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.

Unearthing Purpose: Navigating First Things First in a World of Secondary Distractions - Insights from a Coaching Journey with Dave

@jamie452

Dave slouched into the armchair in my office, his face a mask of exhaustion and frustration. A heavy sigh replaced his typically energetic demeanor as he rubbed his temples, trying to alleviate the tension building there.

"It's just... too much," he began, his voice strained with emotion. "Work is relentless. The demands seem to pile up faster than I can handle. I barely have time to catch my breath before another task is added to my plate."

I nodded in understanding, encouraging him to continue.

"And then there's life outside of work," he continued, his words coming out in a rush. "Family obligations, personal goals, household chores... it's like I'm drowning in a never-ending list of things that need to be done."

I could see the weight of his responsibilities bearing down on him, the pressure evident in the lines etched on his face.

"I try to keep up, I really do," Dave confessed, his voice tinged with frustration. "But it's like I'm stuck in this endless cycle of trying to stay afloat, and I'm not sure how much longer I can keep it up."

As he spoke, I could feel the heaviness of his emotions, the overwhelming sense of being stretched too thin.

"The worst part is the guilt," he admitted, his voice breaking slightly. "I feel guilty at work because I'm not spending time with my family, and I feel guilty at home because I'm not getting enough work done. It's like I can't win."

At that moment, I could sense the burden of his commitments hanging over him like a dark cloud, casting a shadow over every aspect of his life. Dave struggled to find balance amidst the chaos, grappling with the weight of his obligations and its toll on his well-being.

You might recognize Dave in your life, or perhaps you're grappling with similar challenges yourself. Maybe you're seeking ways to respond empathetically to situations like Dave's, or, upon recent reflection, you've realized that you see echoes of Dave's struggles when you look in the mirror.

In the fast-paced world of leadership, getting caught up in the whirlwind of daily tasks is easy, leaving little room to focus on what truly matters. In a recent coaching session with Dave, we explored the challenges of feeling overwhelmed, reactive, and constantly on the brink of burnout. However, amidst these struggles, Dave emerged with a newfound sense of clarity and purpose, sparked by the concept of putting first things first.

At the heart of our coaching conversation was recognizing that intentional living requires prioritization. Dave expressed feeling stretched thin, daily feeling like a battle for survival rather than a journey of fulfillment. However, through our dialogue, he began to see the power of shifting his focus from mere survival to intentional living, starting with the design of decision-making criteria for both his personal and professional life.

So, how does one set decision-making criteria by putting first things first? Dave and I identified five essentials that serve as guiding principles for intentional living:

1. Living Daily with Purpose: Dave realized the importance of aligning his actions with his overarching goals and values. By starting each day with a clear sense of purpose, he could ensure that his decisions were driven by his long-term vision rather than short-term pressures.

2. Declaring Your Values: Central to Dave's journey was the recognition that clarity of values is essential for effective decision-making. By articulating his core beliefs and principles, he could use them as a compass to navigate life's complexities with integrity and authenticity.

3. Being Proactive About Priorities: Dave learned the importance of proactively identifying and prioritizing his most important tasks and commitments instead of being swept away by the demands of the moment. By focusing his energy on what truly matters, he could avoid the trap of busyness without purpose.

4. Building Life-Long Relationships: Dave acknowledged the significance of investing in meaningful relationships that nourish his personal and professional growth. By surrounding himself with supportive peers and mentors, he could cultivate a network of trust and collaboration that would sustain him through challenges and triumphs.

5. Not Settling for Secondary Things: Finally, Dave embraced the idea that true fulfillment comes from pursuing excellence rather than settling for mediocrity. By striving for excellence in all areas of his life, he could create a legacy of impact and influence far beyond his immediate sphere of influence.

Central to Dave's transformation was the realization that while he couldn't control external factors such as his reputation, he had complete agency over his character. By cultivating virtues such as integrity, resilience, and humility, he could shape his identity in a way that transcended external validation.

In conclusion, coaching with Dave underscored the transformative power of putting first things first. By prioritizing what matters most and designing decision-making criteria aligned with his values and goals, Dave was able to reclaim a sense of purpose and direction in both his personal and professional life. As he continues on his journey of intentional living, he serves as a beacon of inspiration for others seeking to live with clarity, conviction, and authenticity.

Killing Culture: A Leader's Response to Chaos

Culture is the lifeblood of any organization. The invisible force shapes how people work together, make decisions, and ultimately achieve their goals. However, creating and maintaining a healthy culture is challenging, especially in times of chaos and uncertainty. As leaders, we are responsible for nurturing a positive culture and responding effectively when it's threatened. 

For the past three years, I've delved into the intricate realm of culture transformation, working behind the scenes to instigate change where attitudes and behaviors threaten organizational performance, engagement, and retention. In the often shadowy corners of workplace culture, words like toxicity, bullying, and negativity have unfortunately become all too common. Both practical experience and academic pursuit have shaped my journey in this field. Since 2021, I've immersed myself in doctoral studies focused on Industrial-Organizational (I/O) workplace psychology to uncover the underlying mechanisms driving cultural dynamics.

As I prepare to embark on my dissertation research this spring and summer, my focus continues exploring how leaders can exert influence to shift from a negative to a positive workplace culture. Drawing from my role as a consultant and coach, I've had the privilege of working with 40-50 leaders from diverse industries and countries, gaining invaluable insights into the intricacies of culture shaping. While each organizational context presents unique challenges, I've realized that the fundamental principles underlying cultural transformation are universal.

The culmination of numerous coaching sessions and culture conversations has inspired today's article. It's important to note that the confidentiality of my clients remains paramount, and any insights shared here are presented in a manner that upholds their anonymity. Join me as we delve into the essential components of culture change and leaders' pivotal role in steering their organizations toward a brighter, more positive future.

In this article, we'll explore the importance of culture, how to create it, and crucial action steps to prevent its demise.

Why Culture Matters

Culture isn't just about perks like ping-pong tables or free snacks. It's about shared values, behaviors, and norms that guide every aspect of how work gets done. Employees are more engaged, productive, and loyal when a company has a strong culture. Conversely, a toxic culture can lead to disengagement, turnover, and, ultimately, the organization's downfall.

In a recent employee meeting, the CEO and president's lackluster leadership highlighted the dire state of our company's culture. The disconnect between espoused values and actual behaviors was glaring, leaving employees disillusioned and disheartened. This incident underscored leaders' critical role in shaping and upholding the culture.

Creating a Positive Culture: Best Practices

Creating a positive culture requires a concerted effort from leadership. It's not enough to dictate values from the top; leaders must embody them through their actions and decisions. Here are three critical steps to building and preserving a healthy culture:

1. Lead by Example: As leaders, we must set the tone for the organization by modeling the behaviors we expect from others. This means demonstrating integrity, transparency, and accountability in everything we do. Our actions speak louder than words, and employees look to us for cues on how to behave.

2. Foster Trust and Transparency: Trust is the foundation of any thriving culture. Leaders must cultivate an environment where employees feel safe to speak up, share ideas, and challenge the status quo. This requires open communication, active listening, and a willingness to admit mistakes. Transparency builds trust and empowers employees to take ownership of their work.

3. Empower Employees: Cultures thrive when employees feel valued and empowered to make meaningful contributions. Leaders should provide growth opportunities, recognize achievements, and solicit feedback from all levels of the organization. Empowered employees are more engaged, innovative, and committed to the company's success.

Identifying and Addressing Culture Killers

Even the most vital cultures can be undermined by certain behaviors and practices. Identifying and addressing these "culture killers" is essential for preserving a positive work environment. Here are some common threats to culture and how to combat them:

1. Inconsistency: When leaders' actions don't align with stated values, it creates confusion and erodes trust. Leaders must ensure consistency between what they say and what they do, holding themselves accountable to the same standards they expect from others.

2. Lack of Adaptability: Organizations are constantly evolving, and leaders must be willing to adapt to changing circumstances. Resistance to change can stifle innovation and create resentment among employees. Leaders should embrace flexibility and encourage experimentation to keep the culture vibrant and resilient.

3. Poor Communication: Effective communication is essential for building trust and alignment within the organization. Leaders must be clear, transparent, and accessible in communication, keeping employees informed and engaged. Regular feedback channels should be established to address concerns and foster a culture of open dialogue.

Moving Forward: A Call to Action

As we navigate the challenges of creating and preserving a positive culture, leaders must take proactive steps to address any issues that arise. By leading by example, fostering trust and transparency, and empowering employees, we can build a culture that inspires excellence and drives success.

In the face of chaos and uncertainty, leadership is more critical than ever. We can cultivate a culture that thrives in any environment by embracing these principles and committing to continuous improvement. Let's rise to the challenge and ensure that our organization's culture remains a source of strength and resilience for years.

Where To Begin ReBuilding A Broken Team

Upsplash @charles_forerunner

As a consultant working with teams, I see firsthand the differences between low-trust, toxic teams and high-performing, cohesive teams. Working closely with leaders and teams to help facilitate a turnaround, the discovery session often begins with words like low morale, little engagement, loss of productivity, high negativity, group silos, and little communication. These team dynamics can be overwhelming for the leader, navigating and suffocating for the team members.

If you know a leader or team in this state, I welcome you to keep reading. 

An all too familiar story of leader Mark and Emily's uncommon courage

Unsplash @d_mccullough

Once, in a bustling construction firm, there existed a project management team led by Mark, a capable but indifferent manager. Despite their talents, the PM team members were trapped in a toxic work environment characterized by micromanagement, blame-shifting, and a lack of communication. With morale at an all-time low and productivity plummeting, it seemed as though the team was spiraling towards failure.

Amidst the chaos, Emily, a junior PM, couldn't bear to witness the decline any longer. Despite her apprehensions, she decided to confront the situation head-on. Summoning all her courage, she approached Mark and candidly expressed her concerns about the team's dynamics. To her surprise, Mark listened intently to her feedback, acknowledging the gravity of the situation.

Inspired by Emily's courage, Mark embarked on a journey of self-reflection and transformation. He realized that authentic leadership required more than just overseeing tasks; it demanded empathy, communication, and a willingness to foster a positive work culture. With newfound determination, Mark initiated open dialogues with his team, encouraging them to voice their grievances and aspirations.

A remarkable shift occurred as the team engaged in honest conversations and collaborative problem-solving. Walls were broken down, trust was rebuilt, and a newfound camaraderie emerged. With Mark leading by example, the toxic behaviors that once plagued the team gradually dissipated, creating a culture of respect, accountability, and innovation.

Over time, the team's efforts bore fruit as productivity soared, morale reached new heights, and camaraderie flourished. What was once a toxic team transformed into a tightly-knit unit, united by a shared vision and fueled by the courage to enact positive change. Emily's initial courage ignited a ripple effect, reminding everyone that with intentional leadership and collective effort, even the most toxic environments can be transformed into thriving communities of collaboration and growth.

Mark and Emily's team of PMs reflects team dynamics that are all too common in the workplace. 

After working with hundreds of teams over the last decade, I've identified some standard terms that describe a low-trust team environment that captures the atmosphere and dynamics within the team. Here are some descriptors:

1. Distrustful: Characterized by suspicion, skepticism, and a lack of confidence in others' intentions or abilities.

2. Tense: Signifying a palpable sense of unease, discomfort, or anxiety among team members due to underlying distrust or conflict.

3. Fragmented: Reflecting a lack of cohesion or unity within the team, with individuals operating in silos and limited collaboration or communication.

4. Toxic: Indicating a detrimental or harmful environment characterized by negativity, backbiting, and interpersonal conflict.

5. Unsupportive: Describing an environment where team members do not feel supported or valued by their colleagues or leaders.

6. Closed-off: Suggesting more openness or transparency, with information hoarded or withheld, hindering effective communication and collaboration.

7. Inefficient: Refers to a lack of productivity or effectiveness within the team due to distrust, communication barriers, or a focus on self-preservation rather than collective success.

8. Stagnant: Describing a lack of growth or progress within the team, as distrust and negativity inhibit innovation, creativity, and risk-taking.

9. Reactive: Signifying a tendency to respond defensively or impulsively to challenges or conflicts rather than proactively addressing underlying issues.

10. Draining: Indicating that the atmosphere within the team is emotionally exhausting or draining, with constant tension and conflict taking a toll on morale and motivation.

These often emotionally weighty words paint a picture of a team environment lacking trust, hindering collaboration, communication, and overall effectiveness. Recognizing and addressing these issues is essential for rebuilding trust and creating a more positive and productive team culture. 

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We must acknowledge the pain of what's wrong before moving towards what's right.

Where do you begin to turn a team culture?   

Authentic leaders facilitate the conversation more than focus on fixing the problem. Whether you are the leader or team member, you have a voice and a part to play in building an effective team. 

Begin by reflecting on these teamwork questions that offer valuable insights into the dynamics and effectiveness of our team:

Where are we going: the motivation of a common goal?

Establishing a common goal is the North Star that guides our collective efforts and fuels our motivation. A clear destination instills a sense of purpose and unity among team members. We must regularly revisit and reaffirm our common goal, ensuring everyone remains aligned and inspired to contribute their best.

Who's got your back: the value of trust?

Trust forms the bedrock of our team's cohesion and effectiveness. Knowing that we can rely on each other creates a sense of psychological safety, enabling us to take risks, share ideas, and collaborate more effectively. Building and maintaining trust requires consistent communication, transparency, and integrity. By fostering an environment of trust, we create a supportive ecosystem where every team member feels valued and empowered.

Who's doing what: the importance of clarity of roles and responsibilities?

Clarity of roles and responsibilities ensures that each team member understands their contribution to the collective effort. When everyone knows what is expected of them, it minimizes confusion, reduces redundancy, and enhances overall efficiency. Regularly revisiting and refining roles and responsibilities based on evolving needs and circumstances is crucial for optimizing team performance and maintaining accountability.

What's working and what's not: how do we level-set working team dynamics?

Reflecting on what's working and what's not allows us to identify strengths to leverage and areas for improvement to address. We must create a continuous feedback and reflection culture where team members feel comfortable sharing their perspectives openly and constructively. We can identify opportunities to optimize workflows, resolve conflicts, and foster a more inclusive and productive working environment by periodically assessing our team dynamics, communication patterns, and collaboration processes.

In conclusion, these reflective questions serve as valuable checkpoints for evaluating and enhancing the effectiveness of our teamwork. Look for opportunities to begin the conversation to explore ways you would collectively answer these questions as a team. You can strengthen our collaboration and achieve tremendous success by prioritizing a common goal, cultivating trust, clarifying roles and responsibilities, and regularly assessing and adjusting our team dynamics. Your next step is the courage to start the conversation. 

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 

Grit and Grace - Navigating the Balance of Perseverance and Self-Compassion

Grit and grace are the threshold between Self-Care and Self-Leaderhip. 

In life's journey, we often encounter a complexity of challenges that require a tension between grit – the tenacity to push through adversity – and grace – the ability to extend kindness and understanding to ourselves when things don't go as planned. This interplay between determination and self-compassion is essential for resilience and well-being, especially in demanding times or when faced with lofty expectations.

The primary message of the book "Grit: The Power of Passion and Perseverance" by Angela Duckworth is that talent alone is not enough to achieve success. Instead, what matters most is a combination of passion and perseverance, which Duckworth calls "grit." By comparison, in "The Gifts of Imperfection," Brené Brown explores how embracing our imperfections and vulnerabilities can lead to a more authentic and fulfilling life. She emphasizes the importance of self-compassion and kindness towards ourselves, especially when things don't go as planned. 

Grit and grace in the daily grind of leadership. 

“The Daily Grind Stretches the Extremes of Getting it Done and Give Me a Break.”

John, an emerging leader working in a new role as a manager, found himself grappling with this tension between grit and grace. He held a strong work ethic and a desire for excellence. He set high standards for himself and his team, often pushing them to deliver exceptional results. However, as deadlines loomed and pressure mounted, he began to realize that his relentless pursuit of perfection was taking a toll on his mental and emotional well-being. 

Caught in the throes of ambition and the fear of failure, John struggled to balance persevering through difficulties and showing himself the kindness he readily extended to others. It was a constant battle between pushing himself to the limit and accepting his limitations with grace.

What is the right balance? 

Finding the balance between grit and grace is essential for effective leadership and personal well-being. When there's an imbalance, either leaning too much towards grit or too much towards grace, several consequences may arise:

1. Too Much Grit, Not Enough Grace:

• Burnout: Excessive focus on grit can lead to burnout as individuals push themselves relentlessly without allowing for rest or self-compassion.

• Strained Relationships: Leaders prioritizing grit over grace may come across as overly aggressive or insensitive, leading to strained relationships with team members and stakeholders.

• Rigidity: A lack of grace can result in rigidity and inflexibility, making it difficult to adapt to changing circumstances or collaborate effectively.

1. Too Much Grace, Not Enough Grit:

• Underperformance: Overemphasis on grace at the expense of grit can result in underperformance as individuals may avoid necessary challenges or fail to take decisive action.

• Permissiveness: Overly lenient leaders may need more discipline and accountability within the team or organization to hold themselves and others accountable.

• Resentment: Colleagues or team members may feel resentful if they perceive that standards are not being upheld or that accountability is lacking, which can undermine trust and morale.

Achieving the right balance between grit and grace requires self-awareness, adaptability, and intentional effort. Leaders must recognize when to push forward with determination and resilience (grit) and when to extend empathy, understanding, and forgiveness (grace). Striking this balance fosters high performance and a supportive, compassionate work environment.

So, how can we navigate Both grit and grace in our lives and work?

Here are three practical applications and questions to consider:

1. Set Realistic Expectations:

   - Ask yourself: Are the standards I've set for myself achievable and sustainable? Am I allowing room for growth and learning, or am I fixated on an unattainable ideal? 

   - Practical Application: Define clear, achievable goals that stretch your capabilities without overwhelming them. Break larger tasks into smaller, manageable steps to maintain momentum and avoid burnout. Remember, your "Yes" requires saying "No" to something or someone else. Our "Yes" comes at a cost that might catch us by surprise. Be mindful of letting folks down, not following through, or missing critical deadlines or details because you're stretched thin. (I wrote the last line for myself; maybe you'll find it helpful, too). 

Consider your goals: Start today by keeping them achievable and sustainable. Keep it practical, so begin again tomorrow if you miss a day. Such as: 

• I will run a marathon, then start with the first mile. 

• I will write a book and focus on finishing the outline and the first chapter.

• I'm going to make a million dollars, starting with the first $1, 10K, & $100K 

• I will lose "x" pounds to regain my health; begin by taking a walk, eating one less thing, and getting an extra hour of sleep tonight. 

2. Practice Self-Compassion: 

“We tend to be harder on ourselves than helpful.”

   - Ask yourself: How do I respond to setbacks and mistakes? Am I treating myself with the same kindness and understanding I would offer a friend in a similar situation?

   - Practical Application: Cultivate a mindset of self-compassion by acknowledging your humanity and embracing imperfection. Practice self-care activities that nurture your physical, mental, and emotional well-being, such as mindfulness, exercise, or spending time with loved ones.

We tend to be harder on ourselves than helpful. Striving for excellence is aspirational and, thus, a noble pursuit. Perfectionism is a myth that lures thinking more of what's work than what's right. Scientists' pursuit of excellence through experiments may require 1000x in trials to get it right 1x. Sales folks may endure a 100 "No" to gain one meaningful "Yes" for their product or service. Depending on the difficulty of the task you need to take, consider how much grace you need, especially if things don't go as expected. 

*Personal note- After turning 50 this year, this simple reflection has challenged me: why don't I extend grace to myself that I so easily give to others? I often hold myself to high standards that must be realigned with reality. It's a growth area for which I'm working towards practicing self-compassion when I fail to meet expectations. 

3. Seek Support and Feedback:

   - Ask yourself: Am I willing to ask for help when needed? Do I view feedback as an opportunity for growth, or do I perceive it as a reflection of my inadequacy? Who can I reach out to today for support?

   - Practical Application: Foster a supportive network of colleagues, mentors, and friends who can offer guidance, perspective, and encouragement. Embrace feedback as a valuable tool for improvement rather than a judgment of your worth.

Honestly, consider the last time you asked for help. More specifically, if you ask for help, what support do you need? Your self-reliance may be getting in the way of your desire to do it yourself, whereas you have folks who are happy to help if you only ask as you consider the support and feedback. As you do, you may find a shift in the way you work from working hard to working smarter. 

Please note - If you're exhausted, chronically fatigued, or experiencing burnout, the most significant support may come from a good night's rest and a little recreation to recalibrate. Give yourself the gift of time to recalibrate. 

Grit and Grace - Finding the Balance 

It's tough striking the balance of Getting it Done and Give Me a Break. 

There's a time to lean in, then a time to give it a rest. There's cost on both sides if we don't hold a balance. By embracing the intentional balance of grit and grace, we can cultivate resilience, foster growth, and navigate life's challenges with greater ease and compassion. Remember, it's not about achieving perfection but embracing the humility of our imperfections and leaning into the task for today, aspiring to give our best, one step at a time.

It's not uncommon to get stuck on one side of the pendulum between grit and grace. If you need help recalibrate, find a friend, colleague, mentor, or coach who can help you. Feel free to reach out if I can support you or a colleague 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

Join Mentor Connect Starting in April

Would you be interested in mentorship this year? 

If so, I invite you to join Mentor Connect beginning on April 1st. 

Mentor Connect is a 3-month commitment. Based on your personal growth and professional development focus, you will meet virtually 1-1, Mentor and mentee. In addition, we will provide 3-monthly 1-hour sessions to help you make the most of your mentorship sessions. Mentor Connect is a 6-hour commitment from April to June. There is no cost other than your time. Mentorship is my passion and a way to say thanks to mentors and pay it forward. 

Mentor Connect will focus on two broad categories of life and work. 

• Personal Growth - faith, family, friendship, fun, and fulfillment.  

• Professional Development - talent development and career advancement. 

We plan to host Mentor Connect twice this year, spring and fall, depending on what works best for your interest and availability. 

So, who are you? Mentor or mentee? 

You could answer both depending on background, experience, knowledge, etc. 

Simply defined, a mentor mindset represents an awareness that you've logged some miles in life, learned some stuff, experienced some setbacks, and are interested in encouraging someone a few years behind you either in life or at work. If that's you, then I invite you to consider being a mentor. 

As a mentee, you may describe yourself in a season of transition, setbacks, facing obstacles, navigating a successful promotion, or asking some significant questions about your life or work.  

Mentor Connect will help you connect below on the waterline of surface chatter for deeper conversations and mutual encouragement. The program provides a framework for mentor conversation, active listening, seeking understanding, and story-telling, hoping for laughter and enjoyment. It's also designed with a 3-session commitment to focus your time with an end in mind. If you want to continue beyond the program, you're welcome to keep it going. 

Mentor Connect will start in April. By design, we're starting slow and small. Any first-time effort requires room for learning, challenges, and iterations. If you're interested in joining Mentor Connect beginning April 1st, I welcome you to take the next step. 

So, why Mentor Connect?

2024 Statistical Significance for Mentorship

Mentoring plays a crucial role in personal and professional development, and the statistics underscore its significance:

1. Workforce Development: According to a study by Sun Microsystems, employees who received mentoring were promoted five times more often than those who didn't have mentors.
2. Employee Retention: Research by the American Society for Training and Development found that 75% of executives point to mentoring as a key factor in their career success, while 71% of Fortune 500 companies offer mentoring programs to their employees.
3. Youth Development: The Big Brothers Big Sisters organization reports that children with mentors are 55% more likely to enroll in college, 78% more likely to volunteer regularly, and 130% more likely to hold leadership positions.
4. Entrepreneurship: A survey by MicroMentor revealed that businesses that receive mentoring experience 3.5 times more growth and generate 7x more revenue than those without mentors.
5. Diversity and Inclusion: In a study published in the Harvard Business Review, employees with diverse mentors were promoted five times more often than those without mentors. Additionally, 82% of employees consider having a diverse workforce essential to driving innovation in the workplace.

The Impact of Mentorship on Confidence
Studies show that mentorship plays a significant role in boosting individuals' confidence. According to a recent survey, 85% of mentees reported increased self-confidence after being mentored. This positive effect stems from mentors' guidance, support, and knowledge transfer, empowering mentees to take on challenges with assurance and self-belief.

These statistics affirm the critical need for mentoring across various domains, emphasizing its profound impact on individual and organizational success.

So, Why now? It's my season of mentorship.

• As a workplace psychologist doctoral student, I have a mentor to help me complete my dissertation work in 2024.

• As a coach, I have a mentor helping me reach my ICF MCC accreditation as a master coach so I can be a mentor coach to train and develop future coaches. 

• At church, my wife and I hang out with 150-200 young adults, connecting with a few 1-1 weekly. 

• As an organizational development consultant, I've led a Mentor Connect program for the last two years with 100+ executives, directors, and managers meeting monthly for career planning and leader development. 

• Turning 50 this year, my platinum highlights show a few years behind the windshield of my life, and I'm committed to investing in and encouraging the next generation for the 2nd-half of my life. 

If you want to listen to more of my story and passion for mentorship, you're welcome to listen to the podcast recording at Denver Seminary.

I'm asking more questions today than I can answer. Yet, every day is dynamic; I engage in mentorship conversations as a mentee and mentor. As you consider your season, would you find value in mentorship conversations? If so, join me as we begin in April. 

Mentor Connect will provide a model for meaningful conversation and connection. You never know if those connections may result in lifetime relationships. 

Again, we are starting slow and invites are limited to my direct network of relationships. I want to build Mentor Connect on a solid foundation for the years to come. 

Thanks for your interest! 

Leaders Who Motivate

Six Disciplines You Can Practice Put to Work Today!

1. Leading by Example:

One of the most powerful ways leaders motivate others is by setting an exceptional example themselves. Demonstrating unwavering commitment, a strong work ethic, and a positive attitude inspires those around them to emulate similar behaviors. When leaders consistently exhibit high standards of performance and ethics, they become role models who inspire and motivate others to do their best.

2. Fostering a Sense of Purpose:

Motivated leaders understand the importance of connecting individuals to a larger purpose. They create a compelling vision that resonates with their team members on multiple levels, inspiring a deep sense of meaning and fulfillment in their work. By fostering this sense of purpose, leaders nurture intrinsic motivation, resulting in improved performance, job satisfaction, and a shared commitment to the vision.

3. Providing Support and Recognition:

A motivated leader recognizes the individual strengths and talents of their team members. They invest time and effort into understanding their aspirations, challenges, and growth opportunities. By offering support, guidance, and resources, leaders empower their team members to overcome obstacles and reach their full potential. Alongside support, timely acknowledgement and appreciation for achievements serve as powerful motivators, reinforcing positive behaviors and fostering a culture of recognition.

4. Encouraging Growth and Development:

Motivated leaders understand that personal and professional growth is key to sustained motivation. They provide opportunities for learning, training, and skill development, enabling their team members to constantly progress and expand their capabilities. By fueling a growth mindset and encouraging autonomy, leaders empower individuals to take on new challenges, fostering an environment of continuous improvement and personal growth.

5. Creating a Positive and Inclusive Culture:

Motivated leaders understand the importance of a positive and inclusive work environment. They foster a culture that values diversity, respect, collaboration, and open communication. Such an environment encourages innovation, creativity, and trust, all of which contribute to increased motivation. By creating a safe space where everyone feels valued and heard, leaders inspire a sense of belonging and promote shared commitment.

6. Celebrating Successes:

Acknowledge and celebrate successes, both small and large, is essential for maintaining motivation within a team. Motivated leaders take the time to publicly recognize achievements, giving credit where it is due. By highlighting accomplishments and sharing best practices, leaders not only motivate individuals but also foster a sense of collective pride and unity.
In conclusion, motivation lies at the heart of effective leadership. Leaders who inspire greatness within their teams exhibit qualities such as leading by example, fostering a sense of purpose, providing support and recognition, encouraging growth and development, creating a positive and inclusive culture, and celebrating successes. By embodying these traits, leaders have the power to unlock individuals' true potential, creating a motivated and high-performing team capable of achieving extraordinary results.

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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Tools for the Trade

Adam Sherez

Growing up in a family construction business, I know the value of the right tools for the job. From a leadership perspective, knowing that not every job is solved with a hammer is helpful.

As an organizational development consultant, assessments are tools for the trade. Like construction workers going to Home Depot or Lowes to select a tool, every project has many brands and types. Also, a tool can be only as good as a craftsman. Such an illustration could be applied to any test or instrument. In addition, the insight on the report is only as valuable for the degree to the participant learners and uses the information. O*NET Ability Profiler to help identify strengths and weaknesses valuable to align ability with vocational roles. It is a comprehensive nine job-relevant ability test: verbal ability, arithmetic reasoning, computation, spatial ability, form perception, clerical perception, motor coordination, finger dexterity, and manual dexterity (Cohen, 2021). The ability assessment can guide people toward a meaningful career path within their natural abilities. 

When I started my coaching work with construction leaders, we used the Highlands Ability Battery (HAB), which includes 19 assessments for a broader understanding of strengths and weaknesses (THAB, 2013). The outcome of debriefing these assessments leads to awareness in a day-to-day work activity to be developed or delegated to other team members. Thus, the outcome creates a collaborative culture among teams. Computer-aided enhancement has modernized the HAB, allowing users to complete the battery online. These assessments were manually facilitated, which limited the processing of reports and required participants to be physically present. Computer-aided assessments have expanded the virtual reach along with the speed of reporting. 

A solid complement to the HAB is the Myers-Briggs Type Indicator. Myers and Briggs developed an instrument to learn how people take in and process information. Eight primary differences or traits include extroversion or introversion, perceiving or judging, intuition or sensing, thinking or feeling (Cohen, 2021). These traits help identify energized or deleting activities that relate to work performance. Big Five personality theory led to career interests such as RIASEC. The acronym includes 6 clusters of interest: realistic, investigative, artistic, social, enterprising, and conventional. Such a cluster may provide insights into an industry of work and specific departmental work within an organization. 

Pros and Cons

The advantage of these tools is that aligning interest, aptitude, and personality can be a powerful perspective to help guide a person towards meaningful work. The risk of not using one or all three tools for a career pathway may result in dysfunctional work. The insight gained for assessment mainly changes the perspective of a "dead-end job" to a necessary stepping stone to a career goal. 

The disadvantage to this assessment can be the subjectivity of the test takers. Research has identified "faking" as hindering accurate results (Hinrichsen et al., 1975). Earlier this week, a client emailed his updated MBTI personality results compared to his report from 5 years previous. He needed clarification on the change of the score from ESTP to ENTJ. He asked for insight on his wondering if his personality had changed in the last five years. His response was not an issue of faking but rather a significant change in job positions, personally moving cities, and a significant change in relationships. The underlying issue for my client was, which one is right? Due to the subjectivity of personality and interest assessment, creating validity scales to help stabilize varied responses helps the consistency of the reporting. However, the responses are only sometimes full proof, which requires some discretion when making career decisions using the report. 

The utility benefit of these assessments can lead to a meaningful career working within the harmony of a high-performing team. In today's world, there are many options to explore to find the right work that motivates, satisfies, and challenges. Ability, interest, and personality assessment are a compass to help guide individuals to meaningful careers. 

What's the right tool?

Whether building projects or leaders, selecting the right tools is essential. Today, my coaching toolbelt includes Birkman, Hogan, Workplace Big 5, Firo-B, Myers Briggs (MBTI), Strength Finders, Social Emotional Intelligence Profile, TKI Conflict Style, and 360s. Each tool can increase appreciation, awareness, and job-fit alignment. 

As you plan your leader and team development strategies, consider first your desired outcomes, then select the best tools for the job. If you need a thought partner for your next coach assignment, mentor session, or team-building retreat, feel free to reach out for a complimentary personality assessment consult. 

Enjoy your next building project!

Reference 

Cohen, R. J. (2021). Psychological Testing and Assessment (10th Edition). McGraw-Hill Higher Education (US). 

Hinrichsen, J. J., Gryll, S. L., Bradley, L. A., & Katahn, M. (1975). Effects of impression management efforts on FIRO-B profiles. Journal of Consulting and Clinical Psychology, 43(2), 269. https://10.1037/h0076371

The Highlands Ability Battery (THAB). (2013, Sep 10). US Fed News Service, Including US State News Retrieved from http://library.capella.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fnewspapers%2Fuspto-issues-trademark-highlands-ability-battery%2Fdocview%2F1431052754%2Fse-2%3Faccountid%3D27965

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

Workplace Psychology - Why a PhD in IO

A historical review of I/O affirms my interest in learning and applying its practice to expand the opportunities for good work. Work, especially good work, stimulates my curiosity about what, how, and why people do what they do and how organizations holistically support these efforts to collectively toward their mission. 

organizational issues create more opportunities for workplace psychologists to have an impact.

The study of work and the conditions that allow employees to be productive is the foundation for I/O psychology. Early studies such as the Hawthorne effect experimented with lighting and workplace conditions until later learned how attitude is the key to productivity. What's fascinating about this historical study from Western Electric is the root causes are still evident today. We're trying to learn how to deal with attitude present day. 

Since the pandemic, attitude in the workplace has been influenced by stress at home and at work. Conversations about burnout are commonplace. These conversations highlight the issues of employees will well-being. I've studied the problems of stress in the workplace for more than half a century. Terms that define these issues range from occupational stress, work stress, job-related stress, and organizational stress. The citations for workplace stress have appeared in over 22,000 psychology journals and articles in the last two decades. The conclusion of such an extensive literature review is workplace stress needs to be more conclusive. Workplace and occupational stress issues need better or clearer definitions for future studies. These studies would include holistic research on employee well-being. Secondly, the literature review concludes the need for better communication bridges and knowledge sharing (Cassar et al., 2020). Mental and emotional factors are different today compared to past studies measuring the physical effects of workforce stress. These factors affect employee engagement, performance, and productivity. What are organizations doing to support the well-being of other employees? 

One hundred years ago, workplace psychologists were primarily studying IQ. Today we measure EQ and social intelligence as essentials for effective leadership and management. The IO industry progresses based on the change in times within the workforce. Progressive companies are committed to building human capital or proactively training their employees in competencies and relational skills to work in a collaborative environment. From the construction site to the start-up to healthcare and institutions, people and organizational development

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The mandate for IO psychologists is to be relevant, practical, and timely in their research and reporting. The theories and studies of the past inform the future. Yet, IO's future is dependent on innovation. Innovation requires testing new theories and supporting them with evidence-based research. Its theories must align with real-world practices—institutional or academic approaches to get lost in the daily grind of organizational demands.

My role as an organizational development consultant in healthcare reminds me daily that people's lives are on the line. The welfare of nurses, providers, managers, and leaders influences the health of our patients. Healthcare is in a staffing crisis from demands throughout the pandemic. This crisis has led to an excessive turnover, limited recruitment, and decreased patient experience quality. Healthcare is not alone in its staffing challenges. 

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The consult guides culture-based conversations focusing on leadership gaps, trends, and issues in the workplace. Consultations begin with defining the issues and root causes, and Consults give stakeholders time and space to re-envision the desired outcome. Consulting process helps identify goals, priorities, and problems to be solved. On one level, it's aspirational to identify values. However, at the ground level, values must align with measurable behaviors that will strengthen the organization. 

Reference 

Cassar, V., Bezzina, F., Fabri, S., & Buttigieg, S. C. (2020). Work stress in the 21st century: A bibliometric scan of the first 2 decades of research in this millennium. The Psychologist-Manager Journal, 23(2), 47–75. https://doi.org/10.1037/mgr0000103

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.

Leaders are Lonely! 7 Strategies to End the Isolation

Photo by Bethany at Unsplash

It's lonely at the top! Leaders are often surrounded by people yet feel alone in their thoughts, challenges, and dreams.  As a leader in your organization, do you ever feel that way? Well, you're not alone!

Leaders everywhere struggle with the reality of this issue. Isolation is truly epidemic within organizations, churches, and even families due to a lack of authenticity. All leaders need some authentic engagement or their influence will suffer. So, what can you do today? Here are 7 Engagement Strategies to help end your isolation.

Strategy #1 - Rebuild Team Trust - Broken trust will kill the conversation.  The health of your conversation will clearly define the health of the relationship. It is far too common once trust is broken a leader makes an inner vow that declares, “I will never trust like that again”. Whether the context is personal or professional the vow remains.  There’s a fundamental question that has to be answered in a situation where trust is been compromised. Can trust be rebuilt?  I have facilitated many team sessions and consistently see the answer is split down the middle.  There’s a belief that says once it’s broken it can never be repaired. I encourage leaders to believe that while it takes time, trust can be restored and rebuilt. What’s your answer to this question? For your answer will determine how lonely you will be as a leader.

Strategy #2 - Create a Culture of Authenticity - Culture reflects the spirit and values of the organization. Culture is borne by the actions, strength, health, and clarity of the leader. People are looking for authenticity in shared values and consistency of your actions with your stated values. Authentic leaders attract great people who will do the same. Start today sharing more of what matters most to you. You are the banner carrier of the culture. The way you lead and coach your team will permeate the organization. When you do communicate with your team share a story that illustrates what values reflect your core beliefs and insights into your actions. Your story will invite your team to tell their stories. Environments that provide open conversations will build a great culture. Then you’ll find connecting points with your team beyond just the bottom line.

Strategy #3 - Seek Objective Counsel  - Leaders get pulled in many directions. They have a lot of voices in their life. Some of the primary voices of influence are the leader’s direct reports, management team, or even the board of directors. They are team members yet the demands of their roles and responsibilities limit their objectivity. Finding constructive feedback and good counsel can be challenging. Motives are quickly revealed that cross the line of serving their interests above your own or the good of the organization. Where do you go to find objective feedback? It may take time but there is someone within your circles of relationships who is available, competent, and trustworthy. Objectivity helps minimize confusion and clarifies the needs of the leader and team. Engage by finding someone who has nothing to gain or lose from an issue. Learning from their wisdom and experience will help you gain confidence in leading your team.   

Strategy #4 - Align your Interests, Hobbies, and Passions with a Community - Leaders are busy! Often, the tyranny of urgent tasks creates reactive habits in our work life. Reactive work leaves little margin for proactive, strategic thinking and actions. When we finally pause to catch our breath after a demanding project or near impossible year-end goal we’re exhausted. It’s a pattern that may go on for months or even years. Your zest for life may be sucked dry and may have you feeling alone. Can you relate? If so, I encourage you to rekindle that inner or soul fire by reminding yourself of what you love to do outside of work. If you’re too far removed from the answer then ask a few people who have an insight into your life “when do you see me smile the most?” It’s a great question to ask friends and families to help identity what makes you come alive. Identify your interests, hobbies, and passions. Then call a few friends, plan a time to build some memories, and have some fun. Refreshing yourself may bring that smile back to the surface again.

Strategy #5 - Commit to a Leadership Peer Group - Most leaders know the value of a credible, competent, and knowledgeable consultant who’s dialed into the details of your organization. Their feedback can make a significant difference to your strategy, direction, and health of the organization. Now take the value of that consultant and multiply by 12. What did you get? A peer-to-peer leadership team. It’s a collection of CEOs, key executive leaders, and entrepreneurs often with 15-20 years of experience in leadership and their industry. Now you have 200-300 years of wisdom, understanding, and a fresh perspective on the issues at hand. It’s a collective counsel instead of a single voice. In addition, it’s counsel built around a community of friends who weigh in on the opportunities and challenges of life. As a facilitator of a CEO and key leadership team in Colorado, I’ve seen first hand that such a peer group is rare yet if found can be priceless to an isolated leader.

Strategy # 6 - Get a Coach - All leaders have blind spots. No matter your intelligence, EQ or IQ, we can’t see all the angles. We need objective feedback from someone other than a ‘Yes man.’ It’s exhausting to have the final decision rest with you, the leader, without some genuine push back. Executive and performance coaches get into your business. They ask the tough questions. On the surface it may seems threatening, but it's actually refreshing because often leaders have fooled themselves as well as their team. A good coach will help define the real issues so you can focus on the right priorities. Once the priorities are declared a coach will help get you moving. One of the greatest symptoms of isolation is immobility or indecision. Leadership requires taking risk. Isolated leaders are stuck leaders. A coach will help you get moving!

Strategy #7 - Find a Trusted Friend- The most trust relationship are the ones with whom you can share your greatest fears and dreams. When you do it is powerful in sharing but so much more in the celebrating when those dreams come true.  Regarding your fears let’s be honest everyone has them. I’ve stood in many team meetings, retreats, and even church events and asked ‘how many of you worry?’ Every hand goes up. You are not alone in your temptation to fear. The compromise of character and carnage that results would be mitigated if troubled leaders had a friend. We’re back our first point of building trust but at another level. Here’s one of the most powerful and provoking questions you can ask a leader, do you have one person with whom you can share your secrets? Asked another way, do you have someone with whom you can share your dreams and your fears? If you are feeling lonely as a leader may be one of your greatest goals in the next year is to evaluate your friendships then move to the next level of trust. For the lonely leader finding a trusted friend may be the most challenging pursuit of all 7, yet once found the most rewarding for your effort. (Get more questions and ways to build stronger friendship in Russell’s book the Conversationalist.)

All 7 strategies may seem simplistic and self-explanatory. Yet, I would challenge you with a quick personal assessment. How would you measure yourself in these 7 Strategies? Rate yourself on a scale of 1-10 with 1 being completely isolated and a 10 being your best possible engagement. Your answers will give you a quick indication of where you need to start first. A low score in all areas simply reveals the reality of your isolation. A high score celebrates your engagement as a healthy leader who’s likely surrounded by a great team. Say no to isolation! Take the challenge, pick one strategy, and get engaged.

Leaders are Lonely! 7 Strategies to End the Isolation was published by Churchleaders.com Oct 14, 2014

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.

One Day with the Big 5 Can Influence Thousands

Raising Self-Awareness and Team Effectiveness using the Big 5

It’s Back to School season! 

It’s been said, the greatest student is the teacher.

Well last Friday, I felt like I went to school. I facilitated a 1-day leadership training for a Colorado college’s team of deans and associates. What a privilege to teach the teachers who will influence 1000’s of students this year! These professors became the student for a day to gain greater levels of self-awareness and team unity. For this team, they had several new team members and it had been a while since they had invested in their administrative staff. With a new season approaching, it was the perfect time to engage and value their team.

There can be many reasons why it would be wise and prudent to allocate such a day. When teams are working hard and not getting the results they expect it’s time to consider a change or making an investment into stimulating their growth. The prolonged effects of low performance or decreasing effectiveness can result in 

• Fatigue that steals energy and creativity

• Lower quality results

• Less innovative ideas

• Missed deadlines

• Lower morale

If this describes your team experience at work perhaps … 

You need to make a change or direct investment in your team! Maybe you’re doing the right things in the wrong ways. A few adjustments in the way you function as a team will create a more energetic flow raising the performance of your team. Friday, I got to experience a new level of enthusiasm, motivation, and excitement with some amazing leaders who want to give their best to their students. 

A Day of Appreciation for the College

The goal of the day was to show value and appreciation to a group of people who give out a lot and don’t always get a lot in return. Through a fun, creative day discussing the results found in their Big 5 assessments, this team gained a greater level of self-awareness and value for their team members.  Awareness leads to new levels of appreciation and insight into building team effectiveness. The training stimulates conversations and raises the energy level of the team members valuing each member individually and collectively.

The design of a Big 5 day focuses on 3 themes… 

Penrose House - elpomar.org

1. Awareness - Big 5 Personality Report Discussion & Debrief

2. Alignment - Working with Energy, Less Stress, & More Collaboration

3. Action - What needs to Change -  Making a Commitment

We find it beneficial to meet at a beautiful offsite venue to create the ideal environment for fresh, higher-level conversations. The Big 5 Workplace Assessment gives a language to identify hidden strengths, minimize stress points, and blindspots. In team discussion, we move beyond a private reading for an intellectual exercise. The shared insights from Big 5 shine a light on the sweet spots of leaders. 

Appreciation raises the performance levels of teams. 

Personality & team assessments provide critical insight for a fresh perspective of how we are wired at the genetic level. Personalities are linked to our unique genetics. It’s why some of us do better with a cup of coffee in the morning and some don’t. You're more energized either when you talk more or sit quietly in reflection. You write better with your left or your right hand. Take a moment to look at your index finger. You have a fingerprint. It’s unique to you! Now, consider all those dynamics at work in your team and organizations. Appreciation of the unique energizing activities of your team raises the level of productivity, performance, and personal satisfaction at work. We are often so busy working IN our teams that we don’t take time to work ON our team. It starts with awareness that leads to appreciation! It’s an investment that can be measured to the speed and satisfaction of work that lead to bottom-line results. 

Would you benefit from a one day experience with your team? 

These days are high energy and engaging experiences! Each team member receives a Workplace Big 5 Narrative report plus an insight journal for the day and will leave with an action plan for the next steps. By the end, team members will be thanking you for investment into their leadership. 

If you have a team or organization that would benefit from the one day experience described above, we are extending one free complimentary Big 5 Leadership Trait and Narrative Report. If interested in hosting a one day in your city for your team, department, or organization we can design the day that fits your needs.  The typical cost for the experience and resources start at $5000 including 15 Big 5 reports. Each additional participant completing the assessment will be $250 /. 

Schools back in session! It’s a new season! Schedule your Day of Appreciation. 

Create a leadership learning environment for your team. Start by taking advantage of our offer. It's only good till Friday, August 16th at 11:59 pm. To get your complimentary Big 5 report, complete the form below; then we will send you the link to take the Big 5 questionnaire.