Balancing Achievement Drive with Sustainable Leadership

Unsplash @santesson89

The relentless drive for achievement that propels many executives to success can become their greatest challenge in building sustainable leadership careers. As illustrated in a recent executive coaching session, high-performing leaders often struggle to find the right balance between seizing every opportunity and maintaining personal sustainability.

The session revealed a common pattern: when presented with compelling opportunities, ambitious leaders often default to "if it's physically possible, I'll make it happen" - even when already operating at capacity. While this approach demonstrates impressive capability and dedication, it can lead to periods of burnout, strained relationships, and missed opportunities for developing others.

One executive reflected, "I don't want to be the kind of leader who'll do everything all the time and then burn out at some point, leaving everyone else to deal with the fallout." This insight highlights a critical inflection point many leaders face: recognizing that long-term impact requires more than just personal heroics.

““I don’t want to be the kind of leader who’ll do everything all the time and then burn out at some point, leaving everyone else to deal with the fallout.” ”

— John C - CFO

The primary challenge emerges around calibrating ambition - learning to say no to good opportunities so you can say yes to great ones, while building sustainable practices that allow for recovery and growth. This includes developing the capacity to delegate meaningful work and creating space for others to develop their capabilities.

For leaders grappling with this balance, consider these reflective questions:

1. How might your drive for achievement be limiting your organization's overall capability by inadvertently stunting others' growth opportunities?

2. What would it look like to measure your success not just by what you personally accomplish, but by the capability you build in others?

3. Where in your current role are you saying "yes" out of pride or habit rather than strategic necessity?

A practical next step is to identify one significant project or responsibility that you can thoughtfully transition to another team member over the next quarter. The goal isn't just delegation - it's creating space for others to develop while giving yourself room to operate at a more strategic level.

Remember, sustainable leadership isn't about doing less - it's about accomplishing more through others while maintaining personal effectiveness over the long term. By learning to balance achievement drive with sustainability, leaders can build lasting impact that extends beyond their personal capacity.

The most successful leaders understand that their legacy isn't measured by how many challenges they personally overcome, but by how many capable leaders they develop along the way.

The Weight and Wisdom of Executive Leadership

In these final weeks of 2024, I've had the privilege of coaching dozens of leaders, half of these executives managing billion-dollar decisions, and hundreds of employees. These conversations have revealed a profound truth about leadership at the highest levels: with great power comes responsibility and an intense personal investment in outcomes. This personal investment, often overlooked, is a testament to the dedication and sacrifice these leaders make.

These leaders approach their roles with decisive assertiveness, drawing on years of experience and an unwavering drive toward innovation. Yet, what stands out is how deeply personal their work becomes. Missed deadlines, unmet quotas, and unreached goals aren't just business metrics—they're taken as personal setbacks. This dedication drives success but can also exact a steep price.

The cost of leadership often manifests in overlooked priorities, neglected relationships, and compromised personal health. Consider this: if you consistently have unused PTO at year's end, are you inadvertently prioritizing work over family and well-being? The implications are worth examining.

This brings us to a critical inflection point in leadership development: accountability. As leaders ascend the corporate ladder, three essential questions emerge:

• - Who challenges your thinking?

• - Who has veto power over your decisions?

• - Who provides alternative perspectives in your life?

Counter-intuitively, effective high-level leadership requires surrendering some autonomy. It means actively granting stakeholders, mentors, and coaches permission to speak into your life and work. This vulnerability, rather than weakening leadership, strengthens it.

The path forward requires careful evaluation:

1. Assess what's at stake in your current decisions

2. Consider the long-term impact of today's commitments

3. Identify whose counsel might lead to better outcomes

4. Take inventory of your commitments, decisions, and priorities

5. Evaluate the trusted voices in your life who can serve as sounding boards, guides, and even occasional vetoes

This process isn't just about better decision-making but sustainable leadership. It’s a balance of Grit and Grace. Leaders can move forward with greater confidence and effectiveness by establishing a network of trusted advisors and maintaining the humility to heed their input.

Remember: the strongest leaders aren't those who carry the weight alone, but those who know when and whom to trust for guidance.

The Negativity Paradox: Clear in Others, Invisible in Self

The Silent Weight of Workplace Negativity: My Research Journey

My path into studying workplace negativity wasn't planned—I was thrown into the lion's den of organizational toxicity during my PhD research. What started as an academic pursuit quickly revealed a universal challenge plaguing organizations across sectors.

Through interviewing twelve high-level executives, including six CEOs managing thousands of employees, I uncovered disturbing patterns. Three executives physically collapsed from the weight of organizational negativity, with two requiring hospitalization. These weren't isolated incidents—they highlighted three critical findings:

1. Negativity's impact transcends industry boundaries, affecting everything from healthcare to construction

2. Even seasoned leaders aren't immune to its effects, as demonstrated by the physical collapse of experienced executives

3. We systematically underestimate our personal absorption of negative energy while readily identifying it in others

This paradox became the cornerstone of my research: our ability to spot negativity's impact on colleagues while remaining blind to its effect on ourselves. It's this unconscious absorption that makes workplace negativity particularly dangerous—like a silent weight that accumulates until it becomes too heavy to bear.

My findings reveal an urgent need for new approaches to recognize and address negativity before it reaches crisis levels. The physical toll on these executives serves as a stark warning about the real costs of unmanaged workplace toxicity.

Rest, Reset, Spiral Up: Learning Leadership in Real Time

As I celebrate the release of my book Spiraling Up, I find myself living its principles in real-time. With a demanding 9-week travel and leadership training schedule, it took a Colorado snowstorm and my wife's gentle reminder to recognize that I needed rest. A few sharp comments revealed that fatigue of my own pace and external factors from all happening around me was setting in, and negativity surfaced around those closest to me—time for a pause, self-reflection, and self-leadership after a good nap.

My experience reinforces one of the book's core insights: we often don't realize how much negativity we've absorbed until it surfaces unexpectedly. I'm thankful for the feedback that keeps me accountable to the leadership I strive to embody at home and work.

Negativity is subtle. It accumulates quietly and can impact us exponentially. If you're wrestling with its effects in your professional life, Spiraling Up offers a pathway toward positive transformation. I invite you to engage with the book, reflect on your own experiences with negativity, and join me in this journey toward shaping a positive culture around you. After all, I'm not just the author—I'm also a practitioner learning alongside you.

Spiraling Up Launch! - Watch the 90 Second Trailer

Whether you are a seasoned executive looking to reinvigorate a stagnant culture or a new manager seeking to build a foundation of positivity from the ground up, 'Spiraling Up' is designed to be your guide, your toolkit, and your inspiration on this transformative journey. The book is divided into three parts:

• Part 1 - Focuses on understanding workplace negativity

• Part 2 - Delves into the SPIRAL framework - 6 strategies for addressing it

• Part 3 - Provides practical steps for transforming it.

Each chapter will be concluded with a summary of insights, reflection questions, and a team exercise, creating a real-time response for leaders with their teams.

Together, we will explore the art and science of authentic leadership, the power of reframing negative mindsets, and the practical steps you can take to cultivate a workplace culture that brings out the best in everyone.  

So, let us embark on this journey together as we uncover the secrets of 'Spiraling Up' and unlock the full potential of our teams, our organizations, and ourselves as leaders in an ever-changing world. With your dedication, compassion, and steadfast commitment to positive change, we can transform even the most challenging workplace dynamics and create organizations that thrive in adversity.  

“Spiraling-Up is like a “break glass in case of emergency” kit for culture change.”

— Michael Brunner Senior Director R&D Strategy at Kimberly-Clark

Why Spiraling Up: A 40-Minute Interview with Dr. Russell Verhey at NLC

In a compelling interview at New Life Church, Dr. Russell Verhey shares the deeply personal journey that led to his groundbreaking book, "Spiraling Up." From navigating the challenges of starting a business during COVID to discovering how workplace suffering can fuel transformative purpose, Dr. Verhey's story resonates with leaders seeking authentic paths to cultural change.

The conversation weaves through pivotal moments that shaped his understanding of workplace dynamics:

• Putting Down Roots: Dr. Verhey opens up about the foundational experiences from GA-CO that grounded his faith, family, and relationship.

• Passion for Leadership: His journey from experiencing workplace negativity firsthand to developing a passion for helping others navigate similar challenges.

• Defining Moments: How personal trials became the catalyst for understanding that passion truly informs purpose.

• COVID Business Launch: The unexpected insights gained from during global uncertainty.

• Negativity's Impact: Research-backed findings on how negativity affects workplace culture and performance.

• TRIBE Leadership Model: Introduction to his innovative framework for authentic leadership, encompassing Transparency, Reflection, Integrity, Balance, and Empowerment.

What sets this interview apart is Dr. Verhey's vulnerability in sharing how his faith journey intertwines with his professional mission. He reveals how the Lord continually leads him into deeper places of trust, informing his approach as both a Workplace Psychologist and leadership coach.

For leaders wrestling with cultural transformation, this interview offers both practical frameworks and leadership insights for the journey ahead.

Watch the full interview to discover how workplace suffering can become the foundation for positive change:

"Spiraling Up" launches on Amazon Friday November 1st: https://amzn.to/3YKuvxx

Maximizing the Impact of Your Leadership 360 Feedback

@pavement_special

Maximizing the Impact of Your Leadership 360 Feedback

Receiving a Leadership 360 report is not just a milestone, but a transformative moment in your professional journey. Having worked with numerous leaders and delved into empirical studies on the impact of self-awareness through feedback, I can attest to the profound power of this tool when approached with the right mindset.

The Gift of Feedback

First and foremost, it's crucial to view your 360 report as a rare and precious gift. Your colleagues and team members have invested their time and energy to provide you with valuable insights into your leadership style, strengths, and areas for growth. This feedback is a unique opportunity to see yourself through the eyes of others and gain a more comprehensive understanding of your impact as a leader.

Qualitative and Quantitative Insights

Your 360 report likely contains both qualitative and quantitative feedback. The quantitative data provides a measurable snapshot of your performance across various leadership competencies, while the qualitative comments offer context and specific examples. Both types of feedback are valuable and should be considered in tandem.

Studies have consistently shown that leaders who actively seek and reflect on feedback demonstrate higher levels of self-awareness, which correlates with improved team performance, better decision-making, and enhanced overall leadership effectiveness.

Focusing Your Development Efforts

While the temptation to address every area in your report may be strong, research suggests that focusing on 2-3 key competencies provides a clear and guided path to significant improvements. Here's how to approach this:

1. Identify patterns: Look for themes that emerge across both quantitative ratings and qualitative comments.

2. Consider impact: Which competencies, if improved, would have the most substantial positive effect on your team and organization?

3. Leverage strengths: The most impactful growth sometimes comes from further developing an existing strength.

Once you've selected your focus areas, it's time to dig deeper. Seek additional feedback from trusted colleagues to gain more specific insights into these competencies. This targeted approach allows for a more nuanced understanding and lays the groundwork for effective development planning.

Crafting Your Professional Development Plan

You're ready to create a professional development plan with your focus areas identified and supplementary feedback gathered. This plan should be:

1. Specific: Clearly define what success looks like for each competency.

2. Actionable: Include concrete steps you'll take to improve.

3. Measurable: Determine how you'll track progress.

4. Time-bound: Set realistic timelines for achieving your goals.

Share this plan with your manager, mentor, or coach. Their input can help refine your approach and ensure alignment with organizational goals. Moreover, sharing your plan demonstrates your commitment to growth and can foster valuable support for your development journey.

Productive vs. Counterproductive Responses

To make the most of your 360 feedback, it's essential to approach it with the right mindset. Here's a contrast between common counterproductive responses and more effective alternatives:

Counterproductive:

• Dismissing feedback as inaccurate or biased

• Focusing solely on negative comments

• Attempting to identify who said what

• Becoming defensive or making excuses

Productive:

• Expressing gratitude for the feedback

• Looking for patterns and themes across all comments

• Focusing on actions and behaviors, not personal attributes

• Seeking clarification and additional examples to deepen understanding

The Path Forward

Remember, self-awareness is an ongoing journey. Your 360 report is not a final judgment but a snapshot in time and a tool for growth. Leaders who embrace this feedback and commit to continuous improvement often report increased job satisfaction, better relationships with their teams, and enhanced overall performance.

As you progress, maintain an open dialogue about your development efforts with your colleagues. Regularly solicit informal feedback to gauge your progress and adjust your approach. This ongoing commitment to growth benefits you as a leader and sets a powerful example for your entire team.

By approaching your Leadership 360 report with openness, focus, and a commitment to action, you're positioning yourself for significant personal and professional growth. Embrace this opportunity, and watch as your enhanced self-awareness translates into more effective and impactful leadership.

Courage in Leadership: Mastering the Art of Upward Feedback

Unsplash @pttiedu

How One Leader Overcame His Fears to Address Crucial Issues

As leaders, we often find ourselves in situations where we need to provide feedback - not just to our direct reports but also to our superiors. This upward feedback can be particularly challenging, as it requires courage, tact, and a delicate balance of respect and honesty. Austin, a manufacturing plant manager at a large automotive plant, recently faced such a dilemma when he needed to address his boss's negative comments about hourly workers.

Austin's situation is not uncommon. Many leaders struggle with giving feedback to their superiors, fearing potential repercussions or damaging the relationship. However, these crucial conversations, when handled thoughtfully, can lead to positive outcomes, fostering team morale, productivity, and organizational culture.

So, how can leaders overcome their fears and effectively provide feedback to their bosses? Here are some key strategies:

1. Gain clarity: Before initiating the conversation, ensure you clearly understand the issue at hand. Austin reflected on specific instances where his boss's comments were problematic, allowing him to articulate the situation more effectively.

2. Use a structured approach: Employ a feedback model like SBI (Situation, Behavior, Impact) to frame your message. This helps keep the feedback objective and focused on specific behaviors rather than personal judgments.

3. Practice and prepare: Rehearse your feedback alone or with a trusted colleague or coach. This can help you refine your message and boost your confidence.

4. Choose the right time and place: Timing is crucial when delivering feedback. Find an appropriate moment when your boss will likely be receptive and not rushed or stressed.

5. Ask for permission: Start the conversation by asking if it's a good time to share observations or feedback. This shows respect and allows the recipient to be mentally prepared.

6. Focus on the impact: Clearly articulate how the behavior affects you, the team, and the organization. Austin realized that his boss's negative comments were demotivating other team members and potentially harming the company's culture change efforts.

7. Offer solutions: Come prepared with suggestions for improvement or alternative approaches. This demonstrates a constructive mindset and shows you're committed to finding solutions.

8. Be open to dialogue: Feedback is a two-way street. Be prepared to listen to your boss's perspective and engage in a meaningful conversation about the issue.

9. Follow up: Discuss progress and any changes observed after the initial conversation. This reinforces the importance of the feedback and shows your commitment to ongoing improvement.

While giving feedback to your boss can be daunting, it's an essential skill for effective leadership. By addressing issues head-on, you contribute to a more positive work environment and demonstrate your commitment to the organization's success.

Austin's journey reminds us that growth often lies outside our comfort zone. As he prepared to have this crucial conversation with his superior, he faced his fears and took a significant step in his leadership development. By modeling the behavior of giving constructive feedback, Austin set an example for his team and contributed to a culture of open communication.

Remember, providing upward feedback isn't about criticism; it's about you, as a leader, fostering a culture of continuous improvement and mutual respect. Your role in this can strengthen relationships, improve organizational effectiveness, and showcase your leadership capabilities when done thoughtfully and professionally.

So, the next time you find yourself hesitating to give feedback to your boss, remember Austin's experience. Take a deep breath, prepare thoroughly, and step forward with confidence. Your courage to have these difficult conversations may catalyze positive organizational change.

For more Insights articles on leadership, coaching, and mentoring, visit www.advance.net/insights. If you prefer Podcasts, listen to our latest episode of Mentor Leadership.

Enjoy your next feedback conversation!

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!