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

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

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

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

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

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

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

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

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

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

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

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

Red Flag #3: Micromanaging rather than empowering.

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

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

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

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

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

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

Enhanced Team Performance  

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

Improved Employee Morale and Retention  

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

Increased Innovation and Creativity  

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

Stronger Relationships and Trust  

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

Sustainable Success and Legacy 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Cost of Neglect 

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

Loss of Talent

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

Diminished Productivity

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

Stagnant Innovation

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

Reframing the Narrative 

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

Boosted Employee Morale and Engagement

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

Enhanced Retention and Recruitment

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

Adaptability and Resilience

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

Improved Customer Satisfaction

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

Tips for Implementation 

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

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

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

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

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

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

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

Emergent Leaders Newsletter/038/Optimize Your Team: A Manager's Guide to Handling Under-Performers

Let's talk about a topic that many new (and even more experienced leaders) tend to skirt around: under-performing employees. It's not an easy subject, but as leaders, it's crucial that it be addressed head-on.

Consider this: how many of the following strategies do you employ to mitigate the effects of gaps in the quality of work output from your weakest performer? 

• Do you find yourself putting in a few extra hours to clean up their work yourself? 

• Are you avoiding delegating higher-stakes tasks/projects to certain individuals? 

• Do you continually skip over the same individual's name when promotions come up? 

• Are you excluding certain people's input or taking it less seriously than others' on the team? 

• Do you notice your energy shifting negatively in a particular individual's presence? 

If any of these resonate with you, it might be time for some introspection. When faced with an under-performing team member, the first question to ask yourself is, "Have I explicitly communicated my concerns with this employee?" Surprisingly, many times the answer is "not really." 

The Root of the Issue 

The truth is most employees don't even realize that their work is sub-par. They might sense something is off, but they are often left in the dark about their boss's true feelings about the quality of their work. The common signs they receive are things like being excluded from major projects or overlooked for promotions. Eventually, they might find themselves let go, often without ever understanding why.  

Common Approaches to Under-Performers 

Here's a glimpse into how many leaders unfortunately handle under-performing employees: 

Avoidance 

They simply avoid the conversation altogether, convincing themselves they're not the right person to address the issue. 

Justification 

Others justify the poor results with reasons they believe are out of their control, hoping the issue will resolve itself next time. 

Procrastination 

Finding reasons to delay, whether it's needing more information or waiting for the "right time." 

Awkward Confrontation 

Finally, some leaders do confront the issue head-on, but the conversation is rushed, awkward, and lacks a clear plan for improvement. 

A Proactive Approach 

So, how should leaders handle it? Here's a step-by-step guide: 

1. Commit to Proactive Measures 

Decide that you will take proactive measures to ensure the quality of work from all team members meets expectations. This doesn’t mean re-distributing tasks to more productive team members – it means establishing AND communicating the standard of quality/output to everyone. Though keep in mind that you are working with human beings – they may, on occasion have life circumstances temporarily change their productivity. It would be in your best interest to take that into consideration. The idea is that, over time, each team member will have the opportunity to receive help from other team members’ also.  

2. Set up Regular 1-to-1 Meetings 

If you don't already, set up regular weekly or bi-weekly 1-to-1 meetings with all your direct reports. These meetings offer an opportunity to check in on delegated work, offer support, and address concerns. I recommend splitting the meeting into 2 parts: the leader’s talking points, and the team member’s talking points. Each should bring up their points ahead of time in the agenda.  

3. Prepare Mentally 

Before each meeting, take a moment to ground yourself. Remember, as the leader, you set the tone. Your team members will mirror your energy – if you are distracted, the quality of conversation will remain at the surface level. If you are nervous or impatient, team members might hesitate to bring up certain issues. Remember, this is their time you have set aside for. Give them your full, undivided attention and they will reciprocate with more quality information. 

4. Clear Assumptions 

Release any assumptions or labels you hold about team members. Assume they are doing their best with the information they have. I honestly believe no one gets up in the morning with the intention of doing crappy work. It’s simply that their idea or perception of quality work is different from yours, so you may need to catch them up with your vision and expectation. 

5. Make it a Two-Way Discussion 

During the meeting, ensure it's a two-way conversation. Both sides should have the chance to ask questions and clarify expectations. To further improve the quality of these interactions, I suggest that you ask “open-ended” questions. For example, rather than ask “How’s is the project coming along?” where the answer could be a simple “good”, try asking “Can you walk me through the progress you've made on the project since our last meeting? I'd love to hear about any challenges you've encountered, successes you've had, or areas where you might need more support.” 

6. "Paint it Done" 

Clearly describe what the final task/project should look like. Ask your team members to reframe or explain their understanding. Adjust as needed. Clear expectations make accountability so much easier. 

7. Follow-Up and Plan Ahead 

Ensure both parties leave the meeting with clarity. This means the next action steps will be laid out and the agenda for the next check-in will be created to ensure a smooth transition. Schedule the next meeting before the next project milestone to avoid surprises.  

8. Celebrate progress and successes 

It goes without saying that when giving team members feedback, it’s also important to take the time to acknowledge the good work they do. Recognizing each team member for a specific task or win can be done during the 1-to-1, during a team meeting or through a more formal recognition program, let them know their efforts are valued. Celebrating successes openly within the team not only recognizes individual contributions but also inspires others to strive for excellence. 

Over time, these 1-to-1 meetings can lead to improved performance across the team. By regularly connecting with each team member, you provide the support they need to excel. This proactive approach not only prevents issues but also fosters a culture of open communication and continuous improvement. Remember, addressing under-performance is not about blame; it's about growth and development. As a leader, it is your role to guide your team towards success by providing clear expectations, regular feedback, and unwavering support. 

Emergent Leaders Newsletter/037/Feedback: The Driver of Leadership Excellence

In the fast-paced and ever-evolving landscape of today's business world, effective leadership is more crucial than ever. New and emergent leaders face unique challenges as they navigate their roles and strive to make a meaningful impact on their teams and organizations. Yet, there is consistently one common hurdle that many leaders encounter: the reluctance to give and receive specific constructive feedback. 

In many organizations, the culture surrounding feedback is fraught with fear and apprehension. Leaders, their superiors, and HR departments often shy away from providing feedback out of concern that it may be perceived negatively or trigger defensive reactions. Instead, they tend to resort to infrequent and ineffective vague feedback at yearly performance reviews, missing valuable opportunities for growth and development. 

As a leadership coach specializing in helping new and emergent leaders elevate their skills and habits, I have encountered this challenge repeatedly. However, I believe that reframing thoughts around giving constructive feedback is not only possible but essential for fostering a culture of open communication and driving leadership success.  

Here are five strategies to help leaders embrace feedback and create a culture of open communication within their organizations: 

Highlight the Growth Opportunity  

View feedback as an opportunity for growth and development rather than criticism. By shifting your mindset, you can embrace feedback as a valuable tool for honing your leadership skills and improving performance. And when team member strives to elevate their skills, there is usually at least a couple more that will follow suit, which elevates the entire team. 

Focus on Specific Behaviors 

Provide feedback on specific behaviors rather than making generalizations or judgments about character. This approach makes feedback more actionable and less personal, fostering a constructive dialogue between yourself and your team members. It’s also much less likely to trigger defensive behavior. 

Promote a Feedback Loop  

Emphasize the importance of ongoing feedback conversations rather than relying solely on annual performance reviews. Making these feedback conversations the norm will make it easier for everyone. I encourage very regular check-ins to allow for timely feedback and support, enabling teams to course-correct quickly and drive better results rather than be blind-sided by delays near the deadline. 

Encourage a Growth Mindset  

Foster a culture of learning and resilience by promoting a growth mindset among team members. Through my coaching, I’ve witnessed vaious struggles leaders tend to have with team members - and one of the most frustrating traits they all seem to face, regardless of the field, role, experience - is having to lead someone that does not have a growth mindset (someone set in their ways - unwilling to change because “that’s how they’ve always done it”). So, if there is something that should be of high priority on your leader’s list of things to do, it is this: Openly embrace challenges, learn from failures, and see feedback as a steppingstone to leadership mastery. Regularly talking about these things with your team, and including owning some of your own gaffs can help. 

Lead by Example 

Last but certainly not least - lead by example by soliciting and acting on feedback yourself. In fact, this should be the very first place to start. Demonstrating vulnerability and openness to constructive criticism sets a positive tone for the entire organization, leading to increased transparency, collaboration, and innovation. Model every behavior – from asking for feedback, to receiving feedback gracefully and finally acting on it – and continually asking for further feedback. One comment I always receive when doing 360’s for leaders is at least a couple of their direct reports say they are inspired by their leader’s willingness to commit to self-improvement. THIS is what true vulnerability looks like in the workplace, and it is an admirable quality. 

By implementing these strategies, organizations can unlock the full potential of their leaders and teams. A culture of open communication fosters continuous learning, drives performance and innovation, and cultivates a supportive and engaged workforce. In today's dynamic business environment, all leaders should look for an edge to make themselves and their teams better. Embracing feedback is an important catalyst for growth and development —and it is essential for leadership success. 

Emergent Leaders Newsletter/036/Balancing Grace: Nurturing High Potential Team Members Without Neglecting Growth Opportunities of Others

Leadership often entails walking a delicate tightrope between recognizing and nurturing high-potential team members while also supporting those who may be struggling. However, many leaders find themselves inadvertently favoring high achievers, neglecting the needs of others, and inadvertently perpetuating a culture of favoritism within their teams.

This article delves into the importance of balancing grace, providing guidance on how leaders can cultivate a fair and supportive environment for ALL team members, regardless of their performance levels.  

Understanding Grace in the Workplace 

Grace in leadership refers to the capacity to extend understanding, empathy, and support. In theory, it’s a simple concept. However, any leader knows that it’s never that simple to implement. The challenge is to extend grace to all team members, regardless of their current skill or performance levels, which are rarely uniform across teams. To successfully achieve this delicate balance, a leader has to recognize that each individual brings unique strengths and challenges to the table and understand that growth and development are ongoing processes. 

The Pitfalls of Unbalanced Grace: Perceived Favoritism 

Favoritism can manifest in various ways within teams, often without leaders even realizing it.  

Common signs include: 

• Unequal distribution of resources - Leaders may allocate more time, attention, or opportunities to high-achieving team members, inadvertently neglecting those who are struggling. 

• Blaming the individual - Instead of providing additional support and guidance to struggling team members, leaders may blame them for their mediocre performance, failing to acknowledge underlying factors or systemic issues. 

• Lack of feedback and development opportunities - High-potential team members may receive regular feedback, coaching, and opportunities for growth, while struggling team members are left to fend for themselves, further hindering their development. 

• Exclusion from decision-making processes - Leaders may consult high-achieving team members exclusively, overlooking the valuable insights and perspectives of those who are struggling. 

Do any of these resonate with you? If so, not to worry! Keep reading to find out how you can adapt your leadership habits to be a little more fair to your struggling team members.  

Finding Balance 

Balancing grace requires intentional effort and a commitment to fairness and equity within the team. Below are 5 strategies for leaders to consider integrating into their current leadership practices: 

1. Recognize individual strengths and challenges: Take the time to understand each team member's unique strengths, weaknesses, and growth areas, and tailor support accordingly. They might simply be too afraid to ask for help - ironically, out of fear of coming across as incompetent. 

2. Provide targeted support and development opportunities: Offer additional guidance, training, and resources to struggling team members to help them improve their skills and performance. Start with one skill they are perhaps most interested in learning, and start building their skills (and confidence) from there. 

3. Foster a culture of accountability: Hold all team members accountable for their actions and performance, while also providing the necessary support and resources to help them succeed. For this to work, expectations must be made clear to all team members. I also recommend going the extra mile and describing what a “satisfactory” work would look like vs “exceptional” performance. Why bother? Because some situations will require team members to do work that is just good enough to prioritize more time to other key initiatives and tasks.  

4. Encourage collaboration and inclusivity: Create opportunities for all team members to contribute their ideas and perspectives, fostering a sense of belonging and engagement. When this collaborative environment is created, team members are more likely to ask for help or admit that they aren’t progressing as quickly as they initially thought they would. Life happens to all of us – if people are encouraged to step in and help when needed, everyone wins, and they are also more likely to return the favor.  

5. Lead by example: Demonstrate fairness, empathy, and inclusivity in your own actions and decisions, setting a positive example for the rest of the team to follow. I think I say this in almost all of my newsletters: leaders, YOU are responsible for setting the tone. Don’t just say it, make a habit of consistently showing and exhibiting the same behaviors you expect of your team members.  

Simply by growing their awareness around habits that could lead team members to perceive favoritism, leaders are more likely to engage in behaviors that will work to knock down those beliefs. By cultivating a culture of fairness, empathy, and support, leaders can foster an environment where all team members feel valued, included, and empowered to reach their full potential – though at their own pace, and can unlock the collective talents and strengths of their teams, driving greater innovation, productivity, and success. 

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

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

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

Here goes! 

Lie #1: "I'll get to it later." 

The reality: Delayed support equals delayed success. 

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

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

The reality: The project never truly ends. 

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

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

The reality: Neglect breeds frustration and disengagement. 

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

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

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

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

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

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

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

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

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

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

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

Emergent Leaders Newsletter/034/Leadership Strategies to Enhance Team Buy-In and Reduce Conflict

In the dynamic landscape of leadership, one of the recurring challenges faced by new and emergent leaders is the struggle to gain team buy-in. Through a recent survey, I discovered that a considerable number of new leaders identified "getting buy-in" as the primary source of conflict within their teams. So, in this week’s newsletter, we will delve into the roots of conflicts arising from the lack of buy-in and explore actionable strategies leaders can implement in their day-to-day practices to foster team cohesion while enhancing buy-in for various initiatives. 

Before we delve into the solutions, let's examine the substantial negative impact a lack of buy-in can have on a team’s success. According to a study by Harvard Business Review, teams with low levels of buy-in experience decreased productivity, higher turnover rates, and a decline in overall team morale. Additionally, the lack of alignment with organizational goals and strategies can hinder innovation (or even prevent) the achievement of business goals. 

Understanding the Roots of Conflict When it Comes to Getting Buy-In

So, if getting everyone rowing in the same direction is so important, why is it often so difficult? Below are the 3 most common reasons for lack of buy-in.

Unclear Vision and Objectives 

Ambiguity about the purpose and goals of an initiative can breed resistance. Leaders, it is YOUR role to articulate a clear vision. You can also outline the benefits and impact of the proposed changes. This clarity helps team members connect their individual contributions to the overall success of the initiative. 

Communication Gaps  

Often, conflicts arise when there is a breakdown in communication – especially when it comes to communicating upcoming changes. As a leader, you must ensure transparent and effective communication to convey an initiative's purpose, benefits, and potential challenges. Why is this important? Because a lack of understanding has a tendency to lead to skepticism and resistance among team members. By improving transparency and communication, you will help reduce fears around the unknown and defense mechanisms are less likely to get activated, emotions are less likely to get triggered and productive and effective conversations are more likely to take place. 

Inadequate Involvement  

Team members are more likely to resist initiatives when they feel excluded from the decision-making process. Part of your role as a leader should be to actively (and regularly) involve your team in discussions, seeking their input and valuing their perspectives. This enhances the quality of decisions because you are considering more varied perspectives, but it also serves double duty by fostering a sense of ownership among team members. And when people feel a greater sense of ownership, they tend to care more about the quality of output. 

Winning Strategies

With this increased awareness around the 3 most common sticking points, below are some actionable steps leaders can take to help mitigate these common obstacles. 

Trust and Credibility 

Because trust and credibility are the foundation of effective leadership, leaders should invest time in building it with their teams by showing consistency (ex. applying consistent decision-making criteria), honesty (ex. demonstrating humility), and reliability (ex. providing consistent support, feedback and praise). When team members trust their leader, they are more likely to support and get on board with proposed changes.  

A Collaborative Culture  

Encourage collaboration by creating an inclusive environment where team members feel comfortable sharing their feedback, thoughts and ideas. And then together, create an action plan to ACT on it. Getting to know your team members – and letting them get to know you through small talk is also a wonderful way to connect with them, and more likely to lead to collaborative workplace relationships. When possible, collaborative decision-making not only leads to better outcomes but also cultivates a culture of mutual respect. 

Context and Rationale 

Ensure that team members understand the 'why' behind decisions. Clearly articulate the rationale and potential benefits of an initiative, proving how it aligns with organizational goals (and potentially even each of your team members’ skill set acquisition goals). This information equips team members with the understanding needed to support and champion the proposed changes. It also goes a long way to preventing your team members from perceiving you as the gate keeper of information.  

Navigating the challenges of team buy-in requires proactive leadership and a commitment to fostering a culture of collaboration and open communication. By addressing the roots of potential conflicts and implementing these strategies, leaders can reduce resistance, enhance buy-in, and create a thriving team environment. As a leader, you should strive to consistently model the key behaviors to expect to see from your team members. The ripple effects will improve team dynamics and contribute to the long-term success of your team, which will help build your credibility and strengthen your reputation as a leader. 

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

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

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

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

Potential roadblock #1: Unclear Objectives 

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

Fix #1: Clarify Your Vision

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

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

Potential roadblock #2: Inadequate Planning 

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

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

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

Potential roadblock #3: Lack of Communication 

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

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

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

Potential roadblock #4: Resistance to change 

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

Fix #4: Empathy 

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

Potential Roadblock #5: Lack of Continuous Improvement 

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

Fix #5: Creating a culture of learning and adaptability  

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

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

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

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

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

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

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

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

Taking Ownership of Your Happiness  

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

Living Intentionally  

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

Mindfulness and Reflection  

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

Building a Support System  

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

Setting Intentions  

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

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

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

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

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

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

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

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

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

Ineffective Habit #1: Excessive Work Hours 

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

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

Ineffective Habit #2: Perfectionism  

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

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

Ineffective Habit #3: Ignoring Personal Well-being 

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

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

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

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

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

Ineffective Habit #5: Over-Identification with Work 

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

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

And last, but not least... 

Ineffective Habit #6: Lack of Goal Alignment 

Pursuing goals that are not personally meaningful to YOU.  

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

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

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

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

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

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

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

Emergent Leaders Newsletter/030/A Guide for Aspiring or Emergent Introverted Leaders

I’m often asked to help aspiring or new leaders create a plan around developing habits and skills to help them become more assertive in their “executive presence”. This is particularly common with more introverted individuals, who face challenges in being perceived as competent leaders. This lack of executive presence often robs them of further promotions, bigger career opportunities and can be completely deflating to one’s self-esteem. Interestingly, according to Harvard Business Review, only 2% of executives identify themselves as introverts. For introverts, hoping to scale the corporate ladder can seem particularly difficult. 

“Why don’t they just speak up?” you ask. Well, introverts typically need more time to digest ideas. It’s not that they don’t want to speak up and share their ideas – they just don’t feel comfortable doing so until they’ve thoroughly thought things through. While others might be completely comfortable blurting out whatever comes to mind and working out their thoughts aloud in front of others during meetings, introverts are more likely to sit back and observe – taking in all the data to then take it back to their quiet lairs so they can work through their thoughts.  

There is no right or wrong way – but it's important to consider that when we give more weight in the moment to the more extroverted team members – those who more easily speak up, we may also be losing out on a huge portion of the team’s ideation and solution-creating potential. 

“There is zero correlation between being the best talker and having the best ideas.” - Susan Cain, author of Quiet: The Power of Introverts in a World That Can’t Stop Talking 

If you are an aspiring or new leader and this resonates with you, here are some valuable steps you can take to provide evidence to others of your own leadership potential and competence: 

1. Embrace Your Authentic Leadership Style or Personal Brand 

Good leaders have a clear understanding of what their teams appreciate about their natural leadership style. I say “natural” here because authenticity is key to gaining trust and respect from your team. This includes your values, strengths, and the unique qualities you bring to the table. Consistently embodying your brand will help you not only stand out as an authentic leader but will demonstrate to others your level of integrity. It can also be helpfult to think about the qualities of leaders whose presence (good or bad) influenced your idea of what a good leader should be. What did they do to leave an impression? How did you feel leaving interactions with them? What did the good leaders do to differentiate themselves from all the other leaders you’ve experienced over time? What was it that made them good or not so good? Identify the qualities that you appreciate – and that feel genuine to you. Allow yourself to lean into those qualities that naturally come to you. 

2. Develop Strong Communication Skills  

Work on expressing your ideas clearly and confidently – whether by email or in person. After another person stops speaking, get in the habit re-framing what you’ve heard in your own words. This will help you engage in conversation while also helping you gain clarity on the finer details, without having to think about questions in the moment. If there are others in the room, reframing will also benefit them as they will get a different perspective/explanation. Re-framing is also considered a form of active listening. It proves that you are actively engaged in the conversation rather than being an invisible team member in the room.  

3. Cultivate Self-Confidence  

Yes – I'm aware this is easier said than done. It’s a work in progress, but even consistent baby steps will get you to your destination. Work on building your self-confidence through growing your self-awareness and continuous learning. Asking for feedback, working with a coach, constantly honing your skills, allowing yourself to learn from your mistakes rather than be critical of them and celebrate your achievements. All of these things are within your control and will help grow your confidence. The more confident you appear; the more others will believe in your leadership capabilities. 

4. Strategic Networking 

Forge meaningful connections within your organization and industry. If networking events don’t appeal to your introverted self, then reach out to key individuals and engage in one-on-one conversations. Seek to connect with mentors and sponsors – both introverted and extroverted, who have successfully paved their own way to various leadership positions. Learn from their journeys and offer value in return. The more you do this, the more you will build a strong professional network. This will not only enhance your visibility but will also create a support system that can vouch for your leadership potential. 

5. Volunteer for Leadership Opportunities 

Seek out projects or initiatives where you can take on leadership roles. Proactively volunteering for leadership responsibilities will give you the opportunity to display your willingness to step up and lead. It's an excellent way to practice your leadership skills but on a smaller scale. With time, if you continue to do this, you will inevitably grow your confidence, your skill set and gain valuable leadership experience. 

6. Leverage Introverted Strengths  

Introverts bring unique strengths such as deep listening, thoughtful decision-making, and strategic thinking. Highlight these qualities as assets that contribute to effective leadership. Capitalize on your ability to create a calm and focused work environment. Other introverts at your workplace will thank you! 

While all these action items could apply to introverts, extroverts and all those in between. I will leave you with this: introversion doesn’t have to be a barrier to leadership; it's simply a distinctive path to it. By embracing your authentic introverted self and implementing these strategies, you can ensure that your leadership potential is recognized and valued. Your unique approach has the power to inspire and create a positive impact on those around you. 

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

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

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

1) Delivering Constructive Feedback  

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

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

2) Addressing Performance Issues  

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

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

3) Managing Conflicts Within the Team  

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

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

4) Conducting Difficult Conversations  

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

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

5) Implementing Change  

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

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

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

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

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

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

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

Lack of Initiative and Proactiveness  

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

Limited Networking and Relationship Building  

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

Resistance to Change and Adaptability  

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

Ineffective Communication  

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

Reluctance to Take Ownership 

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

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

Emergent Leaders Newsletter/027/How Sports Teams Master Principles That Leaders Often Forget

Those who know me know that I spend quite a bit of time at the rink. Whether it be attending my son’s practices and games or volunteering for hockey organizations, I always enjoy seeing how coaches inspire, motivate and work to get the most (and best) out of their players on and off the ice. I can’t help but draw parallels between the sport team dynamics vs the workplace team dynamics, with the latter being the topic of many discussions with my clients. 

As much as we would like to think that new leaders were put in their roles because they are pre-equipped with the skills and habits that will enable them to be immediately successful and happy in their new leadership roles, this isn’t the case. Unfortunately, this skills gap leads to a lot of stress in many new leaders. Unless these skills are intentionally honed, new – and even more experienced leaders, can resort to evasive and ineffective behaviors when faced with a challenge simply as a result of not knowing what to do or how to handle certain situations. Their teams also suffer from lack of inaction, leading to sub-optimal results.

When leaders are in the trenches, they sometimes get swept away with the “do-ing” of the work and lose touch with collaborative team practices and the more strategic aspect of their leadership role. To accelerate learning and adjust to their leadership responsibilities, leaders can tap into skills they have already developed in the past – though perhaps in completely different contexts. We tend to think about more technical knowledge when thinking about transferable skills. New and emergent leaders sometimes lose touch with certain principles when they ascend to a leadership position, while professional sports teams often excel at implementing these principles for success. 

This week’s newsletter isn’t so much of a newsletter as much as it is more of a collection of observations and thoughts that come to mind when two of my worlds, leadership coach and hockey mom, collide: 

Team Cohesion  

Professional sports teams prioritize team cohesion and unity. They understand that individual talent alone does not guarantee success. Leaders, on the other hand, may lose touch with this concept as they focus on individual goals, power struggles, or siloed departments. Successful sports teams build strong bonds among their players – regardless of the position they play, which fosters a sense of belonging and teamwork that transcends individual capabilities. Each player understands their role and how it supports the systems in plays. Similarly, work teams are most successful when they work around different members’ skillsets and strengths and understand how their role fits into the greater good of the team and picture of the organization.  

As a leader, creating opportunities for collaboration amongst not only teams, but across different teams and departments, can help foster this similar unity.

Continuous Improvement  

Sports teams are constantly striving to improve, both individually and collectively. They embrace the concept of continuous improvement and recognize that complacency can lead to being left behind in a very competitive environment. This is why professional athletes are constantly looking for and leaning on feedback from their coaches to continually improve their skills. For some reason though, once individuals settle into their work roles, most tend to stagnate. Behaviors such as possessiveness over tasks, gate-keeping information, looking for individual success rather than the team’s success as a whole creep in. Individuals begin to feel comfortable and might begin to lose sight of the need for ongoing learning and development (or be too busy to learn), which can limit their own effectiveness and the growth of their teams, and ultimately – that of the organization’s. 

Leaders can model continuous growth by accepting mistakes as part of the process and instilling workplace culture where continuous learning, mentoring and coaching is the norm. Transparency about their own journeys usually helps break the ice – as does normalizing conversations about feedback and professional and personal goal setting. 

Data-Driven Decision Making  

Sports teams often use data and analytics to inform their decisions, from player selection to in-game strategies. Some leaders, once they achieve a certain level of authority, may rely on their “gut feeling” or intuition or give experience more weight, instead of making data-driven decisions. Staying in touch with this principle can lead to more informed and effective leadership decisions. Now, I’m not going to say that a leader following their gut feeling is all bad. It’s a balance that needs to be learned. But when a leader leans too heavily on their gut feelings, it can create issues that go beyond business numbers. This is where perceptions of favoritism and lack of transparency/trust issues can arise. Just as coaches know their players and know who can they rely on in specific moments or which player is having a bad day, to game-time decisions, leaders have to take the time to get to know each of their team members equally well so that they can make similar decisions for optimum team functioning and results.   

Adaptability 

Successful sports teams are adaptable, able to adjust their strategies and tactics to respond to changing circumstances, opponents, and injuries. Leaders who lose touch with this principle may become rigid and resistant to change, potentially hindering their organizations in a dynamic and evolving business environment. This is when a team or organization becomes stagnant and falls behind their competitors. Yes, change usually equates to more work, and constant change can be exhausting! Though change is a reality that needs to be taken into stride. Being able to constantly keep the team’s eye on the prize is one of the most motivating factors leaders can easily tap into. In fact, getting everyone on board and keeping everyone motivated is so much easier when all team members know what the end game is. Going a step further and making sure everyone understands the value they each bring to it also helps them buy into change. Asking questions like: “How do you stand to benefit from this change?” or “What do you need from the team to be successful in this?” can help appease concerns and offer reassurance of support when teams are experiencing change.  

Clear Communication  

Communication is essential in sports, with coaches and players needing to convey their strategies and intentions clearly and effectively – sometimes at rapid-fire speed. Leaders sometimes forget the importance of clear, transparent communication as they ascend in the organizational hierarchy. An obvious and common example of this would be asking front-line team members what the organizational values, priorities and goals are. I tend to get a lot of “deer in headlights” looks. Communication doesn’t just have to be clear, but it must trickle down to all team members to ensure everyone is super clear on the game plan. Maintaining open and honest lines of communication at all levels also fosters trust and alignment among team members and helps achieve collective goals. 

Goal setting 

While the goal in sports teams is simple – win, leaders in the workplace could stand to better communicate what their team’s version of winning looks like. Too many team members fall into the trap of doing things because that’s how they’ve always done them. But no one ever tells them any differently. Leaders need to paint a clear picture of what a winning team looks like – along with how the team interacts, works together and what success looks like to them. Leaders need to stop assuming each of their team members “just know” what’s expected of them. New leaders really do need to spell this out for their teams, and then revisit the “how to” when trying to create a winning team environment, more often.  

Handling varying skill and confidence levels 

When individuals achieve a certain level of success or ability, they tend to develop a powerful sense of identity and ego tied to that achievement. When the whole team always knows what they are doing and have experience doing it, the team’s work feels like a well-oiled machine. Unfortunately, rare are the teams where all members began working together at the same time and have been together for so long without change, that they experience an effortless synchronicity. Like sports teams, work teams don’t exist in a bubble. Conditions are very dynamic in both worlds.

In a sports team setting, typically successful or more tenured players may feel that their status is threatened by the presence of a talented newcomer. Similarly, in organizations, leaders who have achieved success may become protective of their status and reluctant to accept new ideas or newcomers who challenge their authority or ability. Rather than weaponize varying experience and skill levels, leaders can really hold team members accountable to sharing their knowledge for the greater good and highlighting each team member’s skill set and strengths. Leaders can also stop stepping in to “rescue” work or tasks by doing it themselves just as coaches can’t jump in the game to do the work for any of their players. Offering bite-size guidance, advice to continually help individuals improve ensures constant growth of all their team members’ skills set. 

Successful sports teams often excel in supporting these principles of team cohesion, continuous improvement, data-driven decision making, adaptability, clear communication, goal setting and handling varying skill and confidence levels within the team to achieve success. Leaders can benefit from reflecting on these principles and finding ways to implement them in their professional lives to improve their own team’s dynamics, help increase their teams’ enhance their leadership effectiveness. 

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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/026/5 Reasons Time Blocking Isn't Working for New Leaders and What They Can Do To More Effectively Manage Their Time

Time blocking is a popular time management strategy that can be highly effective when implemented correctly. It involves scheduling specific blocks of time for tasks, meetings, and other important activities to enhance productivity and focus by allowing individuals to deeply focus on a single task at a time. Not only are time blocks good for getting things done, but they also bring peace of mind knowing that you have dedicated space to focus on each of your priorities – ending the need to multitask. 

For this time management strategy to work, however, one needs to have a SUPER clear idea of what their true priorities are. Only then can a schedule be created to reflect those priorities or activities that mean the most. This is a challenge, particularly when helping new leaders transition from do-er to leader. While time blocking can be a source of frustration – in most cases, the root of the issue is a lack of clarity on what’s truly important. New leaders simply try to do too much because they can’t let go of their previous ways of doing things and struggle adapting to a new paradigm.

In this article, I go through five common challenges new leaders experience when trying out time blocking. I also provide some guidance on strategies and mindset changes leaders (or anyone, for that matter) can implement to experience more focus and better time management using time blocks.  

Overambitious Planning   

Leaders often have many responsibilities and commitments. One common pitfall is setting unrealistic expectations when time blocking. It's easy to overestimate how much can be done within each time block. It’s a thing – and it’s called the “planning falacy”, a term coined by psychologists Daniel Kahneman and Amos Tversky in the 70’s. To make time blocking more effective, as a new leader, you should:  

• Be realistic in estimating the time needed for tasks. A general rule of thumb is to figure out how much time you believe you will need, then add 30% to that. Then use THAT amount of time to determine the length of your time block for that task (or break it up into several).  

• Prioritize essential tasks over non-essential ones. It is amazing how quickly “busy” work can smother our days. These are typically mindless tasks we’re so used to doing, we don’t really think about the value they bring anymore. We just do them because “that’s how I’ve always done it.” Take a look at what’s taking up your time, and decide what’s necessary vs what’s no longer serving you. These tasks can also be pushed back, delegated or eliminated altogether.

• Allow buffer or transition times between blocks to account for unexpected interruptions or much needed health and mental breaks. A common complaint from folks who play around with time blocking at first is that something unexpected but urgent got in the way of following their rigid schedule. I guarantee you, something like this will happen almost daily. If you know it will happen, build time into your schedule daily for the “s&*%” that will happen. Even 10-15 minutes will give you time to re-direct, send an email to deal with the issue, or at least create a better plan to tackle it later – and will prevent your day from being derailed.  

Inflexibility  

Some leaders become too rigid in their time blocking schedules, which can be counterproductive. They may resist adapting to unexpected changes or opportunities. To address this issue, leaders should: 

• Maintain some flexibility in their schedule for spontaneous issues. (Such as, “s&% happens” time block), as frequently as “s&%” typically happens. 

• Be open to adjusting time blocks as needed. Understand that these time blocks will evolve with time as work/life happens. What’s important is that you take control of how your time is spent.  

• Understand that not every task can fit neatly into a predetermined block of time. But it will work for most tasks – if planned for, well ahead of time.  

Lack of Focus and Distractions  

Constant interruptions and distractions are common barriers to time blocking success. New leaders may find it challenging to maintain focus during their scheduled blocks. To overcome this challenge, as a new leader, you should: 

• Create a distraction-free work environment. I’ll be the first to admit that I lack the discipline to not check on my phone during focus times. Knowing this, I put my phone away during those times. As I’m writing this, my phone is in a different room - with all notifications off.

• Set boundaries and communicate your time blocks to colleagues and team members. When possible, let them know what you’re working on. They will better be able to relate and respect these boundaries without grudges. Invite them to do the same with their scheduled focus time.

• Utilize techniques like the Pomodoro method (using a timer) to maintain focus during on tasks that you find less engaging. 

• Be more strategic in your planning. Tasks that require more focus and attention to detail should be scheduled during periods of the day where you are most easily focused, while more creative or interactive work can be done during other times. Work with your natural focus rhythms – not against them. 

Inadequate Planning and Preparation  

Leaders may not spend enough time planning and organizing their time blocks, which can lead to inefficiency and wasted effort. To improve their time blocking strategy, leaders should: 

• Clearly define tasks and objectives for each time block ahead of time. This will avoid wasting precious minutes deciding what needs/should be done. Write follow-up notes so you can start up exactly where you left off last time you worked on a particular task.  

• Prepare the necessary resources and materials in advance. If others are involved, tell them exactly what information you will need and when so that you’re not wasting time chasing after things you need to do the work.  

• Develop a daily or weekly time blocking plan that aligns with their overall goals. Friday afternoons are a great time to plan for the week ahead. It also allows leaders to get ahead of the crowd and block focus time for priorities that align with their own goals, rather than get their time booked by others for things that may not necessarily be a priority. 

Neglecting Self-Care  

Leaders often prioritize work-related tasks and forget to allocate time for self-care and personal well-being. Neglecting self-care can lead to burnout and decreased productivity. To enhance time blocking, new leaders should: 

• Schedule regular breaks, meals and downtime in their calendar. 

• Prioritize their physical and mental health. 

• Recognize that self-care is essential for long-term success and focus. There is no point in going through the effort of such careful planning only to burn out a few weeks in. Make sure to respect these self-care times as you would any other work-related time block.  

Time blocking can be a powerful tool for leaders to enhance time management and focus. However, its effectiveness is highly dependent on realistic planning, flexibility, maintaining focus, thorough preparation, and the inclusion of self-care. By addressing these common issues and implementing the suggested strategies and mindset changes, leaders can harness the full potential of time blocking to become more productive, organized, and focused in their roles. 

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

Have you ever been told that you...   

• often look pre-occupied?  

• have selective hearing?  

• avoid eye contact?  

• look bored?    

Or do you often catch yourself...  

• interrupting others or finishing their sentences?

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

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

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

• forget key details from conversations?  

• rush conversations to get to the next thing?  

• generally struggling relating to team members?  

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

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

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

Unpacking the distinction between Hearing and Listening  

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

Why is this distinction crucial for leaders?  

Enhanced Understanding   

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

Improved Relationships   

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

Informed Decision-Making   

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

Conflict Resolution  

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

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

Be Present in the Moment  

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

Ask Open-Ended Questions  

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

Practice Empathetic Listening  

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

Avoid Interruptions and Judgments  

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

Summarize  

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

Seek Feedback on Your Listening Skills  

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

Lead by Example  

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

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

Emergent Leaders Newsletter/024/Is There Such A Thing As Being Too Client-Focused? How To Honor Business Needs And Client Demands While Nurturing Employee Workplace Satisfaction.

As organizations evolve to better serve their clients and stakeholders, so do their mission statements. But when mission statements are created, they often exclusively have the client's best interest in mind. This makes sense because without satisfied customers, there would be no business in the first place. Though in the process of instilling changes for the benefit of their clients, organizations often seem to leave out the employee engagement piece, leading to a disconnect in how their employees can effectively live up to the mission statement. This challenge is often rooted in a glaring disparity between the organization's mission statement and its limited definition of success. As I've experienced firsthand and am seeing with some of my clients, this disconnect often leaves employees feeling excluded, hampering morale and ultimately, having a negative impact on the organization's ability to achieve its goals. One glaring example we often hear about in the media comes from the education and health sectors, where teachers and nurses are leaving their jobs in droves, often because of this exact disconnect: all about the students, but offering dismal working conditions. It can't just be one or the other; both must be present for workplaces and businesses to thrive. 

In this week's newsletter, I list usual challenges faced by team members when they feel left out of the client-centric mission statement and explain how leaders can help improve their messaging to bridge the gap between company mission statements and employee satisfaction, all while creating a better experience for their clients. 

Mission statements are the bedrock of an organization's purpose and direction - they convey the core values, objectives, and aspirations of the organization. However, a mission statement alone is not sufficient to drive change or achieve success. The disconnect arises when the mission statement is misaligned with the organization's actual goals and operations. I've been called many times to help organizations "operationalize", as they call it, their mission statements, to better help their employees connect to it, see themselves through it and live by it so that the organization can move forward in a way that will benefit all its stakeholders.  

Where do organizations go wrong? Here are some common missteps: 

Misalignment of Objectives 

Often, mission statements emphasize noble ideals, such as customer-centricity or social responsibility. However, the organization's success definition may prioritize financial metrics or other short-term goals without considering the impact on their staff. 

Lack of Employee Inclusion  

Mission statements are typically crafted by top leadership or external consultants, without sufficient input from employees at various levels.  

Communication Gaps  

Even if a mission statement is well-intentioned, it often does not cascade effectively throughout the organization. So how can organizations improve their messaging and operations for improved employee engagement and retention? What does it mean to "operationalize" a mission statement? 

Bridging the gaps

To bridge the gap between mission statements and employee engagement, organizations need to rethink their approach to leadership and the lens by which organizational priorities are set. More specifically, more time and thought needs to be spent on the implementation of strategies and action plans to make the mission statements relevant to employees AND clients alike. Here's how they can do it: 

Involve Employees in Mission Crafting 

Engage employees at all levels in refining or creating the mission statement. Including employees at all levels, across all functions not only leads to a more practical mission but also fosters a sense of ownership and commitment among employees. 

Define Success in Tangible Terms  

Align the organization's definition of success with the mission statement by specifying measurable objectives for all teams and team members. This clarity helps employees understand how their daily work contributes to the organization's larger purpose and vision, which is typically a challenge - particularly with individuals in "hidden" but essential departments, such as IT and finance. 

Transparent Communication  

Leaders must communicate the mission consistently and transparently. This involves sharing the mission's importance, progress, and any necessary adjustments. Use various communication channels, including regular town halls, newsletters, and one-on-one discussions. 

Integration Into Organizational Culture  

Having a clear understanding of the organization's values is extremely helpful to help guide decision-making. Leaders and employees can learn more about their own personal values and how they relate to the organization's values. This helps inform of the behavior, habits and daily actions, creating more authentic workplace connections.  

Continuous Feedback Loop  

By setting up a feedback mechanism that allows employees to voice concerns or suggestions without fear of repercussion, organizations can gather great insights on employee "wellness". Though keep in mind: Leaders must on this feedback to prove that the organization values employee input and is committed to alignment. 

I would also like to add that this misalignment in organizations where I've been involved was never intended to hurt employees. They simply either lack the know-how, or don't take into consideration the time it takes to create a concerted effort to implement actionable strategies to make it happen. 

Organizations must recognize that their team members are key stakeholders in the pursuit and execution of better customer service experience. By actively involving employees in crafting the mission, aligning objectives with the mission's values, and fostering transparent communication, and taking into consideration their "front line" realities, organizations can significantly shrink this gap, and more forward much better equipped to achieve its mission and serve its clients effectively. 

Emergent Leaders Newsletter/023/Strategies for Effective Collaboration at Work When There Is A Wide Competency Gap

Teamwork inevitably brings together individuals with varying skill levels and abilities. In addition to the varying skill level is the added challenges of different work ethics, personalities, personal baggage, home life demands. All of these factors can lead to varying productivity at work, and can sometimes lead to perceptions of being inexperienced and/or incompetent. The wider the gap between co-workers, the greater the potential for conflict and resentment to arise. These different dynamics can be incredibly challenging and make for a common topic of conversation during coaching sessions.

As a leader, you are responsible for ensuring these gaps are addressed to avoid conflict from brewing. But what if a co-worker is the problem? What if you express concerns over a co-worker's lackluster performance to their boss or HR, and nothing changes? In most cases, people will then resort to venting to other co-workers, which quickly spirals into toxic workplace territory. Not a good look, and not good for morale.

Regardless of the context, dwelling on the differences and spending too much focus and energy on things your co-workers or team members aren’t doing, rarely brings you closer to a resolution. While it may seem daunting at first, it is possible to find ways to coexist and thrive collectively without adding undue stress or extra work. Here’s the kicker: as any good leader would do, you might be the one that has to lead shift and break the cycle of negativity and model new, more effective ones to show your team and co-workers how it can be done.

In this week’s newsletter, I present strategies to help new leaders and emergent leaders navigate the sometimes challenging dynamics that bubble up between high-potential team members and their underperforming colleagues.

However, before addressing the strategies, it's important to develop a clear understanding of your co-workers' contexts. Perceived incompetence or disengagement can stem from a range of factors, including lack of experience, unfamiliarity with the task, or personal challenges, which you may not be aware of. Approaching the situation with empathy is much more likely to foster a more positive environment for resolution.

Strategies for Frustrated Team Members:

Open Communication

Initiate a non-confrontational conversation with an underperforming colleague or direct report to express your concerns. Use "I" statements to share how their performance impacts your ability to do your or the team’s work. Avoid blaming or criticizing. For example, if you are constantly waiting on someone to complete their tasks for you to be able to complete a project, you may start the conversation by asking open-ended questions (questions that can’t be answered by a simple “yes/no”). For example,

• “I’m checking in to make sure we’re still aligned with the completion date. What’s left to complete?”

• “What can I/team do to help?”

• “What’s getting in the way of you completing the work by X date, and what can we do to mitigate that?”

Avoiding singling them out by making a habit of asking these questions to all team members. It may also be helpful to break the ice and admit to some challenges you may be experiencing yourself so that others feel comfortable chiming in with their own challenges.

Set Clear Expectations

Whether you’re collaborating with a co-worker or delegating to a direct report, clearly outline expectations and deadlines for tasks. Why bother? Because everyone’s definition of good/completed work varies greatly. If you need part of the project to accomplish a certain thing, you need to be clear to that individual what that finished part needs to look like for you to integrate it into your part of the project. Providing a super sharp vision of the final product they need to produce can help mitigate misunderstandings and will enhance the chances of success. This step is also crucial for cohesion when collaborating with several team members.

Offer Assistance

If appropriate, extend a helping hand by offering help or guidance without patronizing. Most times when progress is lagging, it’s because the individual isn’t clear on what steps to take next, and out of fear of coming across as incompetent, they resist asking for help. That’s right - people would rather stay stuck and ruminate than ask for help. Before getting discouraged at the idea of taking on more work, know this: help can sometimes be as simple as acting as a sounding board for a when they’re stuck. Taking a collaborative approach will improve team morale and get things moving again. Individuals receiving/witnessing the help will also be more likely to reciprocate the favor.

Focus on Solutions, Not Blame

Rather than dwelling on the problem, try to focus your energy on a more collaborative problem-solving approach. Before stepping into a conversation with this individual, take a deep breath and then ask if they are open to talking about it. If they are open to it – perhaps break the ice by sharing a story of when you struggled in a comparable situation, or suggest improvements, alternative approaches, or resources that could aid in the completion of tasks. If they are not open to hearing your advice, then save yourself the time and carry on with your business.

Positive Reinforcement

Recognize even small improvements in your co-worker's performance. Positive reinforcement can boost their your co-workers'/team members' spirits and encourage them to strive for further growth. The more specific the acknowledgement, the better. “Good work” isn’t informative for future projects. Get specific, and this will hint at the types of things that you would expect from them in the future.

Seek Feedback Yourself

Regularly ask for feedback from team members and supervisors. I can't say this enough: as a leader, YOU need to be the model of professional development and growth. YOU get to set the tone for what the norm is within the team. Because co-workers and team members benefit from the improvements you make, it also inspires THEM to be better.

Self-Assessment

Regularly evaluate your own performance and identify areas where you feel “ick”. While it’s always so much easier to place the blame on someone else’s mediocre performance, it’s not always within your control to change it. The problem is, there are many factors that could be impacting their performance – many of which are out of your control. What you can control is your own performance. By shifting your focus on actioneable items that are within your control, you can alleviate a good portion of the stress and frustration.

Skill Development

Take the initiative to proactively enhance your own skills. Don’t be afraid to share your learning journey with others. It can break the ice and create an environment where knowledge sharing and growth is celebrated, rather than shaming the gaps.

Time Management

If you are a particularly efficient worker, why not share your time management or productivity “secrets” with other team members? My clients always ask about what others do in similar situations. People love to hear about useful life hacks. They may not adopt them all, but it will create an environment that normalizes discussing wins and overcoming challenges, all while elevating the team.

Own Your Mistakes

Acknowledge your errors without fear. Model accountability, by demonstrating accountability and a willingness to rectify mistakes, can earn the respect of your team members.

Empathy

Put yourself in the shoes of your underperforming colleague. Recognize that everyone has their strengths and weaknesses. Offer positive reinforcement and cultivate patience, knowing that improvement takes time. A positive and supportive approach can accelerate the learning curve.

Coexisting, handling, and thriving within a group of mixed competencies requires a combination of understanding, communication, and empathy. By implementing these strategies and fostering a supportive atmosphere, teams can navigate this challenge while maintaining their productivity and camaraderie. Remember that the goal is not just to survive the situation, but to collectively thrive and grow as professionals.

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

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

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

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

"That's not my department." 

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

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

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

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

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

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

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

"I don't know." 

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

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

How would you compare your customer experience in those scenarios?  

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

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

"That's just the way I am.”  

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

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

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

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

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

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

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

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

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

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

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

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

Why is Networking so Essential for Professional Development? 

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

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

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

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

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

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

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

Which Strategies Are Effective for Growing My Network? 

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

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

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

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

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

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

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

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

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

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

1. adding value; 

2. you are genuine; 

3. you are consistent. 

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

Which networking strategy will you try next week?