From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

January 6, 2026 Regina Zafonte

From Strategy to Action: How to Write a Strategic Plan (Strategy Series 4/4)

We’ve explored what strategy is, how to think strategically, and how to make time for it. Now comes the most critical part — turning insights into reality. A strategic plan is your roadmap for your vision; it’s where bold ideas meet disciplined execution. Without it, even the best strategy remains a wish.

Why Strategic Planning Matters

Strategic planning is not a corporate ritual or a PowerPoint exercise. It’s a process of alignment — connecting purpose, priorities, and people so everyone pulls in the same direction. Think of it as the leadership equivalent of going from “Why” to “What” to “How.”

· Why clarifies your purpose and vision.

· What defines your focus areas and success metrics.

· How outlines the actions, timelines, and resources needed to get there.

As Peter Drucker once said, “Plans are only good intentions unless they immediately degenerate into hard work.” Strategic planning is that hard work – and it’s worth doing well because it’s where real leaders shine.

Let’s explore an 8-step process:

Step 1: Start with Purpose and Vision

Every effective plan begins with a purpose that gives meaning; the why that inspires action. For example, a Chief Human Resources Officer (CHRO) might define their purpose as:

· “To enable the organization to attract, develop, and retain exceptional talent that drives sustainable growth, innovation, and belonging.” That purpose connects business performance with human potential.

Next comes the vision — a vivid picture of success in three years:

· “A high-performing, values-driven culture where people thrive, leaders grow, and the business excels.”

When purpose and vision are compelling, they anchor every subsequent decision.

Step 2: Assess Where You Are.

Before deciding where to go, leaders must confront the current reality. Use a SWOT (Strengths, Weaknesses, Opportunities, Threats) or SOAR (Strengths, Opportunities, Aspirations, Results) analysis to anchor the conversation. For our CHRO example:

· Strength: Strong employer brand in key markets

· Weakness: Inconsistent manager capability across regions

· Opportunity: Use AI for predictive talent insights

· Threat: Tight labor market for niche skills

This simple assessment builds credibility, exposes blind spots, and aligns the team around the real starting point.

Step 3: Define Strategic Priorities.

Strategy is about focus, not everything. Choose three to five priorities that will most advance your vision. For a CHRO, these might be:

· Build a future-ready workforce

· Elevate the employee experience

· Strengthen culture and belonging

· Modernize HR systems and analytics

· Strengthen HR partnership and credibility

Each priority represents a chapter in HR’s evolution — from a support function to a strategic driver of organizational success and a true force multiplier for the business.

Step 4: Set Goals for Two Horizons.

Great leaders think in dual horizons, balancing near-term execution with long-term transformation. Example:

· Focus for 1-year execution plan: Build foundation. Example: Launch leadership programs, integrate HR data, establish belonging index

· Focus for 3-year strategic roadmap: Achieve transformation. Example 80% of key roles filled internally, engagement +8 pts, HR recognized as a strategic partner

This dual approach ensures quick wins while keeping an eye on the long horizon — a practice that separates operators from true strategists. If your strategy can be achieved in less than three years, it may not be ambitious enough to be truly transformative. The most meaningful strategies stretch your organization’s capacity — requiring time, focus, and sustained commitment. A strong plan typically aims for significant headway in the first year (around 50%), not slow, even progress. Momentum builds confidence; inertia erodes it. If the first year ends without meaningful traction, it’s worth re-evaluating — either double down and renew effort or refine the goal entirely. Strategy is only as powerful as the discipline and intensity behind it.

Step 5: Create Measurable Goals & Initiatives.

Once you’ve defined your strategic priorities, it’s time to translate each one into concrete goals that move the organization forward. A great plan doesn’t just list ambitions—it names the specific results you’re working toward, how you’ll get there, how success will be measured, and who will make it happen.

For each priority, define:

· Objective: What success looks like

· Initiatives (3-5): How you’ll get there; the levers you’ll pull

· Metrics: How you’ll measure progress; both leading and lagging indicators

· Ownership: Who’s accountable, and who are named collaborators

· Timeline: Q1-Q4 gates; annual checkpoint.

For example, under Elevate the Employee Experience, the objective might be to build a cohesive, inclusive, and engaging employee journey. The initiatives could include redesigning onboarding and performance systems and launching quarterly pulse surveys to capture feedback. Metrics such as onboarding satisfaction above 90% and engagement scores increasing by 8 points make progress tangible.

When metrics connect to meaning, people rally behind them – because they can see, feel, and measure their impact. A good strategic plan pairs clarity with intensity. Each initiative should stretch the organization just beyond its comfort zone — enough to build capability and confidence. The work should feel both achievable and catalytic, driving visible transformation, not incremental change.

Step 6: Align People and Resources

Even the best strategy will falter without alignment. Assign ownership for every initiative, clarify resources, and surface potential barriers early. The CHRO might partner with Finance on workforce planning, Technology on HR data systems, and Communications on storytelling and change management.

Strategic plans succeed when everyone sees themselves in the story — when it’s clear who’s driving, who’s supporting, and how success will be shared.

Step 7: Build Reflection and Adaptation into the Process

A strong plan isn’t static; it evolves. Conduct quarterly reviews to check progress and annual refreshes to recalibrate direction. Ask:

· What’s working and what’s not?

· What’s changed in our business environment?

· What must we start, stop, or continue?

As Intel’s Andy Grove said, “Bad companies are destroyed by crisis, good companies survive them, great companies are improved by them.” Strategic plans that breathe — learning and adapting — are the ones that endure.

Step 8: Tell the Strategic Story

Once your plan is written, don’t shelve it — share it. Leaders who communicate strategy clearly build alignment, trust, and momentum.

Your plan should read like a story:

· Here’s where we are.

· Here’s where we’re going.

· Here’s what success will look like when we get there — together.

For our CHRO, that narrative might sound like this: Our people strategy is our business strategy. We’re investing in leadership, inclusion, and technology to ensure our workforce is ready for today and resilient for tomorrow.

Strategy without execution is hope; execution without intensity is motion. The best leaders drive both — clarity of purpose and urgency of action.

Quote of the Day. “A goal without a plan is just a wish.” – Antoine de Saint-Exupéry

Reflection Question. What’s one strategic priority you could clarify today — and what small step would make it real within the next 90 days? Comment and share below; we’d love to hear from you.

As a Leadership Coach, I partner with executives to translate vision into strategy and strategy into results. Contact me if you would like to connect.

Leading Former Peers: Navigating Shifts in Dynamics (Leadership Challenges Series 3/7)

March 18, 2025 Regina Zafonte

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.

The next blog in this series 4/7 will focus on managing employees nearing retirement.

Being the Only Woman in the Room: Navigating Leadership as a Female Executive Among Male Colleagues (Leadership Challenges Series 2/7)

March 5, 2025 Regina Zafonte

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 3/7 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 1/7)

February 18, 2025 Regina Zafonte

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 stretch into the true work of leadership and strengthen your team.

As leaders grow, success becomes less about being the most knowledgeable person in the room and more about defining the work, setting direction, empowering people’s strengths, and creating alignment. The shift from “doing” to “leading” is often the hardest—and most essential—transition.

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. You may worry they’ll view your age as a lack of experience. That doubt can spark insecurity—but it’s crucial to remember why you were promoted in the first place. You earned the role. Showing confidence while honoring what others bring creates 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 hired for strategic thinking or people leadership - not technical mastery. When your team knows more about the work than you do, the goal is not to compete with them but to empower them. This is where the shift from being the expert to leading the experts becomes transformational.

A leader’s job is not to do the work. It’s to define the work - to set the vision, clarify the objectives, decide who does what, and hold people accountable to shared outcomes. When you step onto the “balcony” instead of staying on the “dance floor,” you create clarity and space for others to thrive.

Strategies

· Leverage Their Knowledge: Invite their expertise and treat it as a critical asset. Let them know explicitly that you value what they know and want them to lead in their domain. This builds credibility and enables you to lead effectively without being an SME.

· 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.

· Ask High-Value Questions: You don’t need all the answers—you need the right questions. Insightful questions draw out their expertise, deepen understanding, and reinforce your strategic leadership.

· 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—and chances are, someone on your team will excel in ways you don’t. Great leaders don’t compete with brilliance; they orchestrate it.

One of the biggest reliefs in leadership is realizing you’re not meant to out-think your team. In fact, exceptional leaders intentionally surround themselves with people who bring deeper expertise, sharper analytics, or specialized knowledge. Your value is in creating the environment where each person’s strengths drive collective success.

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.

· Build Trust Through Transparency: Acknowledge their expertise openly and ask, “How can I best support you in this work?” This simple question signals partnership, confidence, and psychological safety.

Many leaders were promoted because they excelled as individual contributors. But leadership requires a different identity: one rooted in vision, clarity, coaching, and accountability. The work is no longer about doing the job yourself - it’s about helping others do their best thinking and best work.

Ultimately, leadership isn’t about age, expertise, or who’s the “smartest” in the room. It’s about building trust, leveraging strengths, and guiding the team toward shared success. Your responsibility is to create 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 2/7 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.

Redefining Success: Crafting a Life on Your Own Terms (Leadership Brand Series 4/6)

February 4, 2025 Regina Zafonte

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.

The next blog in this series, 5/6, will focus on defining your leadership style.

Discovering Your Purpose for Greater Impact (Leadership Brand Series 2/6)

January 7, 2025 Regina Zafonte

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 3/6 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.

The Self-Awareness Gap: Are You As Insightful As You Think? (Self-awareness series 1/3)

November 5, 2024 Regina Zafonte

Self-awareness is one of the most underrated yet foundational skills necessary to navigate complexity and achieve success. Despite its importance, Author Tasha Eurich in Insight asserts about 95% of people believe they are self-aware, but only 10-15% are, meaning around 80% are deceiving themselves.

The concept of self-awareness is not new. Socrates exhorted us to "know thyself" as a reminder to reflect on our life’s mission and strategies to attain it. Similarly, Confucius urged individuals to reflect on their values, followed by action steps to implement those values in interpersonal settings.

Components of Self-Awareness

1 Internal Self-Awareness involves understanding who we are, what is important to us, and recognizing our abilities. It can be broken down into additional elements:

· 1A. Desires and motives. Do we know what drives us when we are really honest with ourselves? We may often think it is one thing, the aspirational movies (e.g., having an impact), and share that with others, but in reality, it could be something else or something in addition that we conceal (like status, power, belonging, or money).

· 1B. Strengths, weaknesses, and capabilities. Do we fully understand our abilities and articulate them clearly? Are we aware of our strengths and leverage them to achieve desired results? Do we know our weaknesses and have a plan to address them?

A relevant story involves a businessman seeking help from a guru. The businessman frequently interrupts the monk, so the monk fills the businessman’s cup of water and lets it overflow. The businessman reacts angrily, calling the monk crazy. The monk explains that the overflowing cup represents the businessman’s mind, which is full of information, preventing him from listening. This illustrates a weakness the businessman may not have been aware of - his propensity to talk rather than listen, hindering his ability to receive wise counsel.

· 1C. Recognizing, understanding, and managing emotions. Can we accurately perceive our emotions in the moment, distinguishing between being frustrated, disappointed, or betrayed? Do we understand the causes of these emotions and how they drive our behaviors? Are we in command of our emotions, choosing our behaviors rather than operating on autopilot and ruminating about past events that leave us powerless? Aristotle emphasized emotional skillfulness, such as having agency in motivating oneself, delaying gratification, and controlling urges to act, and that begins with self-awareness.

2. External awareness – involves your assessment of others and how they perceive you.

· 2A. Assessment of others. How good are we at reading the room? Do we have the social competence to understand others’ moods, behaviors, and motives? You may read somebody as being an excellent team player for 1-2 things you noticed have done to help the teams, but really the consensus is that this person is way more self-serving, and only when you are around, they act as a team player. The team dislikes working with this person because they take credit and share none. Accurate assessments of others involve recognizing the difference between the golden rule (treat others the way you want to be treated) and the platinum rule (treat others the way they want to be treated).

· 2B. Awareness of how others perceive you and your impact on others. Are we aware of how others see us and our impact on them? For example, you might think you're good at running meetings, but others may feel you monopolize conversations and your meetings are not inclusive. Because Adam Grant was aware of his high agreeableness on the Big Five personality spectrum, he realized he needed to balance this by being more challenging when appropriate. Instead of just nodding and smiling when students made any comments, he would have a neutral expression, especially if what they were sharing was not correct. He asked his students if they were comfortable being challenged, showing great self-awareness in understanding how his natural tendencies impacted others.

Self-awareness is vital for personal and professional success. Understanding ourselves and how others perceive us enables us to navigate life’s complexities more effectively. Embrace the journey of self-awareness for continuous improvement and greater fulfillment.

Quote of the day: “People overestimate what they can do one year and underestimate what they can do in ten years.” -Bill Gates

Question: How aware are you? How do you know? Comment and share your experiences below; we’d love to hear.

The next blog in this series 2/3 will focus on the challenges and benefits of 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.