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

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

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

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

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

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

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

1) Reflect and Assess  

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

• What milestones have I achieved so far? 

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

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

2) Define Your Real Priorities  

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

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

• What type of leader do I aspire to be? 

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

• What do I need to thrive? 

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

3) Set Clear and Specific Goals  

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

4) Create a Well-Structured Schedule  

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

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

5) Guard Your Schedule and Respect It  

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

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

6) Embrace Accountability Partnerships  

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

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

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

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

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

Read time: 6 minutes

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

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

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

Choice of words 

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

Here are examples of ineffective choice of words:  

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

Improved choice of words:  

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

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

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

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

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

Specificity 

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

Here are examples of ineffective blanket statements: 

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

Improved specificity:  

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

Tone and Volume  

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

Here are examples of ineffective tone/volume: 

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

Improved tone/volume: 

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

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

Silence  

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

Here are examples of ineffective use of silence: 

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

Improved communication:  

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

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

Body Language 

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

Here are examples of ineffective use of body language: 

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

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

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

Improved use of body language: 

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

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

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

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

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

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

Emergent Leaders Newsletter/018/Habits that will help new leaders set boundaries to strike a healthy balance between Relationships and Strategic Priorities

I recently posted a poll on my LinkedIn feed to see what people struggle with the most when it comes boundary setting. The outcome of that poll was as follows (and matches what I’m seeing with my clients):  

• 53% Accessibility vs focus time

• 37% Communicating boundaries

• 5% Impact on work relationships

• 5% Other 

One of the major contrasts between successful, experienced leaders and new ones, is the mindset surrounding boundary-setting to focus on strategic priorities. As leaders move up the ranks or take on roles with increasing responsibility, the more strategic planning becomes part of their main responsibilities. Needless to say, if leadership is something you aspire for your career, then boundary setting will be a necessary skill to hone.  

However, as many of my clients and poll responders state, fear of how boundaries will be perceived by co-workers and direct reports can lead them to take a very “soft” approach when it comes to filtering what gets their attention and what doesn’t. As a result, they somehow never seem to find the time to address our true priorities.  

“Lack of time is actually lack of priorities.” — Timothy Ferris 

It's natural to worry about how setting boundaries will be received by your staff. However, keep in mind that communicating clear expectations and boundaries (and upholding them) is crucial for your growth as a leader. It also gives other team members permission to do the same. It creates a positive and productive work environment. Why not be a model for the team by establishing the following habits into your leadership practice?  

Let’s first establish what’s important vs what is less important... 

1. Before we dive into “how” to set boundaries, it is so important to know the “what” and your “why”. What I mean is, before setting boundaries, you need to know what you need to focus your energy and time on over the course of your week vs what can be filtered out. Begin by making a list of things that fall under your role’s key responsibilities. Most likely, things like strategic planning, quarterly planning, forecasting, ensuring projects are on time, delegation, performance management, communication, 1-to-1's, etc. I know, the list goes on. Think objectively. Your list can include important things you’re already addressing and can also include things that you know should be addressed, but never seem to get done. Don’t forget to include health and lunch breaks! 

2. If you compare this list to previous weeks’ schedules, you may notice that you have been doing things that don’t fall under your scope of responsibility. You’ve been doing things out of habit when you really should have been delegating. Delegate as necessary (see newsletters 007 “How to work through your biggest obstacle when it comes to delegating” and 008 “How to successfully delegate so that you can lead without the overwhelm”).  

3. Once you’ve made your list of items that MUST be part of your daily, weekly, monthly routine, decide how much of your time should be spent on each – then add at least 30% as we always tend to underestimate how much time things actually take to complete. Place these time blocks into next week’s and the week after. The idea is that you create a schedule that reflects your priorities, before it gets filled with other people’s priorities.  

4. DM me if you are struggling with this AND/OR if you still have too little time to fit everything in. I can help you through it.  

Now that you’re clear on your priorities and have made space for them in your schedule, the rest will be so much easier. Below are some tips to help you communicate your boundaries in a way that will still leave your team members feel supported. 

Clearly communicate your availability.

Let them know that while you value interactions and relationships, you also need focused time to work on strategic priorities. In fact, if possible, work together so that your focus times coincide so that everyone knows there will be no interruption – even for just 1 hour/day. When possible, let them know what you’re working on, and have them share what they will be working on. Take the mystery and secrecy away and watch how supportive team members become rather than suspicious.  

Demonstrate the importance of setting boundaries by respecting them yourself.  

Avoid sending emails or requesting work during non-working hours unless it's truly urgent. With the increase in companies allowing flexible work hours, some individuals may choose to work outside of the typical 9-5. As a leader, you can ask that no emails be sent outside of those hours. I have clients who like to leave work a little early to be home with their kids after school but will then compose emails later in the evening and schedule them to go out in the morning. When folks don’t expect work-related emails during personal time, it’s much easier for them to “disconnect” enjoy their down time. Show your team that you prioritize their well-being and work-life balance, setting a positive example for them to follow. If you want to be extra kind, when you send an email and expect a response back, let the individual(s) know what time frame you need that response by. Most people will drop everything if the boss asks for something, regardless if it isn’t urgent, potentially halting more important work.  

Schedule Regular 1-to-1s.  

One-to-one meetings are crucial for building strong relationships and providing guidance to your direct reports. Schedule dedicated time for these meetings, allowing your team members to have your undivided attention, with a pre-determined agenda and action-items so that the most is made of the little time you have. These sessions create an open space for discussion, feedback, mentorship and foster a supportive work environment. 

Encourage Casual Interactions.  

While focused work is important, don't neglect the value of casual interactions within your team. Encourage impromptu conversations, coffee breaks, or team-building activities. Be present – and without an agenda, other than to say hello and check in on your people. If you have team members working remotely, check in on them as you would with other team members during these casual interactions. These informal walk-throughs help build trust, camaraderie, and a positive team culture. Consider setting aside specific times or areas for socializing to strike the right balance. And if you are more of the introverted type like me, who loves connecting with individuals but doesn’t naturally think of creating space for social gatherings, collaborate with or delegate the planning of such activities to a team member who get great joy out of doing this type of work.  

Set Boundaries Collaboratively. 

Involve your team in the process of setting boundaries. Conduct a team meeting to discuss everyone's needs and preferences. What does each team member need to be successful? By involving them in the decision-making process, you show respect for their input and foster a sense of ownership. Together, you can establish guidelines that accommodate both individual and team goals. If you do get in the habit of doing this, I would suggest re-visiting it every quarter to accommodate new team members and evolving work demands. 

Leverage Technology and Tools.  

Use technology and productivity tools to streamline communication and optimize your workflow. Encourage your team to use project management tools, instant messaging apps, or shared calendars for better coordination. I find larger organizations are better at this – but small to medium-sized businesses could also benefit. This helps minimize interruptions and allows for efficient communication without sacrificing relationships.  

How to address the persistent “disruptor”. 

Every team has one. An individual who struggles to “read the room” or who has a lot of questions because they may lack the technical know-how or confidence. Create a plan with this individuals, with names and contact info of others they can lean on for support so that you are not the only go-to. These individuals may also require slightly longer one-to-ones to address their questions at first, but with time, they will learn to become more self-sufficient. You just have to facilitate the learning rather than enable the dependance.  

Post a sign on your door – or if working remotely, have an automatic response stating something like: “I am currently unavailable, but will be back online or available at X time.” Most times, you will notice that by the time you do get back to them, they will have figured things out on their own or reached out to other appropriate resources.  

Define what an “urgent” matter looks like.

Regardless of the industry, things come up that really do require immediate or almost immediate attention. Though if left to everyone’s judgement, they will all have a very different take on what “urgent” means to them. Spell it out for them. Create a check list of questions they must ask themselves before they interrupt you or reach out during off-time. Everything else can wait. Also let them know what mode of communication is most appropriate in such urgent cases. For example, making a phone call might be a better option than sending an email and expecting an immediate reply.

Setting boundaries as a new leader may feel challenging, but it's essential for your success and the overall productivity of your team. By addressing your fears head-on, communicating openly, and leading by example, you can strike the right balance between focusing on strategic priorities and nurturing workplace relationships. Remember, effective boundary setting benefits both you and your team, creating a more harmonious and productive work environment. Embrace this opportunity for growth and empower yourself to become a successful leader. 

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/015/How to Master Boundaries As A Leader While Still Creating A Supportive Workplace Environment For Your Team

New leaders are some of the most overwhelmed people out there. I often find myself helping them shift their thinking about time management to help them be more intentional and purposeful about how they spend their precious time – both at work and at home. By creating more alignment between their true priorities and responsibilities, it becomes easier to weed out the rest. But of course, it’s easier said than done. 

When I bring up the topic of boundaries with my clients, I get mixed reactions. About half of my clients nod in acknowledgement, knowing they could communicate better boundaries to get their work done while the other half have serious concerns about establishing boundaries based on pre-conceived notions that creating them will essentially shut them off from their teams. I’m not at all suggesting the latter – but I do encourage setting up selective, temporary “walls” to prevent being burdened by the continual onslaught of demands that overwhelm our new leaders.  

While discussing some learning related to new boundaries one of my clients had experimented with over the week, he had a revelation. “Now I know why my old boss was so selective in what took up his time! I always thought it was a little too “corporate”, but all he was doing was making space for priorities." He continued "That’s probably why when I did have some 1-to-1 time scheduled with him, I had his full attention. He made me feel important, like what I had to say mattered.” While I can’t speak for my client’s old boss to confirm his line of thinking, he does touch on a similar observation some of my other coachees have noticed when they instill their own boundaries. “It enables me to be 100% focused on whatever is in front of me.” said another client. “Boundaries have helped me keep mental clarity to be fully present.” another mentioned. Fact.   

In my opinion, boundary setting (or time management) is an overlooked leadership skill, and it becomes ever more important as leaders move up in the ranks. There will always be demands on your time – and more so as your level of responsibility increases. One major factor that will determine an individual’s ability to handle their new leadership responsibilities – and continue to move up, is that individual’s ability to set (and respect) their boundaries.  

Of course, when it comes to setting boundaries at work, it is important to strike a balance between accessibility and leadership responsibilities. I like to challenge my clients to think about how they manage their time, so here are a few points to help new and emergent leaders understand the benefits of setting up clear boundaries at work, as well as the conditions that can help with successful integration of these boundaries: 

Improved Time Management: Setting boundaries enables leaders to allocate dedicated time for specific tasks and responsibilities. By doing so, they can prioritize their work effectively, which ultimately benefits the entire team. When leaders have ample time to focus on their core responsibilities, they can provide better guidance, make informed decisions, and contribute more strategically to the organization. 

Enhanced Productivity: Boundaries help leaders avoid constant interruptions and context switching, leading to increased productivity. When leaders concentrate on their tasks without frequent interruptions, they can accomplish more in less time. This efficiency allows them to be more available and present during dedicated periods for their direct reports.  

Role Modeling Healthy Work-Life Balance: By setting boundaries, leaders demonstrate the importance of work-life balance to their team members. When leaders prioritize their own well-being and time management, it encourages others to do the same. This helps foster a culture where everyone respects each other's boundaries and avoids burnout. If you're one of those leaders that stays late but insists that your team members don't have to, I can guarantee that more than few go home and experience some guilt about leaving "early" and are less likely to do so.

Encouraging Empowerment and Growth: Setting boundaries doesn't mean being inaccessible or detached from the team. Instead, it allows leaders to empower their direct reports by fostering independence and decision-making skills. By encouraging autonomy within a supportive framework (i.e. regularly scheduled 1-to-1's and huddles), leaders can create an environment where employees feel empowered to take ownership of their work while knowing they can seek guidance when necessary.  

Transparent Communication: Effective boundary setting requires clear and transparent communication with the team. It's important for leaders to explain the reasons behind the boundaries and their positive impact on overall team productivity. By openly communicating about the boundaries, leaders can ensure that their direct reports understand the expectations and feel comfortable approaching them within the designated time limits. Had this been done by my client’s old boss, it could have gone a long way to prevent the weird feelings behind the rigid “open/closed door” hours.  

Scheduled Check-Ins and Support: To address concerns about being accessible, leaders can establish regular check-ins or office hours where they are available for discussions, feedback, and support. By proactively scheduling dedicated time for team interactions, leaders can foster an environment of open communication while still protecting their focus time. 

Daily Scheduled “Sh*t” Happens Time Blocks: To prevent newly, super-intentional and purposeful schedules to stay on the rails, leaders can create brief daily time blocks to address the mishaps: the unplanned yet urgent items that come up throughout the day. While the likelihood of 1 event happening is slim, there are so many of these potential unplanned events that it is highly likely that something will come up. I like to "plan for the worst, but hope for the best." By setting a little time for these things, leaders are much more likely to stay on track with the rest of their day.

It's crucial to emphasize that setting boundaries doesn't mean being distant or cold. It's about creating a structure that allows for effective time management, increased productivity while still creating a supportive work environment. It doesn’t have to be one or the other.  

What boundaries are you ready to set within the workplace to create the work/life balance you need to show up as your best self for your team and family? 

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/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/012/Mastering Communication Touch Points With Your Team: Key Strategies for Leaders to Ensure the Personal, Professional, and Career Growth of Their Team Members

Team members often complain that communication in the workplace is lacking. Emergent leaders on the other hand state they communicate plenty, and struggle to find more time to communicate more. As a result, I’m often asked about how other organizations manage to keep their employees satisfactorily informed, engaged and on track with their projects. Contrary to what many leaders believe, addressing all your team members’ communication needs/concerns doesn’t have to be difficult or complicated. The time you invest in improving communication with and within your team will always pay off. And while there are many other ways to improve communication in the workplace, I have chosen to stick with the three super effective strategies I come across the most with my clients. 

Below I go will go through 3 communication touch points you can adapt and integrate into your workday to improve your perceived communication “score” with your direct reports: 

1) Team huddles (either daily or weekly) 

- some do them weekly, other clients hold them first thing every morning. 

- these are brief, informal and basically serve to set the tone for the week or the day by describing what needs to be completed, and allow for everyone to share where they are at; 

- can improve collaboration between team members;  

- can help break down silos and connect the dots between the work everyone is doing; 

- can provide an opportunity for individuals to ask for help/support; 

- I’ve also seen these used as an opportunity to celebrate wins and/or express gratitude for co-workers; 

2) 1-to-1's (most commonly weekly or bi-weekly)

If you are not in the habit of meeting everyone on your team on a regular basis, you are missing out big time on an opportunity to connect with the members of your team. With practice, most of my clients carry these out in 30 minutes. It takes some getting used to – for both you and your direct reports, but if you are consistent with the structure, the learning curve will be shortened. It is also helpful to inform your direct reports of the structure beforehand so that they can prepare for the meeting. You may also ask your team members for feedback to ensure these 1-to-1’s is at the service of their work. For example, you may ask “How are you finding the format/length of these check-ins?” “How could they be improved?” With time, you’ll all become more efficient at them and will probably be able to shorten the time and structure to best suit both of your needs. 

Below is an example of how a 30-minute 1-to-1 could look like: 

Personal Check-In (5 minutes)  

Begin the meeting by checking in on how your direct report is doing personally, how they're feeling about their work and if they have any concerns or challenges outside of work that might be affecting their performance. Some may open up, others won’t. It’s ok – don't force it. You can also ask questions like: 

• How are you feeling about your workload this week? 

• How are you coping with your workload? 

• Is there anything outside of work that is affecting your ability to focus on work? 

• What can we do to better support you now?  

Progress Check-In (10 minutes)  

This is the time to review progress on current projects or goals, review any upcoming deadlines or deliverables, and discuss any potential roadblocks or issues. You can ask open-ended questions like to encourage more thoughtful discussion: 

• How is the project going? 

• What obstacles or challenges are you facing? 

• What have you tried?  

• What can I/team do to help get you to the finish line? 

Delegation (5 minutes)  

If there are any tasks or responsibilities you want to delegate to your direct report, discuss them here. You can explain the task or responsibility and why you think it's a good fit for them. And probably the most overlooked step here is “painting it done”. What does this project or task need to carry out or look like once completed, in as much detail as you can provide. This isn’t micromanagement because you’re not telling them how to do it, you’re simply being kind by providing them with clarity of what you need upfront. If you can’t describe the final product, you’re not ready to delegate the task nor will you be setting your team member up for success. Take the time to map out a project timeline (include milestones/deliverables with descriptions of what needs to be completed by milestone dates – don't simply give a due date for the final project). You can ask questions like: 

• How would you feel about taking on this task/responsibility? 

• Can you describe for me what you understood from my instructions? (and make any corrections if necessary).   

• What concerns do you have about taking this on? 

• What do you need from me/team for you to be successful with this? 

• What other questions do you have around this project? 

Support (5 minutes)  

This is the time to discuss any resources or supports that your direct report needs to succeed in their role. This might include training, mentorship, or additional tools. You can ask questions like: 

• What is missing for you to feel more confident in your role? 

• What is missing for you to feel more confident about the project you’re working on?

• Are there any areas where you would like more support or guidance? 

Career Development (5 minutes)  

Here, you can discuss any career goals that your direct report has and talk about what steps they can take to achieve those goals. You can ask questions like: 

• What are your short and long-term career goals? 

• What are you currently doing to achieve these goals? 

• What skills or experiences would you like to gain in the next year or two to get you closer to your career aspirations? 

Coaching (5 minutes)  

Finally, this is an opportunity to provide feedback and coaching to help your direct report grow professionally. You can ask questions like: 

• What would you like feedback on? 

• What are some areas/skills you would like to improve upon? 

Overall, this framework provides a balanced approach to ensure your team members feel seen and heard, while also addressing work and long-term development needs in a way that empowers your team members to grow and succeed in their roles. 

While time may feel tight, you can adjust accordingly. Some team members may need more support than others, some weeks may be a little more pressed for time than others due to natural business cycle needs, but the consistency in these meetings is a reassuring contact point for your direct reports and ensures that dialogue is always open with everyone on your team. No one feels left out. No initiative falls through the cracks. 

3) Walk-abouts 

• Help build report with all staff members. Make sure you meet with everyone equally to avoid being perceived as having favorites; 

• Can evolve into coffee or lunch breaks; 

• Create opportunity for casual conversation so that 1-to-1's can be reserved for agenda items; 

• Help grow your network; 

• Grow the breadth of your influence.  

  When inter-personal relationships are actively honed, it not only helps with employee retention and engagement, but it can improve collaboration. As one of my clients put it, “I underestimated how much grace the people I really got to know well at work extend if I mess up or need help.” And he’s not alone in seeing this. When you show that you care about your people and help them succeed, they tend to return the favor – even if you’re the boss. They see you as a human being and want to help the person behind the title.

There you have it! A lot can be accomplished during these communication touchpoints, even reducing the need for focus time interruptions. 

What communication touch point strategies have you practiced with your teams? 

What has it done for the productivity of individual team members and the whole team? 

What challenges are you still experiencing when it comes to communicating with your team? 

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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/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.

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 Leaders Newsletter/009/From Passengers to Drivers: How Encouraging Ownership Transforms Team Members

Read time: 5 minutes 

A challenge many new leaders face is engaging and motivating some team members to meet higher standards without having to micro-manage.  

Drawing the best out of your team is part of your role as a leader. As frustrating as it may be to have to push a team member a little more than you would like, not addressing lackluster performance can expose a critical gap in your leadership skillset.  

While it’s difficult to make a generalization about all of your team members' behaviors or perhaps their lack of sense of responsibility without knowing their specific context, I’ve noticed throughout the years that some individuals simply don’t understand what it means to take ownership of a task because 1) they either never had a someone in their lives model it or 2) it’s never been explicitly explained to them. During my teaching career it was obvious to me which students had the support at home to help guide them through “how to work”. They were the more autonomous students, but when it came to learning responsibility and work ethic, others had a sharper learning curve to conquer and required extra attention and support. Once I started coaching, I started seeing these similar trends in the workplace, however leaders aren’t always as patient when it comes to teaching these skills to individuals on their teams who may ultimately be finding themselves in a position where they either learn them in a short period of time or their job is at risk.  

Let's look at:  

1) what it means to take ownership;  

2) some signs that may indicate a lack of ownership.  

What does it mean to take ownership?  

Taking ownership means being accountable for your actions, being proactive in problem-solving, and taking responsibility for the outcomes of your work. It also means being willing to admit mistakes, learning from them, and making improvements for the future.  

Here are 7 signs and examples that may indicate a lack of ownership:  

1. Blaming others: A team member who consistently shifts the blame onto others.  

2. Lack of initiative: A team member who always waits for others to tell them what to do or does the bare minimum.  

3. Not following through: A team member who doesn’t follow through on their commitments. They may start projects or tasks, but never complete them.  

4. Making excuses: A team member who consistently makes excuses for their behavior or their work.  

5. Resisting feedback: A team member who resists feedback and is not open to learning and improving.  

6. Lack of passion: A team member who lacks enthusiasm or passion for their work may not be taking ownership of their role, or of their own growth and development.  

7. Resistance to change: A team member who resists change or is not willing to adapt to new challenges may not be taking ownership of their own growth and development.  

Again, it's important to note that these signs are not definitive and may have multiple underlying causes. Rather than assume defiance or lack of ambition, I’ve seen this behavior be a result of simply not knowing how to take ownership. Others may lack clarity, leading to a lack of confidence to fully execute the task. Regardless of the reason, if you notice these signs in your team, it may be a good opportunity to start a conversation with the team member in question and explore ways to encourage them to take ownership of their work.  

Why bother?  

Encouraging team members to take ownership of their work and growth is an important aspect of creating a productive and engaged team. If left unaddressed, this type of behavior is contagious and can quickly lead to your higher performers getting frustrated to the point of leaving the team for a higher performing one and can leave others staying and adapting the same passive and unproductive behavior as your disengaged employee. If these reasons weren’t enough to get a handle on the problem, it impacts career opportunities. If you genuinely care about your team members, you will have the courage to be the first person to talk to them about how their behavior or lack of ownership could impact their career progression.  

How do you encourage someone to take ownership?  

1. Set clear expectations: It's essential to communicate clear expectations of what needs to be carried out and how it fits into the larger goals of the organization. When each team member understands how their work contributes to the success of the organization, they are more likely to take ownership of their work.  

2. Provide autonomy: Empower your employees by giving them autonomy to make decisions and act within their roles. This not only helps them feel trusted and valued but also encourages them to take ownership of their work.  

3. Offer feedback and support: With autonomy, it’s important to provide regular feedback and support. This will inform the team members whether they are on track, and then help build their confidence to take on more ownership. During the feedback, also encourage your team members to ask questions and provide them with guidance and resources. While this may seem simplistic, many employees don’t ask enough questions out of fear of looking incompetent in front of their peers and boss.  

4. Recognize and reward: Recognize and reward team members for their efforts and achievements. This not only shows that their work is appreciated but also reinforces the importance of taking ownership of their work.  

5. Encourage collaboration: Collaboration encourages employees to take ownership of their work by allowing them to contribute to the team's success. Encourage employees to work together to solve problems and achieve common goals.  

And last but certainly not least,   

6. Model the behavior: As a leader, it's essential to model the behavior you want to see in your team members. Take ownership of your work, admit mistakes, and show a willingness to learn and improve.  

By creating an environment that encourages ownership and empowering individual team members to take control of their work, you can help your staff feel more engaged, motivated, and productive, which ultimately contributes to the success of your team. With the right guidance, a once passive employee can become one of your superstar team members and be well on their way to a stellar career. 

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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 Leaders Newsletter/008/How To Successfully Delegate So That You Can Lead Without The Overwhelm

Read Time: 4 minutes

If you’ve been hesitating to delegate because you’re unsure of how to approach it, this article was written for you.  

In last week’s newsletter, we addressed the mental blocks or concerns preventing many leaders from delegating to the degree they need to.  

You now know you need to delegate, and you’re “sorta” ready to try it, but it needs to work for you to stick with it. So this week, we look at the “how” to delegate to set yourself and your team up for success. 

Part of delegating properly is delegating to the right team member. When delegating a particular task to a person for the first time OR if they’ve done it before but you always need to rework it, you need to address it with this person.  

It is also imperative that a conversation is had about what the final product needs to look like or what it needs to accomplish. As a leader, it is YOUR responsibility to set each of your team members up for success, and that means ensuring they understand exactly what is expected of them, the level of detail required from their work output and that they have all the necessary tools and resources to get there. You know how demoralizing it can be to proudly submit work only to have it dissected and “fixed” by your boss. Don’t be that boss! Hold your team members capable - once you’re both confident expectations are well understood, you can then delegate with ease.

Here’s how to go about delegating:  

1. Set up a 1:1 with that individual - be kind and let them know why you’re meeting ahead of time. 

2. Explain the project/task as well as how important it is to the bigger picture of the team's work. 

3. Focus on their strengths and explain why you’re approaching them for that task. You trust them and you are confident that they will be successful.  

4. If delegating is a completely new concept to you, explain that you are working on your delegation skills - and that you will be there to support them and assure their success. This means you will be there to let them bounce ideas, brainstorm, provide the necessary tools, arrange for training or whatever else they need to succeed. As a leader actively focused on improving your delegating skills, you will hold them capable, and that means letting them do the work (with regular check-ins) and without “fixing” or re-working on your part. This partnership is an integral part of your growth as a leader. Thank them - and apologize ahead of time for perhaps occasionally reverting back to old habits of taking over. Tell them you will need their help to keep you accountable.  

5. Together, decide on a project timeline, and regularly meet on milestones. Immediately insert these dates in both of your calendars. I suggest going a step further and adding details around what the deliverables are.

6. Together, decide ahead of time what each milestone needs to look like to be considered a success before moving onto the next phase. This means, you describe your vision, then get the team member to reiterate what they understood from your description, using their own words. Adjust as necessary. Use these check-ins for something more than asking “How’s the project going?”. You will almost always get a “good” in response, even though things may be falling apart. To get more out of these check-ins, I recommend asking open-ended questions. These questions require more elaborate answers and are much more likely to give you insight into what’s really going on. For example, you can ask: “What’s working well?” “What’s challenging at the moment?” “What is at risk of falling behind?” “What are your thoughts around getting ahead of this?” “How can I support you?” 

7. Answer any questions they have. Do they have any concerns? Can you help them connect with someone who is knowledgeable in the area and could offer some support? Jumping in to fix, resolve, complete is not always the answer, though it is important that you both feel confident about the path forward before going your separate ways. 

8. Decide how you will celebrate a successful delegation together! This is often a forgotten step yet does so much to build positive and trusting professional relationships with each of your team members. 

If you notice that a team member needs more technical training to be more efficient in their work, create the opportunity and space for them to do the learning at work. Pairing this team member with another while they learn or collaborating with them rather than delegating may be valid options until they are skilled enough to be more autonomous.  

Are you now ready to snap out of doing things you the old way to bring on the increased productivity and peace of mind that come as a result of excellent delegation skills? Sure, you are!  

It will be easier with some team members. If the process still intimidates you, try it with one project, then take a step back to work out what worked well and what didn’t. Chances are, if you execute the steps laid out above, there won’t be much tweaking left to do and your delegation confidence will start to rise. 

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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/007/How to work through your biggest obstacle when it comes to delegating.

When you become a leader, you essentially become a teacher - someone who creates an environment for others to grow, thrive and eventually become more autonomous.  

Many leaders hesitate to delegate. Fortunately, it’s a relatively easy fix – requiring a simple mindset reframe. Here are a few of the most commons excuses I tend to hear the most:  

• “I don’t want to overwhelm my team so I’ll just do it myself.” 

• “I’m really good at doing this – I’ll just do it myself, it will be faster.” 

• “I want to better understand what my team members do.” 

• “If my team does all the work, what will they need me for?” 

• “By doing it myself, I can guarantee the final product quality.” 

• “I want everyone to know how much of a hard worker I am.” 

I totally get it. These are all valid points – but they are also indicative of a delegation skills gap. They are also perceived as reasonable excuses to procrastinate on the work you should be doing. 

Why is this worth addressing? 

• People learn better by doing. So let them “do”.  

• People want to learn. It brings variety to their day and helps keep them engaged in their work. 

• When people increase their skill set, they increase their team’s work capacity. This translates into more projects, and then more money, which in turn, makes you look even more competent as a leader. 

• Your time is limited, which means you can’t do it all. You might think you can, and maybe you can for a while, but it will catch up with you. When you say “yes” to doing something, you are essentially saying “no” to something else.  

• While your head is down doing the work, your leader peers are working on more advanced leadership skills, networking with decision-makers and working on initiatives that will help advance not only the organization’s vision, but also their careers. You are essentially holding yourself back by staying busy doing transactional tasks that should be done by your team. Don’t believe me? Go have a look at your job description and ask your boss about your team’s priorities. How much of your day is spent on advancing those priorities? Another way to look at it is by examining each of your team members’ role descriptions. Again, look at your schedule. How many of your daily tasks belong to your team members? 

Is it possible to delegate AND trust the resulting work? 

Absolutely! I will be going through the “how” in next week’s newsletter. I’m not suggesting that you go cold turkey on the delegation (especially if you want to be able to sleep at night), but if you want to continue growing as a leader, you first need to build your team’s capacity so that you can then delegate. This will create space in your schedule to work on more leadership-type work.  

Reframing the delegation self-talk  

Let's look at a task you know you should be delegating. Identify the concern or resistance causing you to not delegate that task. Verify it factually and then plan accordingly (we will do a deeper dive on this next week). If one of the resisting factors showed up in the most common concerns listed at the beginning of this article, read on for help. 

 Delegation Excuse #1:

“I don’t want to overwhelm my team so I’ll just do it myself.” 

Emergent leader’s typical self-talk around excuse #1: 

I want my team to like me. I want to be helpful. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as their leader is to inspire learning, growth and empowerment.”  

How to move forward: 

I will support each of my team members’ growth and development by encouraging them to learn new skills by whatever means that works for them. I can facilitate their learning by doing my best to remove any obstacles. 

Delegation Excuse #2:

“I’m really good at doing this – I’ll just do it myself, it will be faster.” 

Emergent leader’s typical self-talk around excuse #2: 

I am better at this than they are.  

 Growing leader’s mindset reframe.  Repeat after me:  

I’m good at this and more comfortable doing this than I am at this leadership “stuff”. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as a leader is to create an environment where all of my team members can increase their skillsets and thrive.” 

How to move forward: 

You are probably correct in saying that you are better at it, considering most people get promoted because they are highly skilled. However, as a leader, you have a new skill set to learn. “Check the box” for that skill and train someone else to do it so that you can move onto working on your own new leadership skills. 

Delegation Excuse #3:

“I want to better understand what my team members do.” 

 Emergent leader’s typical self-talk around excuse #3: 

I learn by doing therefore it only makes sense that I practice. 

It makes me uncomfortable to lead people that do things I don’t know how to do. 

Growing leader’s mindset reframe.  Repeat after me:  

“My priority as a leader is not to know how to do everyone’s job, rather it is to create an environment where each team member can fully realize their potential. My job as a leader is also to coordinate the team’s skill set so that the ensemble of their work is better than the sum of their parts.” 

How to move forward: 

While it is important to understand what everyone on your team does, you don’t have to do it at the level or spend the amount of time on things as you currently are. Ensure cross-training occurs between your team members so that if someone needs to temporarily step in, the team can still function without too much interruption. You can help, but you shouldn’t be automatic fill-in. 

Delegation Excuse #4:

“If my team does all the work, what will they need me for?” 

Emergent leader’s typical self-talk around excuse #4: 

I like to feel needed. I want to be in the know.  

Growing leader’s mindset reframe.  Repeat after me:  

“My team needs me to set the vision. They will always need my support, guidance and reassurance. 

How to move forward: 

A highly autonomous, productive and innovative team signals a successful team – and as a leader, I get to set the tone for how it all comes together.” 

Delegation Excuse #5:

As a leader, the way you are “needed” will shift – but it certainly won’t disappear.  

Emergent leader’s typical self-talk around excuse #5: 

By doing it myself, I can guarantee the final product. I don’t trust my team member’s output. It’s so much less stressful when I can predict the outcome. 

 Growing leader’s mindset reframe.  Repeat after me:  

“As a leader, I need to clearly delegate so that each of my team members are set up for success. It is also my responsibility to hold them accountable to the vision we set at the beginning.” 

How to move forward: 

Delegate. Regularly check in. Ask them: “What’s going well?” “What’s getting in the way?” “How can I better support you so that you can succeed with this task?” Notice I didn’t include, “What parts of the project do you want me to do for you?”  

Delegation Excuse #6:

“I want everyone to know how much of a hard worker I am.” 

 Emergent leader’s typical self-talk around excuse #6: 

I want to appear better than everyone else, after all, I am their leader. I should be better at this than my team members. 

 Growing leader’s mindset reframe.  Repeat after me:  

“As a leader, my job is now to make each of my team members shine. My role is to orchestrate.”  

How to move forward: 

By helping each of your team members succeed, you will not only create a more successful team (which will get noticed), but by making each team member feel like a valuable part of something greater, you will also garner support and respect. 

A few other things to keep in mind when it comes to delegation:  

• Delegating isn’t about dumping all the work onto your team members, only to put your feet up and sit back while you watch them struggle.  

• If you don’t delegate, your team’s capacity will stagnate. 

• Leaders who don’t delegate as much as they should are often perceived as micro-managers or as “gatekeepers” of information. These are rarely qualities that lead to promotions. 

• When you are saying “yes” to doing some transactional task, ask yourself “What am I saying “no” to, when it comes to my own list of priorities?”  

Delegating gets easier with practice. In next week’s newsletter, I will provide a step-by-step guide on how to delegate in a way that will further put your concerns at ease so that you can move onto leadership priorities.

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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.

Emergent Leader Newsletter/004/Using Clarity To Beat Procrastination And Increase Engagement At Work

Read time: 4 minutes 

Many would label procrastinators as “lazy”. I think they’re wrong – I think so-called procrastinators simply lack clarity! 

New leaders notoriously squeeze out some aspects of their less familiar leadership responsibilities and fill their time by doing things they are more comfortable with – things they already know how to do, and know they are good at. Though with time, this escapist strategy catches up with them. Some of their leadership priorities don’t get addressed – and this is when the pressure and overwhelm kicks in.  

SO, what’s the REAL problem with procrastination? 

We’ve all beat ourselves up at some points (or many – no judgement!) for not acting quickly enough on some project(s). What emotions surface with knowing you didn’t live up to expectations? Some may experience frustration, embarrassment, anxiety, insecurity, resentment, among others. These emotions drag us into a negative loop. And in turn, this loop shuts us down and works against future productivity, resulting in a downward trend in our work output, our mood, our relationships, ….  

“I work a LOT but can never seem to get ahead...” 

When staring at a seemingly growing list of to-dos, which type of “task tackler” are you? Do you... 

1. choose the most urgent item, but only under the high pressure of a looming deadline?  

2. pick the thing that will take the least amount of effort and time to complete? 

3. “lose” the list all together and forget about what you should be doing by completing other tasks on autopilot? 

4. suddenly get fed up with the list and commit to working extra hours over the next few weeks to finally tackle it? 

Either choice will lead to you feeling productive but only for a brief period. What you need to ask yourself when looking at your extensive list is: “What will get me closer to satisfying my priorities and achieving my goals?” Rather than simply crossing off everything on the list, you need to be more intentional about HOW you spend your time.  

Being disciplined in how you prioritize your time is necessary to get what you need to get done and reduce the chance for procrastination to kick in. To be able to prioritize, you first need clarity around what’s truly important for your success professionally and personally. 

Gaining clarity on your goals/responsibilities (What needs to get done?) 

To move past the noise of all the to-dos, first determine your priorities. This will figure out which items on your list should be addressed first (if at all). Ask yourself these questions: 

• What is the reason for my role? 

• What would help make me successful at my role? Which deliverables do I need to take ownership of? 

• What tasks on my list relate to my role? Which ones should I delegate?

• Which ones are irrelevant and could be removed from the list - or at least saved for later?

Now, of the tasks related to your role, place them in priority/urgency. Base your decision on facts: realistically, what should be done first? When should it be completed by? We can relieve a lot of pressure by looking at our list objectively. Otherwise, we tend to create false unrealistic deadlines in our minds or underestimate how long tasks take to complete. 

Often, we also feel compelled to check things off our list simply because they’re there. If we can gain clarity around what’s important/urgent, can be delegated, pushed out and dropped, we can greatly reduce the length of our to-do’s, which is motivating. Shorter lists make it easier for us to focus more of our attention on fewer things.  

Gaining clarity on your values (What do you want to get done?) 

The ticket to motivation is having your to-dos aligned with your values. Sure, not ALL things are fun. Sometimes we really do just need to buckle down and get things done. But the more awareness you have around your values, the easier it is to decide what should truly be deserving of your time and attention.  

Take a moment and look at that daunting list of to-dos of yours and again, ask yourself these questions:  

• Is there something that’s been on my list for what seems to be forever?  

• Is there a particular project or task that just gets pushed back or never seems to get addressed? 

• Without thinking of the process, which task, if completed, would relieve the most pressure and bring you the most sense of completion, satisfaction and accomplishment? 

• Is this item a remnant of an old wish list I can now let go of?

• Is this aligned with my values and life goals? If not, What’s preventing me removing it from the list?

• Is the timing of this appropriate?

Timing your to-do's 

• Before rushing to set times in your calendar to get things done, reach out to others who may need to be involved. Make sure they also have the time/resources that match your proposed timeline to complete your project. 

• Once confirmed, put things in your calendar – and respect these time blocks as you would someone else’s schedule. This includes the final goal, milestones, expectations. For each time block you have scheduled, break down your projects into manageable chunks and make sure to be clear about what needs to be completed during that time. By including the desired outcome in your notes, you take away the time you would spend just thinking about what you should be working on and can get right to work. 

• Time your tasks for times you are most likely to be in flow with them. For example, I am a morning person and therefore prefer to do more detail-oriented tasks earlier in the day, while leaving more creative tasks for afternoons/evenings. Some tasks just feel more natural to complete at certain times of the day. Work with this to help you gain momentum.

• Post the final goal where it is visible so that you are constantly reminded of what you are working towards.  

Next time you struggle with procrastination, hit the “pause” button and take the time to think through your list to ensure the items that appear on it are in service of your goals and priorities.  

Then shift your focus from “frustration” to the “why” and the “how” to complete your task. This will help you be well on your way to a more productive day. 

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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/003/How To Sustainably Carve Space To Thrive As A New Or Emergent Leader

Read time: 5 minutes

Individuals new to leadership roles are often left to their own devices when it comes to figuring out the “how to be” piece of leadership. As anyone would, they lean into their comfort zones when under stress and resort to doing what they know – not necessarily what is best. One of the key components to being an effective leader is being able to manage your time to address all of your priorities, while maintaining a work/life balance that works for you in a manner that is sustainable.

The problem with time management with new leaders often stems from trying to approach how they manage or spend their time as a leader, the way they did as a “do-er”, which almost always leads to wasting a lot of time doing things that no longer apply to their new role.  

As a leader, it’s important to realize that your priorities shift. And to thrive in your new role as a leader, you will have to also shift the way you spend your time – right out of the gate. 

Why is this a problem? 

Because leadership burnout is no joke. The stats are alarming, as stated in PositiveGroup.org’s article.

We often dismiss busyness (or even pride ourselves on it), attributing it to just a normal part of life – especially when leading. Though the thing about burnout is if you aren’t pro-active in managing your time and life, your body and mind’s health will eventually hit a wall and force you to re-evaluate your current lifestyle.  

If supporting your health isn’t convincing enough for you, then perhaps the fact that burnout affects your overall productivity (and reputation as a leader) would do the trick? 

Why aren’t more people attentive to how they spend their time?  

New leaders in particular struggle with this. The learning curve is steep. They are now not only responsible for their own work, but for the work of others, therefore the stakes are higher – and so is the stress level. With their heads down, they, at best, survive the adjustment period. More learning or professional growth is often likely the last thing on their minds.  

I often get "Oh, I would love to get coaching, but I don't have time right now."  I get it, but that statement makes as much sense as saying “I’ll get my butt to the gym once I get more fit.” 

Putting off re-evaluating “how” you work is completely understandable if the following statements apply:  

• You are in the weeds of the first 3 months in their new role; 

• You feel completely content with your work/life balance; 

• Your team is running efficiently and producing the required quality/quantity of work; 

• Your team has no complaints about their work/life balance. 

However, if you are NOT able to check all these boxes, then you are or will most likely get comfortable by adapting and settling into some inefficient habits, such as working longer hours (#1 most common go-to strategy of struggling leaders I work with), but then the problem becomes:  

“My team is fine - I don’t need coaching or development.”  

Right. Let's go check in with your team members and see how they really feel about that statement. 

So, how can you shift from managing your time as a “do-er” to a leader?  

It really comes down to being more intentional and purposeful with your time – your most precious resource. This means aligning all your daily activities with your priorities. As a leader, you should structure your schedule to contain items that will only help move the needle on priorities. When at home, it would mean reducing activities that serve only to “kill” time and replacing them with those that bring you joy and fill your buckets so that you then have the energy to show up as your best self. 

Things to try at work: 

• Get clear on your priorities.  

• Acknowledge that your team members are also human and have limited time to work on things. Determine no more than 2-3 priorities to be your team’s radar over the next quarter. Though before setting these in stone, contact various stakeholders and/or departments to ensure they also can support your priorities during each quarter. Timing is super important. Set yourself (and your team) up for success. There is no point in setting goals if you won’t have the resources to achieve them.  

• Identify who will be in charge of what. This will make it much easier to keep your team members accountable. Determine what success would look like for each task.

• Create project timelines and figure out very specifically what needs to get done/by when. Involve your team in this journey. Sure, you might have experience and be able to do it faster, but as a leader, part of your job is ensuring your team members’ growth. With time, it will also increase your team’s workload capacity. 

• Once your project timelines are set, add them to your calendars – along with specific deliverables. 

• Fill in with regular 1-to-1 check-ins with each of your team members to ensure progress is made. These not only give you the opportunity to chat and get to know each of your direct reports better, but they also open the door to safe conversations for each of them. *Ensure these 1-to-1's aren’t simply about project progress. Check in with your team. Are they getting what they need from you to succeed? How are they doing in general? These touchpoints will help avoid unpleasant surprises when projects come due. 

• Adjust as needed. 

Things to try at home: 

• Are you going through life on autopilot? Or are you intentional about what deserves your time and attention over the course of the day? Are you feeling stuck or stalled? 

• Are you numbing the weight of the day with unproductive or harmful habits that drain your energy and stamina? 

• As you would at work, decide what your priorities are. Once you gain clarity on these, it makes it so much easier to then decide how you should spend your time.  

• Perform a schedule audit. What are you spending your time off on? What habits could be eliminated to make space for better ones? 

• Begin replacing the time some of the bad habits that don’t “fit” your priorities. For example, do you lose yourself in the false reality of tv shows for endless hours? Nothing wrong with that AS LONG AS it doesn’t interfere with your ability to move your life forward in a meaningful way. Ask yourself what’s missing from your life? What do you wish you had more of? Incorporate more of those things. 

One of the key components to avoiding burnout is having a sense of control over your work and life. By spending time figuring out what your priorities are, you are then better able to actively manage your life, giving you a better sense of control. 

If this is something that you are interested in delving a little deeper into, I have created a simple step-by-step course “The New Leader’s Survival Guide: Time Management” (link below) to not only help you get to the core of what’s profoundly important to you, but also how to structure your schedule so that your priorities and responsibilities are addressed in a way that is sustainable and that will allow you to thrive as an individual and as a leader.  

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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/002/Holding Your Team Members Accountable without the "ick"

Read time: 5 minutes 

If your employee is repeatedly not performing to the level you are expecting, you may be partly to blame. 

Here is the problem: I would be willing to guess that you believe that you give clear instructions when delegating AND/OR you’re avoiding going through with the consequences of an unfulfilled performance management plan (if there is one in place) – either way – it’s not them, it’s you. 

Don’t believe me? 

How many of the following strategies do you employ to mitigate the effects or gaps in the less-than-stellar quality of work output from your weakest performer? 

• Do you tend to put in a few extra hours to clean up their work yourself? 

• Do you tend to avoid delegating higher-stakes tasks/projects to certain individuals? 

• Do you continually skip over the same individuals’ name when promotions come up? 

• Do you exclude certain people’s input or take it less seriously than others’ on the team? 

• Does your energy shift in a negative way in a particular individual’s presence? 

When leaders come to me about an under-performer on their team, my first question is always. “Have you explicitly communicated your concerns with this employee?”. Shockingly (well, not so much anymore), the answer is often “not really”. 

What’s at the root of most under-performers?  

The truth is most employees don’t even know that their work is sub-par. Not kidding. It’s that simple. While they may feel that something is off, they are often left in the dark about how their boss really feels about the mediocre quality of their work. The most common clues they get that signal to something isn’t quite right, come from noticing they aren’t included in major projects or being used for significant tasks. With time, they notice that they are constantly being passed up for promotions, or worse yet: they are let go!  

In fact, here is how most people handle the under-performing employee:  

• They avoid the conversation all-together (they talk themselves out of thinking they are the right person to have the conversation with the employee in the first place);  

• They justify the undesirable result with reasons that are out of their control (for example, the individual was sick or away) and convince themselves that whatever factor got in the way this time won’t be a factor next time. 

• They find reasons to delay (this can be hidden behind excuses like “I need more info,”; “I’m just waiting to another individual to get back to me.”; “I don’t want to disrupt them in their work,”; “I don’t have time right now.” “I don’t think they mean anything by it” and “I’m sure it will get resolved with time and experience.” 

• They face it head-on but it’s awkward, rushed and nothing is really done to educate or prevent deficient performance from happening again in the future. 

Now, before you start being too hard on yourself, just know you are not the alone. The majority of small to medium organizations don’t have a process in place. And unfortunately, because there is no process in place, the unproductive cycle persists.  

Here’s how I would handle it: 

1. Make the decision that from now on, you will take pro-active measures to ensure that the quality of work that comes back from all team members is exactly what it needs to be. 

2. Next, if you don’t already do this, set up regular weekly or bi-weekly 1-to-1's with all your direct reports. Book a time in your calendar, send them a calendar invite, along with brief talking points. By meeting more regularly, you can be more proactive about checking in on work you delegated. It also provides an opportunity for your team members to ask questions and ask for support required to be successful. To make this possible, you will most likely be best to block this time in your schedule (and theirs) well ahead of time (like, in quarterly batches). 

3. Prepare yourself mentally for the meeting. Take a few moments before the meeting to ground yourself. People tend to reflect the energy of others they engage with. As the leader, you get to set the tone for these meetings.  

4. Clear assumptions/labels you hold about each of your team members. We’re not as good at hiding our emotions as we would like to think we are. I have yet to meet someone who wakes up in the morning with the intention of ruining their boss’ day. Step into these conversations with the assumption that the other person is doing their best with the information they have. Don’t assume they “just know”. 

5. When the meeting begins, go over the talking points and make clear that this is a 2-sided discussion. Both sides will have an opportunity to ask questions and gain clarification around expectations. Let’s face it. Both sides want to be successful, and that’s usually dependent on successful completion of the task or project. See each other as allies after the same result rather than me vs them.  

6. To make sure there is a clear understanding of what is expected, do what Brené Brown calls “paint it done”. Describe in detail what the final task/project should look like, then ask the other person to describe what they picture in their minds from your description. Adjust as necessary. It is MUCH easier to hold someone accountable when expectations are clear (and documented). 

7. Ensure both parties walk away with what they need from the conversation and plan/book the next chat before the next project milestone to avoid any surprises. 

With time, you may be able to lift your foot off the pedal with some of your team members as they learn to work in a way that satisfies the organization’s needs. Though keep in mind, these 1-to-1's is not just for your own peace of mind. They are a way to ensure you regularly connect with each of your team members to support them so that they can do their best work, reducing the need for difficult conversations down the road. 

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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/001/How To Lead Difficult Conversations Like A Pro

Read time:  5 minutes

If you are holding off having difficult conversations with your team members, your team could be performing at a higher level. 

Here is the problem:  

Most clients I work with have no idea how they could improve, yet they have been referred to me because of performance issues. WHAT?!? That is right. I work with new and emergent leaders to help them develop their leadership skillsets so that they can succeed and thrive in their roles. And at the root of many of the skills gaps is either the unwillingness to lead difficult conversations or the lack of know-how to hold space for frank discussions. 

If you one day aspire to lead higher up in the ranks – or simply want to lead highly effective teams, the ability to hold space for difficult conversations is a skill that is very desirable and respected.  

Why is the inability to hold a difficult conversation a problem in the first place? 

One reason is to be able to intercept when a problem arises, such as performance issues on your team, lack of progress or results on a project, problematic behaviors, or unhealthy dynamics on the team. Left unchecked, with time, any of these issues will erode any positive team culture, productivity, trust, and bottom-line results – which, let’s face it, will be interpreted as a result of your leadership (or lack of). 

While for the team member in question, the consequences may involve being passed up for opportunities for more responsibility and growth – both professionally and financially and may even lead to being let go.  

So why not just have the conversation in the first place? 

You are paralyzed by fear. When we do not feel confident in a skill, such as holding the space for difficult conversations, we tend to focus on everything that could go wrong and wiggle our way out of going through with it. With my clients, the following reasons frequently come up:  

• They are afraid of hurting the other person’s feelings; 

• They are afraid of how the other person might react; 

• They are afraid of turning someone against them. 

All valid concerns HOWEVER, here’s what I also know to be true: if the critical conversation is not had, the problem will no longer be about the team member. The negative attention will eventually shift to you and your inability to lead effective teams. 

How should you hold space for difficult conversations? 

Mindsets reframe: 

• Remember: the rest of your high-performing team will appreciate the fact that you are not letting a poor performer erode the team’s efforts OR that unhelpful habits will not become a distraction to the excellent work your team does. 

• If having a difficult conversation with someone that is based on facts turns them against you, that is their business. Not yours.  

• Avoiding difficult conversations has never led to a higher sense of loyalty from a valuable, high-performing team member. It only breeds complacency from those who already limbo under the bar of “acceptable” quality work.

• If the conversation is based on facts, the repercussions will be on the positive side. Everyone will move forward more effectively. 

• By having the conversation, you are avoiding similar situations in the future, thus freeing up your time for more important things, such as providing more outstanding value to your team.

Preparing for the conversation:  

• Communicate what the expected behavior/performance/quality of work is in the first place. While it may be obvious to you, it may not be for all your team members. Set the expectation for everyone and then hold them to that standard from now on. 

• Understand that as a leader, you are there to support your all of your team members in pursuit of their success. Be present and check in regularly. 

• Document instances where the individual was off-track – and how it impacted on the team’s ability to perform. Sometimes going through the “why” helps some individuals better understand how their work matters in the bigger picture and can be a huge motivating factor in their future work.

• Book the conversation for a time when you both have enough space to prepare and discuss. Do not stun the individual. When you book a time in your calendars, fill them in on what the meeting will be about. Keeping them guessing will only have them imagining the worst – or blind-side them, neither of which will work in your favor.  

• While you should not stay attached to any outcome from this conversation, be clear in your mind what it is that you need the other person to walk away with. What are the non-negotiables? What is up for negotiation?

In the moment:  

• Be mindful of the energy you bring into the space. If you cannot keep your emotions, body language and tone in check, then you cannot expect the other individual to keep theirs under control either. People tend to mirror others they are in conversation with. If you appear calm and collected, they are more likely to remain that way also. 

• Before stepping into a potentially tension-filled conversation, clear up any assumptions you have about the person in front of you. In fact, the only thing you should assume is that they are doing their best, and that you both want to succeed. By removing any labels or assumptions, you will bring a completely different energy into the conversation.  

• Enter the conversation with a curious mindset and listen. Seek to understand rather than finish their sentences. If the other party truly feels heard and understood, they are again, less likely to react emotionally. 

• Offer the individual the opportunity to ask clarifying questions. Think of this as a 2-way discussion that will not only serve to better set them up for success in the future but will also help you better understand what they need to succeed.  

• Together, create a clear plan of action for the period until your next meeting. Not only should you paint a clear picture for them, have the other person re-iterate in their own words to ensure they fully understand what is expected.  

• Practice with team members that may be less prone to react negatively before going about it with a more serious conversation. 

By getting into the habit of having an open and regular constructive conversation with all your team members, it will significantly reduce the need for more “difficult” conversations in the future. 

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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.