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

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

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

Here are some networking strategies to explore: 

Emphasize Authenticity  

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

Value Exchange  

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

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

Integrity and Transparency 

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

Long-Term Perspective 

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

Personal Connection 

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

Feedback and Reflection  

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

Mentorship and Sponsorship 

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

Professional Boundaries 

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

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

Emergent Leaders Newsletter/051/Strategies for New Leaders to Manage Diverse Skill Levels

Diverse skill levels within a team can lead to perceived imbalances in workload and favoritism, depending on how the gap is handled. For new leaders, managing a skills gap is a delicate balance between nurturing low performers while not overburdening high performers.

Understanding the Skill Divertsity Spectrum

Here’s what this difference often looks and feels like within the workplace: 

Low Performers  

• Struggle to meet expectations,  

• Consistently require more guidance and support, 

• Lack confidence, 

• May be perceived by the rest of the team as receiving undue leniency, leading to feelings of resentment from team members, which then leads to division within the team.

Middle/Average Performers  

• Consistent and reliable but may feel overshadowed or neglected,  

• Tend to fly under the radar because they don’t stand out in any way, which contributes to disengagement or stagnation. 

High Performers  

• Excel in their roles,  

• Often become the go-to individuals for critical tasks, 

• This can lead to burnout and feelings of unfair treatment among their peers. This resentment also often leads to division amongst team members. 

Now, you might think the solution is easy: simply “Let the lower performers go!” However, studies have shown that when a “bottom” is removed, it will quickly be replaced by another.  This doesn’t in any way mean you’re destined to have to tolerate under-performers. It means you must be very intentional about how you tolerate and manage the lower performers to elevate the team’s bottom line. Every situation will require (and deserves) a swift, yet fair assessment to properly figure out the best fit next course of action. Approaching the situation with an open mind is your best bet.

Indicators of imbalance amongst Team members

As a leader, be vigilant for these signs that might show an imbalance of workload within your team: 

• Workload Disparity: High performers consistently receive more challenging tasks, while low performers get simpler assignments. 

• Resentment and Morale Issues: Team members express frustration about perceived preferential treatment or lack of recognition. 

• Burnout: High performers showing signs of stress or fatigue due to constant high demands.

• High turnover: Team members are often leaving for other opportunities. Your department feels like a revolving-door. 

• Stagnation: Middle and low performers not showing progress or growth, feeling disengaged from their roles. 

Strategies to help Level (and elevate) the Playing Field

To manage a team with diverse skill levels effectively, consider these actionable strategies: 

1. Offer Transparent Communication with ALL team members 

Holding regular one-to-one meetings with all team members to understand their needs, aspirations, and challenges is a great start. You can use the time to communicate expectations and provide current feedback. These meetings are also a fantastic opportunity to share additional necessary information each team member needs to do their jobs well.  

2. Offer Tailored Professional Development Plans 

Create individualized development plans that address each team member’s strengths and areas for improvement. Team members mentally check out when they don’t feel the learning is relevant to them. Synchronous learning (where a large group is taught the same thing at the same time) is phasing out and we are seeing a much greater demand for "a la carte” professional learning and development opportunities and delivery methods. Be open to allowing team members to learn in ways that resonate with them.  

3. Delegate with Purpose and Foster a Collaborative Culture 

Rotate responsibilities to ensure all team members have opportunities to tackle challenging and routine tasks. Pair high performers with low performers on projects to foster mentorship and knowledge sharing. This also has the added benefit of reducing the likelihood of disruptions when a team member leaves on holidays or for extended periods of time or there is a gap in the team until new hires are on-boarded and brought up to speed with their responsibilities. 

4. Recognize and Reward 

Recognize achievements across all levels, celebrating both small and significant milestones. Ensure rewards and recognition are based on merit and improvement, not just high performance. It makes success feel achievable for all members, which in turn entices them to perform at the highest levels. 

5. Set Clear Goals and Metrics 

Unfortunately, I’m finding that this level of clarity is only given once a leader perceives a performance issue. Giving this type of directive provides all team members with an equal framework to be successful when clear, achievable goals are aligned with their skill level and potential. Use metrics to track progress and hold everyone accountable - right from the start.  

The impact of Ignoring the issue

Leading a team with diverse skills sets is hard, but so is leading a disgruntled team. To quote Keith Craft, you get to “Choose your hard”.

Here are some factors to consider should you choose to not address the skills imbalance on your team:  

• Decreased Morale because of team members feeling undervalued or overburdened, which can lead to low morale and high turnover. 

• Reduced Productivity as discontented and burnt-out team members can significantly affect overall team productivity and performance. 

• Stagnation, affecting the team’s ability to innovate and adapt. 

• Erosion of trust in leadership due perceived favoritism, damaging team cohesion and collaboration.  

Inferior performance can be contagious. Unfortunately, most people would rather leave their current job provide the feedback to anyone who has the power to make the necessary changes. If you’re a leader, don’t be fooled. If your team is quiet, you should be concerned and ask more questions. 

Managing a team with diverse skill levels is undoubtedly challenging, but with the right strategies, you can create a balanced, productive, and harmonious team environment. By fostering transparent communication, tailored development, purposeful delegation, and a collaborative culture, you can honor each team member’s learning journey and ensure fair treatment for all.  

Emergent Leaders Newsletter/039/Reframing Leadership Coaching and Professional Development as A Strategic Investment for Long-Term Success

In the fast pace of today’s corporate world, the phrase "time is money" has never rung more true. Every decision, every investment, every resource allocation is scrutinized for its immediate impact on the bottom line. However, in this quest for short-term gains, there is often one vital part that gets relegated to the bottom: professional development. 

As a leadership coach, I've seen firsthand the repercussions of undervaluing employee development. It's a story echoed across industries—the "high" cost of professional development is often cited as a reason for dropping it to the bottom of the list of priorities. When budgets tighten, it becomes one of the first areas to face the chopping block, often considered a “nice to have” rather than a necessary piece for the organization’s success. And I get it. Many times, a lot of money is spent on one-off “transformative” events. At the end, everyone walks back to their corners and the material collects dust, and little value is retained. However, not all professional development programs are built the same.  

What if I told you that reframing how we view professional development could be the key to unlocking not just individual potential, but also long-term cost savings and sustainable growth for your organization? 

According to an analysis by Cornell University, a host of HR experts agree committing resources to employee learning and development brings a wealth of benefits to the organization. And the numbers speak for themselves: 

• Employees are significantly more likely to stay with a company that invests in their growth and development. A staggering 94% express a willingness to remain longer when they see their organization dedicated to their learning journey. 

• Career advancement and growth opportunities are on the minds of 76% of employees. Investing in their training not only keeps them motivated but also instills a sense of purpose and drive, ultimately boosting their performance. 

• Nearly half of new hires—40%—are inclined to leave within the first year unless they receive substantial training and education from their employer. Investing in their skills development can be the key to retention. 

• A whopping 74% of employees feel they are not reaching their full potential without adequate training from their employer. Imagine the untapped talent waiting to be unleashed with the right resources in place! 

The Cornell analysis also reveals that companies proactively offering learning opportunities can see a remarkable 218% increase in income per employee compared to those without formalized training programs. Furthermore, such companies boast 24% higher profit margins, showing a direct correlation between investment in employee development and financial success. 

From a leadership standpoint, the advantages are clear. Organizations that prioritize cultivating the next generation of leaders through learning initiatives are nearly two and a half times more likely to achieve their performance targets. 

The Cost of Neglect 

There is unfortunately a common misperception that professional development is a drain on resources. But the truth is, the cost of neglecting employee growth and skill enhancement can far outweigh the investment needed. Again, I will say, selecting the right program is key.

Loss of Talent

Employees, especially the ambitious and driven ones, seek growth opportunities. Without avenues for development, they may seek greener pastures elsewhere, leading to turnover costs that can be significantly higher than investing in their professional growth within the company. For example, we know that the cost of replacing a mid-level employee is approximitely 150% of their yearly salary. In Canada, the average mid-level corporate employee salary is just over 105k. The cost of losing talent is no joke. And if you keep losing your high performers and best employees, you’re settling for mediocre performance and nurturing an environment primed for a perpetual uphill talent battle. 

Diminished Productivity

Skills become outdated, processes evolve, and technologies advance rapidly. Employees who are not equipped with the latest knowledge and tools will find themselves lagging, leading to decreased productivity and efficiency. And since your driven, high-performerming employees have left, good luck getting the ones who stay behind getting on board any new initiative – unless they are particularly passionate about the project. 

Stagnant Innovation

A workforce that isn't encouraged and expected to learn and adapt will struggle to innovate. In today's competitive landscape, innovation is often the differentiator between companies that thrive and those that falter. If the organization is comfortable with the status quo, it will quickly fall behind. Gone are the days where “But this is the way we’ve always done it.” is acceptable.

Reframing the Narrative 

So how do we shift the narrative from viewing proper and customized professional development as a "cost" to recognizing it as a profitable strategic investment? Here are some compelling arguments: 

Boosted Employee Morale and Engagement

Investing in and making space for your employees' growth shows them that you value their contributions and are committed to their success. This boosts morale, leading to higher engagement levels and a more positive workplace culture. 

Enhanced Retention and Recruitment

Talented individuals are drawn to organizations that offer opportunities for growth and development. By investing in your employees, you not only keep valuable talent but also attract even more top performers looking for a company invested in their future.  

Adaptability and Resilience

A well-trained workforce is better equipped to navigate challenges and changes in the business landscape. They can adapt to innovative technologies, industry trends, and market demands, ensuring your company stays ahead of the curve.  

Improved Customer Satisfaction

Employees who are confident in their skills deliver better customer service. Investing in their development directly impacts customer satisfaction, leading to repeat business and a positive brand reputation. 

Tips for Implementation 

Now that I've highlighted the benefits, here are some actionable tips to help organizations (or even stand-alone teams) integrate professional development into their strategic planning: 

1. Create a Development Culture: From top leadership to entry-level positions, everyone should be encouraged and expected to pursue growth opportunities. Make learning part of your company's DNA. Don’t be like many organizations who unfortunately only offer it to folks once they’ve achieved a certain “rank”. 

2. Tailor Programs to Individual Needs: You know the dreaded professional development sessions, where everyone gathers into a large room waiting to be “transformed” after a single workshop? What are the chances that these folks walk out of that room experience lasting change? Next to zero. Not all employees have the same goals or learning styles. Offer a variety of development paths, from workshops to online courses, to coaching to allow for a more personalized growth plan. When people are given control over their own growth, they are much more likely to be engaged in it. Learning becomes more meaningful and more likely to be acted on. 

3. Set Clear Expectations and Goals – and follow up: Employees should understand how their development aligns with organizational objectives. Set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for professional growth – and not just in service of the organization they work for, but to grow their own skill set to be better positioned for future opportunities. 

4. Measure and Communicate ROI: Shockingly, very few do this. How often have you been sent to a professional development session and come back to put the papers you collected at the event sit on a shelf to collect dust? Track the impact of professional development initiatives on key performance indicators such as productivity, retention rates, and innovation metrics.  

5. Allocate Budget Wisely: Professional development doesn't have to break the bank. Many organizations have implemented excellent cost-effective options, such as internal mentoring programs, cross-departmental training, or using online learning platforms. To ensure maximum learning and benefit, I would also strongly suggest reaching out to a coach to ensure follow-through and to monitor progress if the leader doesn’t have time to do it. There are so many new coaches out there that are extremely impactful in their work and are willing to work for a fraction of the cost as they grow their own skillset. 

I see so much un-tapped potential in organizations. I urge you to reconsider professional development not as a short-term expense but as a cornerstone of your company's long-term success. By investing in your greatest asset—your people—you set the stage for a more resilient, innovative, and competitive organization and pave the way for a brighter future for the company and individual employees alike. Professional development isn't just a line item in the budget, but a strategic imperative that propels organizations towards greater heights of success. 

Emergent Leaders Newsletter/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/025/Listening Skills 101: How to Identify and Avoid Being a Bad Listener

Have you ever been told that you...   

• often look pre-occupied?  

• have selective hearing?  

• avoid eye contact?  

• look bored?    

Or do you often catch yourself...  

• interrupting others or finishing their sentences?

• offering unsolicited advice in the form of “help”?  

• talking about yourself more than you ask about the other person?  

• step into a conversation with firm assumptions about the other person?  

• forget key details from conversations?  

• rush conversations to get to the next thing?  

• generally struggling relating to team members?  

If you're a leader and any of these tell-tale signs resonate with you, keep reading. I'm about to explain to you the difference between “hearing” and “listening”.   

Many leaders assume they are good listeners, but often they are referred to me because they exhibit some common habits, such as those listed above, which may indicate that they have a listening problem. Once they understand the distinction between simply hearing and the active engagement required of listening, it is often transformative for their leadership journey.  

Here’s the issue: Most leaders think they're pretty good at communicating and engaging with their team members. They hear words and respond accordingly, but are they truly listening?  

Unpacking the distinction between Hearing and Listening  

Hearing is automatic, involuntary, and purely sensory. Listening, however, is an active, intentional process. Listening involves paying attention, comprehending, and interpreting the message being conveyed.  

Why is this distinction crucial for leaders?  

Enhanced Understanding   

Listening allows leaders to understand not just what is being said, but also the underlying emotions, concerns, and motivations. It's about grasping the full context of a message, including other cues, such as body language, that accompany the words to allow the listener to fully read between the lines and "get" the message.  

Improved Relationships   

Effective listening builds trust and rapport within your team. When team members feel heard, they're more likely to communicate openly and feel valued.  

Informed Decision-Making   

Leaders who truly listen gather more data and perspectives, which can lead to better-informed decisions and solutions.  

Conflict Resolution  

Active listening is an invaluable tool for resolving conflicts. When individuals feel heard and acknowledged, it's easier to find common ground and reach mutually agreeable solutions.  

Below I list some simple strategies that can help leaders become more mindful listeners.  

Be Present in the Moment  

As a leaders, you are often juggling numerous responsibilities. But when engaging in a conversation with team members, be present in the moment and give your full attention to the person speaking. This simple act demonstrates your respect and commitment to the conversation.  

Ask Open-Ended Questions  

Open-ended questions invite others to elaborate their thoughts, allowing them to paint a more accurate picture. They encourage more meaningful dialogue and invite team members to share their thoughts, feelings, and ideas more freely as opposed to closed-ended questions, that elicit a simple "yes" or "no,". Next time you want to draw more information out of a team player, opt for questions that start with "what," and "how".  

Practice Empathetic Listening  

Empathetic listening involves not just hearing the words spoken but also understanding the emotions behind them. By being a better listener, you will more easily foster deeper connections and be better able to address the underlying needs of your team.  

Avoid Interruptions and Judgments  

Resist the urge to interrupt or jump to conclusions. Let team members express themselves fully before responding. Avoid making judgments or assumptions until you've gained a comprehensive understanding of their perspective.  

Summarize  

This strategy is unfortunately underutilized. After your team member has spoken, take a moment to reflect on what you've heard. Summarize their key points to ensure you've grasped their message accurately and prove you've been listening attentively.

Seek Feedback on Your Listening Skills  

Ask for feedback regarding your listening skills as you would about any other aspect of your work. Your team members' insights can be invaluable for self-improvement. Create an open environment where honest communication is encouraged.  

Lead by Example  

As a leader, demonstrate the importance of listening by regularly actively engaging with your team members. When they see you practicing good listening skills, they're more likely to follow suit. In fact, leading by example should be the approach for all habits and behaviors to wish to see from your team members.  

Effective leadership requires effective listening skills. By actively honing the skills described above, you can build stronger relationships, make better decisions, and lead your team to greater success. So, take the time to truly listen, and watch as the quality of your conversations drastically improves – at work AND at home.   

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

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

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

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

"That's not my department." 

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

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

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

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

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

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

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

"I don't know." 

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

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

How would you compare your customer experience in those scenarios?  

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

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

"That's just the way I am.”  

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

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

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

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

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

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

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

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

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

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

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

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

Why is Networking so Essential for Professional Development? 

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

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

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

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

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

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

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

Which Strategies Are Effective for Growing My Network? 

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

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

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

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

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

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

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

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

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

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

1. adding value; 

2. you are genuine; 

3. you are consistent. 

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

Which networking strategy will you try next week? 

Emergent Leaders Newsletter/014/Why Relying Solely on the Boss’ Feedback Is Holding You Back

In my work with new and emergent leaders, I most often begin a coaching engagement with a narrative 360 to gain wide range of views of the individual’s behaviors, habits and performance at work.  

Why go through the trouble of including so many perspectives? 

When it comes to measuring performance at work, solely relying on pleasing the boss and seeking feedback exclusively from them can be a shortsighted approach. In addition, when the intention behind the work becomes more about looking good to the boss, efforts to connect with the rest of your team members rarely land. Rather, these attempts can be seen as inauthentic, which does little good for your personal brand when trying to build a network of supporters. To truly create a team, the team needs to know that you also have their backs. A solid professional relationship with your peers and direct reports requires as much care and attention as the one you build with your boss.  

I once had a boss like this, and most of her relationships within the team were strained or non-existent. Disengagement with the staff was at an all-time high, and the resentment could be felt right down to the students. This leader’s tunnel-vision, where all decisions that were made were done through a lens of “Will this please my boss?” “Will this make me look good to the executive team?” created a toxic workplace climate. All team members came to understand that the work was less about doing good for the organization and had become more about making the boss appear superior to everyone else. Gross. Unfortunately for her, her tactic backfired. She and the organization “mutually” decided it was time for a leadership change.  

Now, some may argue and say, “If pleasing the boss means achieving the organization’s mandate and goals, then what’s wrong with this tactic?” Do not get me wrong – the “technical” things get accomplished. All the boxes are checked in the short term, though with time, when decisions are made from this self-serving lens, the workplace culture eventually suffers and the people who can leave do so for healthier and happier workplace environments. When tensions are high, people are in survival mode. No innovation takes place. It’s bad for business. Unless you want a workplace filled with individuals who just “clock in” and check out, or are there because they have no other options, then sure, go forth with this mindset! 

Looking good to your boss vs growing as a leader  

Don’t get me wrong, there are many wonderful bosses out there who take the time to provide clear feedback to their direct reports to help them grow as professionals, though I wish there were more of these types of bosses.  

Professional athletes have multiple coaches to offer them different perspectives on various aspects of their skills. To continually improve and excel, they constantly seek out advice from different types of coaches – not only the head coach’s. And those who don’t take advice or coaching simply don’t improve. It’s no different for leaders in business.  

If leaders genuinely cared about their professional growth, they would go through the effort of not only asking their boss what they could do to be better – they would ask those around them whose opinion they value. 

Painting a clear picture of your overall presence and performance at work using different perspectives. 

To help new and emergent leaders understand the benefits of including feedback from a wide variety of stakeholders, with the intention to grow as a leader, here are a few perspectives to consider: 

1. Limited Perspective: Different stakeholders have unique viewpoints and experiences that can shed light on various aspects of an individual's performance, skills, and areas for improvement. Including feedback from colleagues, subordinates, clients, and other relevant parties provides a more comprehensive and specific understanding of performance.  

2. Bias and Subjectivity: Relying solely on the boss for feedback can introduce bias and subjectivity into the process. Everyone has their own preferences, expectations, and biases. By gathering feedback from multiple stakeholders, you can mitigate individual biases and obtain a more objective assessment of your performance. 

3. Diverse Skillsets and Expertise: Different stakeholders possess diverse skillsets and areas of expertise. Including feedback from various sources allows you to tap into a wider range of knowledge and experience. This can help identify specific strengths and weaknesses, identify skill gaps, and provide valuable insights for professional development you or your boss may not have thought about.  

4. Enhanced Self-Awareness: Feedback from multiple stakeholders can contribute to an individual's self-awareness. It provides an opportunity to gain insights into how their actions and behaviors are perceived by others. Understanding how one's performance impacts different stakeholders enables leaders to make more informed adjustments and improvements in their interactions with all parties. This is an extremely important (and often missing piece) when it comes to further leadership promotions. Feedback on hard skills seems to be easier to deliver than feedback about an individual’s “soft” skills.  

5. Holistic Development: Incorporating feedback from a wide variety of stakeholders promotes holistic development. By considering perspectives from different angles, individuals can focus on improving their overall effectiveness, communication skills, collaboration abilities, and adaptability to diverse environments. This comprehensive approach leads to well-rounded growth and better prepares individuals for future challenges. 

6. Increased Accountability: Asking for feedback from multiple stakeholders creates a culture of accountability. When individuals understand that their performance is evaluated by various parties, they are more likely to take their responsibilities for growth seriously and strive for excellence. This can improve overall performance and drive individual growth. I’ve also noticed through going through the process with past clients that it improves the quality of conversations within the workplace. Though the leader may be the one asking for the feedback, it forces all parties to examine their role in the dynamics. 

7. Employee Engagement and Satisfaction: Involving multiple stakeholders in the feedback process enhances employee engagement and satisfaction. When individuals feel their opinions and contributions are valued, they are more motivated to actively take part and contribute to the work. This leads to higher job satisfaction, increased morale, and improved overall productivity. 

8. Better Decision-Making: Feedback from a wide range of stakeholders provides a richer dataset for decision-making. By considering multiple perspectives, organizations can make more informed decisions about promotions, performance evaluations, and employee development strategies. This can result in fairer and more effective talent management practices. 

I have noticed repeatedly that when I gather a more diverse source of feedback for my coachees, it helps them improve their self-awareness, foster a culture of accountability and continuous improvement, and deepen the quality of workplace dialogue with their team members, all while broadening a base of supporters for the leader. Adopting a more inclusive feedback process ultimately leads to better performance management outcomes and helps all individuals and organizations thrive. Demonstrate – lead by example how to ask and receive feedback with grace. It is an important lesson all members of your team will benefit from.  

How can you integrate a broader range of perspectives to help you paint a more complete picture of your presence and performance at work?  

How do you stand to benefit from using this approach? 

How would your team stand to benefit and learn from it?  

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

→ The New Leader’s Survival Guide: Time Management 

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

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

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

Read time: 4 minutes 

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

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

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

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

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

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

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

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

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

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

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

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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.

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

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

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

It boils down to this:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

If it’s so hard, why bother? 

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

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

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

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

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

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

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

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

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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.

Emergent Leader Newsletter/005/Winning Strategies For Optimal Personal and Professional Growth

Read time: 4 minutes 

Reframing how individuals think and engage in leadership/professional/personal development. 

It's been proven that there is a direct correlation between the openness to self-improve (whether it be personally or professionally) and one’s level of happiness and life satisfaction (read article).  

Since we are not as good at shielding our work life from our home baggage and vice-versa, the growth experienced in one area of our lives will ultimately also positively impact other areas. We therefore know that taking the time to work on self-improvement, especially as a leader - either at home or at work, will inevitably have an overall positive impact on your life, which will in turn create a more positive work environment, happier employees, which then typically translate to higher productivity and quality of work. I consider myself extremely fortunate to get to witness this phenomenon with the growth and the reinvigorated engagement through coaching with my clients every day. When organizations truly value learning and growth in their employees, they will provide each of them (no matter their “rank”), with the time and resources to do it. 

So why do so many struggling employees turn their noses up at the idea of self-improvement? Here are the top 4 reasons I hear about the most. 

1. Assumptions about lack of time: but let me remind you, it’s not about working harder or more – it's simply about approaching your work differently. So do what you need to do to carve out that space on a regular basis – even if it is minimal. Consistency is key! 

2. It requires a certain amount of vulnerability. I absolutely realize that not everyone is in a headspace to be able to shift the needle from surviving to thriving. I completely respect everyone’s journey. But if you are on the fence about dipping your toe in charting your development and growth,  then I suggest that you “just do it!” rather than overthink it.   

3. Access to meaningful personal/professional development opportunities. We tend to think of professional development in terms of technical skills. So-called soft skills can also be learned and are often the tiebreaker in promotions when there are so many equally skilled applicants. These “soft skills” are particularly easy to implement into your workday, and practicing them doesn’t usually add to your workload. Bottom line is, find something that you are interested in learning about or an area you are keen on growing in. Ask your employer what resources are available to you – or what budget is at your disposal should you need to outsource learning. Don’t wait for learning opportunities to come to you. Take charge of your growth journey!  

4. They don’t have access to leaders within their workplace that model this behavior. Learning is very much tied to company culture. If the perception is that no one is doing it, then no one will look to do it. 

As a former teacher who has taken on the role of leadership coach for the past 5 years, I can share tried and tested winning strategies I have seen in my adult students and clients about learning new habits, integrating learning into daily practice that tend to lead to the most significant growth: 

• You must be open to learning and accepting that you can stand to improve. To be open to learning, you must have the self-awareness to admit to yourself “I could do better” rather than perhaps default to “it’s someone else’s fault”. If you aren’t ready to believe that you can and should improve, no amount of self-help or leadership books will help.

• An extension of the previous point, you must have an awareness around your skills gap. If you don’t know, simply ask those around you. After 6-8 people, you should start noticing a trend. Direct your focus in that area for a while. Repeat this process once you feel solid in your new skill. 

• Choose 1 new action item per week or to focus on for a month, depending on the skill. Integrate it into your daily or weekly routine by replacing old ineffective habits with your new and improved skills. Remember: It’s not about working more; it’s about being more efficient in how you work. 

• Create structure around your learning. Make space in your schedule to learn – and commit to respecting that space. Too often, it becomes the buffer time to do things you didn’t get around to doing. Treat your learning as one of your top priorities. 

• Surround yourself with individuals who also want to improve and use each other as accountability partners. 

• Share your learning and grow your circle of influence. I guarantee you that many others would stand to benefit from the learning you are doing.

• Remind yourself often what the learning is about. Some people burn themselves out by earning as many certificates as possible, when in the grand scheme of things, they don’t need all of them. Do what will be of service to you – and keep some space for other things that fill your buckets. 

• Be patient and kind to yourself. No learning is ever perfectly linear. You will hit roadblocks, but you can overcome them and get back on track. Keep your eye on your goal! 

Successful leaders know they can’t do it all. They are excellent at figuring out what their priorities are and having systems in place to achieve them. And you know what? Their skills didn’t magically fall from the sky. While they may not have shared their journey with you, they too had quite the learning curve to climb to get to where they are today. To become the excellent leader you aspire to be, you will also need to create a system or routine to learn and implement your new skills. 

If you aim for a 1% improvement every day – by either integrating new habits, learning from mistakes or missteps and committing to executing differently the next day – you can only improve. Baby steps might feel insignificant but compound your daily steps and they will get you to your goals. 

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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.