Tag Leading vs Managing

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.

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.

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.

Transitioning From Manager to Leader

Steve Keating Leave a comment

Most people, (and by most I mean almost all people) who are promoted into a leadership position aren’t even close to being a leader. They may have been promoted into a position of leadership, but what they are almost certainly doing is managing.

And that’s a problem.

It’s a problem for the new leader; it’s a problem for their organization, and it’s a huge problem for the people they are supposed to be leading.

The problem is created when an organization takes the “best” engineer, salesperson, HR rep, sourcing person, or the best person in any other department, and promotes them to a leadership position.

So the best engineer becomes the Manager of Engineering. The best salesperson becomes Sales Manager, and on it goes. There is a VERY good chance that the skills that made them the best at whatever they were doing are not going to transfer well into a leadership role.

And yet, they are expected to lead. The problem is made worse when they receive absolutely no formal leadership training. Which, accordingly to research, is the case over 80% of the time.

So these new leaders struggle in their roles. Absent formal leadership training, they do the best they can, which usually means trying to manage the people they are supposed to be leading. The sooner they transition from managing people to truly leading them, the sooner most of their “personnel issues” will disappear.

That’s because people instinctively resist being managed. They want, in fact they crave, being led. Things like budgets, spreadsheets, buildings, and inventories are managed. People must be led.

Transitioning from a manager to a leader requires a shift in mindset, skills, and approach. While managers focus on processes, tasks, and efficiency, leaders inspire, influence, and develop people. Here’s how to make the transition effectively.

1. Shift from Managing Tasks to Inspiring People

Manager: Ensures that tasks are completed on time.

Leader: Motivates and empowers teams to take ownership and innovate.

Action: Focus on building strong relationships and fostering a shared vision.

2. Develop a Vision and Communicate It Clearly

Leaders don’t just follow organizational goals—they create and communicate a compelling vision that inspires others.

Action: Regularly communicate the “why” behind decisions and strategies to align and engage your team.

3. Empower Instead of Micromanage

Managers often focus on control and oversight. Leaders trust their teams and encourage autonomy.

Action: Delegate responsibilities, provide guidance, and create an environment where people feel safe to take risks.

4. Cultivate Emotional Intelligence (EQ)

Leaders are self-aware, empathetic, and skilled at managing relationships.

Action: Develop self-awareness, practice active listening, and learn to read and respond to team dynamics effectively.

5. Develop Future Leaders

A great leader builds other leaders. Instead of just managing performance, they mentor and coach their teams..

Action: Identify high-potential individuals and invest in their growth.

6. Encourage Innovation and Adaptability

Managers ensure efficiency, but leaders embrace change and challenge the status quo.

Action: Foster a culture where creativity and problem-solving are encouraged.

7. Lead by Example

People follow those who embody the values and work ethic they preach.

Action: Demonstrate integrity, accountability, and resilience in everything you do.

8. Expand Your Influence Beyond Your Team

Leaders impact the entire organization, not just their direct reports.

Action: Build cross-functional relationships and contribute to the broader company culture and strategy.

9. Become a Lifelong Learner

Leadership is a journey, not a destination.

Action: Read, take courses, and seek mentorship to continually grow as a leader.

Final Thought

The key difference between a manager and a leader is influence. Managers ensure things are done right; leaders ensure the right things are done. Focus on people, vision, and inspiration, and you’ll naturally make the transition.

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.

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.

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.