling future, rather than one that is led by fear and serves to keep us playing small. 

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

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

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

Why is Networking so Essential for Professional Development? 

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

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

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

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

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

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

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

Which Strategies Are Effective for Growing My Network? 

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

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

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

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

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

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

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

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

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

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

1. adding value; 

2. you are genuine; 

3. you are consistent. 

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

Which networking strategy will you try next week? 

Emergent Leaders Newsletter/020/Leveraging The Slower Pace To Build A Leadership Accountability Plan

I have yet to meet a leader (or anyone for that matter) that doesn’t look forward to the temporary slower pace of summer. Though being used to a frantic pace of life, we (me included) can often find it challenging to hit the pause button. The idea of sitting back and letting our minds settle seems blissful – but in reality, it can be difficult to do. It can be even more difficult to go the extra step, to mentally “regroup” and make more intentional plans on how we want to return to the more active season.  

What I’m seeing with clients, and what I’ve experienced myself in the past, is that there are 2 “seasons” when people are particularly primed for reflection and change:  

1. When they are so completely overwhelmed and are desperately seeking a way out of their current situation; 

2. When they take a timeout, like a summer holiday, and take a bird’s eye view and reflect on the work they are taking a pause from.  

While some individuals might see this as yet another thing to think about, let me attempt to reassure you by saying this: if you’re feeling unsettled, unrested, out of control, dizzy from decision-making, or like the world is moving at a pace you can’t keep up with – sitting down to organize your thoughts and creating a plan can go a long way at easing all the negative feels that are so commonly experienced by leaders.  

Taking charge requires self-accountability. Being accountable to yourself means setting clear priorities, creating a schedule that aligns with those priorities, and respecting that schedule to drive success. In this article, we will explore strategies to help you develop a strong sense of self-accountability by creating a plan to keep yourself on track and serve as a model for those around you. 

1) Reflect and Assess  

Take advantage of the slower summer period to reflect on your performance and assess your progress towards your goals. Ask yourself key questions such as: 

• What milestones have I achieved so far? 

• Are there any areas where I could improve my accountability? 

• Have I effectively aligned my actions with my priorities lately? 

2) Define Your Real Priorities  

The first step towards self-accountability is gaining clarity on your real priorities. Ask yourself:  

• What are the key outcomes I want to/need to achieve as a leader?  

• What type of leader do I aspire to be? 

• What type of leader does my team need me to be to do their best work? 

• What do I need to thrive? 

Identify the core objectives that align with your role, team, values and organization. By focusing on a few essential priorities, filter out the noise and avoid spreading yourself too thin and to maximize your impact.  

3) Set Clear and Specific Goals  

Building on your reflections, set clear and specific goals for the upcoming months. Break down your objectives into smaller, actionable steps and define measurable milestones. Consider using the SMART goal framework (Specific, Measurable, Achievable, Relevant, Time-bound) to ensure your goals are well-defined and realistic. I would recommend including other stakeholders to ensure your plans are realistic yet challenging. These time-bound targets will help you stay motivated, focused and measure progress along the way.  

4) Create a Well-Structured Schedule  

Next up: building a schedule that reflects your goals and priorities. Design a well-structured and realistic routine that allows for focused work, collaboration, and personal growth.  

Imagine your schedule as the framework of a finely tuned machine. Each component represents a specific task or activity that contributes to the smooth functioning of the overall mechanism. By arranging the pieces thoughtfully, you optimize productivity and ensure a balanced work-life integration.  

5) Guard Your Schedule and Respect It  

Creating a schedule is relatively easy. Respecting it though, is a whole other beast. Guard your schedule fiercely and make a conscious effort to stick to it. Treat the commitments you make to yourself as non-negotiable or as you would respect the schedule of others. While occasional adjustments may be necessary, make sure they align with your priorities and have a genuine purpose. If you are a recovering “yes” person, this is particularly important. Remind yourself that for everything you say yes to, you will have to drop something else. If this keeps you in alignment, go for it! If it steers you away from alignment, ask yourself what it is about that task or request that is worth pulling you off-course.

Set aside dedicated time for regular progress reviews. Use these sessions to assess where you’re at, identify areas for improvement, and make any necessary adjustments as necessary. By creating a robust accountability system, you will feel better supported and more likely to stay on track during busier times. 

6) Embrace Accountability Partnerships  

Accountability can be reinforced through partnerships. Find a mentor, coach, or trusted colleague who can serve as an accountability partner. Engage in regular check-ins or meetings to discuss your goals, share progress updates, and offer support and feedback to each other. Their perspective, guidance, and encouragement can provide invaluable support and help you stay on track. Offer to do the same for them. This will do a great deal to encourage a collective growth mindset within the team.  

7) Make Self-care an essential aspect of your daily routine  

Accountability extends beyond work-related goals. Take time to recharge, relax, and engage in activities that bring you joy and rejuvenation. A balanced and healthy state of mind and body is essential for supporting long-term accountability. Research has repeatedly shown that when we are at peace, we are free to think more creatively and greatly improve our likelihood of doing our best work. 

The slower summer business time presents new leaders with a valuable opportunity to reflect, plan, and build an accountability plan for future success. By reflecting on your progress, setting clear goals, designing an accountability system, allocating time for skill development, and practicing self-care, you can use this period to establish a solid foundation of self-accountability. Embrace this time as a catalyst for personal and professional growth, and you will enter the busier seasons with renewed focus, resilience, and a steadfast commitment to achieving your goals. 

Emergent Leaders Newsletter/019/Power Dynamics and Their Role in Communication between Leaders and Team Members

Read time: 6 minutes

This week’s newsletter aims to shed light on the impact of some leadership communication habits and provides practical tips to help emerging leaders enhance their awareness and deliver messages that align with their intended meaning. 

Effective communication skills are such an important aspect of solid leadership. But powerful communication goes beyond the words we choose - it includes the tone, volume (and silence), and the body language we employ. The way leaders express and present themselves greatly influences how their messages are received, understood, and acted upon by their teams.  

Let’s look at some basic modes of communication that are commonly employed, and their impact on a leader’s messaging.  

Choice of words 

Words have the power to inspire, motivate, and create a shared sense of purpose within a team. Conversely, they can also demotivate, confuse, or breed resentment. Leaders must choose their words thoughtfully to ensure alignment with their intended message.  

Here are examples of ineffective choice of words:  

"You all need to work harder.” “The project is falling behind, and it's your fault." “I created a lot of positive changes within this team/organization.” The blame game can lead to defensiveness and demotivation, hindering team morale and productivity. Also using the word “I” rather than “we” will most certainly turn people off. 

Improved choice of words:  

"We're facing some challenges with the project timeline. Let's come together to brainstorm solutions and support each other." By shifting the focus to collaboration and problem-solving, the leader promotes a sense of collective responsibility and encourages a proactive approach. 

Bottom line is, before delivering a message, leaders should ask themselves:  

• What is it that I want folks to walk away with from our interaction?  

• How do I want people to feel when they walk away from our meeting? 

And then ask yourself if the words you plan to use inspire, motivate, and create a positive work environment and the conditions for those outcomes. 

Specificity 

Blanket statements are generalizations. Blanket statements are so widely used in so many different contexts, and yet, whether the message is positive or negative, blanket statemetns are completely ineffective. While they are almost always made with the best of intentions, I guarantee you: they ALWAYS fall flat. It doesn’t matter if it happens in a corporate setting, in a classroom or in team sports. Blanket statements are useless, and this is why: the people who need to hear the message won’t think it applies to them and therefore will tune you out, while the people who were included by association are the ones who generally take it most seriously. 

Here are examples of ineffective blanket statements: 

“You all need to work harder.” “It’s like no one showed up to play today!” “Great work, team!”

Improved specificity:  

Whether good or bad, if you are going to make a blanket statement, be prepared to follow it up with specific advice/instructions/feedback/compliment for each team member to ensure that it is personal and as a result, internalized to create the impact that was intended. Leaders get extra bonus points for going a step further and explaining the impact the work of each team member has on the rest of the team and organization. 

Tone and Volume  

The way leaders deliver their messages—the tone and volume of their voice - plays a vital role in influencing how their words are perceived. Different tones and volumes can evoke diverse emotional responses from team members.  

Here are examples of ineffective tone/volume: 

• Speaking in a condescending tone, a raised voice can both make team members react defensively, fostering a negative work environment and hindering open communication. 

Improved tone/volume: 

• Speaking calmly and with a neutral tone sets the stage for open dialogue, allowing team members to express their thoughts and concerns without fear of judgment. 

People tend to mirror others. Leaders can use this to their advantage and set the stage for effective interactions. Before stepping into a conversation, leaders should always take a moment to clear judgment or expectations – because going into a conversation holding onto assumptions will impact their choice of words, tone and body language, which will then impact how the message will be received.  

Silence  

Silence and lack of communication from leaders can be just as impactful as hurtful messages. It can leave team members confused, anxious, or disengaged. Leaders must recognize the importance of prompt and transparent communication.  

Here are examples of ineffective use of silence: 

• Not communicating changes in project deadlines, leaving the team or other stakeholders in the dark until the last minute can result in missed opportunities, increased stress, and a breakdown in trust between the leader and the team. 

Improved communication:  

• Proactively informing the team about changes, challenges, and expectations. Transparent and timely communication fosters trust, empowers team members to plan and adapt accordingly, and strengthens the leader's relationship with their team. 

The only time silence is welcome is in well-timed pauses during conversations or meetings, as they allow all team members an opportunity to think through an idea, so that they can contribute more confidently.

Body Language 

Body language, including facial expressions, posture, gestures, and eye contact, can often convey more than words alone. Leaders must be aware of their body language and understand how it can influence the interpretation of their messages.

Here are examples of ineffective use of body language: 

• Rolling eyes or crossing arms while team members share their ideas can signal disinterest, disrespect, or lack of openness, discouraging team members from sharing their thoughts and stifling creativity. Looking at a device and studying notes during a meeting can have the same effect.

• Fidgeting or constantly checking the time during team meetings can convey a lack of interest, undermining the leader's credibility and team engagement. 

• Walking pace. I get this feedback a LOT when doing 360’s for clients. Are you constantly rushing and darting around, head down while bee-lining it to the next meeting? This behavior signals to team members that a leader is too busy to interact and isn’t open to engaging. 

Improved use of body language: 

• Maintaining an open posture, making eye contact, and nodding to acknowledge team members communicates attentiveness, respect, and encourages team members to freely express their ideas and opinions. 

• Adopting a relaxed yet attentive posture and actively taking part in discussions conveys engagement, involvement, and signals to team members that their contributions are valued. 

• Respect personal space boundaries and avoid invading others' personal space, as it can create discomfort and hinder effective communication. 

• If you have a tendency to rush around all the time, think of it this way. It is essentially perceived the same way a closed office door is. It says “Do not disturb!” As a leader concerned about honing workplace relationships and balancing accessibility, you should limit rushing around to times when it is necessary.  

Effective leadership communication goes beyond the words we choose. By being aware of the impact of words, tone, volume, and even silence, emerging leaders can significantly enhance their ability to convey messages that align with their intended meaning. Regularly seek feedback from your team to understand how your body language affects your leadership presence and make necessary adjustments. By consciously refining your communication style, you can create an environment where team members feel valued, motivated, and inspired to achieve shared goals. 

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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/017/How to Process Negative Feedback with Poise and Purpose

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

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

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

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

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

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

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

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

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

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

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

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

“What do my actions display?”  

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

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

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

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

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

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

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

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

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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.