Tag Leadership Actions

Igniting the Spark: How Great Leaders Keep Their People Motivated

Steve Keating Leave a comment

People are naturally motivated!

At some point in most leadership presentations I do, the topic of motivation comes up. I am quick to point out that basic fact that people begin life totally motivated. If you don’t believe that, I challenge you to keep up with a few 4-year-olds for a day. They are highly motivated, although I know little about what motivates them, they are excited to be doing almost everything.

But life takes its toll on even the most motivated people. “Stuff” happens that makes us question why we do what we do. We begin to wonder if there is any point to “giving it our all” when it feels like we don’t get much in return.

That doesn’t make us bad people; it just shows we are human. While a 4-year-old might not need a reason to be motivated, adults absolutely do need a reason. We need a reason to keep going when life is laughing at our plans. We need someone or something to counteract the beatdown that living can sometimes give us.

So when leaders tell me their people are unmotivated, I remind them that they weren’t always that way. At some point in their life, they were highly motivated. Until life got ahold of them. Maybe “life” included dead-end jobs, bad bosses, relationships gone wrong, or just a run of bad luck. Whatever their life was made of, it robbed them of an essential ingredient of success—motivation.

Motivation isn’t a one-time injection; it’s a living, breathing component of a thriving workplace that requires consistent care and attention. A truly great leader understands that their primary job is not just to manage tasks but to inspire people.

So, how can you, as a leader, consistently fuel the passion and drive of your team? It starts with looking beyond the paycheck and connecting with what truly drives human behavior: autonomy, mastery, and purpose.

Here are four core strategies you can implement today to help your people stay motivated and engaged.

Connect Their Work to a Larger Purpose

Many people feel like small cogs in a large machine. They perform tasks without truly understanding how their efforts contribute to the bigger picture. This can be a huge motivation killer.

The Leader’s Action:

Communicate the “Why”: Regularly articulate the company’s mission and vision, and, more importantly, explicitly show how your team’s daily work directly impacts that mission. Turn routine tasks into meaningful contributions.

Share Success Stories: Don’t just celebrate project completion; celebrate the impact of the work. Did a new product feature save customers time? Did a marketing campaign lead to a new charitable partnership? Connect their output to a positive result.

Empower Them with Autonomy and Ownership

Micromanagement is the quickest way to extinguish an employee’s internal fire. People are naturally more motivated when they have control over their work and feel trusted to make decisions.

The Leader’s Action:

Delegate Authority, Not Just Tasks: Give employees ownership over projects and let them decide how to achieve the desired outcome. Focus on setting clear goals (the “what”) and deadlines, then step back and let them use their expertise.

Encourage calculated risk-taking: Create a psychologically safe environment where making a mistake is viewed as a learning opportunity, not a career-limiting event. This encourages innovation and proactive problem-solving.

Invest in Their Growth and Upskilling

Stagnation breeds boredom. High-performing individuals are driven by a desire to get better at what they do and to continually acquire new skills. As a leader, you are their gateway to professional development.

The Leader’s Action:

Provide Growth Opportunities: Offer training, workshops, and mentorship. Even better, offer “stretch assignments” that challenge them to move beyond their comfort zone and develop new competencies.

Tailor Development Plans: Don’t use a one-size-fits-all approach. Take the time during regular one-on-one meetings to discuss their long-term career aspirations and align their current work or training opportunities with those goals.

Practice Consistent, Authentic Recognition

While big bonuses are nice, consistent, specific, and sincere recognition often has a more profound and lasting impact on motivation. People need to know their efforts are seen and valued.

The Leader’s Action:

Be Specific with Praise: Instead of a generic “Good job,” try, “The way you handled that client’s objection in the meeting was excellent—it showed great composure and saved the deal.” Specificity shows you were paying attention.

Acknowledge Effort and Results: Recognize the effort put into a difficult task, even if the result wasn’t perfect. This encourages persistence. When the results are stellar, celebrate them in a way that aligns with the individual (some prefer a public shout-out; others a private note).

Simply Say “Thank You”: A sincere, personalized expression of gratitude is one of the most underutilized, yet powerful, tools in a leader’s toolbox.

Ultimately, motivation isn’t something you give to your people; it’s something you bring out of them by designing an environment where they feel respected, challenged, and connected to something greater than themselves. Step up, be present, and watch your motivated team achieve extraordinary things.

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How Leaders Can Tamp Down Rumors in Their Organizations

Steve Keating 1 Comment

I’ve never known a leader who likes rumors running amok in their organization. They complain about them while totally unaware that, frequently, it is their poor communication skills that may actually be causing many of the rumors.

The good news is that if they are the cause, they can also be the solution.

Rumors are like wildfires, and most often, firefighters use water to stop the spread of the fire. Water is the enemy of fires. Authentic leaders know that one of the fastest ways to stop the spread of rumors is with information. Information is the enemy of rumors.

Absent real information, rumors spread quickly, causing damage, often before anyone realizes, and are difficult to fully extinguish once they take hold. In any organization, rumors can erode trust, lower morale, and distract people from their real work. For leaders, allowing rumors to run unchecked can quietly undermine credibility and culture.

But proactive leadership can prevent most rumors from spreading and limit the impact of those that do. Here’s how authentic leaders can tamp down rumors before they damage the organization.

Understand Why Rumors Start

Before tackling rumors, leaders need to understand why they arise in the first place. Most workplace rumors don’t begin with malicious intent — they’re often the result of uncertainty, poor communication, or a lack of trust.

When people don’t have access to accurate information, they fill in the blanks themselves. If leadership doesn’t provide clarity, the rumor mill will. In other words, rumors thrive in silence.

Common triggers include:

Organizational changes such as layoffs, promotions, or restructuring.

Leadership turnover, which creates anxiety about direction and stability.

Perceived unfairness, when team members feel decisions aren’t transparent or consistent.

Lack of information, when communication from leadership is sparse or confusing.

Understanding these roots helps leaders attack the real problem — not just the symptom.

Communicate Early and Often

The best way to stop rumors is to prevent them from starting. Consistent, transparent communication is the most powerful rumor deterrent a leader has.

When people are informed, they have less need to speculate. Even if the news isn’t great, sharing it honestly builds trust and reduces the chances of misinformation spreading.

Leaders should:

Share updates promptly. Don’t wait until you have every detail. A simple message like, “We’re still gathering information, but here’s what we know so far,” shows openness.

Establish regular communication rhythms. Weekly emails, team huddles, or Q&A sessions can help employees feel “in the loop.”

Clarify the ‘why.’ People are less likely to invent their own stories when they understand the reasoning behind decisions.

It’s not about overcommunicating — it’s about creating an environment where team members know leadership will tell them the truth, even when the truth is incomplete.

Be Visible and Approachable

Leaders who stay distant or hidden create a vacuum where rumors can grow. Visibility, both physical and emotional, is a quiet but powerful rumor suppressant.

When the team regularly sees and interacts with leaders, they’re less likely to believe or spread unverified information. It’s easier to trust someone you actually know.

Ways to be more visible include:

Walk the floor or check in virtually to maintain informal contact.

Encourage open-door conversations. Make it easy for employees to ask questions directly.

Show genuine curiosity about how people are doing and what they are hearing.

Leaders who are approachable often hear rumors early, when they’re still small and easier to address.

Confront Rumors Directly — But Calmly

Ignoring a rumor doesn’t make it go away. Once misinformation starts to spread, leaders must address it quickly and directly—but without defensiveness.

If you hear a rumor gaining traction, calmly set the record straight. Be factual, brief, and professional. Overreacting can draw more attention to the issue, while underreacting allows it to persist.

A good response might sound like:

“I’ve heard some speculation about possible layoffs. Let me be clear—no layoffs are planned at this time. If that changes, you will hear it directly from me.”

This approach reassures the organization and shows that leadership is aware, in control, and committed to honesty.

Strengthen Trust Across the Organization

Rumors can only thrive where trust is weak. In environments built on integrity and respect, employees are far less likely to believe or spread unverified information.

Leaders build that trust through consistent behavior over time.

Keep promises. When you say you will share updates, do it.

Treat people fairly. Perceived favoritism fuels resentment—and rumors.

Admit mistakes. Owning errors shows authenticity and sets a powerful example.

When team members trust leadership, they naturally give leaders the benefit of the doubt—even when information is incomplete.

Empower Employees to Stop Rumors Themselves

Leadership can’t monitor every hallway conversation or Slack thread. That’s why building a culture of responsibility is essential.

Encourage your team to verify information before repeating it. Remind them that spreading unverified stories hurts everyone, including the organization’s reputation and morale.

You can model this behavior by saying things like:

“I don’t know if that’s accurate — let’s confirm it before sharing.”

When leaders use this kind of language consistently, it becomes part of the organizational culture. People learn to pause, check, and think before passing along gossip.

Use the Power of Listening

Sometimes the best way to tamp down rumors isn’t by talking — it’s by listening.

If a rumor is circulating, it often signals underlying fear, confusion, or dissatisfaction. Leaders who take the time to listen can uncover what’s really bothering people and address it directly.

Ask questions such as:

“What are you hearing that concerns you?”

“What’s making people uneasy right now?”

“What information do you wish you had?”

By listening deeply, leaders turn potential rumor-fueled chaos into an opportunity for better understanding and connection.

Lead by Example

Finally, leaders must model the behavior they want to see. If leaders speculate, share half-truths, or discuss confidential matters casually, they send the message that gossip is acceptable.

Demonstrate discretion. Share only verified information, and be clear about what is still unknown. Over time, team members will mirror this disciplined approach.

Final Thoughts

Rumors are inevitable in any organization — but their power isn’t. With consistent communication, visible leadership, and a culture built on trust, leaders can prevent most rumors from ever taking hold.

The key is to remember that rumors don’t just reflect poor communication; they reflect unmet emotional needs for clarity, security, and trust. When leaders meet those needs through openness and empathy, they don’t just tamp down rumors — they build stronger, more resilient organizations where truth travels faster than gossip.

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How to Evaluate Yourself as a Leader: A Practical Guide to Self-Assessment

Steve Keating Leave a comment

Leadership is a never-ending journey of growth. It requires self-awareness, adaptability, and a commitment to continuous improvement. That’s why evaluating yourself as a leader is so crucial to your long-term success. Self-evaluation is a powerful way to identify your strengths, uncover areas for development, and ensure you’re effectively guiding your team toward success. In this post, we’ll look at practical steps to assess your leadership skills, reflect on your impact, and set a course for growth.

Why Self-Evaluation Matters for Leaders

Self-evaluation is more than just a personal check-in; it’s a proactive step to align your actions with your values and goals. By regularly assessing your leadership, you can:

• Gain Clarity: Understand how your behaviors and decisions impact your team.

• Build Trust: Demonstrate accountability by recognizing and addressing your weaknesses.

• Drive Growth: Identify opportunities to enhance your skills and leadership style.

• Inspire Others: Model self-reflection, encouraging your team to grow alongside you.

Let’s dive into a step-by-step guide to evaluating yourself as a leader.

Step 1: Define Your Leadership Values and Goals

Before you can evaluate your performance, you need a clear benchmark. Start by reflecting on your core leadership values and goals:

• What kind of leader do you want to be? Are you aiming to be collaborative, decisive, empathetic, or innovative? Perhaps all of the above? Write down 3-5 core values that define your leadership philosophy.

• What are your goals? Consider both short-term objectives (e.g., improving team communication) and long-term aspirations (e.g., fostering a culture of innovation).

• How do these align with your organization’s mission? Ensure your personal leadership goals support the broader vision of your team or company.

Action Tip: Create a “Leadership Mission Statement” that encapsulates your values and goals. For example: “I strive to lead with empathy and clarity, empowering my team to achieve excellence while fostering a culture of trust and collaboration.” Post your mission statement where others can see it. That will help create accountability and build a bridge to step 2.

Step 2: Seek Feedback from Others

Self-evaluation is incomplete without external perspectives. Others can provide insights into how your leadership is perceived and its impact on the team. Here’s how to gather meaningful feedback:

• Ask for 360-degree feedback: Collect input from peers, direct reports, and supervisors. Use anonymous surveys or one-on-one conversations to encourage honesty.

• Ask specific questions: Instead of vague prompts like “How am I doing?”, ask targeted questions such as:

• “What’s one thing I do well as a leader?”

• “What’s one area where I could improve my support for the team?”

• Listen without defensiveness: Approach feedback with an open mind, focusing on growth rather than justification.

Action Tip: Use a tool like Google Forms or a platform like SurveyMonkey to create a simple, anonymous feedback survey. Schedule follow-up discussions with your team to clarify feedback and show your commitment to acting on it.

Step 3: Assess Your Emotional Intelligence (EQ)

I’m really close to saying that EQ is even more important for a leader than IQ. That’s because emotional intelligence is a cornerstone of effective leadership. It involves self-awareness, self-regulation, empathy, and relationship management. To evaluate your EQ:

• Self-Awareness: Reflect on how well you understand your emotions and their impact on your decisions. Do you recognize when stress or frustration affects your leadership?

• Self-Regulation: Consider how you handle challenges. Do you stay calm under pressure, or do you react impulsively?

• Empathy: Ask yourself how well you understand and respond to your team’s needs. Do you actively listen and show genuine care for their perspectives?

• Relationship Management: Evaluate your ability to build trust, resolve conflicts, and inspire collaboration.

Action Tip: Take an online EQ assessment, such as the Emotional Intelligence Appraisal by TalentSmart, or journal about a recent leadership challenge to analyze how your emotions influenced your actions.

Step 4: Review Your Decision-Making and Results

Leadership is often judged by outcomes. Evaluate your decision-making process and the results of your leadership:

• Decision-Making Process: Are your decisions informed, inclusive, and aligned with your values? Do you seek different perspectives before acting?

• Impact on Team Performance: Look at measurable outcomes, such as team productivity, morale, or project success. Have your actions led to positive results?

• Adaptability: Reflect on how you handle change or uncertainty. Do you pivot effectively when faced with challenges?

Action Tip: Review a recent project or initiative you led. Write down what went well, what didn’t, and one decision you would approach differently next time. Use this to identify patterns in your leadership style.

Step 5: Evaluate Your Communication Skills

Effective communication is critical for leadership success. Assess how well you convey ideas, listen, and encourage open dialogue.

• Clarity: Do you articulate goals and expectations clearly? Are your instructions easy to understand?

• Active Listening: Do you genuinely listen to your team’s ideas and concerns, or do you dominate conversations?

• Feedback Delivery: Are you constructive and specific when providing feedback? Do you balance praise with areas for improvement?

Action Tip: Record a team meeting (with permission) or ask a trusted colleague to observe your communication style. Note areas where you excel or could improve, such as body language or tone.

Step 6: Reflect on Your Team’s Growth and Engagement

A leader’s success is tied to their team’s growth and motivation. Evaluate how you are fostering a positive and productive environment:

• Team Development: Are you providing opportunities for your team to learn and grow? Do you delegate effectively to build their skills?

• Engagement: Are team members motivated and committed? Do they feel valued and empowered?

• Culture: What kind of culture are you creating? Is it inclusive, collaborative, and aligned with your values?

Action Tip: Conduct a “stay interview” with team members to understand what keeps them engaged and what could improve their experience. Use their insights to assess your impact as a leader.

Step 7: Set Goals for Improvement

Self-evaluation is only effective if it leads to action. Based on your reflections and feedback, identify 1-3 areas for improvement and create a plan:

• Be Specific: Instead of “I’ll be a better communicator,” aim for “I’ll practice active listening by summarizing team members’ points in meetings.”

• Set Measurable Goals: For example, “I will implement monthly one-on-one check-ins with my team to improve engagement.”

• Seek Resources: Consider leadership training, books (e.g., The Five Dysfunctions of a Team by Patrick Lencioni), or a mentor to support your growth.

Action Tip: Create a 30-60-90-day plan outlining specific actions you will take to improve. Review your progress regularly to stay accountable.

Step 8: Make Self-Evaluation a Habit

Leadership evaluation isn’t a one-time task—it’s an ongoing practice. Build self-reflection into your routine:

• Daily Reflection: Spend 5 minutes at the end of each day journaling about a leadership moment—what went well and what could be better.

• Monthly Check-Ins: Revisit your leadership mission statement and goals to ensure you’re on track.

• Annual Deep Dive: Conduct a comprehensive self-assessment, including 360-degree feedback, to measure your growth over time.

Action Tip: Use a journal or app like Evernote to track your reflections and progress. Set calendar reminders for monthly and annual check-ins.

Final Thoughts

Evaluating yourself as a leader requires honesty, humility, and a commitment to growth. By defining your values, seeking feedback, assessing your emotional intelligence, and reflecting on your impact, you can gain a clear picture of your strengths and areas for improvement.

The goal isn’t perfection but progress—each step you take toward becoming a better leader inspires your team and drives meaningful results. As you become a more effective leader, your team becomes more effective as well. And never forget, not even for a moment, that your leadership is not about you; it’s ALL about the people you lead.

So, take the first step today: carve out 15 minutes to reflect on one aspect of your leadership, such as how you handled a recent challenge. Then, commit to one small action to improve. Your team—and your future self—will thank you for it.

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The Sad State of Leadership in American Politics

Steve Keating Leave a comment

I have written a ton of content on the subject of leadership. I have spoken around the world on that incredibly important topic. I am fascinated by the positive difference authentic leadership can make in an organization.

I am also shocked at how quickly poor, inauthentic leadership can destroy the morale of an otherwise committed team and individuals, and even a country.

I’m also fascinated by politics. I don’t claim to know much about the ins and outs of politics, but I do know that many politicians seem to relish calling themselves leaders. But when I think of the politicians in my home country, I am hard-pressed to find many who meet the standards of an Authentic Leader.

I won’t go into detail on what disqualifies them as an Authentic Leader; my guess is that many of you already know. But here are a few things, in no particular order, that would disqualify anyone hoping to truly lead. Lying. Stealing credit for another person’s accomplishments. Blaming others for their own mistakes and shortcomings. An obvious lack of ethics. Zero actual empathy for others. Setting one set of rules for themselves and another set of rules for the people they claim to lead.

None of that has anything to do with Authentic Leadership.

Authentic leaders lead with a foundation of integrity, transparency, and purpose. They don’t try to be someone else or copy another leader’s style — they are genuine in how they act and interact. Here are the key things authentic leaders do:

Know Themselves

They are self-aware, understanding their strengths, weaknesses, values, and emotions.

They reflect regularly and don’t hide from feedback.

Lead with Values

They make decisions rooted in their core principles rather than convenience, popularity, or polls.

Their actions align with what they say they believe, creating consistency and trust.

Build Trust

They are honest and transparent in communication.

They admit mistakes, take responsibility, and don’t shift blame.

They keep commitments, no matter how small.

Show Empathy and Care

They value people as individuals, not just as roles or resources.

They listen deeply, encourage input, and respect diverse perspectives.

Stay Grounded

They remain steady in turbulent times, making decisions without losing sight of their principles.

They avoid arrogance, staying humble and approachable.

Act with Purpose

They lead with a vision beyond themselves — serving the team, the organization, and, in the case of Congress, the greater good for all.

Their motivation is contribution, not recognition.

In short, authentic leaders lead from the inside out — they let their values, character, and purpose guide their leadership rather than external pressures or superficial expectations.

So… I’ll let you all make up your own mind. Are American politicians authentic leaders or not? I think you can tell from the title of this post what I think. A senator from Wisconsin says that serving in Congress will be “unattractive” if representatives and senators can’t buy and sell stocks using insider information. Basically saying if our “leaders” are subject to the same laws as the rest of us, there would be no point in “serving.” A governor from California says Democrats need to “punch Republican sons of bitches in the mouth.” That to me summed up our political “leaders” as concisely as anything ever has.

This is not a Republican or Democratic issue. This is a lack of authentic leadership issue. Absent trust, integrity, sound judgment, values, honorable purpose, humility, and principles, you don’t have a leader; you have a politician.

It wasn’t always this way; in years past, there were plenty of effective leaders in both the Republican and Democratic parties. People who served the American people. Today, I struggle to name more than a few truly authentic leaders in either party. And that, my friends, is a real problem for all of us.

I’m not sure how “we the people” can fix this problem, but it most certainly needs to be fixed.

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Why Integrity Is Crucial to Effective Leadership

Steve Keating Leave a comment

I have written about this topic so many times it almost feels like I’m addicted to it. I keep writing about it because so many crappy, unethical people in leadership positions tell me it’s not that big of a deal. They are completely, utterly, often fatally wrong.

As wrong as wrong can be.

Of the many characteristics of authentic, effective leadership, integrity stands above them all. The fact is that absent integrity, there can be no true leadership. You can have a fancy title, a high-level position, and the nice corner office, but if you don’t have integrity, then you don’t have the number one requirement to authentically, effectively lead.

Integrity is a cornerstone of effective leadership because it builds trust, credibility, and respect—three things no leader, no true leader, can succeed without. When a leader consistently acts with honesty, keeps their word, and aligns their actions with their stated values, people know what to expect. That predictability creates a sense of security and reliability, which is critical for people and teams to function well, especially under pressure.

Without integrity, a leader’s words lose weight. If they say one thing but do another, or bend the truth for convenience, their people start to question their motives. Doubt creeps in, and loyalty erodes. A team that doesn’t trust its leader won’t fully commit—why would they if they can’t count on ethical treatment or clear direction? Over time, that lack of trust tanks morale and productivity.

Integrity also sets the tone for everyone else. Leaders are watched closely; their behavior signals what is acceptable. If they cut corners or dodge accountability, it trickles down—soon you have got a culture where no one owns their mistakes. But when a leader owns up, admits flaws, and sticks to principles even when it is hard, it inspires and encourages others to do the same.

That’s how you get a team that’s not just effective but resilient.

Research backs this up too—studies like those from the Center for Creative Leadership show that trust in leadership drives engagement and performance. And trust hinges on integrity more than charisma or even competence.

A leader can be brilliant, but if they’re shady, people won’t follow for long. Real-world examples prove this out: think of someone like Nelson Mandela, whose moral consistency turned skeptics into allies, versus leaders who’ve tanked organizations by prioritizing self-interest over principle.

It’s not about being perfect—it’s about being real. People forgive missteps if they see genuine intent. But once integrity is gone, it’s a hell of a lot harder to win back than it was to lose. That’s why it’s non-negotiable for anyone trying to lead effectively.

I’ve seen so many people in leadership positions convince themselves that they could “get away” with cutting corners on ethics and integrity. That it was necessary “this one time.” And then the next time and the next.

They were wrong every single time. They negatively impacted their people, their organizations, and themselves. Some of them eventually figured out where they went wrong; some of them never did.

If you’re tempted to try and convince yourself that integrity is optional, or you’ve already succeeded in fooling yourself that it is, then you should know that failure is in your future. It’s only a matter of time.

So let me say this again: integrity is crucial to effective leadership. It always has been, and no matter what else changes in the world around us, it always will be.

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How to Increase Employee Engagement

Steve Keating Leave a comment

Most organizations and businesses have no idea who their most expensive employee is. They believe, usually mistakenly, that their most expensive employee is the person they pay the most. That’s seldom even close to true.

Their most expensive employee is not the highest paid; it is the least engaged. Disengaged people do the bare minimum, often just enough to prevent themselves from being fired. What they do accomplish, they don’t do very well. In most every circumstance, they just squeak by.

But disengaged employees are not the least engaged. The least engaged employee comes from a pool of employees known as actively disengaged. These employees not only do very little effective work, they actively try to decrease the engagement level of their colleagues. Their attitudes suck the life out of an organization. An actively disengaged employee is by far an organization’s most expensive employee.

The reality is that if an organization or business has one actively disengaged employee, they almost certainly have more. That’s why the most effective Authentic Leaders work to keep all employees actively engaged in the organization.

Increasing employee engagement is key to boosting productivity, satisfaction, and retention. Here’s your step-by-step guide to improving employee engagement effectively.

🎯 1. Foster a Culture of Purpose and Meaning

Communicate the “Why” – Help employees understand how their work contributes to the company’s goals and mission. People don’t just want to know this information; they need to know it. This is the key that unlocks the door to meaningful engagement.

Connect Individual Goals to Company Vision – Align employees’ tasks with organizational objectives so they know exactly why and how their work matters.

🗣️ 2. Encourage Open Communication

Promote Communication Loops – Create channels where employees can share their ideas and concerns.

Act on Feedback – Show employees that their input is valued by implementing suggestions or explaining why certain changes can’t be made.

👏 3. Recognize and Reward Achievements

Public Acknowledgment – Celebrate individual and team successes in meetings, emails, or newsletters.

Monetary and Non-Monetary Rewards – Offer bonuses, promotions, or extra time off to recognize exceptional performance.

📚 4. Provide Opportunities for Growth and Development

Offer Training Programs – Upskill employees through workshops, courses, and mentorship. Encourage and reward people who participate.

Encourage Career Progression – Help employees map out a career path within the organization to keep them motivated. This is another key to engagement; people need to know what their future with the organization could look like.

🔄 5. Empower Employees with Autonomy

Trust Employees to Make Decisions – Give them control over how they approach tasks.

Flexible Work Options – Offer remote work, hybrid models, and flexible schedules to enhance work-life balance.

🤝 6. Build Strong Relationships and Team Bonds

Team-Building Activities – Encourage collaboration through regular team events and icebreakers.

Mentoring and Buddy Programs – Pair employees with mentors to facilitate learning and connection.

📊 7. Measure and Analyze Engagement Regularly

Conduct Surveys and Pulse Checks – Use tools to gather insights on employee satisfaction. A once-a-year survey absolutely does not get it done.

Track Key Engagement Metrics – Look at retention rates, absenteeism, and productivity levels to assess changes.

🔥 8. Lead by Example

Demonstrate Engaged Behavior – Leaders should embody the values, attitudes, and commitment they want to see in their teams.

Show Empathy and Support – Build trust by being approachable and understanding.

Building and keeping an engaging environment is critical to the long-term success of any business or organization. Authentic Leaders invest a significant amount of time and effort to make certain their team members know they matter. They go beyond merely telling them that they matter; they show them.

Don’t leave employee engagement to chance. Use this guide to increase the chances that your most expensive employee really is the one you pay the most and not the one who is least engaged.

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How to Become an Agile Leader

Steve Keating Leave a comment

If I were only allowed to give first-time leaders one piece of advice, it would be this. Always always always expect the unexpected. That’s because leading involves people, and people, no matter how well you know them, will surprise you.

Frequently.

Out of nowhere, they say something, do something, or don’t do something that you just didn’t see coming. Personally, that’s one of my favorite things about leading people. Even the most predictable people are, at times, unpredictable.

When you add all the other uncontrollable elements into the leadership mix, it can feel as if you’re always on the verge of outright chaos. Unless, of course, you’ve already descended into the realm of total chaos.

That’s why it’s so incredibly important that leaders consistently focus on developing leadership agility.

Leading with agility means being adaptable, responsive, and proactive in navigating change while keeping your team aligned and motivated. If you’re feeling like you’re on the edge of chaos, it’s very likely your people feel it too, and that can be a huge morale killer. You can’t afford to let that happen. Here’s how you can lead with agility and calm the stormy waters of surprise, whether it’s generated from your people or circumstances that seem to be beyond your control.

1. Embrace a Learning Mindset

View change as an opportunity rather than a threat.

Encourage continuous learning and innovation. Here’s the deal: if you’re in a leadership position and you’re not always learning, then you better be ready to always be leaving.

Be open to feedback, both good and bad, and be willing to pivot when needed.

2. Make Quick, Informed Decisions

Gather relevant data but avoid analysis paralysis. You will at times, maybe even often, be required to make decisions with less than complete information. Remember, no decision IS a decision; it’s a decision to do nothing, and that’s almost always a disastrous decision.

Trust your instincts while staying adaptable.

Involve your team in decision-making to gain diverse insights.

3. Empower Your Team

Foster a culture of accountability and trust. Everyone, including the leadership team, must be accountable for results. If even one person isn’t accountable, it doesn’t take long to lose all accountability within an organization.

Give your team the autonomy to make decisions and solve problems. If you’ve hired the right people, this should never be a problem. If you haven’t hired the right people, this won’t be a problem for very long.

Encourage cross-functional collaboration to enhance adaptability.

4. Stay Customer-Centric

Keep your focus on what your customers or stakeholders need. Focusing on your customers and stakeholders ensures you won’t get too far off track, no matter what level of chaos you’re navigating.

Be ready to shift strategies based on feedback and market trends.

5. Build Emotional Intelligence

Remain calm and composed under pressure.

Understand and manage your emotions while recognizing the emotions of others. Leadership is about people, and people tend to be emotional. If you forget that, it won’t be long before you’re a forgotten leader.

Communicate effectively, even in uncertain situations. It’s better to say “I don’t know” than it is to say nothing and leave your people wondering.

6. Create a Resilient Culture

Normalize failure as a part of growth and learning. There are few mistakes or failures big enough to prevent a person or an organization from bouncing back. Just remember to be kind to the people you see on the way up because you may see them again on the way down.

Encourage experimentation and reward adaptability.

Create a safe environment where people feel comfortable sharing ideas.

7. Leverage Technology and Data

Use digital tools to enhance decision-making and efficiency.

Stay ahead of industry trends and technological advancements.

Don’t wait and see; when new technology becomes available, use it as soon as it makes sense.

8. Be Ready to Pivot

Have contingency plans in place. Plans fail but planning always succeeds. Everyone seems to know that backup plans are important; not everyone seems to understand that you can’t have a backup plan until you have a plan to begin with.

Be willing to change direction the moment circumstances require it.

Final Thought

Agile leadership is about balancing decisiveness with flexibility, control with empowerment, and strategy with execution. The more adaptable you are, the more effectively you can lead through uncertainty and change.

Authentic, effective, and agile leaders take charge of change before change takes charge of them. As an agile leader, you can turn change and even uncertainty into a tool to help develop your people and your organization. All you need to do is always, always, always expect the unexpected.

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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!

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