THE HIDDEN SCORECARD
When you think of yourself at your best, what 4-8 words describe you? When all is said and done and you’ve run out of time, how will people describe you when you are gone? Will any of these 4-8 words be mentioned?
Well-known performance psychologist, Dr. Jim Loehr, has asked thousands of leaders this question over the years. Through his research, he has found that a high majority of these leaders want to be remembered most for the way they treated people. Not for their successes and accomplishments.
Dr. Loehr often talks to leaders about the need to be aware of their own ‘hidden scorecard’. An important reminder to hold themselves accountable for their own words, actions and treatment of others.
A system to keep them in check. A reflective tool that helps provide them with the metrics needed to know how closely aligned they are to the core values that help to navigate their life and work, both personally and professionally.
Internal Audit Check
Individually, we all know deep down the extent to which we act in accordance with our core values and beliefs.
When we hold the mirror of accountability up to ourselves, we are the only ones who know how closely aligned we are to the things we believe in most. And chances are that if we live in harmony and alignment with our core values, people in our life will always feel valued, respected, and cared for.
Our hidden scorecard is a great reminder about the importance of aligning our thoughts, words, and actions in life. When we use our hidden scorecard as a filter for the decisions we make, the words we use, the actions we take and our treatment of others, we will always be scoring points.
At the end of your life, will you be able to say, with full certainty, that you acted in alignment with the values that mattered most to you?
To what extent did you value connection, build trust, and deepen important relationships in your life?
How will you be described by others?
Keep your hidden scorecard close at all times.
Thanks for reading.
HUMILITY ALWAYS WINS
Top-down leadership is not only outdated, it’s also incredibly counterproductive in this day and age. It simply doesn’t work as it once did, yet many leaders still feel the need to direct and command from above. Perhaps it’s self-imposed pressure, fear of looking incompetent, or the need to appear in complete control that causes these types of leaders to undervalue and push aside the importance of prioritizing people and relationships in their organization.
The very best leaders feel pressure. They want to succeed. They want to be seen as competent. They want to make a difference and must make tough decisions. However, the key difference that distinguishes them apart from ineffective leaders is that they consistently focus on helping the people in their organizations feel purposeful, motivated and energized. They understand that doing so allows these people to show up as the best version of themselves possible and do great work for the organization. A win-win for all.
American writer, speaker and leadership guru, Dr. Steven Covey, once posed this question:
How does humility manifest itself in leadership and life?
He went on to share his thoughts about this question by saying;
“A humble person is more concerned about what is right than about being right, about acting on good ideas than having the ideas, about embracing new truth than defending an outdated position, about building the team than exalting self, about recognizing contribution than being recognized for making it.”
In one of his amazing talks, British-American author and inspirational speaker, Simon Sinek, shared a story that perfectly sums up the importance of humble leadership.
This story begins with the former Under Secretary of Defense for the United States who was invited back-to-back years to give a speech at a huge conference. As acting Under Secretary of Defense, he was flown in first-class to the conference, picked up at the airport and brought to his hotel where someone had already checked him in.
He was able to go directly to his room, have a great sleep and when he came down to the lobby the next morning, someone was there to greet him and bring him to the conference. Once at the conference, he was ushered through the back door directly to the green room. A hot cup of coffee was handed to him in a beautiful, ceramic mug. Soon after that he gave his speech and the royal treatment continued until the end of the conference.
The following year, he was invited back to the conference to speak again. However, this time, he was no longer the Under Secretary of Defense. It was in the second year that he flew economy to the conference. He had to take a taxi to the hotel and check himself in. When he went down to the lobby in the morning, nobody was there to greet him. He then took another taxi to the conference and went through the main entrance of the building. He made his way backstage to get ready for his talk and asked someone where he could get a cup of coffee. The person pointed to a coffee machine in the back corner of the room.
The former Under Secretary of Defense then went over to the coffee machine and poured himself a cup of coffee in a styrofoam cup. Unexpectedly, he chose to share this story during the speech he gave in the second year. He did so to illustrate the point that the ceramic cup of coffee he had been given in the first year was never meant for him. It was meant only for the position that he held at the time. He went on to emphasize that as people gain positions of authority and seniority, they will be treated better. People will do them favors, give them things, be careful of what they say around them, hold doors open for them and deliver hot cups of coffee or tea to them.
However, this type of treatment/behavior is not meant for them personally. It's meant for the title they hold in the moment. The former Under Secretary of Defense shared this story to let every single leader in the audience know the importance of having humility and gratitude. And to remember that every single one of them deserves nothing more than a cup of coffee in a styrofoam cup.
They are no better than those who they serve. They may hold a position of power that allows them privileges, more pay, and other perks, but at the end of the day, their responsibility is to work alongside others. Humble leaders know that the world doesn’t revolve around them and that they are there to serve, inspire, engage, and bring out the best in others.
As well-known motivational speaker, Zig Ziglar once said, “Humility will open more doors than arrogance ever will.”
If you are a leader reading this, try to carve out some time to reflect on these questions.
To what extent do you demonstrate humility and gratitude in your role as a leader?
To what extent do you prioritize people and relationships over end goals?
To what extent are you able to juggle the fine balance between needing to control versus the importance of inspiring, engaging, and empowering those who you serve through your leadership?
Leadership is a tough gig. But those who do it well understand and demonstrate the importance of humility and gratitude with consistency in their role.
Thanks for reading.
The common Struggle
It’s easy to get locked into negative loops of thinking when we are in emotional overdrive. Trying to deal with more input than we can possibly handle wreaks havoc with our well-being and health. As well, it greatly diminishes our ability to interact with others in positive and productive ways. We can oftentimes get so caught up in the challenges of our own lives that we fail to understand the simple fact that other people are also going through their own hardships.
When letting downward spiraling thoughts prevail, we greatly limit our ability to demonstrate genuine compassion for self and others which only magnifies the feeling that we are the only ones who may be struggling. As best-selling author, Oliver Burkeman states, "we cannot evade the terms and conditions of being human”. A simple, yet profound acknowledgement that we are all in this messy thing called life together.
The Dalai Lama once said, "we must always embrace the common humanity that lives at the heart of us all". His words are an important reminder that life is not only unpredictable, but also filled with a multitude of common experiences that define us. Our beauty, strengths, faults, fears, anxieties, ambitions, hopes and wants are all a deeply embedded part of what it means to be human.
James Baldwin, an American activist and writer, once told the story of having deep resentment for his father that was left unresolved at the time of his passing. While attending his father’s funeral, he was filled with anger and hurt, but the words of the preacher pierced through the hardness of these negative emotions. In that moment, he began to feel an overwhelming sense of compassion for everything his father had gone through in his life
The preacher’s words that made such a difference to Baldwin were, “Thou knowest this man’s faults, but thou knowest not his wrestling”. A similar message was also echoed more than 80 years later by famous American actor Robin Williams, “Everyone you meet in life is fighting a battle you know nothing about. Be kind, always”.
It has also been said that ‘to be always fortunate and to pass through life with a soul that has never known worries is to be ignorant of one half of human nature.”
Smoothing out the sharp, jagged edges of self-judgment, anxiety, worry, frustration, doubt and other such emotions only becomes possible when we understand and accept that universal suffering is part of the human condition. Regardless of age, culture, religion or ethnicity, we all suffer.
In our times of struggle, a simple acknowledgement that we are not alone and that someplace else in this world other people are also struggling can help to take away a bit of the sting. It can become easier to depersonalize challenging emotions/experiences and respond to them proactively rather than reactively when we tap into this deeper sense of the human condition. The blog post is not meant to be a miracle cure for suffering but more so an important reminder that we are not alone with our struggles.
Wishing you all peace and happiness. Thanks for reading
Leading From the Front
Well-known author and speaker, Dr. Steven Covey once said this of leadership:
“What a leader does has far greater impact than what they say.”
Covey inspired generations of leaders over the decades to step up and focus on the timeless principles of fairness, integrity, honesty, and human dignity in their work. Through Covey’s work, countless leaders, to this day, have made such a difference in their organizations by putting these principles into action with regularity.
As well, Franklin D Roosevelt’s famous speech ‘The Man in the Arena’ carries deep significance for leaders. Especially his emphasis on ‘credit belonging to the man who is actually in the arena, whose face is marred by dust, sweat and blood.’ Roosevelt’s words have never rung truer when it comes to the necessity for leaders to lead from the trenches, not just from inside the walls of their offices.
The heroic Florence Nightingale was a perfect example of leading from the trenches as evidenced by her endless devotion to laying the foundation of professional nursing with the establishment of her school of nursing at St. Thomas Hospital in London. Prior to establishing her school, Nightingale gave up her life as a rich aristocrat to follow her calling to become a nurse.
At 33 years of age, she shot to prominence by serving as a manager and trainer of nurses during the Crimean War (1853-1856). Her work in the trenches significantly reduced deaths by improving hygiene and living standards for the soldiers and health care workers during the war.
During the height of the Crimean War, she wrote a letter to then Former British Secretary of State for War, Sidney Herbert, regarding the state of health care in the battle field. Her letter was a response to a letter that Herbert had written to the public about how the British government was managing the military and the health care of its soldiers.
Nightingale had disagreed with many things written in Herbert’s letter as he had not spent any time at all in the battlefield assessing the true needs of the soldiers. In her letter, she stated that ‘Herbert’s letter was written from his Belgrave Square war office, yet she was writing hers from a hut in the middle of the Crimean War and that the point of site is very different.’
So simple yet profound. How could Sidney Herbert know anything about the actual state of current affairs during the Crimean War as he had tucked himself away in the safety of his wartime office. His point of site was vastly different.
Fast forward 175 years later, her emphasis on ‘point of site being very different’ is hugely applicable to modern-day leadership. Leading from the front requires jumping into the trenches and working alongside those who are being led. That is the most powerful form of learning for leaders, yet many leaders still lead from inside the walls of their offices.
There is no doubt that leading from the front is not always possible and can also be very time-consuming. However, it remains a necessity for leaders to place themselves in the trenches to better understand the realities of the workplace and the challenges faced by employees. And as Covey says, 'the most powerful tool for a leader is their own personal example'.
For any leader reading this, if you were to honestly reflect on your own leadership, to what extent are you leading from the front?
To what extent are you getting your hands dirty so to speak, doing the hard work in the trenches, and carrying this learning back with you into your leadership role?
To what extent is your personal example the biggest asset you possess?
And lastly, to what extent are you doing your best to better understand all points of site?
If you are already leading from the front, awesome! Keep doing whatever you are doing. Upon reflection, if you realize you need to do better, it's never too late. Change your point of site, get in there, and do some great work alongside those who you lead.
Thanks for reading.
Tolstoy and Heroic Deeds
Leo Tolstoy, one of the greatest writers of all time, tried his best to live each day with purpose. As a teenager in the 1840s, he created what he called his ‘Journal of Daily Occupations’. It was in this journal that he clearly outlined how he intended to spend the following day. It was this type of daily goal-setting that would give him the purpose needed to go on and change the world through his writing and actions.
Being a strong advocate of nonviolence, Tolstoy’s work would directly influence Mahatma Gandhi and Martin Luther King Jr and the impact that they had in the world. Tolstoy took risks, sacrificed, persevered and remained deeply committed to his craft until the day he died in September of 1910.
Over the years, he remained strongly connected to his purpose and it was through this purpose that he built the resilience needed to stay the course. He believed that 'each of us should live our whole life as a heroic deed’ and that we are all capable of so much more than we realize. Wise words from a man born nearly 200 years ago. But, he is not the only one throughout history that emphasized the importance of knowing one's purpose.
Churchill once said:
"To each there comes, in their lifetime, a special moment when they are figuratively tapped on the shoulder and offered the chance to do a very special thing, unique to them and fitted to their talents.”
The author Ryan Holiday states that it is more accurate to say that life has many of these moments, many such taps on the shoulder. However, the figurative tap on the shoulder, knock at the door or ring of the telephone is oftentimes ignored or completely disregarded due to fear.
Fear of failure.
Fear of ridicule.
Fear of judgement.
Fear of what other people might think.
If we are to look at our lives and our talents through a different lens, it is essential to stare down fear. The amazing singer/songwriter Jewel believes that if left unchecked fear crushes our soul and suffocates our dreams. She has been quoted as saying:
“Fear is a thief. It takes the past and it projects it into the future. And it robs you of the only opportunity you have to create change.”
What might happen if we respond to the tap on the shoulder? What might we learn about ourselves and our ability to look fear in the eyes and not let it get in the way of our dreams, aspirations or what it is we know we must do? To live our life heroically, we must invest the time necessary to identify our purpose, so that we can build the resilience needed to stay on track with that purpose.
Like Tolstoy, we need to look ahead, set goals, check in with those goals and serve a cause that is much greater than ourselves.
What is your cause or purpose?
How will you serve the world?
And how will you hold yourself accountable for staying on track with what matters most to you in your life?
Thanks for reading.
The Doom Loop of Leadership
The demands to keep up and do even more seem to be the key drivers of success in many organizations now-a-days. It’s a no brainer that leaders within these organizations must achieve results. Therefore, the intense focus on efficiency and getting things done are essential to helping leaders move their organizations forward. Although this is the reality that many leaders face, how might organizational climates such as this impact morale and engagement in the workplace?
In their best-selling book Scaling Leadership, authors Robert Anderson and William Adams emphasize that, although all leaders are under pressure to perform, the most effective leaders are the ones that are excellent at balancing task and people-focus.
Their evidence shows that overly task-focused leaders tend to be more reactive and are known to operate from a position of fear. According to Anderson and Adams, these types of leaders exhibit ‘highly directive, controlling or perfectionist behaviors that can alienate others and be disempowering to their teams’.
Anderson and Adams refer to this as getting caught up in the ‘doom loop’ of high task focus and low people focus. The 'doom loop' creates a workplace culture that greatly limits the mindset of leaders causing them to constantly work from a deficit mode of thinking.
Anderson and Adam’s work has shown that the leaders who rise to the top are the ones who are deeply respected and consistently focus on bringing out the best in people. These types of leaders prioritize building relationships, inspiring their teams, developing others, and also display great empathy. They remove the focus on everything being about them and look at all they do through the lenses of empowerment, empathy, and trust.
They are also willing to slow down to ultimately move fast. The act of slowing down allows them to double down on strengthening relationships. Taking on this approach has been shown to have a compound interest effect when it comes to long-term productivity and overall job satisfaction in their organization.
Great leaders understand the power of feedback and seek it with regularity. They also develop their capacity to depersonalize the feedback they receive and take action on it. As much as possible, they are transparent in their words and actions. They also ensure that building and maintaining trust never fall to the wayside, regardless of the challenges they face. They are role models for other leaders in their organization.
Most importantly, these types of leaders prioritize and regularly engage in self-observation and deep reflection. When engaging in deep reflection and self-observation they notice in 'real-time' when they are moving too quickly, being impatient, covering up their own mistakes, (re)acting from a position of fear, being too egocentric or worrying about their own needs more than the needs of those who they serve.
They are willing to double-click on their actions in order to better understand what is driving their own behavior. As well, they immediately recognize when they have become misaligned in regards to their own core values and demonstrate the ability to re-calibrate and course correct when necessary.
They learn that making themselves vulnerable is not a weakness, but rather a strength as they understand that, they alone, are not superheroes who need to carry the weight of their organizations on their shoulders. They are willing to lean on others and let them know they need them.
In his ground-breaking work, well-known psychologist Dr. Irvin Yalom stated that, "I prefer to think of my patients and myself as fellow travelers, a term that abolishes distinctions between 'them' (the afflicted) and 'us' (the healers).”
Dr. Yalom takes a firm stance that we are all in this journey of life together and that we must learn to work alongside each other in a way that allows each individual to find true growth and to flourish. After all, we are all here for such a short time. Although Dr. Yalom’s work relates to psychological counseling, it is a perfect metaphor for the journey of leadership. All leaders should look at their own work as being that of a 'fellow traveler' working alongside those who they serve.
I know that many leaders reading this are already doing good work. Regardless of how good a leader might think they are doing, they all need important reminders, from time-to-time, to truly check in with themselves.
As you read the questions below, please reflect on your own leadership style and sit with the thoughts that arise. I hope you take the time to do this. Better yet, journal about what the questions below might bring up for you. No need to answer all of the questions. Read through the list and answer just the ones that resonate the most with you.
To what extent are you willing to genuinely reflect on your words and actions as a leader?
To what extent do you truly listen to the people in your organization?
To what extent do you deeply invest in others?
To what extent are you genuinely transparent in your words and actions?
To what extent do you balance being task-focused and people focused?
To what extent do your actions and words invigorate, inspire, empower, and engage others in your workplace?
To what extent do you recognize and truly value the people in your organization?
Thanks for reading today’s blog post. I hope the reflective activity helps you to think about your own leadership style and the area(s) that you might need to focus on. Please comment below on anything that resonates with you.
The Courage to Leap
All growth begins with taking a leap into the unknown. And the willingness to take that leap requires great courage. As well-known poet and author Ryan Holiday states:
“Courage is an honest commitment to noble ideas”.
However, it is often fear that makes people uncomfortable and gives them excuses to continue as is, without the need to ever put themselves at risk or in danger of failure. For some it is easier to not take that leap and keep the stakes lower in their lives. Less judgement, less pressure, and less uncertainty might be easier to navigate but, without question, leads to apathy, disengagement and higher levels of flat out boredom in life. To live well means to be OK with taking chances and risks for playing it safe all of the time can prevent us from revealing our true potential.
Long after World War II, the famous author Victor Frankl said that 'the world and its’ people remained spiritually bombed out' and that nothing seems to matter to anyone. And, in general, he believed that people fear there isn’t anything they can do that truly matters so chances are they will do nothing with their life that has deep impact. These people fall victim to circumstances and fate rather than taking fate into their own hands.
Frankl’s words resonate with me and remind me about the importance of being true to oneself and taking the metaphorical leap into the unknown with more consistency in order to reveal what might be possible.
If you look at your own life, where might you need to take more chances?
What part of you is still left unfulfilled due to not taking the leap?
To what extent do you let fear guide the choices that you make?
Hopefully this blog post gets you thinking more critically about your own life and the potential that exists. Thanks for reading.
A Time of need
The acronym VUCA is a concept that originated with students at the U.S. Army War College. VUCA was used to describe the volatility, uncertainty, complexity, and ambiguity of the world after the Cold War.
Due to the COVID pandemic that the world has experienced, VUCA is gaining a great deal of momentum and relevance. As people try to make more sense of the current state of world affairs, there is a need for real leadership to step up and help to navigate the difficult environment that we all face.
Seth Godin, Simon Sinek, Brene Brown, Susan Cain and a number of other well-known leadership experts conclude that, for the most part, leadership is failing to meet the diverse needs of our current world and that the traditional model of leadership is broken.
In a time when the world needs great leaders to step up, organizations are holding on much too tightly to the leadership structures and styles of the past. Although many well-intentioned, thoughtful and impactful leaders exist everywhere, they often find themselves in broken systems and are therefore unable to realize their potential or have the impact that they desire.
Rather than address the broken system, some of these amazing leaders can get the life sucked out of them and metaphorically throw up the white flag when it comes to leading by example, being positive role models for the organization, and ultimately putting the people that they serve first.
According to the late, great Dr. Stephen Covey, a world renowned leadership expert:
“Failing organizations are usually over-managed and under-led.”- Stephen Covey.
As well, research done by Forbes magazine has shown that competency-based models of leadership are the root cause to the system being broken and no longer working. These leadership structures are deeply rooted in the foundations of command, control and authority, and as Covey says, being over-managed and under-led.
As a result, autonomy is stifled, genuine feedback not sought, very little accountability taken on the part of leadership and too many decisions are made behind closed doors. In most cases, these types of leaders allow their hubris to greatly overshadow their humility. The direct result is that most employees are left to feel that they have no power, no voice, and no value.
A leader can possess the greatest technical skills in the organization. They can have endless degrees and certificates, but that doesn’t make them a leader. If they don’t care, aren’t collaborative, can’t communicate, and fail to seek feedback, they are not leaders, even if given the title.
The Need for Real Leaders to Rise
What’s important to realize is that we all have the ability to lead, even if we do not have the title. In fact, your organizations are probably starving for people to step up and lead by example, even if its leaders fail to do so.
Do you empower those around you and lift them up? If so, you are a leader, whether you have the title or not.
Do you speak your truth respectfully and in considerate ways? If so, you are a leader, whether you have the title or not.
Do you lead by example, do your best, remain objective, and seek feedback to improve your own performance? If so, you are a leader, whether you have the title or not.
Do you give credit to others, acknowledge their individual accomplishments, support and guide them toward being a better version of themselves? If so, you are a leader, whether you have the title or not.
Do you hold yourself accountable for your own performance, acknowledge your mistakes, apologize when needed, and drop the facade of having to know everything? If so, you are a leader, whether you have the title or not.
Are you open to new ways of doing your work and show consistent flexibility and agility within your own role? If so, you are a leader, whether you have the title or not.
I hope you can reflect on these questions and do whatever it takes to always exemplify what it means to be a great leader, even if you do not have the title itself.
The world needs you to rise if you are a true leader. Always remember this and take action to be the leader the people around you need.
As always, thanks for reading.
According to research done by the Harvard Business Review, the best leaders are the ones who know, with absolute precision and clarity, what their core values are.
These leaders are always able to vet every decision that they make or action they take through their core values. The work of Dr. Jim Loehr, a well-known performance psychologist, has also shown that the most impactful leaders are the ones who are always willing to do the deep internal work necessary to stay aligned to their core values.
It is through this deep internal work that the most impactful leaders embark on a lifelong process of redefining, re-calibrating, and re-evaluating their approach to leadership.
In Dr. Loehr’s own words:
“The failure to allow sufficient time for intentional, soulful, reflective pauses guarantees failure to lead with character.”
The starting point for any leader aspiring to do great work is to begin with identifying what one’s core values are.
What really drives them?
What values do they connect most deeply with?
How do they want to show up in the world?
Through which lenses will they strive to do their very best work as a leader?
How will they hold themselves accountable for staying aligned to their core values?
How will they treat those who they serve?
These are the types of questions that great leaders are willing to grapple with. Dr. Loehr has seen many leaders who start out genuinely wanting to make a real difference and impact in their organization. These types of leaders have the very best of intentions and initially do very good work.
But, slowly over time, they lose sight of their core values and begin to make decisions or take certain actions that do not reflect their most precious values. Rather than towing the line, they move further from it.
According to Dr. Loehr, the once well-intentioned, impactful leader becomes complacent, mis-aligned, stressed out, and unable to stand up for what they truly believe in because they have gravitated so far away from their own core values, they no longer even know what they are.
They no longer have the anchor point necessary to vet the decisions they make or actions they take. It becomes a cover-up, bandaid type of approach that results in the organization slowly bleeding out. Loss of morale, motivation, inspiration, and purpose dictate the mood in the workplace.
To most people in the organization, their work becomes ‘just a job that has them punching in and punching out each day’. Sure they might still want to do good work, but the jagged, sharp edges of tension, frustration, and disappointment oftentimes catches them in their tracks preventing any kind of genuine growth and learning.
As a result, people lose trust in leadership, withdrawal, and fail to be as committed as they once were to organization. According to evidence, the domino effect that mis-aligned leadership has on the organization can take years to recover from and greatly impacts future recruiting.
The evidence clearly shows that this is happening in many organizations around the world. However, the organizations that know how to pivot, adjust, weather the storm, overcome hardship, and inspire their people are the ones that are led by leaders who stand behind and stay aligned to their core values.
It takes deep courage and bravery for these types of leaders to stay aligned but they know that their ultimate source code for leading with character is staying grounded in their core values at all times.
Leadership is a just a title, but being a great leader is a tough slog full of ups, downs, and relentless challenges.
To any leader reading this (or aspiring leader):
To what extent do you know with clarity and precision what your core values are?
In knowing yourself and your context, what gets in the way of you staying aligned to these core values?
And lastly, what might you need to give up in order to stay aligned to your core values?
As always, these posts are meant to provoke deep thought about leadership. I don’t have the answers myself, but have committed myself to learning as much as I can about what it takes to be a great leader. And with this learning, I must challenge myself to actually apply what I've learned and do the hard work necessary to keep evolving, growing, and developing myself as a leader. Hope these posts help you to reflect on your leadership as well.
Thanks for reading.
On a side note, if you are interested in learning more about Dr. Jim Loehr's work, you can click the link below to hear a podcast I recorded with him last year.
Those Who Lead
Great leaders know that their role is about so much more than their position or title. They fully understand that the signals they send to others about their status matters.
As Simon Sinek says:
“There are leaders and there are those who lead. Leaders hold a position of power or influence. Those who lead inspire us. Whether individuals or organizations, we follow those who lead not because we have to, but because we want to.”
Great leaders know the following types of questions hurt morale in the workplace.
What aren’t my people good enough at?
Which areas do my people need to brush up on?
What is holding my people back?
What is wrong with my people?
Great leaders do not turn a blind eye to the areas of needed growth within those who they lead, but they learn to frame up the questions they ask in a much more empowering way.
How can we continue to improve and grow as a team?
How can we work alongside each other to help everyone get better in their role?
Great leaders are always willing to look within and know that they must model true growth and learning. They always lead by example, admit to their own shortcomings, own their mistakes, and seek the real feedback necessary to better understand the impact they are having as leaders.
Great leaders do not separate themselves from those who they lead. But rather, create a strong feeling of community and sense of belonging for all.
And lastly, great leaders hold themselves and their leadership team accountable for their actions, words, and decisions. Research shows that the most effective leadership teams govern themselves with the same accountability measures that they expect from the people they lead in their organization.
If you are a leader reading this:
How do you ensure you are consistently modeling what it means to be a great leader?
How are you holding yourself and your leadership team accountable to the same standards you hold for the people you lead?
And lastly, how often do you take the time and energy needed to reflect on your own actions, words, and decisions and assess where you may need to get better?
Thanks for reading.
KAUST Faculty, Pedagogical Coach. Presenter & Workshop Leader.IB Educator. #RunYourLife podcast host.