...really? It has long been a tenet of effective leadership that it really begins with effective self-leadership. So much so that in our coaching practice, we maintain that if one cannot lead themselves, they do not have the right to lead others. While that may come across rather strong, we’ve seen it play out as advertised, both positively and negatively over the last several decades.Self-awareness is obviously key to effective self-leadership, yet it remains a challenge for far too many leaders. In a January 2018 article in Harvard Business Review titled, “What Self-Awareness Is (and How to Cultivate it)”, Tasha Eurich stated that their four-year research study estimated that only 10% to 15% of their over 5,000 study participants were actually self-aware.In some of our more recent posts, we discussed how the pandemic has been a bit of “truth serum” for leaders across the globe. No one has escaped the need...

...When a Plan Comes Together!” Many might remember this often-used phrase from the fictional character Hannibal Smith, the leader of “The A-Team” from the mid-80’s TV series (or the 2010 movie). In many cases it always seemed there was no plan, but in the end, things worked out for the team eliciting his infamous phrase while lighting the obligatory cigar! Suffice it to say, most, if not all, plans for 2020 were shot to hell due to the pandemic. However, as business leaders adapt to the new reality and start to put 2020 in the rearview mirror the narrative becomes, “What’s next?”The 4th Quarter of 2020 is shaping up like no other in recent history. In addition to the lagging effect of the pandemic, the effect of schools in various stages of openness, continued social unrest and a very contentious national election, what is a business leader to do to plan...

...create Opportunity.”At the risk of sounding redundant and a little like Captain Obvious, the new reality challenged every leader’s script for success. It reminds me of a term from my former life, VUCA which is an acronym for Volatility, Uncertainty, Complexity and Ambiguity. It was coined by the Army War College in the late 1980s as part of post-Cold War planning discussions. There is little doubt today’s 21st Century business environment encompasses all of these conditions!Instead of dwelling on each of these conditions and their impact on leadership, let’s look forward and see how today’s leaders can create opportunity as motivational speaker Garrison Wynn suggests in the title quote. By way of structure, we will use the VUCA 2.0 Model coined by former Medtronic CEO Bill George. He simply redefined the original letters in the acronym to now mean Vision, Understanding, Courage and Adaptability. Let’s explore each in more detail:Vision ~...

...Sit Down and Zip It..Because, quite frankly, you’re not adding anything new to the conversation! While I’ve always paid particular attention to leader’s listening skills, it appears that in the last six months we are being inundated with examples of those intent on change by talking over everyone else in the conversation. We’ve written about this idea of effective listening many times over the years and it seems appropriate that we do so again to reinforce the idea that leaders must listen to learn fully what is new about a given situation. If they are only interested in talking, then they are literally adding nothing new to the conversation by only repeating what they already know! What does it take, then, to zip it and listen when the first instinct is to keep talking? Based on our experience, there are three key knowledge elements to effectively listening in order to learn...

...not enough Inclusion DevelopmentI had the pleasure recently of delivering our updated Diversity and Inclusion workshop to an audience of Human Resource professionals. We approach diversity and inclusion as a leadership development process as opposed to a program event. Introducing this through the workshop we realized this approach was new to many of the participants. It’s been known for ages that leadership training, while important, does not change attitudes and behaviors in and by itself. Millions of dollars have been spent to develop organizational leaders only to see little or no return because it was merely training disguised as development.In a simple formula we use in our coaching practice, we discuss the moving parts of leadership development; Skills, Knowledge and Attitude. We define skill as what to do and how to do something relevant to the job. For leaders, skills (hard and soft skills) such as how to set and achieve...