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/046/Crafting Your Personal Brand As A New Leader

As you step into leadership role, it's natural to wonder how you should present yourself and what persona you should embody. While it's easy to get inspiration from other leaders and essential to learn from their experiences, it's equally important to stay true to yourself and embrace your unique personality. Your personal brand should reflect who you are as a leader and what you stand for. 

Your personal brand is what sets you apart and builds trust and authenticity with your team. 

Here are some helpful strategies to help you craft your personal brand as a new leader: 

Build Your Self-Awareness  

Take the time for introspection and reflection. What are your strengths, values, and passions? What leadership style feels most authentic to you? What do you want your leadership to be known for? There are also self-assessment tools to help you get even more in-depth knowledge into your character. Only YOU can answer those questions and they invite you to truly discover your authentic self, which is the first step in shaping your personal brand. 

Define Your Values  

Your values are the guiding principles that inform your decisions and actions. Identify what matters most to you as a leader and ensure your behavior aligns with these values. Share your values with the team, and you will notice that when values are aligned – it's easier to tune out the noise and get everyone rowing in the same direction. Consistency in upholding your values builds credibility and trust among your team.  

Be Genuine  

Authenticity is key to building meaningful connections with your team. Don't try to mimic the leadership styles of others. Instead, be genuine and let your true self shine through. We’re talking small talk. Engaging in conversations around things other than work-related topics will help you get to know your team members and peers and allow them to see your non-work side. What people are really looking for in these conversations is a way to find things they have in common with their co-workers. People are more likely to follow leaders who are real and relatable. 

Communicate Effectively  

Your communication style plays a significant role in shaping your personal brand. Whether it's through verbal or written communication, be clear, concise, and transparent – and ensure it matches the messages you deliver. When people know what’s going on and are kept in the loop, they are less likely to act defensively. Listen actively to your team members and foster open dialogue. 

Lead by Example  

Actions speak louder than words. Demonstrate your values and leadership principles through your behavior. If you believe in work/life balance, then act in accordance with someone who does. If you give your team members to be innovative and take risks, then don’t be hard on them for taking calculated risks if it doesn’t work out. This is a great area to ask for feedback on because this is easily a blind spot for many leaders.  

Seek Feedback  

Speaking of feedback, continuously seek it from a wide cross-section of your team members, peers, and mentors. Ask for constructive criticism and be open to learning and growth – and then create a plan to act on it. Feedback is one of the most invaluable tools in refining your personal brand and enhancing your leadership effectiveness, as it reflects your current team’s needs and wants. 

Stay Authentic 

When you have a firm awareness around these factors, it is so much easier to be confident in your role as a first-time leader and stand firmly when making important decisions. While you may have assumed that taking on a leadership role entails becoming someone you are not, quite the opposite is true. A leadership journey is often a portal into the world of self-improvement and alignment. In fact, strong, effective and long-standing leaders understand this very well – and it helps them stand steady when faced with challenges.  

Don't feel pressured to conform to a certain leadership archetype. Embrace your uniqueness and let your authentic self be your most powerful asset to not only help you function, but also stand out, as an amazing leader – and inspire others to do the same.  

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

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

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

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

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

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

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

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

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

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

Embrace Delegation   

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

Strategic Focus   

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

Invest in Your Team  

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

Seek Feedback and Learning   

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

Lead by Example  

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

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

Wishing you success on your leadership journey! 

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

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

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

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

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

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

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

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

Fear 2: "I'm Afraid of Failure" 

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

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

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

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

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

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

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

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

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

Emergent Leaders Newsletter/043/Embracing Leadership by Overcoming the Fear of Success and Failure

Through my work, I often find aspiring leaders standing at a crossroads: gazing at the potential heights of success yet gripped by the fear of stumbling into failure. At one extreme, they ask “Am I really cut out for this leadership stuff?” while also wondering “What will my life look like if this works out?” This dichotomy, the fear of failure versus the fear of success, can be paralyzing for many, preventing them from even stepping into leadership roles they are destined for. This reluctance to take on leadership roles can make it difficult for organizations to fill leadership positions internally and can also severely affect an employee’s level of satisfaction. 

Recognizing and understanding these fears is the first step towards breaking free from their constraints and realizing one's full leadership potential and setting them well on their way to the career paths they dreamt of. 

Understanding The Difference Between Fear of Success and Fear of Failure 

I recently had a client scoff at the suggestion that perhaps his hesitation for taking on a bigger leadership role was due to his fear of success. “Is that even a thing?” he asked. It sure is, and it’s quite a common hurdle faced by those aspiring to lead. This fear manifests in several ways, often disguised as self-doubt or imposter syndrome. The Healthline article “Explaining the fear of success” explains the difference between the two fears simply: “Fear of failure has to do with beating yourself up when you think you’ve bombed out. Fear of success is more about anticipating how other people will react to your triumph.” 

For example, individuals grappling with a fear of success may have the following doubt patterns and worry about the following:  

• the weight of increased responsibility 

• the spotlight and attention that comes with success 

• the envy or isolation success can bring 

• if others will think they’re capable enough 

• if they’ll “fit in” within leadership/social circles.  

• they may have visions of success yet might find themselves questioning whether they truly deserve it  

On the flip side, the fear of failure can be equally daunting. Those grappling with fear of failure may find themselves in the following habits and thought patterns:  

• stuck in a cycle of perfectionism

• afraid to make a costly mistake  

• unable to take risks or step outside their comfort zones for fear of falling short/unable to perform at an even higher level 

• exposing their professional inadequacies 

• afraid to fail and disappoint those who helped them get the role 

Strategies to effectively Help You Work Through Your Fears 

Regardless of the fear, there are several things that can be done to minimize them to a point where they no longer feel insurmountable. Below are 5 effective strategies to help shift how you approach your fears:   

1. Self Awareness and Reflection

Take time to reflect on your fears and their underlying causes. Most of the time, individuals make false assumptions about what a leadership role is or is not. When we don’t know, we tend to fill in the blanks with the worst-case scenario. By naming specific concerns, aspiring leaders can then research facts by having conversations with folks who may hold similar roles within the organization or even in other organizations within the same industry. The idea here is to get to a point where a rational decision can be made based on facts rather than fear. 

 2. Challenge Limiting Beliefs

Think about your thinking! Having an awareness around your self-talk or that little voice in your head, can help. What is it saying? Is it factual or is there a possibility that it could be talking you out of stepping out of your comfort zone? Replace self-limiting beliefs with affirmations of competence and resilience. Focus on past successes and lessons learned from setbacks. Repeat, repeat and repeat!  

3. Gradual Exposure to Risks

Start small by taking calculated risks in low-stakes situations. Inform yourself on the types of tasks the leadership role would entail, do some research. Knowledge is power. Each success builds confidence and reduces fear of failure. Embrace failures as learning experiences rather than reflections of worth. 

4. Seek Support and Mentorship

Surround yourself with a supportive network of peers and mentors. Talk to them about your fears and aspirations. I guarantee you, the very people you look up to once stood in your shoes with the same concerns you are faced with and can offer guidance on not only the work itself, but on how they handled the mental aspect of shifting into leadership roles and support you along the way. A leadership coach can also help you work through challenges as they arise. 

5. Visualize Success AND Failure

Imagine yourself succeeding in vivid detail, embracing the rewards and challenges. How do you, your career and your family stand to benefit if you were extraordinarily successful in a leadership role?  

Similarly, visualize scenarios where things don't go as planned. What would be, in your opinion, the worst-case scenario? Visualize the likelihood of it happening - and then your resilience. Would you actually crumble? It’s doubtful. What resources would you have to have in place to minimize this impact, both at work and at home?  

All of these strategies take some time to make an impact. I highly recommend them to anyone who might one day aspire to lead – even if it is months or years down the road. The better prepared and more informed, the better anyone will feel about their decision to take on (or not) a leadership role.  

I also think it’s important to put into perspective that leadership is like any other aspect in life. It is fraught with challenges, and fear, whether of success or failure, but these factors are a natural part of life. Whether it be leadership or anything else: letting these fears dictate our choices can hinder growth and limit potential. By understanding the nuances of fear, challenging limiting beliefs, and taking deliberate steps to confront fears, aspiring leaders can step boldly into the next phase of their careers, whatever that may look like.  

Emergent Leaders Newsletter/042/How Narrative 360s Propel New and Emergent Leaders Forward

As new leaders step into their first leadership roles, the path ahead often shrouds in a mix of excitement and trepidation. They're eager to make an impact, yet the weight of responsibility can be daunting. Enter the narrative 360—a highly effective, yet under-utilized tool designed to shed light on the path forward towards leadership success. 

What’s a Narrative 360?

Imagine if you could step into the shoes of everyone around you at work. A narrative 360 does just that—it’s a process that allows you to see yourself through the eyes of those you work with. Here's how it works: 

A 3rd party (i.e., moi, your leadership coach!) seeks feedback from a pre-selected group of your peers via a confidential conversation (most often by phone) to gain as many different perspectives as possible. For example,  

• The Team's Perspective: Some or all your direct reports provide feedback on how you lead, communicate, and support them. 

• Your leader's View: Your boss weighs in. They share insights on your decision-making, problem-solving, and overall impact on the team. 

• Peer Insights: Your colleagues—those you work alongside—offer their perspectives. They share thoughts on your collaboration skills, influence, and contributions. 

• Client or Customer Feedback: Lastly, if you work directly with clients or customers, their input is also often included. This reflects how they perceive your service, communication, and meeting their needs. 

The process of Narrative 360’s gathers all these viewpoints into one comprehensive picture of your leadership style. It's like creating a mosaic with pieces from different perspectives, forming a clearer image of who you are as a leader. What emerges is not just a picture but a roadmap—a clear guide to areas for growth and development. Together with your coach, we create a plan to focus a key areas that surfaced and check in to ensure the intended change is created over a few short months through adjustments in habits. 

Most people read this and will generally fall in one of two trains of thought:  

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

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

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

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

What can a narrative 360 do for you? 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Emergent Leaders Newsletter/041/The Art of Self-Advocacy for Career Success

Have you ever looked around your workplace and wondered why some individuals seem to effortlessly climb the ranks of leadership while others appear to be stuck in the same role for what feels like an eternity? The frustration of being passed over for promotions can be demoralizing. So, what sets apart those who ascend the leadership ladder quickly from those who seem to hit a career plateau? Many think that working harder is the solution, when in fact, it has nothing to do with getting promoted (if you’re already a high performer). 

So, what could be holding you back? If you find yourself stuck in a professional rut, several factors might be contributing to your stagnation: 

- lack of visibility 

- limited skills 

- reluctance to step outside comfort zones 

- inadequate self-promotion 

- absence of mentorship or guidance 

Out of curiosity, how would you rate yourself on each of the factors listed above? If not high, don’t worry because there is a single remedy that could address most of these: Advocating for yourself!  

I know what you’re thinking: “I don’t want to come across as arrogant.” or “I don’t know how to talk about my achievements without sounding sale-sy.”  

I get it. But you also need to get this: while humility is an admirable quality, are you open to the possibility that you may be leaning on it too much? Underselling yourself will hinder your progress. And while you might be excelling in your current role, if your accomplishments go unnoticed by higher-ups, it's really challenging for them to consider you for promotions. It’s the same for any business. A business owner could have the best product, but if no one knew about it, how would they make any sales? How could they continue to thrive as a business without marketing its product?  

My challenge for you is this: Try looking at your work-self like you would any other product on the market. How much marketing are you doing to elevate your product? Is it any surprise you’re not getting the results and attention you need to scale your career as you envision it for your future self? 

There are several ways to authentically advocate for yourself without feeling like you’re compromising your values and integrity. Here’s how you can get started:  

First, you’ll need to decide what you want for yourself. Develop a career growth plan by defining your short-term (2-5 years) and long-term career goals (10 years +).  

If you have a solid professional relationship with your boss, share your plan with them. Have them pick at it, ask questions. The idea is about shedding light on things you might not have thought about while also softly advocating for yourself by making your intentions known. Then, create a roadmap with actionable steps to achieve them. For each milestone in your plan, you should include aspects of the following 9 strategies:  

1. If you don’t already have a growth mindset, you will have to start cultivating one now! This means:  

- embracing challenges as opportunities for learning and growth;  

- viewing setbacks as temporary obstacles, rather than permanent roadblocks;  

- staying curious and continuously seeking ways to improve yourself. 

- focus on the skills and knowledge needed to reach your next goals. 

There are a ton of resources out there, but you don’t have to read the whole library to learn them all. Extend yourself some grace and patience, just as you would to a good friend. Focus on what’s directly ahead and don’t expect to change overnight – growth takes time.  

2. Don't wait for others to recognize your achievements. Articulate your value proposition confidently and assertively. This will require confidence, clarity, and tact to ensure you are heard and taken seriously (this is why having a clear vision of your career goals will help!) But “How do I advocate for myself without sounding pushy or full of myself?” you ask? Here are some things for you to try:  

- when discussing your accomplishments or ideas, emphasize the value they bring to the team or organization. 

- use specific examples and metrics to prove the results of your work. 

- frame your achievements in terms of how they benefit the company's goals or bottom line. 

- When discussing your achievements, mention the contributions of your team members or collaborators. 

3. Request feedback from supervisors, peers, and clients to gain insights into your performance and areas for improvement. I do this all the time with narrative 360’s for my clients. By asking for feedback (and acting on it), you are showing your willingness to grow and improve AND growing your network of supporters in the process.  

You can even go the extra step and acknowledge the support and guidance you have received from mentors or colleagues and/or pay it forward and offer to provide similar type of feedback for another colleague. 

4. When highlighting your accomplishments or sharing ideas, use "I" statements to take ownership, however balance this with a focus on teamwork and collaboration. For example: "I led the project team to achieve our goals." Or “While I took the lead on this initiative, it was the collective expertise and creativity of our team that brought it to fruition.” 

5. Prepare elevator pitches by developing concise and clear statements about your skills, achievements, and career goals. These "elevator pitches" can be useful in networking events, performance reviews or casual conversations about career growth. Practice delivering these pitches in a confident yet humble manner (i.e., refer back to point #5). Be ready to deliver it on a moment’s notice - you never know when you’ll bump into someone who could potentially support you on your journey. 

6. Show professionalism, respect and integrity. This means staying out of the office gossip and drama loops completely – even if working with friends. Avoid speaking negatively about colleagues or taking credit for others' work. Maintain a professional demeanor in all interactions, whether with supervisors, peers or subordinates. Respect the perspectives and contributions of others, even when advocating for your ideas. The idea here is that you demonstrate that you are a model for leadership presence and behavior, which makes it easier for the higher-ups and decision-makers to picture you in such a role. 

7. Cultivate positive relationships with colleagues, supervisors, mentors, sponsors and other industry professionals. Mentors and sponsors are particularly excellent resources for those who aspire to scale the corporate ladder and can offer some valuable insights on the inner workings of the company so that you can better understand what is truly valued by the leadership team.  

Engage in meaningful conversations, offer assistance and express genuine interest in others' work. People won’t necessarily remember your accomplishments, but they will always remember how you made them feel during your interaction. Once you’ve nurtured those relationships, you can then leverage your network for career advice, opportunities, and referrals.  

8. Ask for opportunities rather than favors. When seeking new challenges or responsibilities, frame it as a desire to contribute more to the team. This will help prevent you from sounding entitled or expecting special treatment. 

For example, you can frame your request as such: "I'm interested in taking on a new project that aligns with my skills and interests. How can I get involved?" 

9. Last, but certainly not least, be true to yourself and your values. Advocating for yourself doesn’t mean pretending to be someone you're not. Your authenticity will shine through, and you will earn respect when you seek ways to be in service of others.  

While some individuals may seem to ascend effortlessly, their journeys were often also studded with dedication, resilience, and a commitment to growth, which encompasses many of the similar challenges and inner turmoil you might also be experiencing right now.  

Remember, your career path is unique and comparisons to others can be counterproductive. Focus on developing your skills, seizing opportunities for growth, and advocating for yourself. With persistence, determination, and a clear vision of your goals, you too can achieve the leadership levels you aspire to. 

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

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

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

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

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

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

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

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

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

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

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

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

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

Red Flag #3: Micromanaging rather than empowering.

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

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

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

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

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

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

Enhanced Team Performance  

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

Improved Employee Morale and Retention  

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

Increased Innovation and Creativity  

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

Stronger Relationships and Trust  

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

Sustainable Success and Legacy 

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

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

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

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

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

Emergent Leaders Newsletter/032/Taking Charge of Your Career Satisfaction

As a leadership coach, I've observed a couple of common threads among those who are unhappy in their current roles: 1) the lack of self-awareness around personal fulfillment (which I covered in my previous newsletter) and 2) the tendency to externalize the responsibility of their happiness. This means blaming everything and everyone else for their discontent. Essentially, they wait for good things to happen to then rather than make them happen. 

It's common for individuals to tie their happiness to external factors such as job titles, promotions, or the validation of others. The danger with this approach is that these elements are often beyond our control, leading to a perpetual cycle of dissatisfaction and discontent. Waiting for external circumstances to dictate our happiness can create a sense of powerlessness and frustration. The irony of it is that using external factors to dictate our state of happiness will often backfire – because in doing so, we tend to compare ourselves and what we have to others. And there will ALWAYS be someone with more credentials, higher income, greater networks and contacts, better job titles, and so on. 

So, what types of things are within your control when it comes to your own career satisfaction? How can you increase your work/life satisfaction even if you don’t love where you work now?  

In preparation for the new year, this week’s newsletter explores the transformative power of internalizing this responsibility by making more intentional choices and choosing to step into the new year with a mindset geared towards personal fulfillment. Below I list some strategies to help you get started and have you feeling more in control of your career and life satisfaction:  

Taking Ownership of Your Happiness  

The key to unlocking career satisfaction lies in taking ownership of our own happiness. This involves a shift in mindset from a passive "things happening to me" perspective to an active "I am in control" stance. Instead of waiting for the perfect job or external validation, individuals can make intentional choices to shape their careers in alignment with their values and aspirations. You might not even be aware of all the career possibilities that exist. Research, ask questions, learn new skills and be open to different ideas. 

Living Intentionally  

Living intentionally means making conscious choices that align with your values, passions, and long-term goals. This is really at the crux of the coaching I do. Helping my clients envision how they need/want to show up and help them create habits that will bridge the gap so that they feel more in alignment with their vision. This can be as simple as identifying your values – what's profoundly important to you. (If you don’t know how, I have a “life values” activity on my webpage: https://www.aspiretomore.ca/persprofdev-resources). Living more intentionally when it comes to your career could also involve setting clear career goals, pursuing skill development, or seeking out new challenges that push you beyond your comfort zone. By taking deliberate steps to shape your professional journey, you empower yourself to create a fulfilling and meaningful career.  

Mindfulness and Reflection  

Being mindful and regularly reflecting on your career journey are powerful tools for enhancing happiness. Being mindful allows you to "be present" in the moment, which then allows you take pause to appreciate what you have, what you've achieved thus far and process new challenges to learn the most from them. Reflection on the other hand, provides insights into what truly matters to you, helping you make informed decisions about your career path. If that seems too challenging, then perhaps simply asking yourself “What do I want my days to look like?” every day to hone that vision, so that you can then act towards it. 

Building a Support System  

Navigating your career journey alone can be challenging. And relying on family and friends who only know you to be a certain way can stifle your ability to think about your career on a grander scale. Reach out to someone who is living out the career that you aspire to have. Ask questions and get them to challenge your assumptions. Building a support system of mentors, peers, or a career coach can provide valuable guidance, perspective, and encouragement. Surrounding yourself with a positive and supportive network can reinforce your commitment and will be essential when charting new waters. 

Setting Intentions  

Consider setting intentions rather than resolutions. Intentions are about the mindset and direction you want to cultivate in the coming year. Reflect on what truly brings you joy in your career, identify areas for growth, and set intentions to step into actions that align with your values.

Regardless of the direction you choose over the next year, stepping into it with a mindset of personal responsibility for happiness can really be transformative. By internalizing this responsibility, making intentional choices, and living with purpose, anyone can shift from a state of discontent to a more fulfilling and satisfying career.

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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/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/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.

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

Read time: 8 minutes 

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

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

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

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

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

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

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

Assumption #1: Micromanagement is necessary for success.  

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

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

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

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

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

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

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

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

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

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

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

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

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

Fix #5: See fix #3. 

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

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

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

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

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

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

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

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

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

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

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

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

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

Did any of these assumptions resonate with you? 

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

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

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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/013/Conquering Impostor Syndrome by Overcoming Maladaptive Habits to Thrive in Your Leadership Role

A recent conversation with a prospective client prompted me to focus this week’s newsletter about a common root cause of many maladaptive leadership behaviors and habits I see in my coachees.  

Impostor syndrome is a topic that seems to come up often in my conversations. Not only brand-new leaders, but with more experienced ones also. Because most people know what impostor syndrome is, I’ve chosen to focus a greater portion of this week’s article on the impact of the resulting maladaptive leadership behaviors and habits that leaders develop to cope with their insecurities. When left unchecked, the impact of imposter syndrome can be significant and far reaching within organizations and for the individuals experiencing it. I will also go through ways to work past the internal struggle so that aspiring (and existing) leaders can learn to more confidently lean into their leadership roles. 

What is impostor syndrome?  

Impostor syndrome is an internal struggle where individuals believe they are not as capable or deserving of their achievements as others perceive them to be. They often attribute their success to external factors such as luck, timing or the help of others, rather than acknowledging their own skills and abilities. Impostor syndrome can also involve dismissing one's own accomplishments and downplaying their significance. Even when faced with evidence of their competence and achievements, individuals experiencing impostor syndrome tend to feel that they are simply "getting by" or that they are not qualified for the positions or accolades they have received, leading to persistent feelings of inadequacy.  

How the internal “impostor thoughts” of leaders manifest outwardly within the workplace 

Some believe that impostor syndrome is something that goes away with experience and that it’s experienced solely by new or new-ish leaders. This simply isn’t true. Research on the subject found that approximately 80% of CEOs and 82% of Director-level leaders experience impostor syndrome.  

To mask their insecurities and gain a perceived sense of control, a leader with impostor thoughts will typically learn to adapt by instilling some habits that will steer the individual away from tasks that trigger their insecurities and discomfort, which also means avoiding or putting off certain aspects of their leadership responsibilities.  

Regardless of the leader’s rank or level of experience, impostor syndrome can manifest in behaviors such as:   

• struggling shifting their focus, time and effort from transactional-type work to more management-related issues. 

• doing all the work and struggle delegating; 

• micro-managing; 

• constantly doubting their decisions; 

• second-guessing their strategies; 

• setting excessively high standards for themselves and others,  

• striving for perfection in their work;  

• becoming overly critical of any perceived mistakes or shortcomings; 

• constantly moving goalposts;  

• avoiding the initiation of any type of strategic planning work.  

Why is impostor syndrome worth addressing? 

The behaviors mentioned above are a small sample of how the impact impostor syndrome is rarely limited to the leaders experiencing the impostor thoughts. When leaders doubt themselves, it can create an environment of uncertainty and insecurity (i.e., lower the psychological safety within a team). Numerous studies and surveys have highlighted the negative consequences associated with leadership insecurity and impostor syndrome.  

Here are some examples of the impact of insecure leadership within the workplace: 

1. Decreased Employee Engagement: Insecure leaders often struggle with decision-making and seeking input from their team members. This can lead to decreased employee engagement.  

2. Reduced Team Performance: Insecure leaders may be reluctant to delegate authority and empower their team members fully. This can limit opportunities for growth, innovation, and collaboration within the team, ultimately impacting overall performance.  

3. Increased Turnover Rates: Insecure leadership can create an atmosphere of uncertainty and instability, leading to higher turnover rates. Employees who feel unsupported, undervalued, or lacking growth opportunities may seek new employment elsewhere.  

4. Impaired Organizational Culture: Insecure leaders often struggle to foster an inclusive and supportive organizational culture. When leaders doubt their own abilities, it can create an environment where employees feel undervalued and unsupported. In contrast, organizations with confident and authentic leaders tend to promote a positive culture that values open communication, trust, and collaboration. 

5. Missed Opportunities for Innovation: Insecure leaders may hesitate to take risks or explore new ideas due to their fear of failure or being exposed as incompetent. This can result in missed opportunities for innovation and growth. Research conducted by the Center for Creative Leadership suggests that impostor feelings can hinder leaders' ability to think creatively and take calculated risks. 

By acknowledging and addressing impostor syndrome, leaders can better foster an atmosphere of trust, authenticity, and empowerment, enabling their teams to thrive. 

But it’s not just about the impact on the organization. Impostor syndrome can be a huge limiting factor on the individual’s level of career satisfaction and success: 

1. Limits career growth out of fear of being promoted to yet another level of incompetence; 

2. Limits income growth because they’re too afraid of taking the next career step. 

3. Leads to crippling perfectionism: they hold themselves to such unrealistic expectations that they overthink, over prepare and over work. 

4. Induces or amplifies feelings of inadequacy because of the 3 previous points. 

5. Leads to missed opportunities because they give up at the first sign of a struggle. They think to themselves, “If I was smart enough, this would be easy.” They give up or don’t even try because they expect to fail. 

6. Leads to overwhelm because they won't ask for help out of fear of looking incompetent. 

According to Dr Valerie Young, a leading expert on impostor syndrome, the only difference between someone who experiences impostor syndrome and someone who doesn’t is their mindset. For example, a person who has impostor moments and tends to fear making mistakes. In contrast, an individual who experiences little to no impostor thoughts tends to be open to the idea of making mistakes. Dr Young says in no way is the experience of impostor syndrome a reflection of one’s level of intelligence, ability or potential. Rather, it’s one’s interpretation of their feelings that they then translate into a negative thought-cycle, which leads to insecurity.  

So how does a leader move forward while experiencing impostor thoughts? 

It’s important to point out how talking about it and normalizing the concept can take away some of the anxiety or shame around the experience of impostor “moments”.   

One strategy is to embrace authenticity as a leader. To overcome impostor syndrome and become a better leader, it is essential to recognize that being yourself does not negate your ability to lead; it enhances it. Authenticity builds trust and allows others to connect with you on a deeper level. When you show vulnerability and acknowledge your imperfections, it humanizes your leadership, making you relatable and approachable. 

A leader with impostor thoughts can also work on reframing their thoughts. Instead of dwelling on self-doubt, focus on your strengths, achievements, and the value you bring to your role. Surround yourself with a support network of mentors, peers, or coaches who can provide guidance and reassurance. Remember, you were chosen for your leadership position for a reason, and your unique perspective and skills are valuable assets. 

Dr Young also recommends taking a step back and looking at the bigger picture. It is absolutely normal to experience heightened emotions in certain situations. She explains that your body’s physiological response to excitement and short-term stress is the same. Rather than associate negative thoughts with all the feelings that come with this physiological response, choose the more positive thoughts. For example, rather than say “I’m so nervous. This is terrifying!”, reframe by saying “I’m so nervous. This is exciting!” With time, your brain will start believing the thoughts you let it think. You have the power to choose how to interpret the “feels”.  

Having a structured schedule in place to ensure you create space for all your leadership responsibilities (including a block to address things that inevitably come up) can go a long way to setting you up for success. Knowing you have a plan to tackle everything you need to address not only gives you a greater sense of control and peace of mind, but it also creates a constancy within the team which contributes to psychological safety. 

Individuals may never eliminate the impostor thoughts, though those who learn to navigate them with time and practice tend to more confidently step into their leadership roles and learn to co-exist (and even turn down the noise) of the anxiety that naturally occurs when leading. 

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If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

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

Emergent Leaders Newsletter/011/Common Phases of Leadership Development: A Roadmap for Aspiring and Emergent Leaders

Read time: 5 minutes  

The intention of this week’s newsletter is to help bring a little more awareness and hopefully, clarity, to the phase of your leadership journey so that you can focus your effort and energy on meaningful and relevant habits to help you grow to the next level. 

Several clients come to me because they feel like they keep getting passed up for promotions but don’t know why. Others reach out because they feel like they are barely treading water in their new leadership role. Unfortunately, too few of their bosses or entourage have the courage to tell them the truth. When the limitations are technical in nature, it’s easier for them to provide more direct feedback. However, when it is behavioral or “soft skill”-related, the answer they often get for not getting the job is “It’s not your time yet.” While that may be the case, it is rarely helpful in providing guidance for the individual to better prep for the next opportunity.  

Despite the lack of obvious guidance, individuals in these positions have more power than they realize. Soft skills gaps in leaders at various ranks can be addressed with a shift in mindset and a few habit changes IF the leader is open to the possibility of learning the skills that will help them successfully lead. In either case, the new or aspiring leader will first have to stop doing things that led them to their current level of success. I know it sounds counter-intuitive, which complicates a rather simple concept. But this will need to happen to make space for new, more efficient and effective habits. The speed at which the learning will occur will depend on their openness to the process, as well as the amount of practice they incorporate into their day.  

While there are many models of leadership development out there, a popular and one of the more specific ones is the "Leadership Pipeline" model, developed by Ram Charan and his colleagues. The model describes how leaders typically progress through what they call the “6 leadership passages” as individuals advance in their careers. 

Inspired by Charan and his colleagues’ work, and my experience coaching leaders at various ranks these past few years, I’ve further broken down the leadership journey into 8 passages, and included key descriptors of the typical leader’s mindset at each phase, how the leader typically leads, and what they need to do to evolve to the next phase of leadership: 

1. Managing Self: At this initial stage, the individual is not yet leading others, but is seen as your typical high potential team member. They are primarily focused on developing their own skills and competencies. They are often perceived as individual contributors who are reliable, diligent, and detail oriented. They may struggle to delegate tasks because they know the work will get done faster or “better” if it is completed by themselves. They may also struggle to take on broader responsibilities beyond their immediate area of expertise out of fear of failure. To evolve to the next phase, they need to develop a broader perspective and start thinking about how their work fits into the larger picture. 

2. Managing Others: At this stage, the leader may be more open to collaborating and may even begin to take on more responsibility for managing projects. One of the major differences between this phase and the last one is that the individual begins to look up from their own work to see a slightly bigger picture. We see a shift from perfecting their technical skills to allow more time and focus on developing their interpersonal skills and helping others. While there is more of an openness to collaborate and delegate, they may still lack the “know how” to do so effectively. To evolve to the next phase, they need to start thinking more strategically about their team's goals and how to align them with the larger organization's objectives. 

3. Managing Managers: At this stage, the leader is responsible for managing other managers or team leaders. They need to be able to delegate effectively, manage the social dynamics between team members when conflicts arise, and ensure that their team's work is aligned with the organization's overall strategy. They may struggle to let go of their own technical ability and to trust their team leaders to make decisions. At this level, I often see that leaders are more willing to delegate – but will only do so to team members they trust. While they may be willing to delegate, they may also be perceived as micro-managers. To evolve to the next phase, they need to develop a more strategic mindset and focus on developing the capabilities of their team leaders. 

4. Functional Manager: At this stage, the leader handles an entire function or business unit. They need to be able to set strategic direction, allocate resources, and manage a complex portfolio of projects and initiatives. The strategic piece is a common obstacle at this stage in their development. They may struggle to balance competing priorities, especially when they don’t have a sharp vision of the direction of the organization. Again, they may still struggle to delegate effectively to their teams, or consistently across different teams. At this point, I also find that clients tend to struggle letting go of being the go-to between team functions. To evolve to the next phase, they need to develop a more holistic view of the organization and learn to collaborate effectively with other functional managers, and trickle down the learning to empower their own team members to collaborate without having to be the sole go-to for communication between different teams or departments. 

5. Business Manager: At this stage, the leader is responsible for managing a business or profit center. They need to be able to drive revenue growth, manage costs, and make strategic investments to drive long-term profitability. They may struggle to navigate complex regulatory or market environments or to build strong partnerships with external stakeholders. I’ve also found that clients in this phase find they are having to juggle too many priorities at once and getting all their teams to buy into the vision, and ensuring that the vision is communicated all the way down to entry-level employees. To evolve to the next phase, they need to develop a more strategic perspective and to build strong relationships with key customers, partners, and regulators.

6.  Group Manager: At this stage, the leader is responsible for managing multiple business units or product lines. They need to be able to balance competing priorities, allocate resources across different areas of the organization, and build a strong culture of collaboration and innovation. I often find that while they may successfully lead one unit or product line, they struggle to support consistency across different business units or to drive alignment around a common vision or strategy from all teams. The result is each unit being treated as silo, and initiatives are often disjointed. To evolve to the next phase, they need to develop a more strategic mindset and to build a strong network of relationships across the organization to ease execution of projects around priorities. 

7. Enterprise Manager: At this stage, the leader manages the entire organization. They need to be able to set the overall strategic direction, manage risks, and drive transformational change across the organization. They may struggle to maintain a focus on long-term goals while also addressing short-term challenges or to build a strong culture that supports innovation and risk-taking to not only remain a relevant player in the industry and one step ahead of the competition. To evolve to the next phase, they need to develop a deep understanding of the external environment and the organization's stakeholders, and to cultivate a leadership team that can drive change and execute the strategy. 

8. CEO: At this final stage, the leader is responsible for working with the organization's board, setting the overall vision and strategy, and representing the organization to external stakeholders. They need to be able to manage a complex network of relationships, make tough decisions under uncertainty, and inspire and motivate their leadership team and employees. They may struggle to balance the demands of various stakeholders or to manage their own personal and professional lives effectively. To be successful as a CEO, they need to have a deep understanding of the organization's purpose, values, and culture, and to be able to create an environment that enables the organization to thrive over the long term. Much time is spent shaping their legacy within the organization, and if planning for retirement, some focus is sometimes also spent on leaving an impression beyond their work family and into the industry. 

What to do with this information? 

Do any of these leadership phases resonate with you? If so, which one?  

How does having this awareness around where you stand in your leadership journey help you?  

Where should you perhaps focus your efforts moving forward in your professional development? 

While I typically focus my coaching on leaders finding themselves in phases 1-4, there are many coaches out there who solely focus on the later phases. If you find yourself needing support in any phase, there are multiple other resources at your disposal, which I discussed in my earlier edition of the Emergent Leaders Newsletter, “How to Master Your Leadership Development to Succeed in Any Industry”.  

Of course, feel free to reach out if you need professional development guidance. I encourage you to book a complimentary 30-minute Discovery call to help you gain clarity on your next leadership development steps. Contact details are below.  

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Whenever you are ready, there are 2 other ways I can help you:

1. If you are still looking to further improve your leadership skills, let me recommend starting with an affordable course:

→ The New Leader’s Survival Guide: Time Management 

→  Stand Out From The Rest: Communicate Like An Effective Leader  

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