Coaching in the Age of AI: Why the Human Advantage Still Wins

AI is reshaping professions across the board - including coaching. But here’s the forward twist: instead of seeing AI as a threat, coaches who embrace it as a co-pilot gain the upper hand. AI works best when it supports - and amplifies - the deeply human elements that only skilled coaches bring: empathy, presence, intuition, and transformational connection.

How Coaches Can Leverage AI Smartly

1. An Idea Incubator for Career Growth.  When a client wants to stretch into new territory, AI can generate a buffet of possibilities - conferences, MOOCs, emerging skills, and professional groups. The real coaching moment comes when you sift, prioritize, and co-design the path forward, turning options into ownership.

2. Strategy on Demand.  AI can surface frameworks, industry trends, and case studies at the click of a button. But it takes a coach to slow the conversation down and ask: Which of these models actually fits your reality? What assumptions do we need to challenge? That’s where “data” becomes wisdom, and there is an opportunity to turn the abstract into action.

3. Language for the Hard Stuff.  For difficult conversations, AI can sharpen tone and clarity in a draft email or script. You, however, guide the heart of it: What’s the impact you want this to have on the relationship? How do you want to be remembered after this exchange?

4. Rapid Diagnostics.  AI can quickly critique a client’s go-to-market deck or presentation for gaps or blind spots. The coach then pushes deeper: What surprised you? How might stakeholders react differently from what you expect? The shift from “feedback” to “foresight” is purely human.

Why Humans Still Hold the Competitive Edge

·      Empathy That Truly Lands. AI can mimic warmth, but it can’t sit in the fire with a client. A coach notices the tremor in a voice, offers a pause that conveys 'I see you,' and holds the kind of presence that fosters psychological safety. Amy Edmondson’s research at Harvard shows that safety is the bedrock of learning and growth.

·      Connection That Rewards the Brain.  Neuroscientist Matthew Lieberman’s work proves what we intuitively know: human connection lights up the brain’s reward centers. A coach remembers milestones, senses doubt in a client’s tone, or sends a quick text of encouragement. AI responds; humans resonate.

·      The Power of Strategic Silence.  AI rushes to fill the gap. Coaches honor it. Sit with a client long enough, and their second thought - or their truer thought - finally emerges. Silence isn’t empty; it becomes a partner in discovery. AI fills gaps quickly; coaches honor the space that invites revelation.

·      Conversations That Create. A metaphor pulled from your own life, a laugh that eases tension, a surprising reframing - these sparks come from two humans being in real-time exchange.  AI mirrors: coaches make meaning.

·      Whole-Person Context.  Coaches hold the story behind the story: the client as a parent, partner, leader, dreamer. We weave threads across roles and histories. AI sees inputs; humans see the human and sense the story beneath the words.

·      Adaptive Dialogue.  Mid-conversation, a coach follows an intuition: Seems like that pause might matter – would you like to explore it?  Or pivots when a client lights up about something unplanned. Coaching is jazz, not sheet music. AI follows instructions; coaches improvise, redirect, and reshape.

·      Reading What’s Unspoken. A tightening jaw, an eye that flicks sideways, a cracked voice—these are invitations to dig deeper. Research in embodied cognition shows emotions live as much in the body as in the mind. Coaches read both. AI can’t.

We are also seeing how fast AI is advancing, so I would not be surprised if, in a short time, AI does not continue to make gains in some of the areas listed above. 

Research Underscores the Human + AI Partnership

Studies confirm AI works best as a co-pilot, not a replacement. It helps coaches scale, personalize, and streamline—but the relational and intuitive remain human territory. 

• Geoffroy de Lestrange of Speexx calls AI a catalyst: tailoring learning and automating admin, while “people remain at the core.”

• CoachHub’s Aimy and similar bots help clients practice conversations, but they can’t replicate the empowerment found in human coaching relationships.

AI is a powerful ally - quick, resourceful, and scalable. But empathy, intuition, presence, and the courage to sit in silence are still human terrain.

The future belongs to coaches who let AI handle the scaffolding while they bring the soul. In the age of AI, coaching isn’t diminished. It becomes both high-tech and deeply human.

Reflection Question: What’s one way you could bring AI in as your co-pilot this week - and where will your human touch be irreplaceable? Comment and share below, we’d love to hear from you!

Quote of the Day: “Combining the rationality of machines with the emotional wisdom of humans makes tomorrow’s coaching both high-tech and deeply human.” —Geoffroy de Lestrange

As a leadership development and executive coach, I partner with leaders to maximize their potential and elevate their impact, contact me to explore further.

How do you best partner with AI?

Building Trust and Credibility in Your First 90 Days (New Executive Series 4/4)

Trust and credibility are the cornerstones of effective leadership, and as a new executive, your first 90 days are critical for building both. Success isn’t achieved through grand gestures but through consistent actions demonstrating your competence, authenticity, and alignment with the organization’s goals. We’ll uncover why trust and credibility matter, how to establish them quickly, and the key steps to lay a strong foundation for lasting impact.

 Why Trust and Credibility Matter

1. Trust Unlocks Collaboration. Teams are more willing to share ideas, take risks, and work collaboratively when they trust their leader. According to Stephen M.R. Covey in The Speed of Trust, trust is a performance multiplier that accelerates results.

2. Credibility Drives Influence.  Without credibility, it’s difficult to lead effectively. When others see you as knowledgeable, reliable, and aligned with organizational values, your ability to influence decisions and drive change increases significantly.

3. First Impressions Last.  Research shows that people form lasting impressions quickly. The actions you take (or fail to take) in your early days will shape how others perceive you as a leader.

How to Build Trust and Credibility Quickly

1. Show Competence Through Results.  Early wins are essential for demonstrating your capability. Focus on high-impact areas where you can quickly make a positive difference. For example:

o   Identify a pressing issue and create a clear plan to address it.

o   Deliver on small, visible commitments to show you follow through.

2. Listen More Than You Speak.  Listening signals respect and helps you understand the organizational landscape. Ask thoughtful questions to learn about your team’s challenges, priorities, and aspirations. Key Questions to Ask:

o   “What’s working well that we should build on?”

o   “What challenges are holding the team back?”

o   “How can I best support you in your role?”

3. Be Transparent and Authentic.  Authenticity builds trust. Be honest about what you know, what you don’t, and your intentions. If you need more time to make a decision, say so.

4. Align Your Actions With Company Values. Understand the organization’s mission, vision, and values—and model them in your behavior. For instance:

o   If the company values collaboration, actively seek input from others.

o   If innovation is a priority, champion new ideas and celebrate creative thinking.

5. Communicate Consistently and Clearly.  Credibility grows when you communicate effectively. Share updates regularly, set clear expectations, and keep stakeholders informed. For example:

o   Provide a 30-60-90-day plan to outline your focus areas.

o   Hold regular check-ins with your team and key stakeholders.

6. Acknowledge Mistakes and Learn From Them.  No leader is perfect, and mistakes are inevitable. Own up to them quickly, take responsibility, and outline what you’ll do differently moving forward. This humility demonstrates integrity and fosters trust.

Behaviors That Undermine Trust and Credibility

1. Overpromising and Underdelivering.  Don’t commit to more than you can deliver, especially in your first 90 days. Unrealistic promises can erode trust quickly.

2. Acting Without Understanding. Jumping to conclusions or making changes without context can alienate your team. Take the time to listen and learn before acting.

3. Avoiding Difficult Conversations.  Trust requires honesty, even when it’s uncomfortable. Avoiding tough conversations signals a lack of accountability and weakens your credibility.

The Long-Term Benefits of Trust and Credibility

1. Stronger Team Dynamics.  A foundation of trust encourages open communication, collaboration, and mutual respect.

2. Enhanced Influence.  Credible leaders are more likely to gain buy-in from stakeholders, enabling them to drive meaningful change.

3. Sustainable Success.  Building trust early creates a culture of support and alignment that sustains long-term results.

In your first 90 days as a new executive, trust and credibility aren’t optional—they’re essential. By listening, delivering results, and modeling authenticity, you’ll build a foundation that enables you to lead with confidence and impact.

Quote of the Day: "Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships." – Stephen R. Covey

Question of the Day: What’s one action you can take this week to strengthen trust with your team or stakeholders? Share your thoughts in the comments—we’d love to hear from you!

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you build and keep trust?

Roadshow Ready: Showcasing Your Team’s Work to Drive Strategic Success (New Executive Series 3/4)

As a new executive, building relationships and elevating your voice are just the beginning. The next step is taking your leadership to a broader audience through a "roadshow." This isn’t about self-promotion - it’s a strategic opportunity to showcase your team’s contributions, align efforts with the company’s vision, and gain organizational buy-in. By sharing your team’s work and vision, you position yourself as a results-driven, collaborative leader.

Here’s why roadshows are essential for new executives and how to execute them effectively.

1. Aligns Your Work with Strategic Priorities. Roadshows help you demonstrate how your team’s goals directly contribute to the organization’s key objectives. Leaders at all levels need to see that your efforts are advancing the broader mission.

2. Increases Visibility and Credibility.  By sharing your team’s work across departments, you raise awareness of your contributions and establish yourself as a forward-thinking leader. As Herminia Ibarra notes in Act Like a Leader, Think Like a Leader, visibility is essential for leadership impact.

3. Builds Organizational Buy-In.  A well-executed roadshow fosters alignment and collaboration, ensuring stakeholders understand how your team’s work supports the company’s success.

How to Structure an Effective Roadshow

A roadshow isn’t just a series of meetings - it’s a carefully planned communication strategy. Use this framework to ensure your roadshow resonates:

1. Clarify Your Goals.  Before you begin, define what you want to achieve. Are you introducing your vision? Showcasing team successes? Building support for an initiative? Be clear about your objectives to guide your messaging.

2. Understand the Company’s KPIs.  Align your roadshow content with the company’s strategic priorities. Research key performance indicators (KPIs) and goals, and connect your team’s work to these metrics. For example: “Our work on [project X] supports the company’s goal of [specific KPI], enabling us to [specific outcome].” Share measurable outcomes to demonstrate your team’s impact. For example, highlight progress against KPIs, cost savings, or customer satisfaction improvements.

3. Tailor Your Message for Each Audience.  Different stakeholders care about different things. For senior leaders, focus on strategic impact and ROI. For peers, highlight collaboration opportunities. For your team, emphasize how their work aligns with the company’s vision.  Most importantly, keep the information concise and impactful.  Respect your audience’s time by focusing on high-impact content. Use visuals like slides or dashboards to simplify complex information.

4. Share Your Vision and Progress.  Use the roadshow to paint a compelling picture of your team’s goals and contributions. Outline the “why,” “what,” and “how” of your vision:

·       Why: The purpose behind your work.

·       What: The key initiatives and progress so far.

·       How: The ways your team will continue driving results and contributing to the company’s success.

5. Incorporate Storytelling.  Facts and figures are important, but stories make your message memorable. Share examples of your team’s successes or impactful moments to create an emotional connection with your audience.

6. Invite Feedback and Collaboration.  Position your roadshow as a two-way conversation. Ask for input, listen to concerns, and seek ideas for collaboration. This approach builds trust and strengthens relationships.

7. Follow Up with Action.  After each meeting, send a follow-up email summarizing key points, thanking attendees for their time, and outlining next steps. Following through shows professionalism and reinforces your message.

The Benefits of Going on a Roadshow

1. Strengthens Strategic Alignment. By connecting your team’s work to organizational priorities, you ensure your efforts contribute to the company’s success.

2. Builds Cross-Functional Relationships. A roadshow fosters collaboration across departments, breaking down silos and opening doors to future partnerships.

3. Inspires Your Team. Showcasing your team’s contributions boosts morale and reinforces their connection to the company’s vision.

A roadshow is your chance to connect, align, and inspire. By showcasing your team’s impact and vision, you’ll build trust, credibility, and momentum. Leadership is about rallying others around a shared purpose—what message will you share?

Quote of the day: "Great leaders don’t just set the vision - they communicate it so clearly that it becomes a shared purpose. – John C. Maxwell

Question of the day. How can you tailor your message to ensure your team’s vision resonates with stakeholders at every level of the organization?  Comment and share below; we’d love to hear from you!

The next blog in this series 4/4 will focus on strategies for building trust and credibility. 

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you share your team’s work?

Elevating Your Voice in Executive Meetings (New Executive Series 2/4)

For many new executives, speaking up in high-stakes meetings, especially with more senior or influential audiences, can feel daunting. The fear of saying the wrong thing, being judged, overshadowing others, or disrupting the established dynamic often holds people back. Yet holding back can be just as risky. Staying quiet may limit your visibility, dilute your influence, and cause you to miss critical opportunities to contribute meaningfully and shape the conversation.

Let’s explore barriers to speaking up and actionable strategies to overcome these challenges.

1. Introverted Style.  Introverts often prefer to observe and process information before sharing their thoughts. While this approach can bring valuable insights, waiting too long might mean missing the window to share altogether, especially in fast-paced discussions.

Strategies to Overcome:

• Prep with Purpose: Take time before the meeting to think through the purpose, key outcomes, and crucial decisions. Drafting talking points, including pros, cons, and recommendations, to clarify your perspective in advance and anticipate any potential concerns.

• Leverage Timing: Aim to contribute earlier in the meeting when ideas are still forming, even if it’s to ask a clarifying question. This signals engagement and builds momentum for your voice.

2. Fear of Looking Foolish.  The inner critic pipes up: What if I say something wrong? What if I don’t sound like I belong in this room? What if what I say doesn’t resonate? This fear keeps many smart, capable leaders from contributing.

Strategies to Overcome:

• Shift from Fear to Possibility: Thought leader Susan Jeffers, in Feel the Fear and Do It Anyway, advises reframing discomfort as a doorway to growth. Speaking up opens new opportunities silence never will.

• Own Imperfection: Brené Brown’s research highlights that vulnerability is a strength. Even if your idea is not perfect, contributing shows courage and commitment to the team.

3. Everything Has Been Said.  When others seem to cover the key points, it may feel unnecessary—or even self-indulgent—to add your voice. However, your unique lens remains valuable.

Strategies to Overcome:

• Shape the Flow: According to Adam Grant in Think Again, contributing early not only increases your visibility but also gives you the chance to influence the conversation.

• Enrich the Dialogue through Questions: If your key points have been addressed, ask a thoughtful question that deepens the discussion or offers a new angle. Questions demonstrate active listening and intellectual curiosity.

4. Deference to Experienced Leaders. Being new or less experienced can spark self-doubt when surrounded by seasoned executives. But your fresh perspective is an asset, not a liability.

Strategies to Overcome:

• Leverage Newcomer Insight: As Harvard Business School’s Frances Frei and Anne Morriss explain in Unleashed, newcomers often bring fresh perspectives unclouded by legacy thinking. Use this to your advantage.

• Frame Your Voice:  Use language like “From a different angle…” or “Building on what’s already been shared…” to position your input as additive rather than disruptive, reinforcing collaboration while contributing your unique insight.

5. Nerves and Overthinking.  Anxiety can lead to second-guessing, or, once you start talking, rambling. Neither helps your message land with clarity.

Strategies to Overcome:

• Practice Conciseness: Jot down key points in bullet form before you speak to stay focused. Aim for clarity and brevity.

• Breathe and Pause: Slow, deep breaths and deliberate pacing can help calm nerves and ensure your message lands effectively.

When You Do Speak: Add Value with Intention

When you do contribute, focus on adding value to the conversation. Here are four powerful ways to do so:

1. Share an Informed Perspective

• Align with Business Priorities: Highlight how your points connect to both short-term and long-term business goals.

• Take a Systems View: Discuss how ideas impact other departments, stakeholders, or the broader organization.

• Offer Industry Comparisons: Share insights from within or outside your industry to provide context and innovative solutions.

2. Ask Strategic Questions.  Questions can:

• Clarify others’ thinking.

• Identify hidden challenges or opportunities.

• Guide the conversation toward actionable outcomes.

3. Take a Facilitator Role.  If the conversation becomes chaotic or stuck:

• Summarize key points: “Here’s what I’m hearing…”

• Propose structure: “Should we park this item and revisit it later so we can cover the rest of the agenda?”

• Propose action: “What feels most important to move forward, and who will take the lead?”

4. Champion Others. Acknowledging and building on others’ ideas fosters collaboration and trust. For example: “I really appreciate Jim’s idea because it prioritizes our stakeholders in innovative ways.”

·       Amplify Contributions: Echo and expand on valuable ideas by connecting them to broader goals or providing additional context.

·       Recognize Effort: Highlight when someone’s contribution moves the conversation forward. For example, “Susan’s suggestion provides a clear path for addressing this challenge effectively.”

Silence might feel safe in the moment, but it’s a missed opportunity to build your reputation, influence decisions, and create meaningful connections with colleagues. By preparing, practicing, and shifting your mindset, you can make your voice heard and elevate your presence in executive meetings.  Your voice is your power—use it to lead with confidence.

Quote of the day: "Speak Your Mind, Even If Your Voice Shakes.” – Maggie Kuhn

Question of the day. What steps can you take to reframe fear of speaking up as an opportunity for growth and connection? Comment and share below; we’d love to hear from you!

The next blog in this series 3/4 will focus on the importance of roadshows to make your team’s work more visible.

As a leadership development and executive coach, I work with new executives to sharpen their leadership skills contact me to explore this topic further.

How do you add value in meetings?

Set Up Stakeholder Meetings for Better Working Relationships (New Executive Series 1/4)

When new executives join a company, one of the most effective strategies for success is establishing strong relationships with key stakeholders. These meetings not only help in understanding the organizational culture and priorities but also lay the groundwork for collaboration and influence. Building these connections early can significantly impact how work gets done and set the tone for long-term success. However, many people hesitate to initiate stakeholder meetings due to common obstacles.

Common Obstacles Holding People Back

1. "Other people are too busy."  It’s easy to assume that others are too busy to meet with you. While it’s true that people have demanding schedules, this should not discourage you from asking. As Adam Grant, organizational psychologist and author of Give and Take, emphasizes, “The most generous people don’t hoard their time - they share it with others to build meaningful connections.” If someone is busy, ask for a time that works better or follow up later. Polite persistence often pays off.

2. "They are more senior to me."  Many individuals fear reaching out to more senior colleagues, assuming they won’t be interested. Contrary to this belief, senior leaders often value these conversations. Executive coach Marshall Goldsmith, author of What Got You Here Won’t Get You There, highlights that leaders appreciate opportunities to mentor and gain fresh perspectives. These meetings enable them to share their expertise while learning about the challenges faced by newer team members.

3. "They are not interested in relationship-building."  It’s easy to misjudge someone’s willingness to connect. As Brené Brown, researcher and author of Dare to Lead, reminds us, “Connection is what gives purpose and meaning to our lives.” Often, people are more open to connection than we expect. One of my clients shared how, after taking the initiative to meet with colleagues, she found them not only receptive but grateful for the opportunity to engage.

How to Structure Stakeholder Meetings

A well-structured stakeholder meeting is crucial for maximizing the time you spend together. Here’s a simple framework:

1. Start with rapport.  Begin with small talk to establish common ground. Share a bit about yourself and ask about their journey. Learning about their career trajectory, challenges, and proudest achievements creates a natural connection. Prepare a concise elevator pitch that highlights who you are and your goals within the company.

2. Understand their work and priorities.  Ask open-ended questions to uncover what their team is working on, their top priorities, and their vision. Understand what they’re proud of and where they see opportunities for growth. Sharing insights about your own team’s goals fosters mutual understanding.

3. Seek collaboration opportunities.  As Stephen Covey, author of the 7 Habits of Highly Effective People, advises, “Seek first to understand, then to be understood.” Look for synergies where your teams can collaborate, creating value for the organization while strengthening relationships.

The Benefits of Regular Stakeholder Meetings

1. Stronger relationships.  By meeting regularly, you foster trust and rapport, which in turn leads to improved communication and collaboration. Harvard Business School professor Amy Edmondson, known for her work on psychological safety, notes that strong relationships foster environments where people feel safe sharing ideas and taking risks.

2. Increased visibility.  Sharing your team’s work ensures others know what you’re contributing to the organization. This visibility can enhance your reputation, especially during calibration or promotion discussions. As Herminia Ibarra, author of Act Like a Leader, Think Like a Leader, advises, “Visibility is about more than being seen; it’s about being known for the value you bring.”

3. Opportunities for mentorship and sponsorship.  Stakeholder meetings often lead to relationships with mentors and sponsors who can advocate for you, offer career guidance, and open doors to new opportunities. Research by Sylvia Ann Hewlett, author of Forget a Mentor, Find a Sponsor, reveals that sponsors are pivotal in advancing careers, especially for underrepresented groups.

Stakeholder meetings are not just about ticking a box - they’re about creating meaningful connections that drive mutual success. By overcoming hesitations, structuring conversations effectively, and prioritizing these meetings, you can enhance relationships, increase visibility, and uncover invaluable opportunities for growth. As Dale Carnegie famously said, “You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.” Take the first step today - schedule a stakeholder meeting and watch your professional relationships flourish.

Quote of the day: "Success in business is all about making connections." – Richard Branson

Question of the day. What steps have you taken to initiate a meaningful connection with a key stakeholder or peer? Comment and share below; we’d love to hear from you! 

The next blog in this series 2/4 will focus on being visible in meetings. 

As a leadership development and executive coach, I work with new executives to sharpen their leadership and networking skills contact me to explore this topic further.

How do you like to connect with others?

Beyond VUCA: Understanding BANI and Thriving Amid New Challenges (VUCA series 6/6)

As the world grows increasingly complex and unpredictable, many leaders and academics have recognized that the VUCA framework may not fully capture today’s challenges. Enter BANI - Brittle, Anxious, Nonlinear, and Incomprehensible. This model provides a lens for understanding not only the changing conditions but also the human responses and limitations we face. With BANI, leaders can explore ways to support teams in a landscape that is often fragile, overwhelming, and beyond simple understanding. 

What BANI Can Look Like

·       Brittle: Systems that appear robust can easily break under strain. For example, a seemingly stable supply chain can crumble with unexpected disruptions, revealing hidden weaknesses. 

·       Anxious: With constant information and pressure to keep up, anxiety rises. Employees may feel overwhelmed by the pace of change, which impacts their decision-making and morale. 

·       Nonlinear: In a nonlinear world, small actions can have outsized effects, while big efforts sometimes yield minimal impact. The lack of cause-and-effect predictability makes planning challenging. 

·       Incomprehensible: Some situations are too complex to fully understand. With the evolution of technology and global interconnectedness, leaders and employees often feel disoriented, as traditional strategies and explanations fail to meet their needs. 

Let’s Explore Strategies for Managing BANI:

Building Resilience to Handle Brittleness:

·       Identify and Reinforce Weak Points: Regularly assess and strengthen critical areas, such as cybersecurity, supply chains, and contingency plans, to enhance overall resilience. 

·       Foster Cross-Training and Role Flexibility: Equip employees with versatile skills to quickly adapt when systems are under stress.

·       Simplify Processes: Focus on core priorities and streamline workflows to prevent bottlenecks, especially under pressure. 

Supporting Mental Health to Ease Anxiety

·       Encourage Open Conversations on Mental Health: Normalize discussions about mental health and ensure employees feel safe expressing their concerns.

·       Provide Wellness Resources: Offer resources such as mental health days, counseling, or mindfulness training to help employees manage stress effectively. 

·       Schedule Reflection Time: Integrate structured breaks to give employees a mental reset and regain perspective during intense periods of intense activity. 

Embracing Adaptability in Nonlinear Contexts

·       Promote Experimentation: Encourage safe-to-fail experiments where teams can try new approaches and learn from outcomes without fear of failure.

·       Use Scenario Planning: Prepare for multiple potential outcomes so teams feel agile and ready, no matter what unfolds.

·       Invest in Continuous Learning: Encourage ongoing skill-building to help employees stay adaptable as conditions evolve.

Cultivating Humility to Approach the Incomprehensible

·       Promote Cross-Functional Collaboration: Gather diverse teams to tackle complex problems, enabling a more comprehensive understanding.

·       Foster a Growth Mindset: Create a learning culture where employees can ask questions, admit uncertainty, and share insights. 

·       Encourage Reflective Practices: Hold team debriefs or knowledge-sharing sessions to process complex challenges collectively. 

The BANI framework helps leaders address the unique psychological and operational challenges of today’s world, where fragility, anxiety, unpredictability, and incomprehensibility can feel overwhelming. By understanding these dynamics and adopting thoughtful, supportive strategies, leaders can help their teams not just survive but thrive in a BANI environment.

Quote of the day. “In an age of complexity, leaders must become comfortable with uncertainty, fragility, and the unknown.” – Margaret Wheatley 

Question of the day. How can you help your team find stability and confidence in a world that often feels fragile and overwhelming?  Comment and share below; we’d love to hear from you. 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCA & BANI conditions, contact me to explore this topic further.

Handling Hyper-Connectivity In The Workplace (VUCA Series 5/6)

In recent years, some academics and business leaders have expanded the concept of VUCA by adding a fifth element: Hyper-Connectivity. Often referred to as "VUCAH," this addition reflects the increasingly interconnected nature of modern workplaces, where technology, global networks, and digital platforms create constant communication and rapid information flow. While hyper-connectivity offers numerous advantages, it also presents unique challenges, such as information overload, blurred work-life boundaries, and reduced focus. For leaders, understanding how to manage hyper-connectivity is essential for harnessing its benefits while mitigating potential downsides.

What Hyper-Connectivity Can Look Like

Hyper-connectivity can take the form of constant communication channels, such as emails, instant messaging, project management tools, and notifications, which keep teams and systems closely linked. While this facilitates real-time collaboration and rapid decision-making, it also risks information overload and increased distractions. For instance, employees may find it challenging to focus on deep work when constantly interrupted by notifications, or they may struggle with blurred boundaries between work and personal time due to 24/7 connectivity.

Strategies for Managing Hyper-Connectivity

·       Set Clear Boundaries for Communication.  Encourage structured communication practices, such as designated quiet hours or scheduled check-ins, to allow for focused work. Leaders can model healthy communication boundaries to prevent burnout and maintain productivity.

·       Prioritize and Filter Information.  Too much information can lead to decision fatigue. Implement tools that prioritize and filter messages, so employees receive only the most relevant updates. Managers can encourage teams to minimize “reply all” or unnecessary messages to reduce noise.

·       Foster Deep Work and Mindful Use of Technology.  Encourage blocks of uninterrupted time for deep work by setting aside certain periods of the day where team members can disconnect from messaging apps. Teaching employees to be mindful of their technology use can help them strike a balance between connectivity and focus, thereby enhancing their efficiency and creativity.

Hyper-connectivity is both a challenge and an opportunity in today’s workplace. By setting boundaries, filtering information, and fostering focused work, leaders can create an environment where employees benefit from connectivity without being overwhelmed by it. With intentional practices, hyper-connectivity can enhance collaboration and innovation, allowing teams to thrive in an always-on world.

Quote of the day. “The art of communication is the language of leadership.” – James Humes

Question. How can you create an environment that leverages connectivity to enhance collaboration without sacrificing focus and well-being?  Comment and share below; we’d love to hear from you. 

The next blog in this series will focus on beyond VUCA to the Bani framework to also navigate complexity in the workplace 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCAH conditions, contact me to explore this topic further.

How do you navigate hyper-connectivity?

Dealing with Ambiguity and Finding Clarity (VUCA Series 4/6)

Ambiguity—when goals, expectations, or tasks are unclear—can be one of the most stressful conditions in a workplace. As roles and markets evolve, ambiguity can sometimes be unavoidable. But with the right strategies, managers can help their teams find clarity in ambiguous situations, fostering adaptability and resilience. 

What Ambiguity Can Look Like

Ambiguity in the workplace often involves unclear roles, expectations, or goals, leaving employees confused about the best path forward. For example, in a company entering a new market, there might be few established guidelines, making it difficult for teams to determine strategies and priorities. New initiatives or emerging fields like AI can add further ambiguity, with evolving definitions and standards that offer little guidance. Internally, ambiguity can appear as undefined roles or shifting objectives, creating challenges in decision-making. Employees may experience frustration from a lack of direction, yet this environment also cultivates adaptability and encourages creative problem-solving, empowering teams to chart new paths in uncertain territory. 

Let’s Explore Approaches to Navigate Ambiguity

·       1. Establishing Clear Priorities.  When all details are not clear, setting core priorities provides a guiding light. Managers who help employees focus on overarching goals, even when specifics are lacking, provide direction and purpose, reducing the sense of aimlessness that ambiguity can cause. 

·       Promoting an Iterative, “Test-and-Learn” Approach. Ambiguity calls for flexibility. Encouraging teams to take small, calculated steps allows for gradual learning and adaptation. By adopting an iterative approach, employees can feel comfortable moving forward and making adjustments as more information becomes available. 

·       Encouraging Adaptability and Resilience.  Training teams to build resilience helps them face ambiguity with a growth mindset. By seeing ambiguous situations as learning opportunities, employees can transform uncertainty into innovation, fostering an environment where challenges become chances for personal and professional development. 

Ambiguity can be daunting, but it’s also an invitation to innovate and adapt. Through clear priorities, iterative learning, and resilience training, managers can guide their teams to approach ambiguity with confidence and creativity, turning uncertainty into a source of strength.

Each article in this series is designed to provide unique insights and actionable strategies, giving readers a comprehensive view of the VUCA landscape and practical tools to support their teams through the challenges of volatility, uncertainty, complexity, and ambiguity.  I’ve added two more articles in the series to address a recent extension of the concept – VUCAH to include the additional challenge of hyperconnectivity, which you can read about in the next article, and the concept of BANI, an extension framework, that you can explore in the last article of the series. 

Quote of the day. "Ambiguity is the soil in which great ideas grow." – Marty Rubin 

Question of the day. What strategies can you use to empower your team to embrace ambiguity and explore new possibilities? Comment and share below; we’d love to hear from you.

The next blog in this series will focus on dealing with hyperconnectivity in the workplace.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCA conditions, contact me to explore this topic further.

How do you navigate ambiguity?

Addressing Complexity At Work (VUCA Series 3/6)

Today’s workplace is more interconnected than ever, with diverse functions, teams, and goals intertwined in intricate ways. This complexity can lead to miscommunication, misalignment, and inefficiency if not managed well. For managers, navigating this web of interconnected challenges requires simplifying processes, promoting cross-functional understanding, and fostering systems thinking.

What Complexity Can Look Like

Complexity often appears in workplaces with many associated systems, teams, and goals that require coordination. For instance, a global company might manage cross-functional projects involving multiple regions and specialized departments, each with different priorities and processes. Technology integration can also add complexity, with new tools requiring seamless communication between platforms to avoid disruptions. Internally, complexity might mean intricate workflows or extensive collaboration between departments, which can lead to misunderstandings and delays. Employees may feel overwhelmed by navigating these dependencies, yet the environment also encourages systems thinking and collaborative problem-solving, helping teams build stronger connections and approach challenges with a broader perspective.

Let’s explore strategies for managing complexity

·       Simplifying Processes and Reducing Bottlenecks. In complex environments, inefficiencies can quickly compound. By streamlining workflows and cutting down on unnecessary approvals or steps, managers make it easier for teams to focus on what truly matters. Simplicity in processes translates to more clarity, reducing the cognitive load on employees.

·       Encouraging Systems Thinking.  Complexity is often rooted in the relationship between different parts of a system. Training employees to think in terms of systems helps them understand how their actions impact others across the organization. This broader perspective fosters more strategic thinking and enhances decision-making.

·       Cross-Functional Collaboration.  Complexity often involves multiple teams working together. Regular cross-functional collaboration breaks down silos, helping teams understand different priorities and work styles. This approach improves problem-solving and builds camaraderie, enhancing team resilience when facing intricate challenges. 

·       Run Experiments. While experience can be valuable in addressing challenges, relying on it exclusively can limit effective solutions to complex problems. Just as raising a child requires adapting to each new situation, complex issues often demand a fresh approach rather than repeating past successes. By designing thoughtful, "safe-to-fail" experiments, leaders can test new strategies without significant risk, gaining insights into what works and what does not. Embracing a mindset open to experimentation, without attachment to a specific outcome, allows for innovative solutions that are more aligned with the complexity of the current landscape.

Complexity does not have to lead to confusion. By promoting simplified processes, fostering systems thinking, experimenting, and enhancing collaboration, managers can turn complex work environments into opportunities for growth and innovation, empowering teams to navigate challenges with greater confidence and cohesion. 

Quote of the day. "The greatest ideas are the simplest." – William Golding

Question. How can your team simplify processes and focus on the bigger picture to navigate complexity more effectively?  Comment and share below; we’d love to hear from you!

The next blog (3/6) in this series will focus on dealing with ambiguity in the workplace.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCA conditions, contact me to explore this topic further.

How do you navigate complexity?

Navigating Uncertainty In The Workplace (VUCA Series 2/6)

I don’t know many people who enjoy uncertainty, but leadership is all about how to navigate it effectively to provide clarity, direction, and positive change - even when they don’t have all the answers.  Uncertainty, unlike volatility, involves the unknowns about future events and the difficulty of making assertive predictions. Managers play a crucial role in guiding employees through these foggy times, building trust, and offering support to reduce stress and maintain focus.

What Uncertainty Can Look Like

Uncertainty often arises from unclear outcomes and unpredictable market trends, making it difficult for companies to plan confidently. For instance, an emerging technology might show potential, but its market acceptance remains unknown, leaving teams unsure of where to invest resources. Regulatory developments can also contribute to uncertainty, as companies wait to see if proposed laws will pass and how they’ll need to adapt. Internally, uncertainty can lead to ambiguous project scopes or shifting timelines as the company reassesses priorities. Employees may feel a lack of clarity about long-term goals, which can increase stress and affect morale. Yet, this environment also fosters open communication and flexible planning, encouraging teams to focus on core objectives and adaptively prepare for a range of possibilities. 

Let’s explore ways to overcome the challenges of uncertainty

·       Transparent Communication.  Employees respect honesty and transparency, even when information is limited. Managers who communicate what they know, as well as what they don’t, build trust with their teams. Regular updates, even if there’s no new information, create a more open and predictable environment where employees feel informed rather than left in the dark.

·       Scenario Planning for Confidence.  Managers can help teams feel prepared by conducting scenario planning sessions. By mapping out potential situations and discussing possible responses, teams are better equipped to handle various outcomes. This approach can reduce anxiety and make the unknown feel more manageable. 

·       Fostering Psychological Safety.  Uncertain times can lead employees to hesitate in sharing their concerns or ideas. Managers who foster an environment of psychological safety allow employees to voice thoughts without fear of judgment. By encouraging open dialogue, leaders build a support system where employees feel understood and valued, even when answers are unclear.

Managing uncertainty is about creating a sense of stability amid the unknown. Through open communication, proactive planning, and a supportive atmosphere, managers can guide their teams to feel empowered and prepared - even when the path forward is not fully visible. 

Quote of the day. "Embrace uncertainty. Some of the most beautiful chapters in our lives won’t have a title until much later." – Bob Goff

Question. What steps can you take to communicate openly with your team, even when you don’t have all the answers?  Comment and share below; we’d love to hear from you!

The next blog in this series will focus on navigating complexity in the workplace. 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCA conditions, contact me to explore this topic further.

How do you navigate uncertainty?

Managing Volatility In The Workplace (VUCA series 1/6)

The concept of VUCA - Volatility, Uncertainty, Complexity, and Ambiguity - has become a crucial framework for understanding the challenges businesses face. Originally coined by the U.S. military, VUCA captures the unpredictable and often unstable conditions of modern environments. For businesses, these factors can disrupt plans, shake market positions, and demand quick adaptations. Leaders who recognize and navigate these forces can better equip their teams to thrive amid constant change. Organizations can adopt strategies that mitigate risks and foster resilience, agility, and innovation, ensuring they remain competitive in a world where the only constant is change.

What Volatility Can Look Like

Volatility often shows up as sudden changes in market demands, technology, or consumer preferences. For instance, a new competitor might release an innovative product, prompting a quick pivot to stay relevant. Similarly, regulatory updates, like shifts in data privacy laws, can require immediate software adjustments to ensure compliance. Internally, volatility might mean frequent changes in project priorities as the company adapts. For example, Meta had to adjust its data strategy quickly in response to Apple’s iOS privacy changes, which impacted its ad revenue model. For employees, these shifts can bring tighter deadlines, shifting goals, and increased stress. While challenging, this environment promotes adaptability and resilience, encouraging employees to build new skills and respond creatively to change.

Let’s Look At Ways of Navigating Volatility:

·       Flexible Frameworks Over Fixed Plans. When things change rapidly, rigid strategies can quickly become outdated. Adopting an agile approach enables managers to adjust their tactics on the fly. By fostering a culture of adaptability, managers can encourage employees to pivot when needed, focusing more on the outcome than the process.

·       Empowering Decentralized Decision-Making.  Volatile environments require quick action, which can be challenging when every decision has to go through multiple layers of approval. By empowering teams to make real-time decisions within set parameters, managers speed up responses and instill a sense of ownership and confidence in their teams.

·       Continuous Skill Development and Cross-Training. Volatility often demands new skills as teams respond to shifting market needs.  Regular upskilling, reskilling, and cross-functional training prepare employees to tackle new challenges head-on. This approach enables organizations to quickly mobilize talent where it's most needed and keeps employees engaged with growth opportunities.

Volatility might be inevitable, but companies and managers can turn it into an opportunity for innovation. By encouraging flexibility, autonomy, and continuous learning, they can not only weather the storms of change but also foster an adaptable, resilient workforce prepared for whatever comes next.

Quote of the day.  "The only way to make sense out of change is to plunge into it, move with it, and join the dance." – Alan Watts

Question. How can you foster a more flexible mindset within your team to better handle unexpected changes? Comment and share below; we’d love to hear from you. 

The next blog in this series will focus on navigating uncertainty in the workplace. 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and better navigate VUCA conditions, contact me to explore this topic further.

How do you navigate VUCA conditions?

Leading Former Peers: Navigating Shifts in Dynamics (Leadership Challenges Series 3/3)

One of the trickiest situations for any new leader is managing former peers. The shift from being “one of the team” to the person responsible for overseeing and guiding that team can create an awkward dynamic if not handled thoughtfully. Your former peers may struggle with the adjustment, uncertain about how your new role will impact their relationship with you. They might question whether you’ll be fair, whether you’ll change, or whether past camaraderie will cloud your judgment.

Let’s look at some Strategies for Leading Former Peers:

1. Acknowledge the Shift.  Don’t ignore the elephant in the room—acknowledge the change in your role directly and transparently. Let them know that you’re aware this transition could feel unusual and that you’re committed to being fair, supportive, and open. Have one-on-one conversations where you address any concerns, inviting them to share their thoughts. This shows maturity and empathy, helping to ease any discomfort.

2. Establish Boundaries Without Sacrificing Connection.  One of the biggest adjustments will involve setting appropriate boundaries while maintaining the connection you’ve built with them. It’s natural to want to keep a friendly rapport, but it’s important to establish professional boundaries, especially regarding work decisions. You’re in a new position of authority, and clarity around roles will prevent misunderstandings. Emphasize that your primary goal is the team’s success and that your decisions will be made with everyone’s best interest in mind.

3. Be Transparent and Fair.  Former peers might worry that favoritism will come into play, especially if your relationships have previously been closer with some team members than others. To counteract this, be as transparent as possible about your decisions and the criteria you’re using. Ensure your approach to work distribution, evaluations, and feedback is clear and fair. Addressing these aspects early on and being consistent will reinforce your credibility as an impartial and effective leader.

4. Maintain Professionalism in All Interactions.  In your new role, professionalism takes on heightened importance. Small comments or gestures that may have been acceptable when you were peers might now be perceived differently. Approach each interaction with respect, clarity, and a bit of formality where needed. This does not mean losing your personality—it means being mindful of the subtle power dynamics and ensuring everyone feels respected and valued.

5. Be Humble and Inclusive.  Lead with humility by acknowledging that you may not have all the answers. Your former peers likely have valuable insights and inviting them to share them demonstrates respect for their experience. Show them that you see this as a collaborative relationship. Phrases like, “I’d love to hear your thoughts on this,” or “What would you suggest based on your experience” can encourage open communication and reinforce their trust in your leadership.

6. Celebrate the Team’s Wins, Not Just Your Own.  As you step into this leadership role, focus on celebrating team achievements rather than emphasizing your success. By spotlighting the team’s efforts, you’ll reinforce that you are in this role to support and uplift them rather than assert authority. Former peers will appreciate your focus on their success and your commitment to shared goals.

Leading former peers can be challenging, but it also offers a unique opportunity to demonstrate your leadership skills in a way that builds trust and fosters a collaborative environment.  By acknowledging the shift, setting clear boundaries, and focusing on transparency, you can create a seamless transition. Your goal is to guide the team forward while honoring the relationships and experiences you shared previously. When handled with care, managing former peers can result in stronger, more resilient bonds that benefit the team. 

Quote of the Day: “Leadership is not about a title or a designation. It's about impact, influence, and inspiration.” – Robin Sharma

Question: What’s your approach to leading former peers?  What’s the hardest part for you?  Comment and share below; we’d love to hear from you!

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills, contact me to explore this topic further.

How do you lead former peers?

Being the Only Woman in the Room: Navigating Leadership as a Female Executive Among Male Colleagues (Leadership Challenges Series 2/3)

For many female executives, one of the most challenging aspects of leadership is being the only woman in a room full of men. The dynamics in these situations can sometimes feel like you’re navigating invisible boundaries, where your ideas may be questioned, your authority might be subtly undermined, or your perspective could be overlooked. However, these challenges also present an opportunity to bring a fresh viewpoint, reshape cultural norms, and pave the way for future leaders.

Here are some strategies to help you navigate and thrive as a female leader among male colleagues.

1. Stand Firm in Your Expertise and Accomplishments.  As the only woman, you might feel pressure to “prove” yourself repeatedly, even after demonstrating your proficiencies. Instead, stand firm in your achievements. Resist the urge to minimize your contributions or downplay your success. Speak with confidence and conviction, letting your abilities speak for themselves. When you project self-assurance, others are more likely to respond with respect.

2. Leverage Your Unique Perspective.  Being the only woman allows you to bring a valuable, distinct perspective that might otherwise be missing in decision-making. Use this to your advantage. Your experiences, insights, and ideas are assets that can enhance the team’s strategy and broaden its viewpoints. Whether it’s about understanding diverse customers, advocating for inclusive policies, or simply offering a different take, your voice brings value that enriches the entire team. 

3. Create Alliances and Seek Allies.  Building alliances can be especially helpful in an environment where you’re the minority. Identify colleagues who respect and support your ideas, and look for opportunities to collaborate with them. These allies can help amplify your voice, advocate for your ideas, and offer support in meetings. Finding a mentor within the organization or in your industry can also be invaluable in navigating the nuances of being the only female executive. 

4. Communicate Clearly and Directly.  When leading in a male-dominated environment, clarity and assertiveness are key. Communicate your ideas directly, using concise language to convey your points. Practice speaking confidently and avoid qualifying language that might diminish your authority, such as “I just think…” or “Maybe…” Maintaining clear communication reinforces your credibility and makes your voice heard.

5. Navigate Interruptions and Assert Your Presence. Research has shown that women are often interrupted more than men in professional settings. If this happens, it’s crucial to maintain your presence. Politely but firmly reclaim the floor by saying, “If I can finish this last point and then I’d love to hear your idea” or if they have already interrupted, you can retake the stage by saying “If I can circle back to my point before shifting gears….” Establishing a strong presence ensures that your contributions are not overlooked and bolsters the importance of your input.

6. Use Emotional Intelligence to Build Connections.  Emotional intelligence is a key strength that can help you navigate complex team dynamics. Listening actively, empathizing with colleagues, and reading the room can enhance your ability to build strong connections. Leveraging your emotional intelligence allows you to gain allies, bridge communication gaps, and cultivate a collaborative environment that values diverse perspectives.

7. Lead by Example and Advocate for Inclusion.  As a trailblazer, you have the unique opportunity to set a positive example for future female leaders and to champion inclusion. By endorsing policies that support diversity, equity, and inclusion, you create a workplace culture where everyone feels valued. Being open about your experiences as the only woman in the room can foster dialogue and inspire change within the organization. 

Being the only woman in the room may present obstacles, but it also gives you a platform to lead with authenticity and influence change.  By asserting your expertise, building alliances, and communicating confidently, you can command respect and make a lasting impact. This journey requires resilience, self-assurance, and a dedication to lifting others as you rise.  Remember, you’re not only paving the way for your success but for the many female leaders who will follow in your footsteps. 

Question: Have you ever been the only in a room?  If so, how have you handled it? Comment and share below; we’d love to hear from you! 

Quote of the day: "Leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." – Sheryl Sandberg

The next blog in this series 3/3 will focus on another leadership challenge of leading former peers. 

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills, contact me to explore this topic further.

How Do You Lead as the Only in the Room?

Leading the Unfamiliar: Navigating Age, Expertise, and Intelligence in Leadership (Leadership Challenge Series 1/3)

Stepping into a leadership role is a major achievement, whether you’re a seasoned professional or newly promoted. But with the title comes the challenge of leading diverse teams—including those who may be older, more experienced, or even perceived as “smarter.” While these situations might seem daunting, they’re also incredible opportunities to grow as a leader and strengthen your team. Each scenario requires careful navigation rooted in trust, relationship-building, and an unwavering commitment to growth.

Let’s look at common leadership challenges and strategies to navigate them effectively.

Challenge #1:  Leading People Older Than You
When managing someone older, it’s natural to wonder if they’ll take you seriously, especially if there’s a significant age gap. As a younger leader, you might worry they’ll see your age as lacking experience or knowledge. This perception can lead to insecurities, but it’s essential to acknowledge your capabilities. Remember that you were promoted for a reason. Checking your doubts and showing confidence in your role can go a long way in establishing your authority without arrogance.

Strategies

·      Acknowledge Experience: Begin by recognizing their expertise and asking for their insights. This shows respect and opens the door for collaboration. Engaging in one-on-one conversations where you discuss team goals and solicit their input helps get everyone on the same page.

·      Be Confident, Yet Appropriately Vulnerable: Confidence and vulnerability are critical. Don’t shy away from admitting when you don’t know something. By being honest, you create space for mutual respect and demonstrate that you value their experience. 

·      Practice Generosity: Support their growth and celebrate their achievements. Leaders who generously share credit and give meaningful feedback cultivate trust and admiration. Recognize that older team members may have different needs or life responsibilities—do what you can to support them. 

Challenge #2: Leading People with More Expertise
Sometimes, leaders are brought in for their people skills or strategic vision rather than technical expertise. This can be challenging when team members know more about the technical details than you do. The key is to use your role to empower their abilities rather than trying to compete with them. 

Strategies

·      Leverage Their Knowledge: Seek their input on technical aspects and clarify that you value their expertise. This builds credibility and enables you to lead effectively without needing to be the subject matter expert.

·      Promote Open Communication: Encourage regular discussions to allow for knowledge-sharing. Facilitate an environment where questions and ideas flow freely and demonstrate that you’re there to support their work.

·      Stay Committed to Learning: Continuously develop your knowledge in areas relevant to your team. Participate in workshops, stay updated on industry trends, and seek feedback. This shows a dedication to growth that helps bridge any perceived gaps in expertise.

Challenge #3 Leading People Who Are Smarter Than You
Intelligence takes many forms. Some of your team members might excel in analytics and strategic thinking or possess highly specialized knowledge. In such cases, your role isn’t about competing intellectually but facilitating a culture where everyone’s strengths are maximized.

Strategies

·      Be an Advocate for Team Success: Instead of focusing on individual achievements, champion the team’s collective intelligence. Emphasize shared goals and celebrate each person’s unique contributions.

·      Encourage Collaboration: Inspire your team to share ideas and problem-solve together. When intelligent individuals work as a unit, you create a resilient team better equipped to handle challenges.

·      Showcase Adaptability: Adaptability and resilience are essential leadership traits that often resonate with highly intelligent individuals. Share stories of overcoming obstacles, demonstrate flexibility in the face of new information, and actively engage in problem-solving. This conveys your strength as a leader committed to personal and team growth.

Ultimately, leadership isn’t about age, expertise, or who’s “smartest” in the room. I t’s about building trust, leveraging each person’s strengths, and guiding the team toward shared success. As a leader, your responsibility is to foster an environment where every team member feels seen, heard, and empowered.

Quote: "The greatest leader is not necessarily the one who does the greatest things. [They] are the ones that get the people to do the greatest things."  – Ronald Reagan

Question: How do you handle leading people older or more experienced than you?  Comment and share below; we’d love to hear from you!

The next blog in this series will focus on another leadership challenge of being the only woman in the room.

As a leadership development and executive coach, I work with leaders to sharpen their leadership skills and navigate tricky situations, contact me to explore this topic further.

How Do You Lead Those Senior Than You?

Redefining Success: Crafting a Life on Your Own Terms (Leadership Brand Series 4/4)

Success is a word that often evokes images of wealth, recognition, and social status—ideas we’ve absorbed over the years from society, media, and education. But while these definitions are pervasive, they can also be restrictive, confining us to a narrow view of what it means to live a fulfilling life. When we look deeper, success becomes something far more personal and multifaceted. Real success lies in achieving goals that resonate with our core values and in building a life aligned with our unique aspirations.  

Moving from an "Outside-In" to an "Inside-Out" Definition of Success

Many of us adopt an “outside-in” definition of success early on, focusing on what society deems valuable—status, money, admiration. This can lead us to pursue goals that fulfill others’ expectations rather than our desires. When we define success for ourselves, we create an “inside-out” perspective based on our values, passions, and aspirations.

Here are some steps to help you explore your unique definition of success: 

1. Reflect on Your Core Values.  The first article in this series covers this topic.  Start by identifying your core values. Is integrity, kindness, creativity, or growth important to you? When success aligns with these values, it brings lasting fulfillment. For instance, if your core value is growth, success might involve learning and self-improvement rather than reaching a specific career title.

2. Think About the Impact You Want to Make.  Success isn’t only about what you gain but what you give. Consider the impact you’d like to make in your community, industry, or family. Impact does not have to mean major world changes—it could be as simple as supporting others, raising a loving family, or fostering a positive work environment.

3. Imagine the Lifestyle You Envision.  Envision the lifestyle that would make you feel successful. Would it involve travel, a slower pace, or a high-energy, entrepreneurial drive?  Success can be about having time for hobbies, enjoying meaningful relationships, or maintaining a healthy balance between work and personal life.

4. Explore Both Personal and Professional Goals.  It’s important to view success holistically, incorporating personal and professional aspirations. While your career might bring professional success, a fulfilling personal life is equally valuable. Tennis star Roger Federer, for example, balanced a high-achieving athletic career with being a committed husband and father, showing that success encompasses multiple facets of life.

5. Embrace Daily Progress Over Perfection.  Darren Hardy’s perspective on success as “rent that’s due every day” reminds us that success is not a static end goal. It’s a continuous process of growth and improvement. Success is not about flawless achievement but relatively steady, meaningful progress towards what matters most to you. 

A New, Sustainable Model for Success can incorporate these 3 elements:

• Well-Being: True success includes physical and mental health. If achieving your goals means neglecting your health, it’s unlikely to feel fulfilling in the long run.

• Wisdom and Wonder: Success is also about lifelong learning and a sense of curiosity. When you appreciate life’s small moments, you create joy in the journey itself.

• Contribution: Meaningful success involves making a positive impact. Whether it’s helping others in your community or contributing positively to your work environment, contribution adds a layer of purpose to your achievements.

Success and Happiness: The Connection

The relationship between success and happiness is often misunderstood. Some view success as a pathway to happiness, while others find it in the process.  Adam Grant’s research suggests that when we prioritize internal goals, like personal growth, kindness, and health, we experience greater happiness and well-being than when we focus on external rewards like fame or wealth. In other words, happiness and success are closely linked when we define success in a way that aligns with our values.

Success isn’t solely about accomplishments; it’s also about the quality of the journey. Finding happiness in everyday progress, connecting with others, and pursuing work that resonates with us creates a richer, more fulfilling version of success.  As Phil Jackson wisely noted, “You’re only successful at the moment when you perform a successful act.”

Success is not a single, universal measure. It’s a highly personal journey, one that should be aligned with your own values, passions, and goals. Real success is about crafting a life that resonates deeply with who you are and what you care about. Define it for yourself, live it each day, and find fulfillment in the journey—not just the destination.

Reflection Question: What does success mean to you today, and how can you begin to live by that definition more fully?  Comment and share below; we’d love to hear from you!

Quote: "Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful." — Albert Schweitzer

As a leadership development and executive coach, I work with leaders to develop their leadership brand and define success, contact me to explore this topic further.

How do you define success?

The Power of Vision in Leadership (Leadership Brand Series 3/4)

Purpose defines why you do what you do, but vision clarifies where you’re going.  A powerful vision gives direction, solves problems, and inspires people to rally behind you. It’s the picture of the future you want to create—one that is bold, exciting, and serves as a roadmap for the next two to five years and beyond. In leadership, a clear and compelling vision isn’t just about achieving goals; it’s about sparking possibilities and inspiring those around you to move forward with purpose.

What Makes a Vision Compelling?  Here are a few characteristics:

1. Clear and Concise.  Like Disney’s “to make people happy” or Instagram’s “capture and share the world’s moments,” a vision statement should be simple and memorable. If it’s strong, you should be able to ask five people about it, and each of them will repeat it back to you with ease.

2. Bold and Inspiring.  Vision statements should create excitement about the future. Take Patagonia's mission "to save our home planet."   This powerful statement goes beyond selling apparel, reflecting a commitment to environmental stewardship and inspiring employees and customers to join in a meaningful cause.

3. Focused on Positive Impact.  Vision is most powerful when it addresses the intangible values people care about, such as building community, creating a sustainable planet, or fostering innovation. It should make a difference not only for the leader or the organization but also for the broader community.

Developing Your Personal and Professional Vision

Vision setting begins with clarity around your own aspirations. Here’s how you can build a vision that aligns with both personal fulfillment and professional growth:

1. Imagine Where You Want to Be in 2-5 Years.  Ask yourself: Where do you see yourself personally and professionally in the next few years?  If you could wave a magic wand and achieve everything you wanted, how would your career, relationships, and personal life look? These questions help to create a vision that is future-focused and inspiring.

2. Focus on Impact and Contribution.  A strong vision centers on more than personal success; it focuses on positive impact. Consider how your vision could contribute to others—whether it’s building a team known for innovation, creating a product that changes lives, or setting an example of authentic leadership. 

3. Craft a Vision Statement.  Once you’ve identified where you want to go and how you want to make an impact, write a clear and concise statement that reflects this. It should be short enough to remember but powerful enough to guide decisions. For instance, a personal vision might be: “To lead by example, fostering a culture of growth, empathy, and excellence in everything I do.”

4. Revisit and Refine Your Vision Regularly.  Vision isn’t static; it can and should evolve as you grow and adapt to new experiences. Revisit your vision periodically to ensure it still aligns with your purpose and goals and adjust as needed.

Building a Team Vision

In addition to personal and professional vision, effective leaders need a team vision. A team vision aligns everyone toward a common future, uniting diverse goals and creating a shared sense of purpose. Here’s how to create a vision that resonates:

1. Identify the Team’s Unique Purpose.  Think about what makes your team unique. What problems are you uniquely positioned to solve? Consider how your team’s contributions can add value to the larger organization and positively impact those you serve. 

2. Envision the Ideal Future State. If everything went perfectly for your team over the next two to three years, what would be different? Imagine how you’d want others to describe your team’s reputation. For example, “To be known as the go-to team for innovative solutions that drive customer success.”

3. Involve Your Team in the Vision-Setting Process.  A vision that is created in isolation may not resonate. Engage your team members by asking for their ideas and feedback. When they contribute to the vision, they’re more likely to be excited about and committed to it.

4. Communicate the Vision Regularly.  An inspiring vision needs to be shared, often and enthusiastically. Talk about it in team meetings, one-on-one check-ins, and even casual conversations. This keeps it top-of-mind and demonstrates your commitment. Repetition helps ensure everyone is aligned and energized around a common goal.

Vision as a Guiding Light for Strategy and Decision-Making

A vision statement serves as a guiding light for all strategic planning and decision-making. Once your vision is set, you can use it as a framework for prioritizing responsibilities, setting objectives, and focusing efforts. Leaders often face competing demands and limited resources, so a strong vision helps filter what’s essential from what’s merely urgent.

1. Use Vision as a Lens for Strategic Decisions. When making strategic choices, refer to your vision. Ask yourself if the decision aligns with the future state you’ve outlined. If not, it might be a sign to reassess your options.

2. Align Goals with Vision through OKRs.  Objectives and Key Results (OKRs) are an effective way to ensure that team and individual goals are moving toward the vision. When goals and objectives align with the vision, each person’s work contributes meaningfully to the bigger picture.

3. Balance Short- and Long-Term Priorities.  Vision requires balancing immediate tasks with long-term goals. While it’s essential to achieve short-term objectives, keep your vision in mind to ensure these tasks build toward your desired future. This long-term perspective can prevent getting sidetracked by day-to-day demands.

A clear and compelling vision for yourself, your profession, and your team can elevate your leadership, providing direction and uniting everyone around shared aspirations. Whether you’re crafting a personal vision for growth, setting a professional vision for impact, or creating a team vision for innovation, remember that vision is a guiding light. When you articulate it well, it inspires, energizes, and brings people along on the journey.

Reflection Question: What is your vision for the next few years, and how will it inspire positive change and impact in those around you?  Comment and share below; we’d love to hear from you! 

Quote of the day:  "The only thing worse than being blind is having sight but no vision." — Helen Keller 

The next blog in this series 4/4 will focus on defining success. 

As a leadership development and executive coach, I work with leaders to develop their leadership brand, contact me to explore this topic further.

What’s Your Vision?

Discovering Your Purpose for Greater Impact (Leadership Brand Series 2/4)

Purpose is the reason you wake up every morning with energy and motivation. It goes beyond daily tasks or achievements and taps into something deeper—your unique contribution to the world. Just as companies like Nike, Google, and Amazon have clear, guiding purposes—like inspiring athletes, making information accessible, and providing books in an instant—leaders also need a purpose that acts as their "north star." 

A well-defined purpose gives leaders clarity, focus, and resilience, especially when facing the unknown. Knowing your “why” not only enriches your life but also strengthens your impact as a leader, offering direction to navigate both personal and professional challenges.

Purpose Beyond Profit: Why Leaders Need a "Why"

Purpose shapes not only what you do but also how you do it. When you lead with purpose, you bring authenticity, passion, and consistency to your role. Simon Sinek’s “Start with Why” concept emphasizes that purpose is not simply a pathway to success; it’s what draws people to you and keeps them committed. People follow leaders who know why they lead, inspire, and create meaning.

A purpose-driven leader asks: Why should people follow me? Why should they stay engaged and motivated? When your actions consistently reflect your purpose, you foster trust, loyalty, and a shared commitment to something larger than individual tasks or goals.

Finding Purpose

1. The Ikigai Approach.  The Japanese concept of Ikigai—a reason for being—offers a framework for finding purpose. Ikigai resides at the intersection of four spheres:

• What you love

• What you’re good at

• What the world needs

• What you can be paid for

Ikigai reminds us that purpose is more than a passion; it’s a balanced pursuit that incorporates skill, relevance, and contribution to the broader world. By aligning these four areas, you can find a fulfilling and sustainable purpose. For example, a leader who loves mentoring, is skilled at developing others, and understands the importance of building future leaders may find their purpose in guiding team members toward their highest potential.  You can use this framework to identify your purpose. This exercise can clarify the unique intersection where your passion, skill, and contribution come together, offering a roadmap to purpose-driven leadership.

2. The Mastery Approach.  Cal Newport’s So Good They Can’t Ignore argues that purpose often emerges from mastery. While passion is valuable, building rare and valuable skills can create a sense of purpose. Purpose isn’t always discovered overnight—it’s crafted through dedication, skill development, and a commitment to making a meaningful impact. By focusing on becoming exceptionally skilled in areas that matter, you lay the foundation for a purpose rooted in value and contribution. Taking time to develop rare and valuable skills can help uncover your purpose, as these competencies will strengthen your sense of impact and open new opportunities for meaningful contributions.

3. Reflect on Your “Why.” Begin by asking why you do what you do. What impact do you want to create? Reflect on moments when you felt most fulfilled and effective in your role. Identifying these experiences can reveal insights about your purpose. 

Benefits of a Purpose-Driven Leadership Approach

1. Clarity in Decision-Making.  Purpose acts as a compass, making it easier to identify priorities and stay aligned with long-term goals. Leaders who know their purpose are less likely to be swayed by distractions or quick fixes; instead, they make deliberate, impactful choices. As Lewis Carroll said, “If you don’t know where you are going, any road will get you there.” With purpose, leaders can confidently say “yes” to decisions that align and “no” to those that don’t.

2. Focus and Resilience.  A clear sense of purpose provides strength during challenging times. Knowing your purpose helps you maintain focus, even when circumstances are difficult or outcomes are uncertain. This clarity reduces stress, allowing you to navigate obstacles with resilience and determination, ultimately benefiting you and those you lead. 

3. Enhanced Engagement and Impact.  Purpose-driven leaders inspire others to give their best because their actions reflect genuine commitment. Simon Sinek’s research has shown that people who enjoy going to work are more productive and creative and more positive in their interactions with colleagues and clients. When leaders operate purposefully, they create a workplace environment where others can find meaning and fulfillment.

4. Confidence and Authenticity.  Purpose gives leaders an internal boost of confidence. When you know what drives you, you bring authenticity to your leadership, creating a positive impact that resonates with others. Purpose-oriented decisions feel aligned with who you are, allowing you to act assertively without aggression or passivity. This balance encourages others to trust and respect your leadership.

Purpose is the anchor that brings joy and fulfillment to everyday life, creating a leadership brand that’s both inspiring and impactful. Defining and living by your purpose isn’t a destination; it’s a journey that guides your actions, fuels your motivation, and enriches the lives of those you lead. Finding your purpose may take time and reflection, but the journey is worth it.

Reflection Question: “What is your “why” as a leader, and how can you begin to live that purpose more fully today?  Comment and share below; we’d love to hear from you!

Quote: "The purpose of life is not to be happy. It is to be useful, to be honorable, to be compassionate, to have it make some difference that you have lived and lived well." — Ralph Waldo Emerson

The next blog in this series 3/4 will focus on having vision. 

As a leadership development and executive coach, I work with leaders to develop their leadership brand, contact me to explore this topic further.

What’s your purpose?

The Power of Knowing Your Values (Leadership Brand Series 1/4)

A big part of defining your leadership brand is starting with your values. Values represent what we consider important and meaningful; they energize, motivate, and inspire us to lead authentically. Gandhi famously said, “Happiness is when what you think, what you say, and what you do are in harmony.”  Yet, many of us move through life without a clear understanding of our values, often prioritizing others’ expectations over our own beliefs.  Knowing your values—whether love, growth, money, integrity, or impact—gives you a foundation for leading in alignment with what matters most.

The Benefits of Knowing Your Values

·       Clarity in Decision-Making. Values provide a guiding framework for choices, helping us navigate difficult decisions with ease. When we’re faced with uncertainty, our values act as a source of strength, keeping us grounded and aligned.

·       Authenticity and Reduced Stress. Living in alignment with your values means less internal conflict and more stability. By operating from a place of authenticity, we reduce stress, as our actions consistently reflect who we truly are. 

·       Building Your Leadership Identity. Values shape our leadership identity, also known as our “personal brand.” Virtually every decision, from career moves to daily interactions, is influenced by our values. When we live by them, we strengthen our sense of self and create a leadership presence that’s impactful and reliable. 

Identifying Your Core Values

1.  Reflect on Personal Values.  Start by examining a list of values. Highlight five that resonate with you personally—these might be empathy, integrity, courage, family, loyalty, etc.. For example, if you value empathy, consider how you demonstrate it in your personal life, such as actively listening to family members or friends.  Some values may overlap with your professional life, but others may be unique to personal interactions. 

2. Define the Importance of Each Value.  Ask yourself why each value is meaningful. For instance, is empathy important because it allows you to connect deeply with others, or is it a value passed down from family? Reflecting on why you hold these values helps clarify whether they truly resonate or if they stem from past influences. 

3. Assess and Align with Your Values.  Once you’ve identified your values, assess how aligned you are in practicing them. Are there any values that you aren’t actively living?  Addressing misalignment can relieve inner conflict, bringing greater peace and fulfillment. 

Finding and Practicing Your Leadership Values.  Just as with personal values, identifying your leadership values enhances your effectiveness and impact: 

1.  Identify Key Leadership Values.  Review the values that you consider crucial in a professional setting. These might include teamwork, innovation, accountability, or resilience. Think about how these values guide your interactions and decisions with your team. 

2: Articulate the “Why” Behind Your Leadership Values. For each value, reflect on how it shapes your leadership. Why is accountability important to you?   Perhaps it fosters trust within your team or encourages transparency.  Understanding the “why” solidifies your commitment to these values and makes it easier to communicate them to your team.

3. Examine Alignment with Your Leadership Style.  Evaluate how well you’re embodying your values in your current role. If you value transparency, are you consistently open in your communications?  If teamwork is essential, do you foster collaboration actively?  Focusing on gaps between your values and actions creates growth and alignment opportunities.

Your leadership brand reflects your values, guiding your actions and setting an example for those you lead.  Defining and aligning with your values isn’t a one-time task; it’s an ongoing commitment to leading with integrity, purpose, and authenticity.  

Question. What values do you want to be known for in your leadership, and how can you begin embodying them more fully today?  Comment and share below; we’d love to hear from you!

Quote of the day: “Your personal core values define who you are, and a company's core values ultimately define the company's character and brand. For individuals, character is destiny. For organizations, culture is destiny.”  -Tony Hsieh

The next  blog in this series 2/4 will focus on discovering your purpose. 

As a leadership development and executive coach, I work with leaders to develop their leadership brand, contact me to explore this topic further.

Values Check - What are yours?

From Insight To Action: Effective Method To Develop Self-Awareness (Self-Awareness Series 3/3)

Developing self-awareness is essential for personal and professional growth. It involves understanding our thoughts, emotions, and behaviors, and how they align with our values and goals. By enhancing self-awareness, we can make better decisions, build stronger relationships, and achieve greater success.

Let’s explore practical strategies to help on the journey of self-discovery and unlock your full potential.

1. Engage in self-assessment to increase awareness.

A. Inventory of strengths, non-strengths, values, and opportunities.  Identify what you are good at and not good at. We sometimes do this work when preparing for an interview and find that it is helpful to get super clear, so making the space to answer these questions is important. You can take many assessments, such as Myers Briggs, The Big Five, or CliftonStrengths to gain deeper insights.

B. Create reflection time.  Some make excuses that they have no time for reflection because they lead a busy life and may not view that as productive as firing off emails, but reflection time is a practice that sets the greats apart.  Setting time aside to reflect to get better answering questions about yourself.  What is going well and why, what can be going better, and why.  How do you handle failures for you and your team. When it happens, how do you harvest the learnings?  People who are confident in themselves wonder how they know if something works.  

C. Ask the right questions of ourselves.    Cultivate self-awareness by asking questions like, “What if I am wrong?  What am I missing?  What are five other viewpoints to consider?  David Clutterbuck, Team Coach Expert likes to ask these four questions to increase self-awareness.  How do I feel about the way that I think?   How do I feel about the way that I feel?  How do I think about the way that I feel?  How do I think about the way that I think?

D. Answer your questions.  If you have a question like, how do I know I am approachable?  Aim to answer it by making a list of things you are doing to support the claim (I leave my office door open for others to enter when they need something, I ask if they have any questions in a meeting, I prompt them to respond to my email with any follow-ups, I participate in activities with my team such as going to their meetings and connection gatherings and then ask others the question.  Then you can invite others about their perspective on your approachable and how you can improve.  E.g., “I am working on being an approachable leader, how approachable do you think I am, what do I do now that supports my approachability, and what can I do to be even more approachable?”

If you are wondering how you are progressing toward your goals, such as if you are getting better at listening, you can take time to write out what success looks like and some metrics.  In three months, you can evaluate how well you have done against your success definition and metrics.  Be sure to collect data from yourself and others. 

D. Compare yourself to your future self.  Write a letter to yourself outlining what you want to improve.  Open it in a few months to compare your progress. Marshall Goldsmith suggests thinking about what gifts your current self has given to your future self.  

E. Learn. Whatever skill you are trying to improve, read about it, and observe others who excel. Identify effective behaviors and compare them to your own. Learn from those you admire and avoid the mistakes of those you don't.

2. Work with a coach. 

Coaches help clients see through false notions and narratives to understand their present reality better and shape their future effectively. They can do that by using metaphors, stories, and synthesizing information to provide a fuller picture for the client.  They also ask questions, such as why do you do what you do? Why do they believe what you believe, and how is it serving you now? 

A. Perception management.  Coaches help clients think about their current and ideal perceptions, and their impact. They assist in building their brand to manage these perceptions effectively.

B. Use of self-reflection assessments.   Coaches provide frameworks and assessments for clients to evaluate their skills. For example, using key leadership traits from "The Leadership Challenge" to understand their strengths and areas for improvement.

C. Use of tools. 

·      Johari Window - A psychological tool created in 1955 by Joseph Harrington to help people improve self-awareness and understand relationship dynamics through 4 quadrants: open area, blind area, hidden area, and unknown area.

·      Gaps Grid.  Developed by David Peterson, Former Head of Executive Coaching at Google, it’s a 2x2 matrix that enhances insight and motivation by mapping goals and values, success factors, abilities, and perceptions. 

3. Collect Informal feedback. 

A. Ask for specific feedback.  Seek feedback from trusted individuals in your inner circle such as your boss, peers, friends, mentors, and others about how you can improve specific aspects, like working relationships or leadership skills. Specific questions yield more actionable insights, such as what’s one thing you can suggest for improving my listening vs. giving me feedback.

3B. Anchor your feedback.   Guide observers by informing them about the skills you are working on and asking for feedback on your progress. This helps them provide more focused and relevant feedback.  Examples include - “I started working on a new set of skills that I want you to watch for or A month ago, was working on listening skills, what has been improved? It is helpful for you to guide the observation because they are still in the stew of what they are doing, and they are not seeing the wins.  It’s kind of like when relatives you see once a year as a kid will point out how much you have grown and how different you are, and you don’t see it at all because day-to-day, not much is different.

4. Formal Feedback

A. Run an automated 360.  Collect feedback from the people you work closely with at all levels, directs, peers, managers, customers, partners, and other stakeholders.  You get to do a self-assessment based on leadership competencies and then they also get to weigh in, and you can evaluate the anonymous data and look for patterns.  When I do this with clients, they are always surprised, either by how many great comments they have received, how others have overrated themselves in some areas, and how they did not realize they were falling short of the mark.  It is an eye-opening experience.

B. Stakeholder interviews.  Similar to a 360, but instead of being automated, a coach will run the process.  They will conduct interviews with the stakeholders, ask questions, and then compile a report. 

C. Create brief surveys.  Liz Wiseman recommends asking about some accidental diminishing behaviors, which means that despite your best intentions, you may be having an adverse impact on others.

·      What am I inadvertently doing that might be having a diminishing impact on others?

·      How might my intentions be interpreted differently by others? 

·      What messages might my actions actually be conveying?

·      What can I do differently?

Developing self-awareness is a continuous journey that significantly enhances personal and professional growth. By engaging in self-assessment, seeking feedback, and working with a coach, you can gain deeper insights into your strengths and areas for improvement. Embrace these practices to unlock your full potential, make better decisions, and build stronger relationships.

Quotes of the day: "We learn who we are in practice not in theory." - Herminia Ibarra

Quote of the day:  As you start to walk out of the way, the way appears – Rumi

Question: What practice do you engage in to raise your awareness?  Comment and share your experiences below; we’d love to hear.

As a leadership development and executive coach, I work with leaders to raise their awareness to increase their performance, contact me to explore this topic further.

What practices raise your awareness?

The Journey Within: Overcoming Challenges and Enhancing Self-Awareness for Better Outcomes (Self-Awareness Series 2/3)

In our previous article, we defined and explored the components of self-awareness.  Now, let's zoom in on the challenges and benefits. 

Challenges of Self-Awareness

1. Ignorance and discomfort.  Plato’s Allegory of the Cave illustrates how ignorance can limit self-awareness and how knowledge leads to liberation.  In the allegory, prisoners chained in a cave see only shadows projected on a wall, believing them to be reality.  When one prisoner is freed, he struggles to take in this new understanding but eventually learns that the shadows are mere reflections of actual objects. Upon seeing the outside world, he grasps a deeper reality.  When he returns to share this knowledge with the other prisoners, he is met with disbelief and hostility.  This underscores the journey of self-awareness: breaking free from ignorance to understand deeper truths can be an enlightening experience.  It can also be challenging because some truths we discover about ourselves can be so uncomfortable that we prefer ignorance as bliss.

2. Varied backgrounds.  Our self-awareness varies significantly due to numerous factors: different generations, upbringing, income levels, values, job markets, incentives, and experiences.  For instance, a person growing up in poverty thinks differently about risk and reward than a wealthy banker.  John F. Kennedy admitted he could not fully understand the impact of the Depression era because he grew up rich.  We've all experienced only a tiny sliver of the world, shaping our unique perspectives.

3. Dunning Kruger Effect.  This cognitive bias occurs when people with low ability or knowledge in an area overestimate their competence.  Identified by David Dunning and Justin Kruger in 1999, it happens because unskilled individuals fail to recognize their deficiencies, leading to inflated self-assessments.  For example, an employee new to software may feel proficient after a brief introduction, assuming they're more competent than others who have used it longer.  This overestimation can lead to mistakes and oversights. 

4. Ego.  An inaccurate self-view can hinder leadership growth. For instance, a leader I was working with had a Direct Report submit a self-assessment on his performance review and wrote “n/a” for what to improve.  When pressed, my client suggested to the Direct the topic of delegation to achieve results through others, rather than doing it all himself.  The Direct dismissed the feedback because he is so talented at getting his work done.  His progress is hampered because he cannot scale by doing all the work himself, he has to get results through his team.  To increase his awareness, the leader then provided a competency framework and clear expectations to get to the next level and help align his self-perception with reality.

5. Defensiveness.  When receiving feedback, we might disagree, believing we’re better than assessed.  For example, someone might think they’re a great listener despite feedback suggesting otherwise. In this case, asking for specific data points and providing evidence from peers, directs, and other stakeholders through anonymous 360 feedback is helpful. Seeing the negative impact can motivate change.  Another form of defensiveness is dismissal.  Some might say, "This is just how I am," or "I've been successful with these behaviors so far, why change?" Marshall Goldsmith says, "What got you here won’t get you there," highlighting that success often comes despite derailing tendencies, not because of them.

6.  Lack of feedback.  Many people lack self-awareness because they seldom receive feedback, especially negative.  People avoid giving bad news or lack the skills to deliver it constructively.  This issue is more pronounced for senior leaders, who receive less accurate self-assessments as they climb higher, mainly due to a shortage of honest feedback and being limited to what you might be able to share with others.  One study showed a leader frequently interrupting others was unaware of it, illustrating the loneliness at the top, where they are often surrounded by yes-people.

Benefits of Self-Awareness 

1. Reduces Stress & Regulates Emotions.  Cognitive psychology shows that one of the most effective methods for reducing stress is to engage in self-reflection, viewing stress as a challenge rather than a threat.  Self-disciplined contemplation of core values, goals, and principles can prevent or manage stress.  Understanding one’s feelings and those of others is more important than IQ.

2. Greater performance, focus, and effectiveness.  83% of high performers are self-aware.  Visionary leaders know what they want to achieve and how their actions affect others.  Self-awareness allows us to focus on the right opportunities and keep emotions from holding us back.

3. Stronger leadership.  Tasha Eurich’s book "Insight" found that internal self-awareness is critical for successful leaders.  They know their strengths, weaknesses, needs, goals, and how they come across.  This is in contrast to clueless leaders who tend to be ineffective.  Great leaders continuously ask questions to diagnose their needs and goals and wonder what blind spots they may have.  Maslow said, “What is necessary to change a person is to change his awareness of himself.”

4. Enhances Authenticity.  Nancy McKinstry, CEO of Wolters Kluwer said, “You can’t be authentic if you are not self-aware.  How can you be transparent and open, talk about your goals, or share how you influence change without self-awareness?”  It enables transparency, openness, and the ability to influence change. 

5. Increases humility.   Self-aware individuals know what they are good at and what they are not.  Even confident individuals can acknowledge their ignorance in certain areas, fostering curiosity and humility.  Steve Jobs, for example, was aware of his limitations and welcomed disagreements.   He held strong convictions but was willing to change his mind when presented with better information.   Ed Catmull shared a story about Jobs, who wanted Apple to make the iPad before the iPhone.  However, his team convinced him otherwise, and he agreed.  He insisted that Apple provide the app despite his team’s disagreement.   When the iPhone launched, Jobs quickly realized his team was right and changed his mind, demonstrating his ability to adapt and embrace humility.   

Developing self-awareness is crucial for overcoming personal and professional challenges. It allows us to break free from ignorance, understand our unique backgrounds, manage cognitive biases, and receive constructive feedback. By fostering self-awareness, we can reduce stress, improve performance, enhance leadership, and cultivate authenticity and humility.  Embrace these practices to unlock your full potential and achieve greater success

Quote of the day: “If we think of this existence of the individual as a larger or smaller room, it appears evident that most people learn to know only a corner of their room, a place by the window, a strip of floor on which they walk up and down.”  – Rainer Maria Rilke

Question: What do you see as the biggest challenges of self-awareness?  When is ignorance bliss, or is it not?  Comment and share your experiences below; we’d love to hear.

The next blog in this series 3/3 will focus on ways to develop your self-awareness.

As a leadership development and executive coach, I work with leaders to raise their awareness to increase their performance, contact me to explore this topic further

What benefits have you experienced?