A Spark to Guide to ReCalibrate Your Leadership

@jakubskafiriak

Listen closely to the guidance your mentors offer - their advice comes at a significant cost through hard-won experience and painful lessons learned along the way.

As a young entrepreneur, I've made and lost millions in opportunities and real money from mistakes over 25 years of running a business. I've also learned some wisdom that works. In my role today as a mentor and coach, I'm writing for my clients: Kara, Michael, Sarah, Josh, Brad, Kate, Stacey, Matt, Nancy, Laura, Jim, and more to come in the days ahead. However, I'm writing to my younger self - the leader I was hoping to become 20 years ago while giving my all yet still making missteps. Yet, turning the corner on 50, I'm still learning every day, and learning most often comes from evaluated experience. 

If you're running hard and not getting the results you're hoping to achieve, then Spark is written for you. 

"Spark" is a letter of guidance, written from the perspective of my current self to the fired-up but sometimes misguided young leader I once was. It captures the lessons, mindsets, and practices I wish I had embraced earlier in my journey. By sharing these insights, I can help reignite the passions and sharpen the focus of aspiring leaders - saving them from some of the self-inflicted hurdles I encountered. While the advice is directed inward, it is also intended to inspire and illuminate any leader committed to continuous growth and impact.

Spark will be a series of articles that guide you in recalibrating your leadership approach across four fundamental perspectives: purpose, performance, process, and people. It introduces 12 core practices and disciplines that allow you to fully evaluate and fine-tune how you lead to realizing your leadership potential.

The four perspectives are:

1. Purpose - Clearly define your "why" as a leader and align your efforts around an inspiring vision and meaningful impact.

2. Performance - Optimizing your productivity habits and driving peak performance from yourself and your team.

3. Process - Implementing systematic methodologies to streamline operations, enable innovation, and achieve consistent, high-quality results.

4. People - Develop strategies to unite, motivate, and empower your people to thrive individually and collectively.

Across these four areas, the 12 practices provide tangible tools for assessing your current proficiencies and identifying opportunities to elevate your leadership capabilities. From personal goal-setting to building high-trust team dynamics, implementing Agile processes to fostering a growth mindset culture - Spark equips you with a comprehensive framework.

The aim is to help you pinpoint potential blockers or leaks that may constrain your ability to inspire and lead effectively. By optimizing purpose, performance, processes, and your guidance of people, you can unlock new levels of motivation, collaboration, and impact.

Spark is a tuning manual for consistently calibrating your leadership across all dimensions. It provides a system for identifying areas that need adjustment and deploying targeted practices to get yourself, your team, and your overall leadership approach is firing on all cylinders.

Inspiration of Spark

It started in 2019, with bloody knuckles and greasy fingernails from working on my old truck engine. As I crawled under the hood of my Dodge Hemi V8, I realized that all 16 spark plugs needed to be working properly to get maximum power and performance. It was a simple yet profound lesson.

@sfkopstein

My truck sputtered down the road, clearly not running at its full potential. The diagnostics revealed one cylinder was misfiring badly. After years of supposed maintenance, I discovered that a spark plug in the back corner had never actually been replaced! This 15-year-old truck had essentially been running with a critical component neglected all this time. 

Could you imagine running a business or leading a team without ever reviewing, updating, or maintaining key processes and systems over such a long period? It would be disastrous.

From a young age, I was fascinated by how things are built and fit together - spending hours constructing with erector sets, landscaping yards, and eventually designing office furniture and corporate spaces. These experiences showed firsthand how synergy between people, processes, and physical spaces drives organizational success.

At its core, effective leadership is like a high-performance engine - it requires a "spark" to ignite the full potential of the team and organization. Just as a spark plug initiates combustion to propel a vehicle forward, an inspiring leader catalyzes motivation, innovation, and high performance in their people.

When leaders embody the "Spark," they energize their team with a shared passion and purpose, fostering collaboration, creativity, and peak productivity. Teams with this collective "spark" leverage their talents seamlessly to achieve ambitious goals.

At the organizational level, the leadership "Spark" drives a culture of excellence - fueling strategic initiatives, transformative change, and sustainable growth. A "sparked" organization becomes an industry force, attracting top talent and driving breakthrough innovation and results.

However, like a fouled spark plug, a leader's "spark" can become dampened by stress, burnout, or complacency - diminishing motivation, morale, and performance across the team and company. Reigniting the "Spark" requires leaders to prioritize self-care, self-leadership, peer mentoring, and professional coaching.

Self-care through physical, mental, and emotional practices gives leaders the resilience to inspire their teams. Self-leadership involves setting a vision, leading by example with a growth mindset, and inspiring others. Peer mentoring allows leaders to share insights, receive feedback, and support each other. Professional coaching helps identify strengths, growth areas, and strategies to cultivate self-awareness and refined leadership skills.

Ultimately, the "Spark" catalyzes exceptional leadership - helping people and organizations achieve their highest potential. By nurturing their own "Spark" through proven practices, leaders can reignite their passion, drive, and sense of purpose while inspiring those around them.

Conclusion

The metaphor of the "Spark" provides a powerful analogy for understanding the catalyzing role that effective leadership plays in igniting potential, driving performance, and achieving exceptional results within teams and organizations. Just as a spark plug is essential for combustion and propelling an engine forward, inspiring leadership is the Spark that ignites passion, innovation, and growth.

By prioritizing self-care, self-leadership, peer mentoring, and professional coaching, leaders can nurture their own inner "Spark," - allowing them to lead with more incredible energy, vision, and ability to empower others. When a leader's "Spark" is vital, it has a contagious effect of motivating the entire team and fostering a culture primed for success.

As you reflect on the leadership "Spark" within yourself and your organization, consider:

• What fuels your personal "Spark" as a leader? What depletes or diminishes it?

• How can you better nurture your "Spark" through self-care, goal-setting, mentoring, or coaching?

• In what ways are you effectively transferring your "Spark" to light a fire within your team?

• What processes or systems need revisiting to maintain high performance? Where might a fresh "Spark" be required?

• How can you fan the flames of your organizational "Spark" to drive innovation and growth?

Continuously reigniting the leadership "Spark" is essential for individuals and organizations striving to reach their highest potential. By nurturing this vital catalyst, you can propel your team's performance and accelerate towards ambitious goals.

Building Teamwork - A fixer or facilitator?

Unsplash - @hagalnaud

What kind of team leader are you? A fixer or facilitator? 

I look forward to my work as a consultant and coach this week. Starting today, I have two team sessions and a coaching session this afternoon. First, I will be with an Oncology department of nurses who have not met collectively in the last four years...let that sink in for a moment. It is primarily a listening session, a town hall, and the beginning of team rebuilding. Later this morning, I am working with a high-functioning, more minor, but mighty Nurse care team that services the needs of 1000s of patients through their social work and nurse team. They are working on clarifying roles, leveraging strengths, and team self-awareness (EQ). Coaching this afternoon will be with an Ortho director in Washington State, leading a turnaround of his team and the culture of his department. Tomorrow, I will be offsite with the construction leader, working on their ability to communicate with clarity, direction, alignment, and inspiration and effectively deliver feedback during the exercises. I am speaking in Denver at a Process Improvement conference to 50-60 leaders on coaching team members on Friday. 

First, I am grateful for the diversity, depth, and dynamics at play with every leader and team I can work alongside. It is a privilege to be a trusted thought partner. I do not take it for granted. Second, every team is unique based on the differences of all the team members and leaders represented. However, the principles that shape leadership and teams stand the test of time. The variable is our method to shape effective teamwork. 

Whether your team is high-performing or acutely dysfunctional, I invite you to consider... 

The primary role of a leader is to facilitate the conversation rather than fix the problem.

Let that statement settle for a moment. Your day may be filled with problems to solve, challenges to overcome, and issues to fix. Is it not the nature of work to provide value by making things work better? 

A recent graduate told me I'm ready to get my hands dirty yesterday. I appreciated her youthful enthusiasm to get to work. As we progress in our careers, we develop mastery in nursing skills in the PACU, writing code, cost-based accounting, writing grants, or closing deals. Reflect on your tradecraft; when you do what you've been trained to do, doing it efficiently and well, it feels satisfying. Thus, translating hard skills to soft skills in management and leadership is challenging. As you move further into leading people when the crisis comes and the need for fixing stuff escalates, who steps in to fix it? 

Stated once more: A leader's primary role is facilitating the conversation rather than fixing the problem.

For the last 5-7 years, I have echoed this statement as a principle to protect against authoritarian style leadership, broken team trust, and micromanagement. As leaders practice their role as facilitators rather than fixers, it leads to empowerment, collaboration, camaraderie, and innovation. 

At the heart of effective leadership lies the recognition that the primary role of a leader transcends mere problem-solving; it entails facilitating meaningful conversations. Rather than simply swooping in to fix every issue, a leader's true value is creating an environment where open dialogue, collaboration, and innovation can flourish. By fostering constructive conversations, leaders empower team members to voice their perspectives, share ideas, and collectively brainstorm solutions. This approach not only promotes ownership and accountability but also harnesses the diverse talents and experiences within the team. Moreover, facilitating conversations encourages active listening and empathy, strengthening interpersonal connections and fostering a culture of trust and mutual respect. Ultimately, by prioritizing the facilitation of conversations over the sole responsibility of problem-solving, leaders can cultivate an engaged and empowered team capable of overcoming challenges and achieving shared goals.

Unsplash @anniespratt

Based on a 2021 study of 142 virtual teams in high-technology organizations, where hybrid teams are commonplace, and demands for performance and growth are sky-high, the quest for high-functioning teams is ever more crucial. However, statistics paint a sobering picture: three out of four teams fail to complete their objectives, with less than 20% of high-tech virtual teams deemed effective (Bull, 2021). A recent study delved into the factors distinguishing successful from unsuccessful teams in this context, focusing on innovation, diversity, and collaborative capacity. The findings were illuminating, revealing a significant % positive correlation of 59% between deep diversity, characterized by a range of functional perspectives, and innovation—moreover, heightened communication within teams correlated with increased perceived innovation performance. Nevertheless, achieving effective communication in virtual teams is no small feat, with challenges ranging from building trust to managing tasks and meeting time demands. However, the study underscores that teams embracing deep diversity, which fosters varied viewpoints and promotes innovation in products and practices, are more inclined to commit to enhanced communication, thus paving the way for measured success (Bull, 2021). Despite the myriad communication barriers posed by distance, language, culture, and work demands, teams and leaders dedicated to fostering collaborative communication stand to reap significant rewards for team cohesion and performance.

An Organizational Development consultant integrating doctoral research on the impact of effective leadership communication, it becomes evident that cohesive teams are not a mere aspiration but a tangible outcome of intentional communication strategies.

Six practices for building effective teamwork. 

Leaders who prioritize facilitating team conversations over solely fixing problems employ a range of practices to foster an environment conducive to collaboration, deep diversity, and innovation:

1. Active Listening and Empathy: Effective leaders understand the importance of active listening and empathy in fostering open team dialogue. They actively seek to understand the perspectives and experiences of team members, creating a space where everyone feels heard and valued. Leaders build trust and rapport by demonstrating empathy, laying the foundation for productive conversations.

2. Promoting Psychological Safety: Leaders who prioritize facilitating team conversations create an atmosphere of psychological safety where team members feel comfortable expressing their ideas, opinions, and concerns without fear of judgment or reprisal. They encourage risk-taking and experimentation, recognizing that innovation often emerges from the freedom to voice unconventional ideas.

3. Asking Powerful Questions: Instead of providing solutions, leaders pose thought-provoking questions that stimulate critical thinking and creativity among team members. By asking open-ended questions that challenge assumptions and invite diverse perspectives, leaders spark meaningful conversations that lead to innovative solutions.

4. Fostering Diversity and Inclusion: Leaders actively promote diversity and inclusion within their teams, recognizing the value of varied perspectives and experiences in driving innovation. They intentionally seek out team members from diverse backgrounds and disciplines, fostering a culture where different viewpoints are accepted and celebrated.

5. Creating Structured Opportunities for Collaboration: Leaders provide structured opportunities for collaboration, such as brainstorming sessions, cross-functional projects, and team-building activities. They encourage cross-pollination of ideas and skills, fostering a collaborative spirit that transcends departmental boundaries.

6. Rewarding Experimentation and Learning: Leaders reward experimentation and learning rather than punishing failure. They create a culture where taking calculated risks and learning from mistakes are accepted and encouraged. By celebrating successes and failures, leaders reinforce a growth mindset and foster a culture of continuous improvement.

Building teamwork based on the essentials of deep diversity, collaboration, and innovation requires intentional leadership and a commitment to creating an environment where all team members feel empowered to contribute their unique perspectives and ideas. Influential leaders who prioritize facilitating team conversations are pivotal in cultivating such an environment and driving collaboration, innovation, and organizational success.

Leading teams can be overwhelming when you'd prefer to put your hands to the work to see it done. Inspiring, motivating, aligning, and then getting out of the way by empowering your team to do the work requires new skills and development. If you need help building your team, feel free to contact russell@leadersadvance.net 

Self-Leadership - You Can't Impart What You Don't Possess

You can impart what you don't possess. Many leaders are giving from an empty cup.

1. What is self-leadership?

2. What's your baseline for leading well?

3. How do you measure your leader development? 

If you want to increase productivity, engagement, performance, innovation, succession pipeline, and positive workplace culture, please keep reading... 

In 2012, I moved from running a business to coaching leaders. I was eager to serve leaders through coaching and consulting during my transition. Yet, I needed help! My father-in-law, a role model and mentor leader for me, spent countless hours over many meals and cups of coffee, downloading his wisdom, experience, and support. Today, I can stand on the shoulders of mentors and coaches like my father-in-law, who helped me so I could help others grow and develop to their potential. During one of those discussions, he gave me a copy of FYI published by Korn Ferry. It was my first formal introduction to leadership competencies. 

Today, I'm certified as a Korn Ferry consultant and utilize the 360 tools based on the leadership competencies in my coaching and cohorts. As a compliment to KF, in 2017, I began coaching leaders with the Center for Creative Leadership using Benchmark 360, which highlights competencies from the Compass guide. In 2023, I privately coached 50+ leaders using the Benchmark 360 through CCL programs. FMI's Peak Leader Model identifies eight leadership competencies in the construction industry: setting direction, aligning Resources, and motivating and inspiring. KF, CCL, and FMI utilize a framework to measure leadership growth. These are the tools for self-leadership. 

What is self-leadership? 

Self-leadership is the conscious, intentional process of guiding oneself toward achieving personal and professional goals through reflection, efficacy, self-awareness, competencies, disciplines, and the ability to act on priorities. It involves taking ownership of one's thoughts, emotions, and actions, fostering a deep understanding of oneself and one's capabilities, and cultivating the skills and mindset needed to navigate challenges and opportunities effectively. Self-leadership empowers individuals to set meaningful goals, make informed decisions, and take decisive actions aligned with their values and aspirations, ultimately leading to greater fulfillment and success in both personal and professional domains.

Why focus on self-leadership?

Leaders consistently encounter challenges; a prevalent one among them is experiencing a crisis of confidence. As leaders navigate various situations, they often find themselves stretched thin, prompting them to question their abilities with doubts like, "Can I truly do this?" At some point in the leadership journey, a leader will raise a hand to acknowledge, "I want to be a better leader." These awakening moments can be triggered by new promotions, increased responsibilities, several direct reports, or a crisis stretching your capacity. You know the feeling of being extended beyond your capacity. Like my story, your leadership will only improve if you get help, support, and training. 

Since the onset of COVID, I've had the opportunity to lead a variety of cohort models aimed at developing emerging managers, first-year directors, mentor leaders, and coaches. Each cohort consisted of 25 to 45 leaders for a 6-month engagement. The main goal of these cohorts is to foster connections to build a robust stakeholder network while also focusing on leader development through competency building and practical application.

In surveying each unique cohort, we discovered that the primary challenge for every leader, manager, mentor, and coach revolved around confidence in their new roles. Developing a cohort model to boost leaders' confidence in leading effectively requires a blend of art and science, drawing on experience and education while meeting busy leaders' needs and expectations. Self-leadership emerges as a crucial element for effective leadership, yet it is often neglected due to the demands of the day-to-day.

What's at stake if self-leadership is neglected?

Leaders may struggle with confidence in leadership due to a variety of psychological, experiential, and practical reasons:

1. Psychological Factors:

• Imposter Syndrome: Many leaders experience feelings of inadequacy or self-doubt despite evidence of their competence. Imposter syndrome can undermine confidence and lead to fear of being "found out" as a fraud.

• Perfectionism: Leaders may set unrealistically high standards for themselves, leading to anxiety and self-criticism when they inevitably fall short. Fear of making mistakes or being judged can erode confidence.

• Negative Self-Talk: Internalized negative beliefs and self-criticism can undermine a leader's confidence. Persistent thoughts of unworthiness or incompetence can create a self-fulfilling prophecy.

1. Experiential Factors:

• Past Failures: Previous setbacks or failures can linger in a leader's mind, casting doubt on their ability to succeed in future endeavors. Without proper reflection and resilience-building, these experiences can undermine confidence.

• Lack of Role Models: Leaders who lack strong role models or mentors may need help to develop a clear sense of leadership identity and competence. With guidance and support, they may feel confident in their abilities.

• Limited Feedback: Leaders who receive insufficient or unclear feedback may need help to gauge their performance accurately. Without validation or constructive criticism, they may doubt their effectiveness as leaders.

1. Practical Factors:

• Unclear Expectations: Ambiguity surrounding roles, responsibilities, or goals can leave leaders needing guidance on navigating their leadership roles effectively. Without clear direction, they may lack confidence in their decisions.

• Resource Constraints: Leaders operating in resource-constrained environments may feel overwhelmed or unsupported in leading effectively. Limited time, budget, or personnel can exacerbate feelings of inadequacy.

• Complexity and Uncertainty: Rapidly changing environments or complex challenges can create uncertainty and ambiguity for leaders. The pressure to navigate uncertainty while maintaining stability can undermine confidence in decision-making.

Addressing these factors requires a combination of self-awareness, support, and skill-building. Leaders can work on challenging negative beliefs, seek out mentors or coaches for guidance, and cultivate resilience through reflection and learning from setbacks. Clear communication, feedback mechanisms, and alignment of expectations can also mitigate practical challenges to confidence in leadership.

When a leader focuses on developing their self-leadership, their confidence can grow in several ways:

1. Clarity of Purpose: Developing self-leadership often involves reflecting on one's values, goals, and strengths. This clarity of purpose provides a solid foundation for decision-making and action, bolstering the leader's confidence in their direction.

2. Resilience: Self-leadership involves cultivating resilience in the face of challenges and setbacks. As leaders learn to navigate obstacles with determination and adaptability, they build confidence in overcoming adversity.

3. Self-Awareness: Leaders who invest in self-leadership develop a deeper understanding of their strengths, weaknesses, and areas for growth. This self-awareness enables them to leverage their strengths effectively and address any limitations with confidence and humility.

4. Authenticity: Embracing authenticity is a crucial aspect of self-leadership. When leaders align their actions with their values and principles, they exude authenticity, which fosters trust and confidence among their team members.

5. Empowerment: Self-leadership involves taking ownership of one's actions and decisions. As leaders empower themselves to take initiative and accountability, they build confidence in their ability to lead effectively and inspire others to do the same.

6. Continuous Learning: Leaders prioritizing self-leadership are committed to ongoing growth and development. By embracing a growth mindset and seeking opportunities for learning and improvement, they bolster their confidence in their capacity to adapt and evolve as leaders.

Focusing on developing self-leadership fosters a sense of inner strength, clarity, and authenticity, cultivating confidence in one's leadership abilities.

What happens when self-leadership scales from the leader to the organization? 

When leaders and teams are committed to professional development and demonstrate self-leadership, the impact on the organization can be profound:

1. Increased Productivity: Leaders and teams prioritizing professional development tend to be more skilled and knowledgeable. They are better equipped to handle challenges, innovate, and adapt to changing circumstances, leading to increased organizational productivity and efficiency.

2. Enhanced Employee Engagement: Investing in professional development shows employees that their organization values their growth and success. This fosters a sense of loyalty and commitment among team members, leading to higher engagement and morale. Employees are more likely to be motivated and enthusiastic about their work when they see opportunities for growth and advancement.

3. Improved Performance and Innovation: When leaders and teams demonstrate self-leadership, they take ownership of their work and are more likely to push themselves to excel. This results in higher-quality outputs, greater creativity, and a continuous improvement and innovation culture. Organizations encouraging self-leadership are better positioned to stay competitive and thrive in their respective industries.

4. Stronger Leadership Pipeline: By investing in professional development at all levels of the organization, leaders can identify and nurture talent from within. This helps build a strong leadership pipeline for the future, ensuring that the organization has the right people to drive success and growth over the long term.

5. Positive Organizational Culture: Focusing on professional development and self-leadership fosters a positive organizational culture characterized by trust, collaboration, and mutual respect. Employees feel supported in their growth journey, leading to stronger relationships, effective teamwork, and a sense of belonging within the organization.

When leaders and teams are committed to professional development and demonstrate self-leadership, the organization benefits from improved performance, increased innovation, and a culture of engagement and excellence; this ultimately contributes to long-term success and sustainability.

What's the next step? 

“Self-leadership begins with self-reflection. ”

During our session, one senior director declared, " I need some soul-searching before strategically casting a vision for my teams. If I don't, I create confusion from my lack of clarity, leading to further chaos. I'll pay for it later if I don't take the time for myself now." 

Take the next step: schedule time to respond to these self-leadership questions. Then, after you write down your thoughts, consider who can support you in acting on your insights.  

Where am I currently in my leadership journey?

• Reflect on your current skills, strengths, and areas for improvement to understand your starting point.

What specific leadership competencies do I need to develop?

• Identify key areas that require enhancement, such as communication, decision-making, or emotional intelligence.

How can I acquire the necessary knowledge and skills?

• Explore resources like books, courses, workshops, or mentorship programs tailored to your development needs.

What actionable steps can I take to implement what I learn?

• Create a plan with specific, measurable goals and timelines to apply new insights and techniques in your daily leadership practice.

How will I hold myself accountable for my growth?

• Establish accountability measures such as regular self-assessment, seeking feedback, or partnering with a mentor/coach to track progress and stay motivated.

Finally, if you're standing on someone's shoulders who helped you get where you are today, take a moment and give a note of thanks as a reminder we don't get where we are alone. Then, consider who you can help encourage in their leadership; you never know the impact you can make by investing a few minutes into helping someone today. 

I welcome your feedback on how these articles have been helpful for your leadership. Also, if you need support for your leadership growth, team development, or a cohort program for your organization, feel free to reach out at russell@leadersadvance.net 

Self-Care, SoulWork, and Refilling Your Empty Cup

Article Overview

• Intro to SoulWork- Soul-Care & Self-Care

• Healthcare Case Study

• 6 Perceptions of Contributing to the Neglect of Self-Care

• Stats on Workplace Well-being - $300 Billion Issue

• 5 Practices to Avoid Burnout

• SoulWork - Filling Your Cup - Focusing On Your Vitality

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Intro to SoulWork- Soul-Care & Self-Care

A mentor once shared, Russell, you can't give out of an empty cup. In a similar conversation, another mentor leader shared the idea in principle: You can't impart what you don't possess. Then, I hear the consistent reminder on every flight, the attendant instructions to put your mask on first before helping others. Why? At 35,000', you'll blackout within 7-8 seconds. 

On reflection, these principles and practices suggest that you must first possess that knowledge, skill, or attribute to share or teach something to others. It implies authenticity and personal experience are essential to effectively caring, mentoring, training, or leading well. For instance, if you want to teach someone about kindness, you must first embody kindness in your actions and interactions. Similarly, if you wish to mentor others on leadership, you should have practical experience and an understanding of leadership principles. This phrase underscores the importance of leading by example and living out the values or qualities you seek to impart to others. Similarly, if you've given your all for a job, project, or any effort only to come up short, your cup needs filling before you can begin again. 

Let's step back for a moment. 

After moving from Georgia to Colorado, I started my master's education at Denver Seminary from 2003-2007. I began my studies on leadership, then discovered a track focusing on spiritual formation. More than formal education, I was invited into a guided learning experience within a genuinely transformational community. While raising a family and running a business, I was battling many of the symptoms of the lack of self-care. The spiritual formation began to help me identify themes and patterns to understand better my beliefs, motivation, and drives for success, leaving me in a state of chronic fatigue and, at times, burnout. 

Twenty years ago, I was learning firsthand before terms like well-being and self-care were popularized in workplace policy and human resource circles. Yet, the personal work held a tension of soul-care and self-care that's holistic in practice; today, I use the term SoulWork. 

My story is familiar as it represents a need for all. The practice of SoulWork will vary based on the needs and demands of the day. SoulWork is dynamic based on worldview, values, and beliefs with your season of life and work. SoulWork holds the tension of soul-care and self-care. You find less emphasis on the soul rather than the necessity of self-care with a good night's sleep. Before we move further, I invite you to consider what you need to live and work with vitality.

Back to the present day. 

Healthcare Case Study

Working as an Organizational Development Consultant in the healthcare industry since COVID, let me invite you into my work life. You may identify some similar themes in your workplace. 

Ashely is a dedicated nurse in a busy hospital's intensive care unit (ICU). Known for her exceptional patient care and unwavering commitment to her job, she often prioritizes the needs of her patients above her well-being. Despite long shifts and demanding workloads, she rarely takes breaks and frequently stays late to ensure her patients receive the best possible care.

A work pattern established since the COVID crisis, Ashley's neglect of self-care begins to take a toll on her well-being. She experiences increasing levels of stress, fatigue, and emotional exhaustion. Despite feeling physically and mentally drained, she pushes herself to continue working at the same intense pace, fearing that taking time off would negatively impact her patients.

As a result of her neglect of self-care, Ashley's health begins to deteriorate. She experiences frequent headaches, insomnia, and mood swings. Her relationships with colleagues and loved ones suffer as she becomes irritable and withdrawn. Despite recognizing the signs of burnout, Ashely feels trapped in a cycle of overwork and self-neglect, unable to prioritize her well-being.

Eventually, Ashely reaches a breaking point when she collapses from exhaustion during a shift. Forced to take time off work to recover, she realizes the importance of self-care and seeks support from her colleagues, personal coach, and a nurse mentor. With their help, she learns to set boundaries, prioritize self-care practices, and seek help.

Through this experience, Ashley recognizes that neglecting self-care harms her well-being and jeopardizes her ability to provide quality patient care. She commits to making self-care a priority in her life, knowing that only by taking care of herself can she continue to serve others effectively in the long term.

Dr. Smith is a dedicated physician in a busy hospital's intensive care unit (ICU). Known for her exceptional medical skills and unwavering commitment to her patients, Dr. Smith often works long hours and sacrifices her well-being to ensure that her patients receive the best possible care.

Despite the demanding nature of her job, Dr. Smith rarely takes breaks or prioritizes her own needs, believing that her patients' lives are at stake and require her full attention and dedication. She neglects self-care practices such as proper nutrition, exercise, and adequate rest, pushing herself to the brink of exhaustion to meet the demands of her high-pressure role.

As time goes on, Dr. Smith begins to experience symptoms of burnout, including chronic fatigue, emotional exhaustion, and feelings of detachment from her work. Despite her best efforts to soldier on, she struggles to cope with her job's physical and emotional toll, leading to decreased job satisfaction and overall well-being.

Meanwhile, the nursing staff working alongside Dr. Smith in the ICU also grapple with their challenges. Overwhelmed by high patient acuity, staffing shortages, and a lack of support, the nurses are increasingly stressed and stretched thin. The collective stress within the nursing team manifests in disrespectful communication practices, low morale, and a toxic work culture characterized by blame and resentment. Employee turnover rates soar as nurses struggle to cope with the demands of their jobs and the hostile work environment.

Recognizing the urgent need for change, Dr. Smith and the nursing staff come together to address the root causes of their collective burnout. They advocate for better support and resources, including access to mental health services, regular team debriefs, and opportunities for self-care.

Through their collaborative efforts, Dr. Smith and the nursing team began to implement positive changes in their work environment. By prioritizing self-care and collective well-being, they can rebuild trust, improve communication, and cultivate a healthier and more supportive work culture for themselves and their patients.

Why do leaders, managers, physicians, nurses, and front-line employees neglect self-care? 

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6 Perceptions of Contributing to the Neglect of Self-Care

For Ashley, Dr. Smith, or team members in your workplace, self-care is often neglected due to the perception that prioritizing one's well-being is selfish or indulgent. This perception stems from several factors:

1. Cultural Expectations: In many workplace cultures, there is a prevailing belief that sacrificing personal needs for the greater good is noble and admirable. Leaders may feel pressure to constantly prioritize the needs of their organization, team, or stakeholders above their well-being.

2. Role Modeling: Leaders may feel compelled to set an example of selflessness for their team members, fearing that prioritizing self-care could be perceived as a weakness or lack of dedication.

3. Fear of Judgment: There is a fear of judgment from others, including peers, superiors, or subordinates, who may interpret self-care practices as a lack of commitment or dedication to their roles.

4. Misunderstanding of Self-Care: Some leaders may equate self-care with self-indulgence or laziness, failing to recognize its importance in maintaining physical, mental, and emotional health.

5. Workaholic Culture: In industries or organizations where long hours and high levels of productivity are glorified, leaders may feel compelled to constantly push themselves to meet unrealistic expectations, leading to neglect of self-care practices.

6. Perceived Lack of Time: Leaders often juggle multiple responsibilities and demanding schedules, making it challenging to prioritize self-care activities. They may perceive self-care practices as time-consuming luxuries rather than essential investments in their well-being.

Overall, the perception of self-care as selfishness is a misconception that stems from societal norms, cultural expectations, and individual beliefs about the role of leaders and the nature of work.

What's the impact of stories like Ashley and Dr. Smith if nothing changes? 

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Stats on Workplace Well-being - $300 Billion Issue

Let's look at the recent statistics regarding the lack of self-care in the workplace, highlighting its detrimental effects on employee well-being and engagement. Here are some key statistics:

1. Decreased Productivity: According to a study by the American Institute of Stress, workplace stress costs U.S. employers an estimated $300 billion annually in absenteeism, turnover, decreased productivity, and medical expenses.

2. Increased Burnout Rates: The World Health Organization (WHO) classifies burnout as an "occupational phenomenon" resulting from chronic workplace stress that has not been successfully managed. A Gallup study found that 23% of employees reported feeling burned out often or always, while 44% reported feeling burned out sometimes.

3. Higher Turnover Rates: A survey by Kronos and Future Workplace found that 95% of H.R. leaders reported that employee burnout sabotages workforce retention. Moreover, a Gallup study revealed that 23% of employees would be willing to leave their current organization for a 10% pay raise elsewhere, emphasizing the impact of burnout on turnover rates.

These statistics underscore the significant impact of lack of self-care on workplace dynamics and employee engagement. Three primary threats to engagement resulting from insufficient self-care practices include:

1. Decreased Morale: Employees experiencing burnout and high-stress levels are more likely to feel disengaged and demotivated, reducing employee morale.

2. Reduced Productivity: Burnout can impair cognitive function, decision-making abilities, and creativity, resulting in reduced productivity and performance levels among employees.

3. Increased Absenteeism and Turnover: Employees facing burnout are more likely to take frequent sick days, experience higher rates of absenteeism, and ultimately seek opportunities elsewhere, contributing to increased turnover rates within the organization.

Addressing these threats requires a holistic approach to promoting employee well-being, including implementing self-care initiatives, fostering a supportive work culture, and providing resources for stress management and mental health support. Organizations prioritizing employee well-being are likelier to cultivate a positive work environment, boost engagement, and achieve long-term success.

What can change these trends in your workplace, church, or community? 

Let me propose starting with your self-care and well-being. In future articles, we will discuss self-leaders, which is necessary before leading others. However, self-care is critical as a baseline for self-leadership. 

Self-care is crucial for maintaining overall well-being and preventing burnout. It encompasses practices that nurture physical, emotional, and mental health, allowing individuals to recharge and thrive. 

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Five practices to demonstrate well-being and avoid burnout include:

1. Regular Exercise: Physical activity boosts mood, reduces stress, and promotes better sleep. Incorporating regular exercise into your routine, whether walking, jogging, yoga, or other forms of movement, supports overall health and vitality.

2. Healthy Eating Habits: Fueling your body with nutritious foods provides the energy and nutrients needed for optimal functioning. Prioritize a balanced diet of fruits, vegetables, lean proteins, whole grains, and healthy fats to support physical and mental well-being. Doing a dry month might help. 

3. Prayer, Mindfulness, and Relaxation Techniques: Prayer, mindfulness, meditation, or deep breathing relaxation techniques can help alleviate stress, increase self-awareness, and promote emotional resilience. Taking breaks to unwind and center yourself throughout the day can enhance overall well-being.

4. Setting Boundaries: Establishing clear boundaries in personal and professional life is essential for maintaining balance and preventing burnout. Learn to say no to tasks or commitments that overwhelm you and prioritize activities that align with your values and goals.

5. Seeking Social Support: Cultivating meaningful connections with friends, family, or support groups provides a sense of belonging and strengthens resilience. Make time for social activities, reach out to loved ones for support, and seek professional help if needed to address mental health concerns. Depending on the intensity of your needs, professional support from a counselor, therapist, or coach may help get you moving toward holistic health and well-being. 

By prioritizing self-care practices like regular exercise, healthy eating, mindfulness, setting boundaries, and seeking social support, individuals can enhance their overall well-being, reduce stress, and prevent burnout. These practices contribute to a balanced and fulfilling life, enabling individuals to thrive personally and professionally.

What underlying beliefs inform our attitudes and actions regarding self-care and well-being? 

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SoulWork - Filling Your Cup - Focusing On Your Vitality

As I consider the diversity of clients globally, the worldviews, religious beliefs, and traditions vary with every country. In 2023, I worked with leaders from India, Argentina, Korea, London, Austria, Ireland, China, Saudia Arabia, and the U.S. Given my response to the diversity of perspectives, broadly speaking, SoulWork refers to the intentional and ongoing practice of nurturing and preserving one's inner life, including thoughts, emotions, beliefs, and values. It involves caring for the spiritual aspect of oneself, recognizing the profound significance of the soul and its connection to one's overall well-being. Soulwork often involves prayer, meditation, reflection, and engagement with spiritual teachings or traditions.

Spiritual formation encompasses the process of growth and development in one's spiritual life to become more aligned with one's deepest values, beliefs, and purpose. It involves the cultivation of virtues such as love, compassion, humility, and gratitude, as well as exploring one's relationship with the divine or transcendent. Spiritual formation may include spiritual disciplines, community involvement, study of scripture, and guidance from mentors or spiritual leaders.

"Spiritual care" refers to providing support, guidance, and assistance to individuals in nurturing their spiritual well-being and addressing their spiritual needs. It involves attending to the spiritual dimensions of human experience, including questions of meaning, purpose, identity, and transcendence. Spiritual care may be offered by religious leaders, counselors, healthcare professionals, or other trained individuals, and it can take various forms depending on the individual's context and needs.

SoulWork fills my empty cup. It's a grandeur of adventuring in the Colorado mountains, walking the beach shore with my wife, celebrating with my family, conversing with a trusted friend, taking a truck ride for ice cream on summer's eve, and sitting in my rocking chair with my bible and journal, watching the sunrise coffee in hand.

What can you do today to be intentional about tending to your vitality? 

SoulWork is holistic, touching on what matters most, holding the tension of soul-care and self-care.  Start today with the next step towards taking in some oxygen, refilling your cup, and reflecting on what will help you thrive instead of only surviving.

We're in a series of essentials for leadership, building your foundation so you can thrive in your life, work, and leadership. Next, we'll expand on the practices of self-leadership. 

If you'd like to explore further conversations on these topics for your leadership, building your teamwork, or changing your organizational culture, feel free to reach out to russell@leadersadvance.net 

Growing Your Leadership - Foundations for Development - Integrating Philosophy, Psychology, and Practice

6-Week Leader Development Series

1. Foundations - 4 Levels of Your Life and Work

2. SoulWork

3. Self-Leadership

4. Team Leadership

5. Strategic Leadership

6. Leveling-Up - Identifying Threats, Invest in Capital, and the Courage to Lead Well

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Growing Your Leadership - Week 1 - Foundations

John, the COO of a Fortune 500 company, neglected his leadership development amidst the demands of running the operations of a large corporation. Despite numerous growth opportunities, he prioritized operational tasks over personal development. As a result, John's leadership style became increasingly autocratic and disconnected from his team's needs. Employee morale plummeted, turnover rates soared, and innovation stagnated. Leaders like John who neglect their development hinder their effectiveness and risk damaging team dynamics and organizational performance. John's story is all too common. It underscores the critical importance of continuous leadership development in driving success at all levels of an organization.

Sarah, the CEO of a tech startup, recognized the importance of investing in her development to lead her team better. Despite her busy schedule, she dedicated time to attending leadership workshops, participating in executive coaching sessions, and reading books on effective leadership. As she implemented the strategies and insights gained from her development efforts, Sarah noticed a significant shift in her leadership approach. She became more empathetic, communicative, and strategic in her decision-making, fostering a culture of trust and collaboration within her team. Employees felt more engaged and motivated, increasing productivity, innovation, and team performance. By prioritizing her development, Sarah not only improved her leadership effectiveness but also positively impacted the dynamics and outcomes of his team.

Integrating Philosophy, Psychology, and Practical Application

Laying a foundation for personal and leader development demands a comprehensive approach that transcends traditional boundaries, integrating elements of philosophy, psychology, and practical application. Philosophy provides the conceptual framework and guiding principles that underpin one's understanding of self, purpose, and ethics, offering timeless wisdom to navigate life's complexities. Psychology delves into the intricacies of human behavior, cognition, and emotions, equipping individuals with insights into their psyche and interpersonal dynamics crucial for effective leadership. Practical application bridges theory with action, empowering individuals to translate knowledge and insights into tangible behaviors and habits that drive personal growth and leadership effectiveness. By embracing this holistic approach, individuals embark on a transformative journey of self-discovery, continual learning, and meaningful impact, laying a solid foundation for their development and that of others they lead.

What makes the difference between John and Sarah?

In today's rapidly evolving business landscape, the success of organizations hinges on effective leadership at all levels. From self-care to self-leadership and team and strategic leadership, cultivating strong leadership capabilities is essential for driving innovation, fostering collaboration, and achieving sustainable growth. Recent statistics underscore the tangible benefits of leader development on organizational outcomes, highlighting the critical importance of investing in leadership growth initiatives.

Self-Care (SoulWork) - Intentionally Paying Attention to What Matters Most

The phrases "human being" and "human doing" highlight different aspects of the human experience. John's story indicates a bent toward doing while Sarah prioritizes being without compromising on getting work done. Both phrases are integral to the human experience; the significance lies in striking a balance between being and doing, recognizing the importance of self-awareness and action in leading a fulfilling and purposeful life. Recognizing the significance of spiritual vitality, holistic well-being, moral character, alignment of values, living authentically, and working purposefully is crucial for fostering a fulfilling and meaningful life. Spiritual vitality provides a sense of connection to something greater than oneself, offering solace and guidance in times of adversity. Holistic well-being encompasses physical, mental, and emotional health, emphasizing the importance of balance and self-care in achieving overall fulfillment. Moral character serves as the foundation for ethical decision-making and fostering healthy relationships, contributing to a sense of integrity and trustworthiness. Alignment of values ensures congruence between beliefs and actions, promoting authenticity and inner harmony. Living authentically involves embracing one's true self and values, leading to empowerment and fulfillment.

Working with purpose gives meaning to one's endeavors, fostering motivation, resilience, and a sense of contribution to the greater good. Together, these elements form the pillars of a life imbued with purpose, meaning, and fulfillment. Too much-being leads to inactivity and apathy. John's emphasis on human doing led to valuing tasks over the welfare of people, misaligned priorities, burnout, and putting secondary things first. Sarah's aspiration demonstrates a holistic tension in life and work that requires attention and intentionality.

Self-Leadership - Efficacy of self-direction, effectiveness, and growth

At the foundation of effective leadership lies self-leadership—the ability to understand oneself, manage emotions, and drive personal growth and development. Leaders who prioritize self-leadership exhibit resilience, adaptability, and a growth mindset, inspiring confidence and trust among their team members. According to a survey by Harvard Business Review, 65% of respondents believe that self-awareness is the most critical capability for leaders, emphasizing the significance of self-leadership in driving organizational success. By investing in self-leadership development, individuals can enhance their ability to navigate challenges, make informed decisions, and lead authentically and purposefully.

Team Leadership - Guiding a diverse collective effort toward a common purpose and shared goals

Effective team leadership fosters a culture of collaboration, empowerment, and high performance within organizations. Leaders who excel in team leadership understand the dynamics of group behavior, leverage diverse talents and perspectives, and create an environment where team members feel valued and motivated to contribute their best work. Research by Deloitte reveals that companies with effective team leaders are 50% more likely to outperform their peers in revenue growth over three years. By investing in team leadership development, organizations can unlock the full potential of their teams, driving innovation, productivity, and competitive advantage.

Strategic Leadership - Executing a compelling plan by leveraging the organizational potential for growth and the good of all the stakeholders.

Strategic leadership involves setting a compelling vision, aligning resources, and driving organizational change to achieve long-term goals and objectives. Leaders with strategic, solid leadership capabilities can anticipate market trends, identify growth opportunities, and navigate complexity with agility and foresight. According to a study by McKinsey, organizations with strong strategic leadership are 2.2 times more likely to outperform their industry peers in terms of long-term value creation. By investing in strategic leadership development, organizations can adapt to changing market dynamics, seize emerging opportunities, and maintain a competitive edge in today's dynamic business environment.

The Impact of Leader Development on Organizational Outcomes

Recent statistics highlight the significant impact of leader development on organizational outcomes, including increased productivity, employee engagement, and financial performance. According to research by the Center for Creative Leadership, organizations that invest in leadership development experience, on average, a 15% increase in employee engagement and a 14% increase in employee productivity. Moreover, an Association for Talent Development study found that companies with comprehensive leadership development programs are 84% more effective at delivering financial results than those without.

In conclusion, growing leadership across four levels—from self-care to self-leadership to team and strategic leadership—is essential for unlocking organizational success in today's dynamic business environment. By investing in leader development initiatives, organizations can cultivate a pipeline of skilled and empowered leaders who drive innovation, foster collaboration, and achieve sustainable growth. As recent statistics demonstrate, the value of leader development extends far beyond individual leaders, positively impacting organizational outcomes and driving long-term success.

Next, we will explore the focus on the elements of Soulwork, touching on philosophical origins, psychological theories, and self-care practices.

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The Grow Your Leadership series articles require me to stretch my literary legs over the next few weeks and settle into a pace of topic- and theme-focused writing. These posts parallel my Ph.D. dissertation in Industrial Organization Psychology and my book project on Mentorship.

Please comment in the comment section if you have additional thoughts or stories. If you have questions, feel free to message me directly at russell@leaderadvance.net

3 Essential Practices for Executive Leaders

executive leadership is a privilege! 

As a coach, I consistently have conversations that range from in-the-moment feedback to long-term development to define success at the executive level. Four executive coaching conversations from this week come to mind. A Chief Medical Officer begins by reflecting, "Russell, I'm two years into my role, and I'm wondering what it means to be successful in my role." A Chief Quality Officer presented his strategy goals to fifty leaders and stakeholders and approached me for feedback, "I know I'm delivering the data, but how do I connect with the audience? I want to be a better communicator." During our conversation, a Chief Operations Officer commented, "One of my most significant growth areas this year is learning how to talk with my people instead of at them." Finally, a newly promoted VP shares her struggles with confidence, feeling that she doesn't belong at the executive level, yet carries herself with confidence and inspires others in her leadership journey. 

Executive mindset holds a tension of the demand to deliver on your objectives yet recognize your development as a leader. 

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How can you develop an executive mindset? 

Developing executive presence is essential for leaders aspiring to succeed at higher organizational levels. Executive presence involves projecting confidence, authority, and the ability to inspire and influence others. Here are three essential principles for developing executive presence:

1. Confidence and Composure:

• Confidence:

• Projecting confidence is a fundamental aspect of executive presence. Leaders should convey assurance in their decisions, communication, and overall demeanor.

• Practice:

• Practice public speaking to enhance verbal confidence.

• Develop expertise in your field to bolster confidence in decision-making.

• Focus on positive self-talk and embrace a growth mindset.

• Composure:

• Maintaining composure under pressure is crucial for executive presence. Leaders should handle challenges with poise, resilience, and the ability to make sound decisions in high-stakes situations.

• Practice:

  • Practice mindfulness techniques to stay calm in stressful situations.

  • Develop problem-solving skills to address challenges effectively.

  • Seek feedback to identify areas for improvement in handling pressure.

  2. Effective Communication

• Clear and Concise Communication:

• Executive presence is enhanced through clear and concise communication. Leaders should articulate ideas in a way that is easily understood by diverse audiences, conveying authority and vision.

• Practice:

• Practice summarizing complex ideas into concise messages.

• Use storytelling to make messages more compelling.

• Pay attention to non-verbal cues, such as body language and tone.

• Active Listening:

• Influential executive leaders are active listeners. Leaders with executive presence listen attentively to others, demonstrate empathy, and value diverse perspectives.

• Practice:

• Practice active listening by entirely focusing on the speaker.

• Ask clarifying questions to ensure understanding.

• Show empathy and understanding in your responses.

• Adaptability in Communication:

• Executive presence requires adaptability in communication styles. Leaders should be able to tailor their communication to different audiences, whether speaking to employees, clients, or stakeholders.

• Practice:

• Understand the preferences and communication styles of your audience.

• Adjust your communication approach based on the context and situation.

• Seek feedback on your communication effectiveness.

3. Strategic Thinking and Decision-Making:

• Vision and Strategic Alignment:

• Leaders with executive presence demonstrate a clear vision for the future and align their actions with strategic goals. They communicate a compelling narrative that inspires confidence in their leadership.

• Practice:

• Develop a deep understanding of your organization's mission and strategy.

• Communicate how your actions contribute to the overall strategic objectives.

• Share a vision for the future that motivates and aligns with organizational goals.

• Decisiveness:

• As executive presence grows, so does the ability to make timely and effective decisions. Leaders should demonstrate decisiveness, considering available information and making choices that align with organizational priorities.

• Practice:

• Develop a structured decision-making process.

• Demonstrate accountability for decisions, whether positive or challenging.

• Seek input from relevant stakeholders, but be decisive when necessary.

• Risk Management:

• Executives often face uncertainty and risk. Those with executive presence are adept at strategically managing risks, making calculated decisions, and leading confidently, even in ambiguous situations.

• Practice:

• Analyze potential risks and develop contingency plans.

• Embrace a mindset that acknowledges and navigates risks effectively.

• Communicate your approach to risk management transparently.

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Developing executive presence begins with a mindset that requires self-awareness, intentional effort, and a commitment to continuous improvement. By embodying confidence, effective communication, and strategic thinking, leaders can enhance their executive presence and positively influence their teams and organizations. 

Consider where you could apply one of these practices to expand your impact and effectiveness this week. Consider it a stretch assignment, and then celebrate the win as you develop your executive presence.

Whether you are surviving, transitioning, developing, or just "stuck", coaching can be the vehicle you need to begin moving forward. Since not everyone needs the same type of coaching, THE ADVANCE Starts with where you are today.

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What is essential for leadership?

Nick Fewings @jannerboy62

When I consider the essentials of life, my mind responds physiologically and psychologically, thinking about food, water, rest, and human connection. These base needs are essential to living well. You may be able to neglect or deplete that for a while, but you'll never operate at your best. 

Life and leadership have significant parallels. 

When we consider leadership, defining a base understanding is essential. Many known and popular definitions are based on data, theory, and practice. For our consideration will use Northhouse; leadership is a process whereby an individual influences a group of individuals to achieve a common goal (Northhouse, 2021, p. 6). Process implies a developmental progression with a start, middle, and end toward a goal. Yet, leadership includes a group of people working together towards a common goal. 

Life may be compared to an athlete running a race from start to finish as a solo effort. However, the team is dependent on the performance of one another to attain the goal. Leadership may be the same goal but run with members of a relay race handing the baton for every leg of the race towards the finish. 

Nolan Issac @nolanissac

Similar to life, leaders must understand the base needs of their people. When leaders understand and care for their followers, they strengthen their influence through trust, loyalty, and belonging. Former Starbucks executive Howard Behar tells his personal story of wearing one hat about what's essential for leadership authenticity. Attempting to be someone you do not create an internal conflict by trying to be someone you are not. Authentic leadership begins with awareness by leading yourself well (Cameron & Green, 2017). When you can care for yourself, it enables you to care for others. That's essential to leadership. Leaders who neglect themselves for too long will limit their ability to influence others and slow their progress toward a common goal. 

The well-being of people comes first before products or profit. Profit is critical for the organization's long-term sustainability, but profit is achieved while honoring and caring for the people who make profit possible. Such a statement comes with a cost. Yet, such a cost may be better viewed as an investment into the human capital with an organization, stakeholders, and partners (Rego et al., 2012). Building human capital by valuing and caring for people is essential for effective leadership. 

Reference

Cameron, E., & Green, M. (2017). Essential leadership: Develop your leadership qualities through theory and practice (First ed.). Kogan Page Ltd.

Leadership lessons learned at starbucks: It’s not about the coffee. Video, A. P. (Director). (2009).[Video/DVD] Ripon, WI: https://search.alexanderstreet.com/view/work/bibliographic_entity%7Cvideo_work%7C2635423

Northouse, P. G. (2021). Leadership: Theory and Practice (9th Edition). SAGE Publications, Inc. (US). https://capella.vitalsource.com/books/9781071834473

Rego, A., Sousa, F., Marques, C., & Cunha, M. P. e. (2012). Authentic leadership promoting employees' psychological capital and creativity. Journal of Business Research, 65(3), 429-437. https://10.1016/j.jbusres.2011.10.003

The Leadership Lid! Avoid the 3Bs! 12 Ways To Develop Your Leadership Capacity

Benjamin Child @bchild311

Avoid the Leadership Lid! 3 Signs a Leader is Hitting the Limits of Their Leadership

How close are you to your leadership lid?

12 Ways Leader-to-Leader Learning Will Develop Your Leadership Capacity

1. Vision - Thinking as a CEO and seeing the big picture. Capturing a vision of what could and should be for your organization and its people.* Getting out of the day-to-day details to enlarge your perspective.

2. Relationships - Connecting with a trusted network of local CEOs. Leadership doesn’t have to be lonely at the top (Article). Being at the table with authentic, confidential, and competent leaders will grow your leadership. Show me your friends and I’ll show you your future. 

3. Advice - Objective counsel from experienced CEOs to solve leadership challenges. Test your possible courses of action. Open your ideas to be refined. Get timely resolutions. Leverage the counsel from a collection amounting to hundreds of years of wisdom and experience focused on leadership solutions. 

4. Health - Prioritizing first things first.  Investing where it counts. Mitigating who & what’s being neglected. Bridge the disconnect between surviving and thriving holistically. 

5. Strategy - Space to think proactively. Refine your most important goals. Explore opportunities, develop action plans, and focus tactics. Define your win and plan to get there. 

6. Innovate - Listen to best practices, fresh ideas, tools, and models that are working for others. Catching the wind from examples of success stories. 

7. Work Smarter - What got you here won’t get you there. Look at what has to change to reach new goals. Clarify expectations, conflicts, and shifts that need to happen. Avoid team burnout and leadership bottlenecks.

8. Accountability - Defining your commitments and action plan.  Avoiding drifting or hitting a leadership plateau. Execute with excellence in the time needed. 

9. Feedback - Leaders are continuous learners. Define what professional development you need or desire. Close the gaps in your leadership. Gain understanding and skill through evaluated experiences to grow in weak areas. 

10. Focus - Operate from the highest and best use of your time. Define what energizes you and what you can delegate. Go deeper in your best work. Your work and influence matter!

11. Support - Leaders need champions, friends, and prayer partners. The CEO team will celebrate your wins and walk through the losses. You never know when hard times come unexpectedly. Even the independent bootstrap minded leader still benefits from a firm hand on their shoulder. 

12. Courage - Leaders make the tough call. Your decisions have weight. Decisions to hire/fire team members. Launch the new product. Secure new funding. Sell, acquire, merge, liquidate, invest, or succession requires courage. Leaders need encouragement from leaders who know the weight of such significant moves. 

The Advance CEO Leadership Circle will help you get to the next level in your leadership. These are just 12 ways leaders have experienced the benefits of being in the Advance.  There are no perfect CEOs. We are always growing in our leadership and can be called to higher and deeper levels. Consider coming into a trusted circle of other CEO’s who are committed and working diligently to see their organization and its people reach their full potential.

The Powerful Pull of Partnership! 1 + 1 = 3 Lessons From The Colorado State Fair!

The Power of Partnership!

Let’s retitle it today as the pull of partnership. This weekend, my family and I were down at the Colorado State Fair. It was funnel cakes, amusement rides, 4-H competitions, and the draft horse pull. Having our horse for almost 13 years, he was always around 900 to 1,000 pounds. Well, these draft horses were almost 2,500 pounds. They were massive beasts, and it was just a sight to behold. My daughter coming back from being a wrangler all summer long and working with horses, it was just a lot of fun to see her in her element, walking alongside of some of these horses.

We got to see the draft horse pull, and that was just really fascinating to think of in terms of from a leadership principle. The competition was simply a sled that was designed with a series of weights that were on them, and the team would pull that for 20 feet, basically twice the length of the sled. So there was all of these horses lined up and harnessed in pairs, and they would go and pull respective weights throughout the course of the competition. We got to see SpongeBob and Ted, who are the defending champions for the state fair last year, compete. And, wow, what a sight to behold.

The math here is fascinating, and this is really the principle that I wanted to capture through the pull of partnership. It’s just simply this: 1 + 1 = 3. Where do I get that math from? It turns out that this defending champion last year was able to pull—these two horses, basically 5,000 pounds, a team, were able to harness behind them the capacity and the strength to pull 18,000 pounds. That’s amazing to me. When I did a little research around this, the records for draft horses in this class is actually 24,000 pounds.

Well, what’s fascinating is, in the harness of two, that the capacity or ability to pull 24,000 pounds is amazing, but if just single-harnessed, those same horses can only pull 8,000 pounds. Now, think about the math here. You’re talking about horses that are 2,500 pounds, and they’re pulling 8,000 pounds of weight, almost three times or more of their ability. But then, all of a sudden, that number goes up even more. So 8,000 and 8,000 is the ability to pull 24,000. 1 + 1 = 3. This is really fascinating to me as I think about who am I partnered with that potentially allows me to triple the impact of my ability to carry my own weight? I would invite you to consider the same.

1. Who are your partners? Just thinking about the people in your work life and even personal life as well, who are those that you’re partnered with? As you can imagine, you have to have somewhat equal weight class. If you put my horse, 1,000 pounds, with a 2,500-pound animal, you’re going to probably get quite a bit of this. So just even understanding the idea of being equally yoked in the harness is something to consider. But who are you partnered up with? I just encourage you to just even think about those partners in your life.

2. What’s tying you up? It comes from something that I saw that was actually really dangerous. It was just one of these moments where—just when the team got hooked up to the sled, and then there was a misfire. And then, suddenly, the team took off and the sled wasn’t there. Next thing you know, that harness, the chains and everything were all tied up in the horses’ legs. I was actually a little bit scared because it’s a very dangerous situation. So the question is what’s tying you up? Is there something that just—almost in a dangerous sense that’s just—you are just all wrapped up in chains and harnesses and potentially—literally, I saw these horses turned in the opposite direction. Imagine 5,000 pounds going in the wrong direction with chains. I mean, subject to injury is just—it’s a real thing. So how, perhaps, are you even tied up?

3. What’s keeping you locked up? Now, I’d like to come out of the arena for the third question, and this is just something we saw earlier in the day, just really fascinating to me. And it’s these horses in the stalls. It’s just amazing that here you have these massive horses. Imagine their head coming out of the stall. They’re in there, and it’s just this little metal lock. I mean, it’s just a little flip pin and the door is shut. Those horses could blow through that with just leaning into it, and the thing would pop off. But every one of these horses just knew where they belonged and not to push up against that gate. That’s still fascinating to me that, certainly, just a little bit of leaning and that thing would pop off, but yet every one of those horses were contained. 

Certainly, there’s a statement to be made that it’s a place of rest, a place of, certainly, getting your oats and hay, a place to just relax before the competition, certainly. But from a leadership—as I’ve spent time coaching leaders, this is one of these areas that I just wonder, perhaps the question is, what’s keeping you locked up? What is the thing that’s just even the simplest of things that we are programmed that we just can’t open that gate on our own because we’re just locked up in habits and patterns? 

So, again, I want to capture three big ideas and forms of questions.

1. Who are your partners?

2. What’s tying you up?

3. What’s keeping you locked up?

As I think about the course of my week, I’m leaving and I’ll be facilitating a team meeting in Kansas City this week. I’ll be partnered up with some other facilitators, and the fact is, given that training, I am going to be more effective partnered up with some co-facilitators that are going to be able to see things from different angles. It’s going to be a lot more dynamic being linked with those facilitators. On Thursday, I’ll be in a training here back in Colorado, and I’ll be with some other coaches. The fact is the dynamic of having other coaches together working with leaders just brings a powerful perspective as we co-coach together. And that is something that just allows a leader just to have a fuller experience as they consider ways they want to grow. 

Friday, I’ll have the opportunity to sit with some men that I do every Friday morning, and it’s just a spiritual enrichment as I spend time with these friends that just, somehow, I am strengthened having the power of friendship spending time with these men over coffee and talking about the important issues of life. And then, finally, as I think about going back to the state fair last weekend, wow. When I think about the power of partnership, just even in my family context, I am just a better man, I’m a better leader, and I’m a better coach because I have family in my life. 

This is a big idea and a longer entry today, but I just wanted to capture this as something significant. If you’re going it alone or you’re perhaps tied up with the wrong partners, there’s an opportunity here for you to consider what would happen if you linked up with the right partners. All of a sudden, 1 + 1 = 3 where you have the potential to have a greater impact as you unite in the harness with those people that are going in the same direction, and your ability to pull the weight of what needs to get done is really staggering.

So I hope this is helpful for you.

Moving from "I wish" to "I will" with SMART Goals with a Strong Heart!

It’s summertime here in Colorado, and it’s 14er season for Russell. This is one of my SMART goals: that I want to climb all fifty-four 14,000-foot mountains over a five-year period. This is personally enriching for me but also very satisfying to be able to go from the valley to be able to summit the peaks of so many of these 14ers that are throughout Colorado.

Mt Yale, Colorado 14,196’ August 17, 2019

More than just making the summit, it’s also the enrichment and the experience of being able to do that with other people who want to join me on the journey. This is something that’s not just an event but an experience that’s really built out as a long-term goal over a lifetime. What are some of your goals that you’re working towards? 

Just last week, I was coaching with a leader in Mexico, and he had this great desire to grow his business to the next level. The more we listened, I heard just some general and vague and even confusing language around some of the goals that he has to grow his business to the next level. As we talked more, I asked him if he had ever heard of SMART goals. That was the first he had ever heard of that language.

SMART goals invites you to be able to take some of your general aspirations, to be able to see something accomplished in bringing a specific framework around some of those things. What are some of your goals? If you and I were sitting one-on-one and we were just to take a moment and write down some of those things, what would those goals be? Would they be general and vague, or would they be specific and measurable and relevant and something that’s time-bound that you hope to see accomplished? Maybe it’s in five years, or maybe it’s in the next quarter.

Again, this is your opportunity to write down some of these things, and do they pass the test of being SMART? Well, just in the context of our 14ers, one of the realities of going to the next level, especially in Colorado, is the lack of oxygen. The idea of capacity is a very real thing. It’s one thing to be able to aspire towards the next level of achieving those goals. The second area is this idea of capacity. Often taught in the coaching context that I have with leaders is that opportunities plus challenges equal growth. As you step into the opportunity of your goal, suddenly you’re met with a challenge. And that challenge, at least for me this past weekend, was the lack of oxygen. 

What do you have to do to increase your capacity? So let’s get those goals defined in terms of what’s SMART, and then let’s really identify, really, what is the capacity and where you need to grow and develop. These are five specific areas that allow you to look at some of those capacities that, as you do, that will invite you to grow to the next level of your leadership.

Finally, in terms of that engagement, just as you look at all the things that you’re involved with, the opportunities, the commitments, perhaps there’s some things that you need to just evaluate: “What do I need to stop so that I can start doing some of those right things?” As you make that list and it begins to narrow, when you see those lists of activities before you, it gives you some clarity in terms of what you need to start, what you need to stop, and some areas where just you need to grow as a leader.

Ultimately, if you feel stuck today in terms of your goals, I wonder what might be holding you back. What could be distracting your focus or even robbing your energy? This is one of those areas we’re trying to get some clarity in terms of your desire to want to grow to the next level and advance as a leader. What are the things that are holding you back? 

As you get clarity and even being SMART in terms of just your focus and your goals and how you need to grow your capacity, it’s going to get you moving forward so you advance to the next level in your leadership.

Culture Eats Strategy For Breakfast! 3 Competencies To Strengthen Your Soft Skills

Culture eats strategy for breakfast. What a big idea, right?

As a leader in your organization, you proudly celebrate the wins. On occasion, it doesn’t work that way and during a loss, you may ask yourself whether it was you, your team, or the organization as the root cause. With each examination, you may see a pattern within your company culture itself, through discussion, surfacing time and time again.

“Culture Eats Strategy For Breakfast!”

— Peter Drucker

Two areas of tension leaders in any organization must balance daily are that of hard and soft skills. Most leaders excel greatly in hard skills. They know their product or service inside and out. They understand delivery and execution in order to promote and provide markets for their product or service. It is then not surprising that with leaders focused so strong on hard skills, many lack what amounts to be the equally, if not of greater importance, the soft skills needed to manage the people of the organization.

Through many years of coaching leaders, it has become clear to me that there are three primary areas of competencies needed within any organization. They include:

1. Effective Communication
   Great leaders are effective communicators. What are we communicating? What are the questions we’re asking? Are we taking time to actually listen to understand what’s happening? And then being able to turn around and explicitly share those ideas with a broader audience and making sure it lands and hits its mark so that we know that we’re communicating clearly and effectively that engages the rest of our people. (We recommend leaders start by answering 3 questions).

2. Creating Connection
   We are wired for meaningful relationships. Sometimes, when we meet with people, there’s just a disconnect. And sometimes we just don’t even know why. It’s often this place of just connection with those key people. We really want to understand what’s happening there, and what can we do to build stronger levels of trust and unity so that we can have a healthy working relationship? (We recommend the Conversationalist for building stronger connection).

3. Change Management
   Change is necessary for continued growth. That’s a big idea in terms of a leadership sense of expectations. Are we moving too fast? Perhaps we’re moving too slow. Somewhere in there is finding that cadence of what is the rate of change where we work well and thrive within. Change is hard and if we don't change, then things won’t happen as we expect, and our results will suffer.

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What is Culture?

Values + Behavior = Culture

To deep dive into your organization, your team, or even the culture that you live as a leader, look at those values. What are the things that are core to who you are? Are you moving them from implicit ideas to explicit? When you do, then, you can begin putting a plan together on how to live those ideas out.

Culture is a complex idea because we’re dealing with the soft skills. If you want to improve your culture, start there. What are those values? How do we live them out? 

Communication - Connection - Change

I would encourage you to look at those three areas of communicating effectively, being able to make strong connections with your people, and then, finally, look at your expectation around change management.

Final Thoughts

When you do the above suggested actions, they will strengthen your culture. When blended with your strategy, suddenly you’re going to see your results successfully executed, positively affecting your bottom line. Hope this has been helpful.

If you need help with your leadership skills the Advance team provides one free complimentary coaching session. It will help you clarify your answers and give you a plan to lead more effectively. (We provide a professional coaching experience, not a sales pitch!)

If you want to be a more effective leader select Start Now!

What Leaders Do to Communicate More Effectively

Leadership requires perspective in order to communicate effectively.

• Daily demands steal our clarity.

• Decision fatigue dulls our strategy.

• Doubt can rob us of confidence.

When you’re suffering from these moments, being a leader and doing the work of one can feel overwhelming. You may be more reactive than proactive. The very idea of taking time to get some perspective may come across as a luxury. You may even say to yourself, "I have no time" or "I’ll take some time one day." However, we know work is always there, and the demands on our time never end.

3 Important Questions To Help Leaders Gain More Prospective

Coaching entrepreneurs and executive leaders gain the perspective by looking at and answering three questions:

• Where are we going? Vision~ Dream~ Mission~Opportunities~Making a Difference

• Who is the team that will get us there? Your #1 Team~ Support~ Culture~ Clients~ Advisors~ Stakeholders

• What needs to be done today? Problems to Solve~ Projects~ Priorities

“Effective communication maximizes leadership success.”

A mentor once taught me that leadership brings order out of chaos. Every day, you know the level of chaos that you face. It’s real! Get your thoughts in order. Clarity of thought will bring insights. Now, you can formulate a plan. You’ll know what priority to focus on first and what is second. You will gain perspective faster than you realize.

We encourage leaders to retreat, so you can advance. You can take a step back to get some perspective and move forward. The above three questions offer you some pause; allowing you to communicate with more clarity and confidence. As a leader, people are looking to you for answers!

Leaders Must Discipline Themselves To Be Effective Communicators

Communication is a discipline – something you can start now!

• Think about your answers to the 3 questions.

• Brainstorm ideas, writing down potential answers.

• Highlight any words or statements that grip you.

• Commit to sharing those answers – to who and when.

• Watch and learn from their response to refine the message.

“How will you communicate your answers to them?”

Communication is a discipline, and leaders use their words!

It’s so important to use yours wisely and make them count. If your words miss the mark, then look at them from another perspective. This will be the first proactive step you take.

If you need help the Advance team provides one free complimentary coaching session. It will help you clarify your answers and give you a plan to communicate more effectively. (We provide a professional coaching experience, not a sales pitch!)

If you want to be a more effective communicator select Start Now! Then you will receive an email of including next steps to prepare for your free coaching session!

Monday Mentorship - Power of Timely Feedback! Plus 5 Leadership Investment ?s

John’s* tears were real then later his smile sincere. I knew we were at the heart of a significant issue. He received difficult feedback from his 360 reports. John knew he had a challenge communicating with his team members. He had high marks for caring and valuing the staff. He had a problem. John didn’t know how to give feedback. When conflict came he would respond in frustration and disengagement. The 360 reports revealed the same pattern. It was an issue for most of his life personally and professionally. The tears gave us pause to sit in the significance of the moment. In the silence, we sensed we were on the edge of a real breakthrough.

John’s manager gave him high marks in most competencies. The few areas of critical feedback came in three areas: encouraging the team, developing his people, and focusing on others. His direct reports wrote, “I need more feedback”, “He’s a good role model, but I need to know I can improve”, “He's always talking about projects, I wish he’d take an interest in me personally”. We discussed his current projects, his responsibilities, and the relationships with his direct reports. His technical competencies were rated 9’s and 10’s on his report. His abilities to execute getting work done were also high marks. John’s work ethic was without question. The numbers began to slide on effective delegation and aligning the team. The recurring theme of communication challenges was coming clear. At, 40 something, John’s responsibilities were growing, more staff, budget, and demands. His “not afraid to get his hands dirty” style served him in training and tactics, but were limiting his leadership effectiveness.

He shared “I’m fine with joking around with my team. Then when it’s time to work that stops and I’m all business until we get our work done. Giving feedback I don’t really know what to say. I’m afraid of getting too personal. Work is hard and I get intense in the tasks at hand. When it doesn’t go well I get mad and pull away. It’s an issue that has to change.”

Given the few comments from his manager, I asked about their relationship. “My manager is the reason I’m here getting training and coaching. He sees something in me that I don’t see in myself. He’s taking the time to help me. He’s given me a shot at my last few projects.”

What are the qualities of your manager that you admire?... That’s when I saw John smile. “He believes in me. He invests in me as a leader. He gives me challenging projects. He’s quick to share honest feedback when I’m out of line. I know he’s got my back. He’s more of a mentor than a manager.”

How can you learn from his modeling to manage your team?... John thought for a moment. I could start by taking each of them to lunch.

When’s the last time you took your team members individually to lunch?... It’s been a long time.

What would you like to discuss?... “First, I want to listen to what’s going on for them personally, families, hobbies, interest, even their goals.” Then I want to share what I’m learning through my assessments and 360 reports. I want to be a better communicator and connect with my team. I want to thank them for their comments and patience with me as I’m growing. Then I want to ask... How can we communicate better in the future?... then listen to understand what feedback they need from me.”

John, when are you going to schedule your lunches? “All in the next month. I’m going to get them on the calendar today.”

What would like to say to your manager after these lunches? His smile got even bigger. “I want to thank him for his modeling, the difference he’s made, and how I’m paying it forward with my team.”

John, I can’t wait to hear how it goes. Way to go!

As the coaching conversation continued, we discussed the modeling from his manager. The ways John felt valued and invested in. Learning from his manager we brainstormed a few leadership questions for his next lunches with his team. As they took shape he saw them as a single focus for each lunch for the next 5-­6 months. He had a plan and strategy to invest in his people.

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5 Leadership Investment Questions

1. Believe ­ How can I support you to succeed? Challenges your facing?

2. Advancement ­ Where would like to see your career in the next 3 years?

3. Leadership Development ­ How do want to grow in your abilities at work?

4. Feedback ­ What feedback do you need from me? Encouraging or Instructive? How

   often?

5. Work Life Vitality ­ What ways are you staying healthy outside of work?

For more questions to help you get ready for your next one­2­one or team meeting visit Leadership Conversation

*John is not his real name. The story represents a sample coaching session.

Powerful Advice! 3 Leadership Upgrades

I'd like to pass along 3 principles that have defined my work life. These 3 I am still learning to put into practice. Let me illustrate with a client's story... 

A young leader of a nonprofit was experiencing some high levels of stress within his organization. As he shared some of the details, I learned that he was dealing with a significant degree of turnover, and not being able to retain good people for very long. Also, there seemed to be an issue of his focus. His attempts to implement all the great ideas could never be fully accomplished or realized. Finally, the growing pains of launching a new organization and being stretched in many different directions. As I listened to him describe some of his challenges, I asked about his advisory team. He immediately responded confidently that, "I have a great board of directors." I asked him to describe who his board was and their involvement. As he explained his board, like many startup nonprofits, he surrounded himself with friends who shared his enthusiasm for the mission, who were providing great ideas and strategies to help launch the organization as well as providing some level of financial support.

The more I listened to this leader share about his board of directors; it sounded more like a fan club than a board of directors. There seemed to be a gap between objectivity and clear counsel versus enthusiasm and affirmation. Ultimately, all the optimistic feedback was causing him to suffer because he had surrounded himself with people who were giving him precisely what he wanted to hear, instead of what he needed to hear. His board and executive team were "Yes" men and women. What he needed was a little more "No" in his leadership. Launching anything can seem overwhelming. Just getting an idea off the ground and birthing it to reality can be a daunting undertaking. Having healthy people who can encourage you is essential, yet these personalities should not take all the seats on your advisory team. Whether you're leading a startup nonprofit, a public company, or even operating as a solopreneur, I merely want to ask, who has the power to speak into your life? 
 

In 2016, I interviewed Peter Greer with HOPE International on our Leadership Conversations podcast. He was in a situation where he knew he was running hard, but his organization was running him, and it was coming at the expense of his marriage and his family. At one point in his story, he shares how he wrote a letter of resignation and gave it to his wife to give to his board of directors if, in her opinion, he ever moved beyond the point of a healthy balance in his life. As you reflect on that for a moment, ask yourself who your most important relationships are, and is the mission or the cause of your organization coming at the expense of your most significant priorities in life, and particularly, the most important people in your life? If you were to write a resignation letter, to whom would you give that? Another way of considering this is to ask, who are your advisors? Those who care most about you and your mission, and what permissions have you given them? In my years of working with CEOs and leaders, the number one issue that I have found is the issue of blind spots. I have an opportunity to work with some exceptional leaders, but the fact is, regardless of whether your circle of influence is just within a local community or all over the world, the truth is, leaders have blind spots.

Leaders must have a circle of people who can speak into those blind spots, which provide the protection that both the leader and the organization need. It's the input of a trusted team of advisors that can create sustainability, health, and vitality not only for the leader but the organization as well. Many leaders, especially entrepreneurs, that I know love their autonomy, yet autonomy, for all its freedom, often comes at a price. What is the cost of your independence? If you have led for any period, you probably don't have to look back too far, either months or years or over projects, to see the mistakes under your leadership. It is in those situations where having good counsel around you would've helped prevent some of those costly mistakes. Having an advisory team doesn't eliminate or protect you completely, but it does help mitigate some of those risks. Wherever you are today in your level of leadership and circle of influence, I want to encourage you with three principles in establishing your advisory team.

Principle #1 is Know Your Authority. 

My mentor often reminds me that a man under authority is a man of authority. Who has veto power in your life? To whom have you permitted to provide wisdom and much-needed counsel when you're putting out fires? It does not matter how good the leader is, at times our ambition blinds us, and need somebody who comes in with a strong arm to protect us. That protection might even be from ourselves and our blind spot(s). By delegating a level of authority to a small group of people is essentially saying, "I trust you." Even in a formal board setting where you may be casting your vote right along with other board members, the collective weight of votes may not be unanimous, but there is counsel that you may have the right idea, but the timing is wrong. You need people, to whom you’ve given authority, to speak into the process and then trust their judgment and experience.

Principle #2 is Seek Advice. 

When we put ourselves under authority, we also invite their advice, as well. Business is dynamic. Things are happening all the time. Literally on a daily basis, decisions need to be made, revised or new strategies to be considered, new investments and people to be hired and in sometimes, fired. Resources need to be optimized. There are partnerships to be nurtured, and customers to serve. Within all of this, there are so many opportunities for us to learn from others. We need to avail ourselves of the wisdom and counsel of a variety of inputs. You would love to be in a position to tap into a group of leaders who have fifteen, twenty, thirty years of experience in a particular discipline. Their insight would help guide your decisions and move you forward. Most leaders would agree and be open to gleaning wisdom from others. The challenge is always how to draw best out and capture the insight of those who are trusted advisors in your life and your work?

I would suggest that success in obtaining good counsel has a great deal to do with the process. It includes scheduling the time, preparing a few questions, and defining the situation. Then your advisor(s) will be able to offer their very best counsel. For you as the leader, accurately describe the most significant issues then giving the advisor a proper amount for preparation to consider is vital in their advice. There is undoubtedly a place for spontaneity such as ideation sessions. The more significant the issue, the more time you should allow for guidance. Then as you get advice, what will you do and commit?

Principle #3 is Commit to Accountability. 

Accountability will protect you. You, the leader must define, in the midst of your autonomy, the level of responsibility in which you're willing to submit. Like authority and advice, this is the point where you're committing to action. You're inviting a group of people to keep you accountable for your time, discipline, and commitment to see it done. It is this accountability that will ultimately protect you from distraction and help strengthen the focus you need to see it done. Ideally, what you and your advisors define as success and the accountability is what is essential. While immature leaders may view responsibility as a limiting factor, it provides great freedom to move toward agreed objectives and is critical to focus your attention on accomplishing your goals.

I want to encourage you, whether you lead a nonprofit, a public company, or are just launching into a new venture, to formalize, redefine, or even recalibrate the counsel in your life. To whom have you given veto power? Yes, you as a leader have a vote, yet the full weight of a collective council will help support you see you succeed. 
 

Optimizing Team Performance - A Fresh Approach to Employee Reviews

Startup software companies are often known for their meteoric growth. As the products mature and new markets open, new clients bring new demands. Social media channels have revolutionized brand exposure. Angel investors press for revenue growth which, in turn, creates support staffing demands. These stress and growth points are most severe in companies from 20-200 employees. New organizations frequently feel pressured to press inexperienced people into management roles for which they are ill-suited or at best poorly trained. Building strong managers, and teams of employees is often neglected due to the demands that come with the growth curve.

Regardless of the industry, and regardless of the organizational size the effectiveness of performance reviews is dependent on key staff hiring and effective leadership development. Larger organizations formalize the process with a program that can seem forced and impersonal. Small organizations have so much happening daily that the formality of reviews gets buried under the endless demands of the day. Wherever you find yourself I would invite you to consider a simple exercise that may bring a fresh approach to your performance reviews.

The exercise is designed to help you gain clarity, engagement, and partnership with your team members.

As a leadership coach, I'm constantly encouraging my clients to adopt a discipline of regular communication. Clarity requires work!  The more complex the task, the more challenging it is to gain a clear objective. The discipline of communicating is critical to creating clear expectations for both the manager and the team member.  It is essential that you and your team are working towards the same outcomes.

One discipline I am personally developing is keeping clear notes documenting coaching meetings. These notes capture pressing issues, questions, insights, and action steps. When I share these notes  only a month later, I often hear, "Wow, that was only last month." Our work initiatives move and change constantly and with great speed to meet the demands of the week, month, or quarter. Stand up meetings are helpful to bridge the communication gap and keep the team informed of various activities. Still, even these meetings tend to be tactical lacking a strategic focus.

Whether you are in an executive role, a middle manager, or are in your first management role, I'd encourage you to consider the following discipline into your next performance reviews.  Schedule the time at least a week in advance with the expectation that they come prepared to answers three questions.

1. What are your role(s) and responsibilities?

2. What are the top 5 initiatives or projects you're working on? Rank by importance.

3. How would you rate your performance? A+, A, B, C or F.

As they prepare, so you will you. Answer the same questions in writing. It's an engagement exercise for both the team member and the manager. When you do, you may identify risks in areas where you are not aligned with your employee. It's also an ownership exercise. You will see what responsibility your team member is taking for their work or not. Then, a discussion will give an indication of any gaps. It may show you some things going on with your team that had escaped your attention. It will also point out areas needing the team member’s attention or what additional assistance may be required.

• A+ is exceeding expectations like getting extra credit in school.

• A is excellent work and well-done!

• B is room for focused improvement.

• C is Change! It's average performance which is likely borrowing resources from the team and organization.

• F is the failure to understand what's required or nonperformance.

*This review process is an adaption from Ken Blanchard’s book One Minute Manager.

From here the partnership builds by creating a baseline to strengthen your communication. It's the process of defining then refining roles and responsibilities. You might have 4 out of 5 aligned, but it would not be unusual for one or two areas that will need some clarification. Finally, the grading. How are you doing? It's a time of affirmation and feedback for their performance. Most people tend to be hard on themselves giving conservative scores. Here is an opportunity for you to build them up! Then, there may include one or two areas that are challenges or a gap in expectations to clarify for mutual understanding.

Your organization may have formal performance reviews connecting with HRIS (Human Resources Information Systems) for raises and bonuses, and LMS (Learning Management Systems) for development, and career planning. You may be a start-up hiring your first employee or you may be a first line manager assigned your first direct reports. Wherever you are today, it's your team! Your team member will make you or break your growth. I’d encourage you to integrate this exercise into your next performance review. You will optimize your team's clarity, engagement, and partnership.

As a bonus, here are three questions for optimizing your one-on-one and/or teams meetings.  You can ask casually, at the start of your weekly meetings, or your performance review...

1. What's going well in your work? - Giving Appreciation
2. What additional support/resources do you need to be even more successful in your work? - Providing Support
3. What's one improvement we could implement that could make a difference in our organization? - Encouraging Innovation

Once you put this motion, I would love to hear how the exercise has worked for you and your team!

Optimizing Your Highest and Best! - Exercising Healthy Self Awareness

Healthy Self Awareness will protect you from wrong commitments and empower you to the right ones!

Every week in private coaching consultations I ask entrepreneurs, executives, and CEOs the same self-awareness question... using the Birkman Color Map... 50% answer wrong.

What's your primary personality style?

It may difficult to limit yourself to 4 areas, but I'd invite you to give your best guess!

You may recognize the familiar categories of the extrovert (red/green), introvert (yellow/blue), task (red/yellow), and people (green/ blue) orientations that gives the framework. These are similar quadrants to assessments like DISC, PDP, and Myers Briggs. Go ahead, pick one word that describes yourself?

Depending on how fast you respond may give you a hint of your answer. For good measure, select your secondary personality quadrant. Picking your favorite color maybe not be a good qualifier for the exercise.

Let me invite you to switch mental gears toward your goals, commitments, calendar, and task lists. Somewhere you have a mental list, KPIs, performance reviews, or project list that requires your energy. These are the activities that will determine your effectiveness, efficiency, and satisfaction at work.

Depending on your roles at work your list will vary. For our self-awareness exercise, you may need to review your list. Let me break it down like I would for my clients. List your key activities that are critical for each area. (I invite you to use the free form to review these questions)

• Goals - (Motivating/Difference Making) - Annual - What’s your focus this year?

• Commitments - (Initiatives) - Quarterly - How will you meet your goals?

• Calendar - (Meetings/Events/Projects) - Monthly - When will you accomplish it?

• Task List - (Disciplines/Activities) - Weekly - Who will get what done?

What's your first response to your list... Act on it Right Now? Share it with Stakeholders? Critique for Accuracy? Plan a Strategy?

Last month I attended a  training session in the Colorado mountains with a veteran consultant. She reviewed the philosophies of personalities instrument. She invited us to sign our name on a piece of paper. So we did. No problem! Then she instructed us to sign our name using our opposite hand. So we did that, which included a few laughs. It's comical to compare the results. Can we do it? Sure! How did it go? Not so good! We all have a natural bent, style, and approach that works.

Far too many executives are writing with the wrong hand in their leadership, responsibilities, and commitments. It may be time to switch things up.

As another consideration, look at your list of work activities, who would you hire to do that work? Doer, Communicator, Analyzer, or Thinker?

The question may be a little too polarizing as most projects need all 4. Think about which quadrant strengths you need for the opportunity and challenges that are before you.

If you're launching a new product or service, then you need significant focus in "green/ communicator" working as an evangelist to get the word out.  If you're primarily as "blue / thinker" your strength is the strategy. You'll be designing a better way to connect with your customer. That may help your launch but may fall short of getting people committed without a personal touch.

If you're constructing a bridge with a team of "red / doer" people, you'll get it done. However, without a team of engineers “yellow / analyzers,” having all the specifications and inspectors on-site you may still have a bridge collapse on the interstate.

The reason 50% of self-aware leaders give a wrong answer is that they have been doing the right thing in wrong ways for a long time. Writing left-handed when you're a right. Continually adapting to get to do what's required. It's admirable! But, what's the highest and best of your time?

Here's a real-time coaching assignment for one of my clients who's stuck... Take the next few days to keep a running journal on a napkin or on your phone of all the things that you were doing from a task standpoint. Once you have a solid list, take note of which of these would you like to delegate?

I have one question that is going to take some work to answer. What two or three things would you like to spend 60 to 80% of your time doing every workday?

These are activities they give you the most joy, fulfillment, and profitable return for your efforts. Completing then reviewing your Birkman personality assessment will give your further insight...Going through the exercises above will help get you started.

You have a unique style! Start today, use the free self awareness survey exercise, begin by  aligning your priorities to your personality. Surround yourself with others who can compliment you. Then you'll see your goals met, commitments fulfilled, and have some fun while you're at it.

One Word for 2018

For the last 10+ years, I've captured a central theme that helps define my focus, hope, and goals for the coming year. Maybe you have a similar rhythm of reflection. It's a compelling idea that grounds you for a day, month, and year.

Four years ago I was introduced to the One Word book that has popularized this practice. I have leader friends who buy cases for their team members and friends as Christmas gifts. It creates stimulating conversation when discussing your One Word.

Every healthy goal setting discipline should be filtered with a Why question. 

• Why is this goal important to you?

• What will be the impact if you accomplish it?

• How does that make you feel?

It's a vetting process that will be a predictor of your success. It reveals your motivation and your resolve to meet those goals. Your One Word helps guide and filter that process of what matters to you over the course of the year.

For the last 5 years, my words have ranged from Focus, Develop, Delight, and Broaden, and in 2017 Faithful. Being a man of Christian faith, my words often are inspired by a specific Bible verse. It's always a little tender, even vulnerable, revealing your One Word. Once you share it, you are accountable to it. Yet, it's worth the risk! It opens the possibility for encouragement, support, and depth to the significance of your One Word rather than if you kept it to yourself. 

So, what's my One Word for 2018? Build! 

Inspired by a passage in the book of Nehemiah and rebuilding of the broken wall. The leadership, commitment, sacrifice, and the celebration at the completion of the wall capture its significance. Yes, Build is my Word for 2018! 

As you have time to think, reflect, even pray what's your One Word? 

Happy Reflections! 

Russell

Climbing with a Mentor… Dangerous Missteps and Discovering 3 Hidden Treasures on the Journey

My feet are soiled, even blistered, after walking nearly four miles in my Chacos. My iPhone tells me I climbed ninety-six floors today over the course of two hours, which means I climbed a mountain. My companion was a man I've known for several years, but this was the first opportunity we've had to spend time together. 

At sixty-three this man has traveled the world and worked inside of an organization of forty thousand people. When he started with that company twenty-eight years ago, their team was only two hundred people. Some would call that a career, others a lifetime of work. As an organizational psychologist and a Ph.D. whose primary goal is developing leaders within an organization, he can literally look back over his lifetime and see the impact he has had. It’s the difference that can be measured by the numbers and in the change in people’s lives. It's what we may call a life well lived.

Here I was with a man that I respect and admire, who is nearly twenty years my senior, and he truly is a model of the kind of leader developer I hope to be one day. The truth is for many of us on this journey, these kind of models and mentors are very rare. We may be around them, but when given the gift of their time, in my case nearly two hours on this hike, we want to make the most of the opportunity.  So our tendency in this situation is to jump right in and pepper them questions, usually in one of the following categories: 

• We ask for advice and counsel.
• We ask about a specific problem in order to find a practical solution that can be applied immediately.
• We ask for principles or a personal mantra that can be applied to guide our life decisions.

However, this tendency can also be a grave misstep. These questions work well when you are working with a mentor or coach. They can literally take you down many new trails, beyond just one conversation, and take place over months and years of relationship. But when given a rare opportunity like the one I was given, this strategy may cause you to miss out on something even more valuable.  On the day of my hike with this man that I want to emulate, I chose not to go there with any specific agenda. I chose not to ask questions or ask for advice or counsel. Instead I simply stated, "I want to hear your story. Anything that you would like to share, I'm a listening ear, and I simply want to learn from you." 

During the two hours of mountain climbing, our talk began with some common elements of storytelling. These elements provided a little foundational context as to where we were in our week and what was going on in our lives. As we hit the trail, he asked me a few questions that allowed me to share parts of my story I knew would simply honor him in his interest and curiosity. I shared a few relevant, honest, authentic, and important details from my journey as it related to different mile-markers in my life which set the tone and depth so he would feel comfortable sharing at the same level of sincerity. In other words, the transparency of my story invited him to be transparent with his as well. He told me about his personal challenges and victories, his experiences as a family man, and how he navigated through difficult days when what he wanted to do was give up. After coming off the mountain, I felt the weight of his story.  As I reflected on this experience, I discovered the following three hidden treasures.

1. Story protects you

For nearly an hour I listened to a story that weaved over thirty to forty years of this man’s work and family life. As I listened, several themes began to emerge.  His life exceeded what you might normally characterize as success.  His life was about making an impact and how one person can make a difference by being faithful for the long haul. There was the theme of overcoming challenges, pushing through when you are overwhelmed, and it feels impossible.  And there was the theme of burnout. No matter how great the mission is, if you don't take time to rest and recalibrate, you will crash.

Throughout his story he wasn't preaching. He wasn't telling me what to do. He wasn't giving me principles, or teaching a lesson. We were simply climbing a mountain. Listening to his story awakened something in me.  I could resonate with the various themes along the way, and I began to recognize that if I wasn't careful, I was only a few nights of sleep away from real burnout.

His story caused me to think about how at times the burden and responsibility of my work can be so overwhelming that I lose perspective of why I've even stepped into such meaningful work in the first place.  His story helped me understand how the disciplined pursuit of perspective will protect me from being overwhelmed and potentially be taken out completely. His story also showed me that making a difference really comes from a focused pursuit in your area of strength and competency; that deep work is hard work; and that it’s worth it. When you see the impact you are making along the way, you will be encouraged, revitalized, and inspired to press on and continue the work in even more specific and definable ways.

2. Story inspires you

I was recently at a conference where nationally recognized speakers were giving talks that certainly stirred the heart and moved the audience with great emotion and connection.  As I listened to their stories I too felt swept up in the movement and emotion of the moment. Those talks certainly have their place, but they are quite different than the inspiration I received from walking alongside a man who's guiding me on a trail I have never traversed before, showing me new vistas, peaks, and valleys.  Even the physical ability he has in his early sixties, to be able to climb such mountains, inspires me! To be that physically fit, let alone have the mental and emotional fitness he has when I'm that age is some to aspire to. This man has a heart that is whole and alive and is filled with spiritual vitality in spite of seasons of overwhelming and challenging circumstances. His story inspires my story, and I hope my story will in turn inspire others.

3. Story encourages you

While walking alongside this man as he's listening to my story and sharing with me the things he has heard from others, he takes the time to encourage me in my work. I will tell you, there is nothing quite like having someone of this caliber, credibility, and experience look at a man like me and say, "I see something in you that, as it continues to develop and grow, will make an impact. How I can encourage you further along the way?” It is such a boost in confidence to hear him say, "I see something in you. I believe in you, and I will walk with you.” When someone we admire and trust, who's farther down the path than we are, in whose footsteps we can follow and learn from is willing to guide us along the way and encourage us to move forward in our levels of influence, they are demonstrating the next level of leadership and are modeling what it looks like to encourage others. It's the exchange of story—my story for his—and that lays a foundation for friendship and mentoring that moves us, inspires us, and encourages us in ways that are hard to even put into words.

The Danger of the Misstep - Why we miss story

The fact is, most leaders are running a hundred miles an hour, reacting and dealing with the challenges of each day. So often, when we're in the presence of someone who's farther along than we are, we are quick to ready, fire, aim, and we jump right into problem solving mode and seek the quick, pre-scripted solutions, so we can move on. Certainly, there are times when we are in crisis, when we need immediate answers, and there is nothing wrong with that. However, what actually may be needed more is the discipline of listening. Taking time for story allows space for things to be shared, things that maybe haven't been shared in many years.  And when you take the time to listen, you may find that the story resonates with your story, providing a significant point of connection. What we learn from the stories of our mentors and models is the wisdom they have gained as they have walked along their journey.  Their story may provide the treasures of protection, inspiration, and encouragement and be the very thing that gives us the heart to stay the course in the midst of difficult and challenging circumstances.

The treasures found in others’ stories will motivate us to seize new opportunities and move us forward to new levels of influence that we didn't think was possible. So I would encourage you today to think about those people in your life who are further along in the journey of life.  Get outdoors with them, in an environment other than a lunch or conference room meeting, and ask them, "What's your story?"

Consider the Ant! Lessons on Leadership

Go to the ant, you sluggard; consider its ways and be wise! -Proverbs 6:6

I hate ants! At least I did when I was a kid. Growing up in Georgia they’d come up from the red clay in full force to devour your lunch, protect their hill, or take you out at the ankles. As a young boy, after stepping in a few anthills and feeling the effects from my poor judgment, I would retaliate in force. I would destroy their little home with sticks and rocks and finally by drowning the little community with a water hose. “‘That’ll show ‘em!” I would think. Then a week or so later I discovered the same community moved its headquarters to the backside of the pine tree. If left alone, the next hill would be bigger than first. It seemed like a losing battle for a young boy on a mission never to be bitten again.

Consider the ant!

When I let my boyhood battle cry subside, and I disregard the memories of watermelon being hauled off by the slice, then I’ll consider the ant! I will learn from my enemy! Here are my observations from the ways of a ant.

●  No Commander­ - Leadership by Mission. They develop the colony, build the infrastructure, and prepare for food and shelter in season, always marching a single line. They overcome and rebuild when disaster strikes. They are clear and committed.

●  No Ruler­ - Diligent Workers. They work like slaves, but they have no masters. They have a job, and they get it done. They work together and rarely alone.

●  No Overseer­ - Self and Team Management. They work together for a common goal, share the load when it gets too heavy, and care for the injured, They have an internal drive to complete what they start. They are organized and efficient.

Solomon compares the nobility of the ant to the sluggard. For the lazy man (or sluggard) will reap what he sows in the forms of ‘poverty’ and ‘scarcity.’ Being from the south, while knocking over anthills, I also saw the slow slimy trails of a snail on a sidewalk. What a pitiful creature. It’s lazy, slow, and whenever anything happens crawls into its shell for protection. It is the epitome of a sluggard! It’s immobilized by fear and self-protection. The snail rarely travels in community. Its slime and odor repels anyone. No one wants to be sluggard.

Then there is the other extreme—the work-alcoholics whose vices run deeper than just good work ethics. They are running, driven by another master. Let me encourage you. There is freedom from that fear of failure. Your sense of worth and identity come from who are as a child of God. What you do for work is an expression of who you are, but it is NOT your identity. You are worth more than your work! Your value comes from more than what you can produce.

Now, consider the ant!

Consider the balance of the ant who works in season preparing in a time of harvest and winter rest.

Consider the ways of the ant. Learn from their consistency of work, commitment to mission, and community to strengthen.

Confess your laziness or procrastination. Get organized and get moving! Despite my troubled boyhood; my enemy has become my teacher.

Consider the ways of the ant and be wise!

1st Coaching Meeting with a 1st Year CEO…Where do we begin?

I met with Jack for the first time today. Jack is a first year CEO of an international nonprofit who's been in position for six months. After a few minutes of catching up, I asked the first question to begin of our time, “What's keeping you from fully being engaged in your leadership?" We launched into a conversation about the issues he was facing as a 1st year CEO and discussed his priorities, uncovering his benchmarks for the next 36 months. We included the financial measurements as well as the potential staff growth of his team. We identified the critical areas that, if addressed, would significantly impact organization's growth. 

Our conversation included identification of the top 3 issues that he should be prioritize in leading the organization. Then we began discussing the areas that are consuming 60-70% of his time and attention. You can probably guess that the two lists were not an exact match. In fact, they didn't match at all. As Jack's coach, I knew that was the first focus of closing that leadership gap. 

Succession planning was also put on the table, and we began to think through the possibilities of hiring and training his replacement long before it's due. This caused our attention to focus on developing a bench and what that might look like in representing and leading the organization. At or near the forefront of every CEO's mind is the Board, its structure and governance, and who he would be bringing on in the next 6 months to a year. How new board members will be sourced and vetted are key factors. Finally, we talked about his predecessors, their style of leadership and the legacies they left behind. We covered a lot of ground with a one-hour discussion.  

After laying the framework of all that Jack was managing, we narrowed our focus.  We laid out three questions to identify areas that needed further clarity.

1. Where does Jack need greater confidence? His answer was confidence in himself and his abilities. He is beginning to feel the effects of leading. He understood there was coming a time when the honeymoon would be over, and he would have to make decisions and tough calls that could ultimately alienate or isolate him. The new leadership luster will wear off which may affect his approachability as well as his ability to engage his team in open dialog, once it's viewed that some of the discussions may have consequences. How will he respond? What does he need to do to stay steady and strong? What support does he need around him so that he doesn't waver when it gets tough? How will he ensure that his eyes and ears are open to truth in sorting through tough decisions?
2. Where will the organization go under Jack’s leadership? What will the team need from their leader? What are his strengths, and what are the areas that will stretch him, the areas where he will need to rely on the expertise of other staff or that he will need to personally develop in order to become the leader the organization needs. He shared that he has a tendency to fall into analysis paralysis thus turning his greatest strength of critical thinking into potentially a significant weakness. He instinctively knew that some of the key team members in the areas of business development and technology if the organization was going to grow. It is vitally important to know the key team ingredients for fostering growth. He also recognized that in order for him to be successful in his new role as the leader of this organization he needs to get out of the office and interact with staff members and key partners around the world.
3. Who's your customer? As the discussion progressed, I learned that this was not the model of his predecessor. Past leadership focused more on fiscal responsibility, which was certainly essential, and less focus was placed on connecting with global team members. This part of the conversation led me to ask if he knew who the customer is? After a long pause, it was evident there was some question in his own mind.  But the answer soon came that it's the associates who are in the field. I then asked him if his staff and board would agree with that answer? There was even a longer pause. The answer has significant implications.  Understanding who your customer is and who you are trying to reach will help you identify where your priorities and your focus needs to be and how to best utilize your energies and resources.

Leading Change 

Fiscal responsibility and organizational efficiencies are foundational to the job of leadership and necessary for a healthy organization to run well. Without them many organizations have ceased to exist. Yet if the organization is to see the kind of significant growth Jack envisioned over the next 36 months, some of the leadership models were going to have to change. This could very well be disruptive to the expectations and culture of the organization that he was now appointed to lead. Jack does not need to face these changes alone. 

His pathway to successfully navigate these changes will require him to lean into his closest mentors and proteges. Given all of the opportunities, challenges, and issues that he is facing as a leader, he knows that the key to success is having people speak into his life and his leadership so that he will be able to lead effectively and, in some cases, he will need to speak into his team, customers, and key partners in the same way.

All new organizational leaders find that the pursuit of clarity is hard work. Given the many complexities organizational leaders face, how do you find clarity in your priorities, your planning, and the overall purpose of your organization?  How do you develop the team so that you are all working toward obtaining a vision, accomplishing a mission, and seeing the goals attained?

Find a Way to Navigate the Changes and Challenges You’re Facing Today

Like Jack, you need experienced mentors and other peers to speak into your life.  This is a critical factor to the success of a new leader, especially when you have to start making decisions that can make the journey feel very lonely. In the end, everyone celebrates success. But the road getting there may require changes that are often difficult in the moment. How do you stay steady in the midst of such difficulty in such a way you don't lose confidence in yourself and your team members?. Will you move further into isolation, or will you identify your blind spots and insecurities and courageously face the hard choices that will help you grow as a leader. The first step is determining who is going to help you along the way. 

If you’re a first year CEO facing new challenges that are stretching you beyond your capacity to lead, hope and help is only one conversation away.