Tag Leaders

Leading Across the Generations

Steve Keating Leave a comment

Jimmy Johnson is a Hall of Fame American football coach. He coached the Dallas Cowboys to Super Bowl victories following the 1993 and 1994 seasons. He was known for getting the most from his players and was considered to be an excellent leader.

He was asked after winning his first Super Bowl what his “secret” was. His answer has stayed with me to this day. While the typical response at the time would have been some variation of “I coach all my players the same,” his answer was, “I coach all my players differently.” He said each of his players were unique individuals and it made no sense to treat them all the same.

They had different personalities, different goals, different ways of learning, and different challenges to overcome. He made the statement that leading everyone the same guaranteed that some of his team wouldn’t feel led at all. His answers were very insightful.

30 years later, his answers remain spot on. Yet many people currently in leadership positions still try to lead every member of their teams in exactly the same fashion. They believe “leading everyone equally” means they all must be led the same. That causes many of the personnel issues that those same leaders claim to hate.

So let’s take a look at what leading differently might look like. We can’t get to the individual level in a post like this, so instead we’ll look at different generations. A word of caution here: nothing frustrates me more than hearing someone say, “well ALL baby boomers want this,” or “all millennials do that.”

In my view, that’s not only incredibly wrong, it’s also insulting. As we examine the values of each generational group, please understand we are talking in generalities. There will always be exceptions—the kind of exceptions that make us all unique in one way or another.

Leading different generations effectively requires a solid understanding and recognition of their unique values, communication styles, and work preferences. It also requires true collaboration and genuine respect. Here’s a breakdown of what leadership should look like for each generational group.

1. Baby Boomers (Born 1946-1964)

Values: Hard work, loyalty, hierarchy, and personal sacrifice.

Leadership Approach:

Recognize their experiences and contributions.

Provide clear expectations and structured processes.

Use face-to-face communication when possible.

Offer opportunities for mentorship roles.

2. Generation X (Born 1965-1980)

Values: Independence, efficiency, work-life balance, and adaptability.

Leadership Approach:

Give autonomy and avoid micromanagement.

Focus on results rather than rigid processes.

Use direct, efficient communication.

Provide opportunities for skill development and career growth.

3. Millennials (Born 1981-1996)

Values: Purpose-driven work, feedback, collaboration, and flexibility.

Leadership Approach:

Offer meaningful work and explain the “why” behind the tasks.

Provide frequent feedback and coaching.

Foster collaboration and a positive work culture.

Leverage technology for communication and efficiency.

4. Generation Z (Born 1997-2012)

Values: Innovation, inclusivity, authenticity, and digital fluency.

Leadership Approach:

Encourage creativity and embrace new ideas.

Provide opportunities for skill-building and continuous learning.

Use digital tools for communication and collaboration.

Support work-life balance and mental well-being.

Cross-Generational Leadership Tips

Emphasize Common Goals: Align everyone around shared objectives.

Leverage Strengths: Utilize each generation’s strengths in teamwork.

Be Flexible: Adapt leadership styles to different preferences.

Encourage Mentorship: Facilitate knowledge-sharing between older and younger employees.

Foster a Culture of Respect: Encourage open dialogue and mutual appreciation.

If you’re in a leadership position and you’re still trying to lead everyone on your team the same way, then I’d recommend you stop that today. Do not lead your people the way you want to lead them; lead them the way they need to be led. If you’re an Authentic Leader, those two ways already align.

If they don’t, then use these ideas to align your leadership style with your people; it will be good for you and absolutely fantastic for them.

One-Time
Monthly
Yearly

Consider supporting my efforts with a donation!

Hey everyone, I’m passionate about sharing insights on life and leadership through my blog. If you’ve found value in my posts and wish to see more content like this, please consider making a donation. Every little bit helps in continuing to provide quality guidance and inspiration.

But whether you can offer support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Thanks for your support!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

How to Overcome Imposter Syndrome

Steve Keating Leave a comment

I will never forget my first promotion to a leadership position. I was a salesperson for a beverage company. I reported to a district manager who reported to a regional manager who reported to a general manager.

I was a very, very good salesperson. Still, I was very nervous when one Friday afternoon I was called into the President’s office for a “chat.” People at my level were not asked to chat with the President, so I assumed I wasn’t likely to enjoy the conversation.

I recently had a disagreement with my district manager over the placement of a display, and while I didn’t think it was a big deal, I figured that might be what the “chat” was about.

But almost as soon as I sat down, I realized the President had something completely different on his mind. He wanted to talk about a promotion for me. A big, big promotion. Not to a district manager spot, not even to a regional manager position. He was asking me to move directly into the general sales manager role.

To say I was dumbfounded would be an understatement. I was totally shocked. I asked for the weekend to consider it, and he agreed. After considering the pluses and minuses, I decided I had to accept. So, on Monday morning, I was back in the President’s office accepting the job.

He was very happy with my decision and said he wanted to announce it to the company immediately. But first, he had to fire the current general manager.

When considering the pluses and minuses, it never for a moment dawned on me that there was already a general manager in place. That, as it turned out, was just one of the many things I hadn’t thought about.

I quickly realized that I had no idea what the hell I was doing. Like most newly minted managers with no formal leadership training, I stumbled and fumbled my way around the position. What I was feeling wasn’t called imposter syndrome at the time, but I absolutely felt like an imposter.

I eventually left that role and returned to sales at another company. I was back in my comfort zone. I was committed to seeking another leadership role, but only after I was truly prepared for it. There would be no more imposter syndrome for me.

Overcoming imposter syndrome as a leader requires a combination of self-awareness, mindset shifts, and practical strategies. I did it, and so can you. Here’s a guide to help.

Recognize the Feeling

Acknowledge the Syndrome: Understand that imposter syndrome is common among high achievers, especially leaders who are constantly pushing boundaries.

Realize You’re Not Alone: Many successful leaders, including CEOs and innovators, have felt the same way. Knowing this can ease self-doubt.

2. Challenge Negative Thoughts

Identify Self-Doubt: Write down the specific thoughts or beliefs that make you feel like an imposter.

Reframe Your Thinking: Replace negative thoughts with evidence-based affirmations. For example, instead of thinking, “I don’t deserve this role,” remind yourself of past achievements and qualifications.

3. Focus on Your Strengths

Recognize Your Unique Value: List your strengths, skills, and accomplishments. Reflect on how these contribute to your leadership role.

Leverage Feedback: Use positive feedback from peers and team members as validation of your competence.

4. Separate Feelings from Facts

Acknowledge Emotions: Feeling less than capable doesn’t mean you are. Remind yourself that emotions aren’t always aligned with reality.

Focus on Results: Concentrate on what you’ve achieved rather than how you feel about your performance.

5. Shift the Focus from Perfection to Growth

Embrace Imperfection: Understand that leadership doesn’t require perfection. Mistakes are a part of growth.

Celebrate Progress: Reflect on how far you’ve come and the impact you’ve made, no matter how small.

6. Develop a Growth Mindset

View Leadership as a Journey: Accept that you are continuously learning and evolving as a leader.

Seek Development Opportunities: Attend workshops, read leadership books, or find mentors to enhance your skills and confidence.

7. Build a Support System

Talk to Trusted Peers or Mentors: Share your feelings with someone who understands leadership challenges.

Engage in Networking: Surround yourself with supportive and inspiring individuals who can affirm your leadership abilities.

8. Focus on Impact Over Self

Concentrate on Helping Others: Shift your attention from “Am I good enough?” to “How can I best serve my team?”

Lead with Purpose: When your actions align with your values and goals, self-doubt diminishes.

One of the absolutely most important keys to success, in any endeavor, is to believe in yourself. Imposter syndrome blocks self-belief. The sooner you realize you “got this,” the sooner you’re likely to excel at whatever you’re doing.

One-Time
Monthly
Yearly

Consider supporting my efforts with a donation!

Hey everyone, I’m passionate about sharing insights on life and leadership through my blog. If you’ve found value in my posts and wish to see more content like this, please consider making a donation. Every little bit helps in continuing to provide quality guidance and inspiration.

But whether you can offer support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Thanks for your support!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

Recognizing the Importance of Recognition – Part Two

Steve Keating Leave a comment

One of the leading causes of procrastination is lack of know-how. People delay starting a task or project because they don’t know how to begin. They also lack resources and don’t know who to ask for help, if they even have the courage to ask.

I think that’s also one of the big reasons why more people in leadership positions don’t give their people the recognition they often deserve. They know their people need and appreciate recognition, but they aren’t really sure what recognition actually is. They also lack an understanding of the various forms of recognition. So instead of providing their people with meaningful recognition, they provide themselves with the excuse of being too busy to recognize anyone.

So let’s provide some series “know-how” here so there will be no need for the “busy” excuse.

Providing recognition to your team is essential for fostering engagement, boosting morale, and reinforcing desired behaviors. Here are some tried-and-true suggestions for providing truly meaningful recognition to your people.

1. Tailor the Recognition

Know the Individual: Some employees prefer public praise, while others may value private acknowledgment.

Personalized Rewards: Consider their interests, preferences, and professional aspirations.

2. Be Timely

Recognize achievements as soon as possible after they occur. Immediate feedback reinforces the connection between the effort and the acknowledgment.

3. Be Specific

Highlight exactly what the employee did and why it mattered.

Example: Instead of just saying, “Great job,” say, “Your innovative solution to the customer’s issue helped us earn the sale on time and exceeded their expectations.”

4. Use a Variety of Methods

Verbal Praise: During meetings or one-on-one sessions.

Written Recognition: Personal notes, emails, or newsletters.

Formal Programs: Employee of the Month or annual awards.

Monetary/Non-Monetary Rewards: Bonuses, gift cards, extra time off, or experiences.

5. Celebrate Milestones

Acknowledge work anniversaries, project completions, or personal achievements.

Host celebrations for the team’s successes.

6. Encourage Peer-to-Peer Recognition

Implement systems that allow employees to recognize each other, such as a shout-out board or team kudos during meetings.

7. Leverage Technology

Use platforms or apps designed for employee recognition, where contributions can be celebrated company-wide.

8. Incorporate Into Culture

Make recognition a regular practice, not a sporadic event. Encourage leaders at all levels to model this behavior.

9. Focus on Impact

Show how their efforts contribute to the organization’s goals and impact the team.

10. Involve Leadership

Recognition from senior leaders carries weight. A quick message or handshake from an executive can leave a lasting impression.

Examples of Recognition Actions:

A surprise thank-you lunch for the team.

Highlighting an employee in a company newsletter or on social media.

Publicly sharing their achievements in meetings.

Offering professional development opportunities as a reward.

Recognizing team members doesn’t happen by accident. The key is consistency and authenticity. Don’t just say words that recognize people; mean those words. People can sense sincerity and they can also tell when you’re just going through the motions. People who feel genuinely appreciated are more likely to remain engaged and motivated.

But the best reason of all for giving your people consistent recognition is this: they deserve it. And if you’re an Authentic Leader, that is the only reason you should need.

One-Time
Monthly
Yearly

Consider supporting my efforts with a donation!
I put a significant amount of time and effort into writing a couple of blog posts each week. My primary goal is simple, to help other people. That doesn’t mean a little financial support isn’t appreciated. If you’ve benefited from my efforts and think my posts are valuable, I’d certainly appreciate whatever support you might be able to offer.
But whether you can offer support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

Earning the Right to Lead

Steve Keating Leave a comment

One of the most common mistakes new leaders make is assuming that their position or title makes them a leader. It is as if one day they were individual contributors and the next day they were a respected leader. All because they have a new title or a position higher up in their organization.

But all the title or position does is give them the opportunity to earn the right to lead. It’s an opportunity that was available to them before they even had that position or title. They either didn’t realize it, or more likely, saw no need to earn the right to lead until they were actually in a leadership position.

But anyone who truly leads has earned that right by developing certain qualities and characteristics that inspire trust, respect, and commitment from others. They know that leadership is less about their title and more about the influence they build through their actions.

Here’s how you can also earn the right to lead.

1. Lead by Example

• Integrity: Do what you say you will do. Consistency in your values and actions builds trust.

• Work Ethic: Be willing to do the hard work. People follow those who demonstrate commitment. Never, ever forget that you’re leading by example, whether you intend to or not. It’s foolish to expect the people you lead to outwork you. You must show the way before you can lead the way.

• Humility: Acknowledge your mistakes and remain open to feedback and learning.

2. Develop Strong Relationships Throughout Your Organization

• Empathy: Understand and care about the needs, feelings, and challenges of others. Leaders who show empathy build deeper connections with their teams.

• Active Listening: Pay attention to others’ input, showing that their opinions are valued.

• Trust: Earn and give trust by being reliable, supportive, and respectful. We all have within us what I call a “credibility bank.” Every time we do exactly what we say we will, a small deposit is made into our credibility bank. Each time we fail to do exactly what we said we would do, a large withdrawal is made from that same credibility bank. That may not seem fair, but that’s the way it is. When your credibility balance goes too low, you lose the opportunity to lead.

3. Be Competent

• Knowledge and Skills: Demonstrating expertise in your field and continuously learning builds credibility. When people know you’re skilled, they’ll trust your decisions.

• Decision-Making: Be decisive but also thoughtful. Balancing analysis with intuition helps others to believe in your leadership.

• Problem Solving: Leaders who can navigate challenges and come up with effective solutions gain the confidence of those they lead. And always remember, you are not the only one in your organization with good ideas. Listen to your team; your success as a leader depends on it.

4. Serve Others

• Servant Leadership: Prioritize the needs of your team and help them succeed. When people feel you’re invested in their growth, they’re more likely to follow you.

• Support and Empower: Encourage your team, give them the tools and freedom to excel, and celebrate their successes, big and small.

5. Communicate Frequently and Effectively

• Clarity and Transparency: Be open about your goals, vision, and the reasoning behind decisions. Clear communication reduces uncertainty and builds trust. Information is the enemy of rumor. The more effectively you communicate with your people, the fewer productivity-killing rumors you’ll have to deal with.

• Inspire: Share a vision that motivates others. A good leader knows how to articulate purpose and drive passion.

6. Build Credibility Over Time

• Consistency: Leadership is earned through long-term behavior, not one-time acts. Be consistent in your character, values, and performance.

• Accountability: Hold yourself accountable for your actions and the outcomes of your team. When things go wrong, accept responsibility; when things go right, share credit.

7. Adaptability

• Embrace Change: Leaders must be flexible and open to new ideas. Being adaptable demonstrates that you’re capable of guiding others through evolving situations.

• Resilience: Show strength in tough times. People look to leaders for confidence and direction when facing adversity.

8. Emotional Intelligence

• Self-Awareness: Understand your own emotions, strengths, and weaknesses. Leaders who are self-aware make better decisions and manage relationships effectively.

• Social Awareness: Recognize group dynamics, understand others’ emotions, and respond appropriately. This skill helps navigate complex interpersonal situations.

These are the qualities and characteristics that will help you earn the right to lead. By consistently embodying these traits, you build trust, respect, and influence. That ensures you have the commitment of the people you lead.

People in leadership positions who lack these qualities and characteristics can attempt to force the compliance of their people, but it’s unlikely they will ever have their commitment.

One-Time
Monthly
Yearly

Consider supporting my efforts with a donation!
I put a significant amount of time and effort into writing a couple of blog posts each week. My primary goal is simple, to help other people. That doesn’t mean a little financial support isn’t appreciated. If you’ve benefited from my efforts and think my posts are valuable, I’d certainly appreciate whatever support you might be able to offer.
But whether you can offer support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

Not All Leaders Are Leaders

Steve Keating 1 Comment

Okay, here’s my entry for the understatement of the year: There are a lot of people in leadership positions who are poor leaders.

In fact, most people in leadership positions (and I really mean “most”) are barely leaders at all. The prevalence of poor leaders can be attributed to a variety of factors. I believe the single biggest reason is that many, many people in leadership positions have no idea what leadership is actually about.

Leadership is about people. People and only people. Management is about things. It’s about stuff. You manage budgets. You manage inventories. You manage spreadsheets and buildings. But you lead people. When you are in a leadership position and you attempt to manage people, you cause the vast majority of what you think of as personnel issues.

Things like poor attitudes. Poor work ethic. Poor morale, and much, much more. All caused because people resist being managed. You’ve likely heard of many people complaining about being “over-managed. It’s unlikely you’ve ever heard of anyone complaining about being over-led.

The fact is, you can manage people without caring for them. Many people in leadership positions try to do just that. It often produces horrific outcomes but they keep trying nonetheless.

You cannot truly lead people without caring for them. Really caring. Caring so much that you regularly show it. Caring for the people you lead often produces spectacular outcomes. It is fulfilling and rewarding. It’s a huge win for the people being led, for the leader, and for their organizations.

Aside from not understandings the difference between leading and managing, there are additional reasons that so many people in leadership positions don’t actually lead. Some stem from individual traits, others from organizational culture, and broader societal influences. Here are several more reasons why poor leadership is so common.

1. Lack of Emotional Intelligence

Many people in leadership positions lack emotional intelligence. Emotional intelligence involves self-awareness, empathy, and effective communication. Without these skills, leaders struggle to manage their own emotions, build meaningful relationships, and inspire their teams. They may focus on their own needs rather than those of their teams.

2. Promotion Based on Technical Skills

In many organizations, employees are promoted to leadership roles based on their technical expertise rather than their ability to lead. A great engineer, accountant, or salesperson may not have the necessary skills to lead people effectively. The Peter Principle highlights this tendency, where people rise to their “level of incompetence.”

3. Inadequate Training and Development

Many leaders do not receive adequate training or mentorship to develop strong leadership skills. Organizations often assume that leadership is an innate ability. In reality, it is a skill that requires continuous learning and practice. Research shows that upwards of 80% of people in leadership positions have less than 60 minutes of formal leadership training. Is it any wonder that they struggle so mightily?

4. Toxic Organizational Cultures

Some organizations have cultures that reward the wrong behaviors. They include aggression, self-interest, or risk avoidance. These environments can foster poor leadership, as individuals who thrive in such cultures often lack qualities like empathy, vision, or ethical decision-making.

5. Overconfidence and Narcissism

Some people in leadership positions are overly confident in their abilities or exhibit narcissistic tendencies. Such leaders may prioritize their own image and success over the welfare of their team. This leads to poor decision-making, a lack of collaboration, and employee dissatisfaction.

6. Short-Term Focus

Leaders may be pressured to deliver short-term results. This often leads them to make decisions that undermine long-term success. This can result in cutting corners, disregarding employee well-being, and overlooking the strategic direction of the organization.

7. Power and Ego

Leadership often comes with power, which can corrupt or inflate a person’s ego. Some people in leadership positions focus on their power and status. They fail to empower their teams or foster collaboration. This often leads to authoritarian styles of leadership, where input from others is dismissed.

8. Cultural and Societal Expectations

In some societies or organizations, leadership qualities like assertiveness or dominance are overly valued. This can promote people who are aggressive or self-serving into leadership roles while overlooking more collaborative, inclusive, and empathetic individuals.

9. Ineffective Feedback Mechanisms

Poor leaders often remain in their positions because there is no effective system for providing feedback or removing them. Organizations may fear confrontation, or leaders may have too much influence, preventing corrective measures from being taken.

10. Failure to Adapt

Poor leaders fail to adapt to changing circumstances, such as shifts in organizational goals, technology, or market conditions. Their inability to evolve or embrace new approaches can lead to stagnation, mismanagement, and discontent within their teams.

Poor leadership is often a result of systemic issues, such as the failure to prioritize leadership development, reward the right behaviors, or create cultures that value strong, empathetic, and visionary leadership.

Those systemic issues set up leaders for failure. They create a repeating cycle. The only way to short-circuit that cycle is to create a culture that focuses on the value of leadership. A culture that develops leaders and sets them up for success. Those leaders develop more leaders.

That sets the organization up for explosive growth.

Every organization needs great management. But, they need great leadership too. Understanding the difference between the two is the first step to having both.

One-Time
Monthly
Yearly

Consider supporting my efforts with a donation!
I put a significant amount of time and effort into writing a couple of blog posts each week. My primary goal is simple, to help other people. That doesn’t mean a little financial support isn’t appreciated. If you’ve benefited from my efforts and think my posts are valuable, I’d certainly appreciate whatever support you might be able to offer.
But whether you can offer support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

Being a Leader that People Will Want to Follow

Steve Keating 3 Comments

I’ve worked with many people who wanted to be a boss. They would make comments such as, “When I’m the boss, they will have to do what I tell them to do.” They aspired to a position of leadership so they could force people to follow “orders.”

I had a ready-made answer for those people. The answer was, “you may be able to get them to do something, but it’s highly unlikely you’ll get them to do it well.” That’s because the best a boss, or most managers, can hope for is the compliance of their people. Compliant people may do what they are told but they almost never pour their heart and soul into doing it. They are most often “bare minimum doers” who do as little as possible. Most often doing just enough to keep their jobs.

Only committed people do more than required. And despite what many organizations say in their mission statements, their people are NOT committed to the organization. That’s because people can only commit to other people. Commitment is very personal. Humans don’t make commitments to their cars. Their houses, their boats, or anything. Not even the place they work at.

They make commitments to other people. So long as they know those people are also committed to them. Most bosses and managers do not possess the characteristics required to build committed relationships with their people. Authentic Leaders do.

People may be forced to comply with a boss, but they want to follow an Authentic Leader. They want to perform well for their leader. They will indeed make a huge effort, consistently doing more than is required of them.

Authentic Leaders create an Authentic Followership. It’s from those followers that they grow more leaders.

It all begins with being the type of leader that people will want to follow. Being a leader that people want to follow does not necessarily require holding a position of authority. It does require building trust, demonstrating integrity, and inspiring others.

If your goal is to be an Authentic Leader, one who others will be excited to follow, then here are some key principles to consider.

You lead by example. Integrity is vital when leading by example. Whether you realize it or not, you ARE leading by example. You must show honesty and consistency in your actions. Follow through on your promises, and adhere to the same standards you expect from others.

If you want dedication and commitment from your people, then you must demonstrate dedication and commitment. People are more likely to respect a leader who works as hard as they do.

Communication reigns supreme. Keep your team informed about important decisions and changes. Clear, honest communication builds trust and reduces uncertainty. There is some information that must remain private, but not much. Withholding information which could be shared does not make you more powerful; it makes your team weaker.

And remember, effective communicators are also excellent listeners. So pay attention to the ideas, concerns, and feedback of your team members. This not only helps you understand their perspectives but also makes them feel valued.

Empowerment is more than a buzz word. Trust your team with responsibilities and give them the autonomy to complete tasks. This not only fosters growth but also shows that you have confidence in their abilities. This is a vital step in building more leaders in your organization. If you’re a micromanager, then you’d best be prepared to accept micro accomplishments from your people.

Never stop investing in your team’s professional growth. Offer opportunities for learning and development, and provide the resources they need to succeed. As an Authentic Leader, your own success is completely dependent upon the success of your people. Keep the focus on developing your people, and they will help you and the organization succeed.

Consistently inspire and motivate the people you lead. No one is going to commit to following you until they know where you’re going. Articulate a clear and compelling vision that inspires others to contribute. When people understand the bigger picture, they are more motivated to work toward common goals.

If you want enthusiastic followers, then show enthusiasm for your work. Passion is contagious, and when your team sees your genuine excitement, they are more likely to share it.

Show your people that you truly care. One of the greatest truths of leadership is that people don’t care how much you know until they know how much you care… about them. Be aware of your team members’ individual needs and challenges. Show empathy in difficult situations and be supportive when they need it.

Foster, at all times, a culture of respect, inclusivity, and collaboration. A positive work environment leads to higher morale and stronger team cohesion.

Be a decider. Make informed decisions in a timely manner. Even when tough choices are necessary, being decisive helps maintain momentum and confidence. Once you’ve made the decision, take responsibility for your actions and the outcomes of your decisions. Admit mistakes when they happen, and focus on finding solutions rather than placing blame.

Everything you say and do either adds to or subtracts from your credibility. Be reliable in your actions and decisions. Consistency builds trust, as your team will know what to expect from you. Treat everyone with fairness and impartiality. Avoid favoritism, and ensure that all team members have equal opportunities.

People need recognition. Regularly recognize and celebrate the achievements of your team. Public acknowledgment boosts morale and motivates others to excel. Consistently show appreciation for the efforts of your team members. A simple thank-you can go a long way in making people feel valued.

By developing these characteristics, you’ll create a culture where people feel motivated, respected, and eager to follow your lead. Authentic Leadership is about inspiring and guiding others to reach their full potential. When done right, it can lead to tremendous success for both individuals and the team as a whole.

One-Time
Monthly
Yearly

Consider buying my next Diet Coke(s)
Yes, I know it’s not the healthiest stuff to drink, but I kind of sort of live on the stuff… and the stuff is getting as expensive as gold. 😋
I’d appreciate any support but seriously, support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly

Learning to Lead

Steve Keating Leave a comment

In our last post, we discussed why so many people who are promoted into leadership positions fail to actually lead. One of the big reasons is simply that they don’t know how to lead. And no one shows them. The vast vast majority of people in leadership positions never receive even one minute of formal leadership training.

So I suggested that if you find yourself with the opportunity to lead, you shouldn’t wait for your company, organization, or anyone else to teach you to lead. You should take the initiative and learn to lead on your own.

I received a bunch of feedback from people telling me that they couldn’t do that. In fact, they said there was nothing they could do. They were doomed to muddle through the best they could.

So let’s get something clear right from the start. There is ALWAYS something you can do. No matter what situation you find yourself in, no matter how you got there, no matter if you put yourself into that situation or you were put there by someone else, there is ALWAYS something you can do.

There is probably no more limiting belief in life than the belief that you are powerless over any situation in your life. If you buy into that belief, you will be unlikely to ever live your best life or come close to reaching your full potential.

You may need some help, it’s likely in fact. You could benefit from a mentor, coach, or close friend to help you strategize your way through whatever situation you’re dealing with. But never lose sight of this amazing truth: there is ALWAYS something YOU can do.

So, what does that something look like when it comes to learning to lead? That’s an interesting question because neither I nor anyone else can teach you to lead. I can share with you the characteristics of an Authentic Leader, I can offer ideas on how to develop those characteristics for yourself. I can even advise on more effective human relations approaches for dealing with people. But I can’t actually teach someone how to lead.

Using their own personality and skills, they must teach themselves the most effective way to lead others.

That will involve developing a range of people skills, characteristics, and attitudes. Here are some ideas to help you on this journey towards Authentic Leadership.

1. Self-Awareness and Self-Improvement

• Assess Strengths and Weaknesses: Understanding your own strengths and weaknesses is crucial. Tools such as personality tests, 360-degree feedback, and self-reflection can be helpful. Being 100% honest with yourself is vital here.

• Set Personal Goals: Identify areas for improvement and set specific, measurable goals to work on. Then work on them EVERY SINGLE DAY.

• Seek Feedback: Regularly ask for feedback from peers, mentors, and team members to understand how you can improve. Don’t be even a little defensive when accepting this feedback. If you’ve asked the right people, they’re legitimately trying to help you.

2. Learning and Development

• Education and Training: Take courses in leadership, management, communication, and other relevant areas. Online platforms, universities, and workshops offer valuable resources.

• Read Widely: Read books, articles, and case studies on leadership to learn from others’ experiences. Read constantly, read consistently, and never stop reading.

• Learn from Leaders: Study the behaviors and strategies of successful leaders in your field. Authentic Leaders lead by example; one of the best ways to teach yourself to lead is to closely watch those who already lead authentically.

3. Practical Experience

• Take on Leadership Roles: Seek out opportunities to lead, whether in your job, community, or other activities. Volunteer for projects or committees where you can practice leadership skills. Leadership is a skill that’s learned by doing, so do.

• Start Small: Begin with smaller leadership roles and gradually take on more responsibility as you build confidence and competence.

• Reflect on Experiences: After leading a project or team, reflect on what went well and what could be improved. Doing a “debrief” with yourself and a mentor or coach is crucial to self-improvement.

4. Develop Key Skills

• Communication: Work on both verbal and written communication. Effective leaders are good listeners and clear communicators.

• Decision-Making: Practice making decisions, both small and large, and learn to weigh the pros and cons effectively.

• Conflict Resolution: Learn techniques for resolving conflicts and managing difficult conversations.

• Emotional Intelligence: Develop the ability to understand and manage your own emotions and those of others. As I’ve said thousands of times, leadership is about people. People, including you, are emotional. To master leadership, you must master your emotions.

5. Building Relationships

• Networking: Build a strong network of contacts within and outside your organization. Networking can provide support, advice, and opportunities.

• Mentorship: Seek out mentors who can provide guidance and support. Being a mentor to others can also develop your leadership skills.

• Team Building: Learn how to build and maintain high-performing teams. This includes understanding team dynamics and fostering a collaborative environment.

6. Demonstrating Leadership

• Lead by Example: Model the behavior you expect from others. Integrity, accountability, and a strong work ethic are essential.

• Empower Others: Encourage and support team members to take the initiative and develop their own leadership skills. You don’t have to be at the top of your organization to begin the process of building more leaders. Start where you are and begin with whatever skills you possess today.

• Adaptability: Be open to change and willing to adapt your leadership style to different situations and team needs. No two people are truly identical. You’ll need to make adjustments early and often if you’re going to succeed as a leader.

7. Continuous Improvement

• Stay Informed: Keep up with trends and developments in your industry and in leadership practices.

• Adapt and Evolve: Be willing to change and improve your leadership approach based on new insights and feedback. Becoming an Authentic Leader is a journey. The moment you think you’re good enough, you’re no longer good enough. The moment you think you’ve arrived, you’ve missed the boat. Never never never stop evolving because when it comes to leadership, the last thing you want to be is good enough.

If it sounds like Authentic Leadership requires a lot of effort, you are correct. It absolutely does. But the rewards are beyond incredible. Helping someone is great. But, helping them become a leader means you’re also helping them help another person, someone you may never know. That’s phenomenal!

So I highly encourage you to make the effort. You will never regret that you did.

One-Time
Monthly
Yearly

Consider buying my next Diet Coke(s)
Yes, I know it’s not the healthiest stuff to drink, but I kind of sort of live on the stuff… and the stuff is getting as expensive as gold. 😋
I’d appreciate any support but seriously, support or not, I’ll continue to try and write a blog that gives back, informs and sometimes even entertains. I hope you enjoy it!

Make a monthly donation

Make a yearly donation

Choose an amount

$5.00
$15.00
$100.00
$5.00
$15.00
$100.00
$5.00
$15.00
$100.00

Or enter a custom amount

$

Your contribution is appreciated.

Your contribution is appreciated.

Your contribution is appreciated.

DonateDonate monthlyDonate yearly