The Dotted Line Dilemma: Leading Effectively in Matrix Organizations (Leadership Challenges 6/7)

The days of clear, siloed hierarchies are fading. In today’s complex business environment — where projects span geographies, products, and functions — leaders are increasingly working in matrixed organizations. In these structures, dotted line reporting has become common.

A dotted line reporting relationship means an employee has a primary manager (the solid line) and a secondary manager (the dotted line). The solid-line manager holds ultimate accountability, while the dotted-line manager influences goals, priorities, and performance. In theory, this structure fosters collaboration, agility, and cross-functional alignment. In practice, it often creates confusion, competing priorities, and blurred accountability.

For executive leaders, the dotted line is both an opportunity and a challenge. Done well, it accelerates collaboration and breaks down silos. Done poorly, it drains energy, slows decision-making, and leaves employees caught in the middle. I recently worked with a VP whose product managers each reported a solid line to her and a dotted line to regional sales leaders. The intent was to keep product and customer needs aligned, but instead, employees felt torn between short-term sales demands and long-term product strategy. With clear agreements on decision rights and regular triad check-ins, the team shifted from conflict and burnout to better trust and alignment — a reminder that the dotted line itself isn’t the issue, but how leaders manage it.

Benefits of Dotted Line Reporting

1. Stronger Collaboration Across Functions. When dotted lines work, they encourage knowledge-sharing and break down silos. Employees gain direct access to leaders in other functions, which strengthens alignment and helps them see how their work impacts the bigger picture. This model can support enterprise thinking — something matrix structures were designed to achieve.

2. Flexibility and Agility. A dotted-line manager can step in when the solid-line manager is unavailable or specialized expertise is required. This flexibility helps organizations move faster and make better decisions without being bottlenecked.

3. Broader Development for Employees. Employees exposed to multiple leaders receive a wider range of coaching, feedback, and perspectives. This can accelerate development — particularly in areas outside their functional “home base.”

Challenges Leaders Must Address:

1. Confusion and Competing Priorities. Employees often struggle to know whose requests take priority. Without clear agreements, they may waste time managing politics rather than the work.

2. Conflict Between Managers. If solid and dotted line managers aren’t aligned, employees can feel like they’re stuck between competing agendas. Research on matrix organizations (HBR, Problems of Matrix Organizations) shows that unresolved conflicts at the top cascade into stress and inefficiency at lower levels.

3. Accountability Gaps. When performance suffers, leaders sometimes point fingers rather than own responsibility. Without clarity, employees can feel unsupported and unsure of what success looks like.

Leadership Strategies for Success

1. Establish Crystal-Clear Roles and Responsibilities. Leaders must explicitly define what falls under the solid line versus the dotted line. Who owns performance reviews? Who sets priorities? Who provides coaching and feedback? Clarity removes guesswork and builds trust.

2. Align and Communicate Consistently. Managers in dotted line relationships must commit to regular alignment. Whether it’s a quick sync before big deadlines or monthly check-ins, the goal is to speak with “one voice” to employees. Mixed messages erode confidence and credibility.

3. Prioritize the Employee Experience. The burden of navigating dotted lines shouldn’t fall on employees. Leaders must proactively manage potential conflicts, provide guidance, and shield employees from being pulled in competing directions.

4. Build a Culture of Feedback and Transparency. Dotted line reporting works best in environments where open dialogue is encouraged. Continuous feedback — not just during formal reviews — ensures employees know how they’re doing and where to focus.

5. Use Check-ins as a Leadership Tool. Short, frequent check-ins across solid and dotted line managers help maintain alignment. They also give employees a chance to raise issues early, reducing the risk of burnout or disengagement.

Dotted line reporting is not a problem to be solved but a reality to be managed. In today’s matrixed organizations, the dotted line can either accelerate collaboration or create frustration. The difference lies in how leaders approach it. By setting clear roles, aligning consistently, and prioritizing the employee experience, executives can turn dotted-line reporting into a powerful tool for integration and growth. At its best, the dotted line isn’t a weakness in structure — it’s a bridge that connects functions, strengthens teams, and drives organizational success.

Quote of the Day: “Clarity affords focus” -Thomas Leonard

Reflection Question: How has dotted line reporting played out in your organization — as a bridge to collaboration or as a source of tension? Comment and share below; we’d love to hear from you!

The next blog in this series 7/7 will focus on managing managers.

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

How do you lead your dotted line?

Leading Across Generations: The Myth and the Reality (Leadership Challenges Series 5/7)

Walk into any leadership meeting today and you’ll hear some version of this sigh: “Managing all these generations is exhausting.”  Leaders feel caught between digital-native Gen Zs, ambitious Millennials, pragmatic Gen Xers, and seasoned Boomers - each with their own communication quirks, career expectations, and Slack habits. It sounds like chaos. But much of the tension isn’t just generational — it’s contextual, cultural, and relational.

It may sometimes feel like you are leading five generations, but the truth is, you’re leading five sets of human experiences in different life stages.

Why It Feels So Hard

Researchers like Jean Twenge, author of Generations, argue that today’s workplace is more complex because the pace of change has never been faster. Technology, remote work, and shifting norms have widened the gap between how people enter and exit their careers. This means that leaders are managing vastly different starting lines.

Meanwhile, consultant Haydn Shaw, who coined the term “Generational IQ,” notes that misunderstandings across age groups often stem from differences in expectations rather than values. What one group calls “initiative,” another might label “impatience.”

Add hybrid work, social media influence, and cultural fragmentation - and suddenly “leading across generations” becomes a masterclass in empathy and flexibility.

The Research Reality Check

Organizational psychologist Adam Grant flips the script on generational divides. In his podcast episode “Generational Differences Are Vastly Exaggerated,” he reveals that most of what we call “generation gaps” are illusions. Every era has accused the next of being entitled, distracted, or morally adrift — a familiar cycle that says more about nostalgia than truth. When researchers compare people at the same age, the data tells a consistent story: loyalty levels have remained stable, ambition hasn’t wavered, and the values people hold most dear — meaningful work, respect, growth, and balance — have barely changed. What has changed is context, not character. Younger workers are navigating new economic realities, cultural expectations, and technological landscapes. Their choices reflect their circumstances, not their chromosomes. 

Where Leaders Get Stuck

The real challenge for today’s leaders isn’t managing generational differences — it’s managing perception. What often looks like a “generation gap” is really a clash over clout: who gets heard, whose expertise counts, and who defines what hard work looks like. Younger professionals push for innovation and inclusion, while seasoned ones protect standards and hard-earned credibility. Both perspectives are valid — and both sides often feel undervalued. The leader’s job is to bridge that divide, translating ambition into alignment.

How to Lead Across Generations (and Beyond Them)

1. Normalize, Don’t Stereotype.  Avoid labeling behaviors as “Gen Z” or “Boomer.” Instead, describe them as preferences. “You prefer direct verbal feedback; I tend to process in writing better. How can we meet in the middle?” Normalizing difference removes judgment.

2. Focus on Shared Purpose.  Research by Megan Gerhardt, author of Gentelligence, shows that when teams define a unifying goal and respect each generation’s expertise, performance improves. Shared purpose turns “us vs. them” into “we.”

3. Design for Flexibility, Not Uniformity.  People at different life stages value autonomy differently. A parent managing childcare may need flexibility; a new graduate may crave in-person mentorship. Treat flexibility as equity, not an exception.

4. Make Curiosity a Leadership Habit. Ask: What do you value most right now? How do you like to communicate? What helps you do your best work?  Curiosity dismantles assumptions faster than any training manual.

The Big Reframe: It’s About Life Stage, Not Birth Year

A 28-year-old single engineer and a 55-year-old caring for aging parents may seem worlds apart — but both want respect, meaningful work, and leaders they can trust. Their expressions differ, but their essence is shared.

When leaders shift from “How do I manage each generation?” to “How do I meet people where they are?”, the noise quiets — and collaboration grows.

Generational differences make for great headlines but poor leadership.  The best leaders do not lead generations — they lead humans in context.  They listen across experience, build bridges between ambition and wisdom, and create workplaces where every generation feels valued — and valuable.

Reflection Question: Where might you be interrupting a difference in experience or power as a difference in generation?  Comment and share below; we’d love to hear from you.

Quote of the day: “Others judge us by what we’ve done; we judge ourselves by what we feel capable of doing.” — Longfellow

The next blog in this series 6/7 will focus on another leadership challenge – leading dotted line employees.

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

How do you lead multiple generations in the workplace?

Managing Employees Nearing Retirement (Leadership Challenges Series 4/7)

One of the most delicate leadership challenges executives face is managing employees nearing retirement. Unlike early-career professionals eager to grow or mid-career leaders striving for advancement, soon-to-retire employees may be in a very different mindset — one that prioritizes stability, familiarity, and winding down over growth, innovation, and risk-taking.

This stage can provide substantial value, as these employees often possess decades of institutional knowledge, strong relationships, and a long history with the company. But it can also present challenges when motivation, adaptability, or team alignment begin to wane. Organizational psychologist Daniel Levinson once described career life stages as “seasons,” each with its own developmental tasks. For leaders, navigating the “retirement season” with both respect and strategic foresight is critical for team health and company continuity.

 Common Challenges of Managing Soon-to-Retire Employees

1. Declining Engagement.  Some employees begin to mentally “check out” once they know retirement is near. They may resist learning new skills, avoid stretch assignments, or simply do the bare minimum. This can frustrate colleagues who feel they are carrying a disproportionate share of the workload.

 2. Fixed Mindsets and Outdated Approaches.  After decades of doing things a certain way, some employees may resist change. Carol Dweck’s work on growth vs. fixed mindsets underscores how damaging this can be to team progress. When a veteran leader refuses to adapt, it not only stalls innovation but can also discourage younger employees who crave guidance and support.

3. Negative Energy on Teams. Sometimes, the frustration of being “almost out the door” manifests as cynicism or dismissiveness. A skeptical, resistant attitude can undermine morale and stifle creativity, especially when an employee feels untouchable due to tenure or loyalty.

 Organizational Dilemmas

1. Loyalty and Legacy.  Long-serving employees often hold a special place in the organization’s story. Leaders may hesitate to confront underperformance because of past contributions or out of respect for years of service.

2. Team Morale. Even if performance has declined, many soon-to-retire employees are well regarded. Handling their transition poorly can harm morale and signal to others that the company does not value its employees.

3. Institutional Knowledge.  In some cases, retirees hold critical knowledge that has not been documented or shared. This creates a “single point of failure” for the organization. Harvard Business Review notes that knowledge transfer during retirements is one of the most overlooked succession risks companies face.

 Leadership Strategies to Manage This Transition

1. Set Clear Expectations and Address Performance. Respect does not mean avoidance. Leaders should continue to set expectations and hold soon-to-retire employees accountable. Frame it as ensuring that the legacy of their work endures within the team. Choose your battles wisely, focusing on issues that impact culture, client outcomes, or team cohesion

2. Redefine Their Role for Maximum Value. If motivation for new projects has waned, consider narrowing their scope to focus on what they do best. Moving them from management into an individual contributor or mentor role can enable them to add value without adversely affecting others. Taking time to understand their motivations at this stage can help you approach them more effectively.

 3. Leverage Knowledge Transfer.  Position them as mentors or “knowledge stewards.” Encourage them to document processes, coach rising leaders, or conduct training sessions. This not only preserves institutional wisdom but also allows them to leave a legacy.

 4. Explore Internal Transitions. Sometimes, moving the person to a team or function that better aligns with their strengths can be beneficial. A lower-visibility role may help them finish their career with dignity while minimizing team disruption.

 5. Plan for Graceful Exits. If performance issues outweigh contributions, it may be time to guide them toward a positive exit. Providing a strong retirement package and celebrating their contributions can soften the transition and signal that the company honors its people.

 6. Build for the Long Term. Succession planning is the real antidote. Ensure no single person holds irreplaceable knowledge or critical relationships. Developing future leaders and creating systems for knowledge capture protects both the company and the individual.

 Managing employees nearing retirement requires leaders to balance respect with accountability, empathy with decisiveness, and legacy with progress. When approached thoughtfully, these transitions can preserve institutional knowledge, strengthen culture, and honor contributions while ensuring the organization is prepared for the future.

 Quote of the Day: “What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others.” -Attributed to Pericles, Athenian Statesman

 Reflection Question: How has your organization successfully navigated the retirement of key employees? What strategies worked best to balance respect, performance, and continuity?  Comment and share below; we’d love to hear from you!

The next blog in this series 5/7 will focus on another leadership challenge – leading dotted line employees.

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

How do you lead the almost retired?

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

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.

How do you strategically plan?

Executive Communications: Speaking with Clarity, Confidence, and Impact (Executive Comms Series 1/9)

At the executive level, communication is leadership. It’s how you inspire confidence in the boardroom, align peers across the C-suite, and guide your team through complexity and change. Yet too many leaders underestimate its power — or reduce it to polished presentations. In reality, executive communication is one of the most critical and underrated skills for leaders, as it shapes how others perceive their competence, credibility, and readiness for greater responsibility.

Strong executive communication isn’t about being rehearsed; it’s about being clear, concise, structured, and human. At the highest levels, people do not have time to sift through ambiguity or wait for you to “get to the point.” They want to know: What’s the headline? What are the options? What do you recommend? And how will this impact the business? Leaders who answer those questions directly and authentically don’t just communicate - they influence outcomes.

Four Principles for Executive Communication

1. Clarity.  Start with your purpose or goal. What do you want the listener to walk away with? Senior executives process a constant flow of information - if you do not lead with clarity, your message will get lost. Think in headlines, not paragraphs.

Instead of: “We’ve been running into some inefficiencies with the vendor, and we’ve looked at several options, and here’s where we’re leaning…”
Try: “We’ve narrowed vendors to three options — here’s our recommendation and why.”

Of course, you want to keep in mind who your audience is and what they are seeking. If context is essential, make that brief, then delve into options and recommendations.

Structure matters. Neuroscience shows our brains like to receive information in chunks. Label your folders first (e.g., three priorities, two risks, one recommendation) before explaining. Transition with precision so the audience knows where you are. E.g., “Before moving on to my second point, any questions you might have?” If people can repeat two out of three of your points, you’ve succeeded.

2. Conciseness.  Concise does not mean oversimplified; it means cutting through noise. Avoid burying the lead or drowning in detail. Lead with the answer, then layer in context if asked or needed.

Example: “The pilot increased customer retention by 8%. To scale, we need additional resources. Here are the three scenarios of our growth path…”. This shows strategic thinking by anticipating the best, middle, and least desirable paths.

Concise leaders respect others’ time and signal confidence in their message.

3. Collaboration.  Executive communication is not a monologue — it’s a conversation. The best leaders create space for dialogue, pause to consider reactions, and invite others in. Ask clarifying questions like: “Would you like me to share the context or jump into the recommendation?”  This allows others to co-create the outcome and fosters alignment.

4. Connection.  Do not just transmit information - build rapport. Leaders who connect authentically stand out in boardrooms often filled with data-heavy slides. Be human. Start with appreciation. Share a quick acknowledgment or observation. Comment in a Slack thread to reinforce alignment. As Maya Angelou said, “People will forget what you said, but they will never forget how you made them feel.”

Additional Practices That Elevate Executive Communication

·       Frame and Reframe. Gregory Bateson’s concept of framing highlights how you say something often shapes its impact more than what you say. A “frame” signals how others should interpret the conversation. For example: “I’d like to check alignment on process” sets the frame as collaborative, not corrective. Reframing is equally powerful when dynamics shift: For instance, “Instead of seeing this as a setback, let’s view it as feedback on what’s working and what isn’t” turns frustration into learning. Or: “This isn’t about assigning blame - it’s about uncovering what will help us succeed next time” moves the tone from defensive to forward-looking.

·       Provide Context.  Senior leaders juggle countless priorities - they will not always remember the details of past discussions. Anchor them quickly:  “As we agreed last month…” or “This builds on the pilot we launched last quarter.”  Context helps them connect the dots without having to dig.

Always link back to the bigger picture and bottom-line impact: “Here’s how this decision affects revenue, customer trust, and our long-term positioning.”  Context is not clutter - it’s a compass that shows why the issue matters now and where it leads next.

·       Command the Room. Strong leaders do not just dominate the conversation - they direct it. Set the pace and focus by managing Q&A with confidence: pause before answering, defer off-track details, and keep attention on outcomes. For example: “That’s an important point—let’s capture it for follow-up, and for now stay with the decision at hand.”  This signals control of the flow while respecting contributions.

Commanding the room also means knowing when to open the floor. A well-timed pause - “Let’s make sure others have space to weigh in” - shifts the tone from one-way authority to shared dialogue. The real mark of presence is not just steering discussion; it’s creating a space where others want to lean in.

Executive communication is not about being the loudest or most polished voice in the room. It’s about being clear, structured, concise, collaborative, and authentic. The leaders who excel at it make others’ jobs easier — they create clarity in complexity, surface decisions, and build alignment. That’s what makes them trusted voices at the table.

Reflection Question: How will you ensure your next executive communication leaves leaders confident in both you and your message?  Comment and share below; we’d love to hear from you!

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

The next blog in this series 2/9 will focus on communication essentials.

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

How do you ensure your message is clear?

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.

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 (5/6) 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 (4/6) 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 3/6 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 2/6 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 the Unfamiliar: Navigating Age, Expertise, and Intelligence in Leadership (Leadership Challenge Series 1/7)

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.

How Do You Lead Those Senior Than You?

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

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.

What’s your purpose?

The Power of Knowing Your Values (Leadership Brand Series 1/6)

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 2/6 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?

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

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.

How Self-Aware Are You?

Top Tips for Effective Help Requests (leadership vulnerability 5/5)

Our previous blog explored the nuances of seeking support and the importance of doing so effectively.  Building on that discussion, this article dives deeper into actionable tips for maximizing the impact of your help requests.

Here are some invaluable tips to consider when reaching out for assistance:

1. Identify the Right Person.  Start with people near or below your level or those designed to address specific queries in departments like Legal, Finance, or HR.   

2. Get the Timing Right.  Be sure to choose the least disruptive time, not while they are eating lunch or just getting ready for a big meeting.  You can say, “Would you have a minute after tomorrow’s meeting to answer a few questions?”  If you notice they have a pattern of answering emails in the morning, you can reach out to them then.  Your priorities are not somebody else’s emergencies, so you want them to pick the best time.  When you see somebody working and ask if they have a minute, but it is really 10 minutes, it is disingenuous.  Instead, you can say, “I had a couple of questions on this topic, it is not a rush but if you have time later in the week or next, I’d love to schedule 15 minutes to talk through my thinking.”

3. Bundle Your Questions.  If you have a series of questions, collect multiple queries to streamline communication and avoid unnecessary interruptions.   It would be better to have five questions at one time, than to have a single question asked on four separate occasions.

4. Take Good Notes.  When they assist, actively listen and document information to enhance comprehension and avoid repeated inquiries. 

5. Be Specific About Your Ask.  Outline your goals, a list of things you have tried, the blocks you are experiencing, and the kind of help you seek in what time frame because it lets people know if they are the right person to help.  If they offer assistance that is not what you are seeking because it could cause more work or will not solve the problem, thank them for the offer and reiterate the specific kind of help that you are seeking, what you were planning on doing next and that you will reevaluate if you decide to pursue that avenue.

6. Build your Board of Directors.  Instead of seeking help when needed, building a group of advisors or informal mentors you can go to for anything if problems arise is instrumental.  Author and Wharton Professor Adam Grant has a Challenge Network: whenever he wants to pressure test an idea, he will contact his networks to get advice or a different perspective.  A contract with the group is in place, so it normalizes any requested help.  It’s nice when you can put in the subject line, I need your help, and within minutes, you have responses because that’s how the group operates.

7. When You Want to Create a Culture of Asking for Help.  Normalize seeking support in your team or organization by integrating processes that encourage open communication. Some companies start Monday meetings off with gives and gets.  “As we enter this week, what is one request you have and something you could provide.”  All go around and share.

8. Show Gratitude and Acknowledge their Help.  After you have gotten the help you need, circle back and let them know the impact of your help.  It can be as little as an email,” I appreciate you taking the time to explain this concept to me, given how busy you are with…”  When you mention what’s on their plate, they take notice.  People also love hearing how their advice, when accepted, is helpful; they enjoy sharing information that makes a difference.  It will increase the odds of them wanting to help again. If their help was more substantial, you could even give them a small thoughtful gift as a nice touch.   

9. Be Available to Help.  There will likely be a time when your coworker needs help solving a problem.  Plan on doing something to help them whenever the opportunity arises. This contributes to goodwill, cements this help norm going forward, and creates a working environment centered around teamwork.

10. Avoid unhelpful Prefaces:

·      Trapping people - “May I ask you a favor?”  It’s almost like they have to say yes because if they say no without knowing the favor, they can come off as non-collaborative.

·      Offering apologies - “I feel terrible asking you for this,” can make the experience seem less positive.

·      Emphasize reciprocation – “I’ll help you if you help me”.  It can also backfire because people prefer to avoid being indebted to anyone or to engage in a purely transactional exchange.

·      Minimizing your need - “I don’t normally ask for help” or “It’s just a tiny thing”—is equally unproductive because it suggests the assistance is trivial or unnecessary.

Recognize that no one has all the answers, and that's perfectly okay.  By tapping into the collective wisdom of your colleagues and mentors, you unlock a wealth of knowledge and insights that propel both individual and organizational success.

Quote of the day: "The best way to find yourself is to lose yourself in the service of others." - Mahatma Gandhi

Question:  Who is on your Board of Directors?  Comment and share below; we’d love to hear from you!

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

When do you know it’s time to ask for help?

Why Asking for Help Matters (leadership vulnerabilities 3/5)

In our professional journeys, we inevitably encounter moments of uncertainty and challenge.  Though asking for help may initially feel daunting, it unveils many personal and organizational benefits.  Let’s explore the concerns, rewards, and strategies associated with seeking assistance in the workplace.

Concerns with Asking for Help:

1. We can Feel Self-Reliant.  If we are used to being self-sufficient, figuring things out, and getting all things done, suddenly feeling like we want or need assistance from others can be hard and feel humbling, challenging our sense of autonomy and competence.

2. It’s Uncomfortable.  There are social risks we can encounter in asking for help, we may fear rejection, and if we do need help and others do not help us, we can feel disappointed or even resentful if we have assisted in the past.  We also worry about our perception; we want to look good and competent.

The fear of rejection and concerns about perception may deter us from reaching out for support, fostering discomfort and reluctance.

3. We View it as a Sign of Weakness.  We want to put our best foot forward.  If we are starting a new job, we want to ensure they hire us for a reason.  When we ask for help, it is a failure because we should know what to do and how to do it.  We can feel like we have a diminished status because they know something we don’t know.   

4. Worried about Getting the Wrong Kind of Help.  Sometimes, you can ask somebody, and they can offer help in their particular and rigid way rather than in the way you prefer to the point where it does not even feel like help anymore.  It can create more work and stress in the process and have us regret asking in the first place.

5. Don’t Want to Owe Anybody Anything.  If we ask for help, we may feel like we must return the favor or will have something held over our heads.

6. Uncertainty in Seeking Guidance.  You may not know where to start with your help and you do not want to ask the wrong person, thereby exposing your incompetence if you do not have to, so we feel it is better to remain silent than foolish for speaking up in the first place. 

Benefits of Asking for Help

1. Acquisition of New Skills.  Seeking assistance fosters learning and skill development, enabling individuals to expand their knowledge base and enhance proficiency.  By asking, you learn expectations and processes that will allow you to do your job more effectively.

2. Facilitation of Career Progression.  It’s virtually impossible to advance in modern organizations without assistance from others.  Cross-functional teams, fragile project management techniques, matrixed or hierarchy-minimizing structures, and increasingly collaborative office cultures require you to constantly push for the cooperation and support of your managers, peers, and Directs.  Your performance, development, and career progression depend more than ever on seeking the advice, referrals, and resources you need.  Rhonda Morris, Head of Human Resources at Chevron, said that asking for help is a sign of strength because it shows that you are engaged, taking ownership, and signaling that you can deliver the work asked of you.

3. Effective Workload Management.  Sometimes, when you ask for help, you can learn the cause of the overload and overwhelm and redesign your work for more efficient scheduling.  You may also find that some of your coworkers handle tasks better than others, which can lead to a more even distribution of work.

4. Enhanced Productivity and Efficiency.  Asking for help allows your coworkers to recognize your limitations and build most robust workflows for the team, which can improve productivity for the overall company when they are managing resources efficiently.

5. Strengthen Relationships with your Coworkers and Supervisors.  You build camaraderie by acknowledging your colleagues' specializations and expertise while working toward a common goal.  Many enjoy helping their peers; asking for help can build those relationships.  By not asking others for help, you are depriving them of the good feeling they get from helping.  Also, it benefits the person providing help.  When we request help, we allow others to share their knowledge and expertise, which can be incredibly fulfilling for them.  It strengthens relationships and builds trust, creating a culture of reciprocity and collaboration.

6. Build Psychological Safety & A Collaborative Work Environment.  Psychological safety pertains to the belief that one can take interpersonal risks, such as asking questions or for help, or admitting mistakes, without facing negative consequences.  When employees feel safe, they are more likely to seek assistance, enhancing team collaboration and problem-solving.  Recent studies have demonstrated that teams with high levels of psychological safety tend to outperform those with lower levels.  Moreover, employees in these environments experience lower stress levels and greater job satisfaction, leading to increased productivity and overall organizational success.  The process can build goodwill between you and your coworkers as you recognize their expertise and reinforce that your team is working toward the same goals.  In this environment, asking for help becomes a natural part of the learning process rather than something to be feared or avoided.  When people are invested in each other’s success, creativity and innovation blossoms.

Embracing the art of asking for help is not a sign of weakness but a testament to strength, resilience, and a commitment to continuous growth.  We unlock our full potential and foster a culture of collaboration and excellence by harnessing the collective expertise and support within our professional networks.

Quote of the day: "The strong individual is the one who asks for help when they need it." - Rona Barrett

Question:  How do you like to ask for help?  Comment and share below; we’d love to hear from you!

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

The next blog in this series 4/5 will focus on tactics for asking for help.

The Importance of Help - When do you Ask?

Effective Strategies for Handling ‘I Don’t Know’ Moments (leadership vulnerabilities 2/5)

In the previous blog, we delved into the concerns and benefits of embracing the phrase “I don’t know.” This article will explore practical strategies and scripts for employing those words confidently and gracefully in various scenarios.

Common Scenarios and Responses:

1. When Asked a Factual Question in a Meeting.  It happens to us all, we may be behind on our research, our minds may go blank, or we simply don’t know.  Here are some approaches to take and scripts to use:

·      “That’s exactly what I’m seeking to answer.”  This shows your boss that you are with them, and the information will be forthcoming.

·      “Let me find out” or “Let me look into that and get back to you with what I discover.”  Or “Great question; let me prioritize a response and circle back.”  When expressed in a supportive and self-assured way, you say you are willing to work to locate the answer.  You show yourself as cooperative, valuable, and a resourceful team player.

·      “I want to ensure I have the most updated information, let me confirm with you by 5 pm today,” or “That’s a good question, and I want to give you an accurate response; let me get back to you by the end of day.”   This shows that you are on top of this work, and it is fast moving, so you want to return with all the correct information.

·      If you have a general idea, you can respond at a high level and avoid specifics. 

o   For example, if somebody asks how the campaign went you can say, “Initial numbers showed it went well, but let me dig into it more, run some reports, and send exact figures to you by the end of the day/week.”  This shows you as somebody who airs on the side of providing accurate information.

·      As a leader, you may not know the ins and outs of every project in your department, let alone your function, that’s ok, you can redirect your response to another.

o   “I’m not sure I’m the best person to answer that.”  Then you follow up with the person you think is most appropriate.  If the person is in the meeting, you can turn to them, “Jill, I know you are running lead on this project; what information do you have now that you might share?”  Or you can say, “My information suggests that Jill would have better insights on this topic; let me turn it over to him.” 

o   If the person is not at the meeting, you can say, “let me connect you to Bill.  He has been doing a great job leading this project, and I want him to provide the most updated information.”

2. When Asked an Opinion Question.  For example, “What is your take on remote work,” and you do not have an established perspective yet:

·      If you have no idea, you can say: “That is an interesting and complex question.  I want to ensure I give it the full attention it deserves; let me ponder it a little more and follow up with my thoughts.”  Or “let me flush out my thoughts once I have the headspace to give this more direct consideration.”

·      If you have a vague idea, you can say, “That is a good question, I can briefly share my preliminary thoughts, but I want to reflect on this question longer and get back to you when I organize my ideas even more.”  Or, “I have a vague idea but want to reflect on this question longer to provide a detailed perspective.”

·      If you want to enlist others’ perspectives or if you simply are unsure where to look, you can say, “Thank you for the question; I appreciate you bringing it up.  I do not have a strong perspective on the topic right now, but I’m curious to learn what others think?”  Or “I have that same question, what thoughts do you or the rest of you have?”

·      When you know of the best person to answer, “Why don’t we ask Bob, this is a topic they have been living and breathing so it would be helpful to start with their perspective.

3. When Asked a Question Adjacent to the Topic.  If you are presenting on a topic and know everything about it but get asked a question about something tangential.  For example, “How does the program you’re proposing for one target group impact another?”

·      “We haven’t studied working parents, but here’s what I can tell you / what I know: Seniors, whom the grant designated as the target audience, responded favorably in our initial studies.” This strategy brings the discussion back on topic and ensures that all your hard work and research are not wasted.

·      “My best guess would be this…” You can offer an explanation based on what you know, a working hypothesis or a few ideas that can be a launching point for a brainstorming session.

·      I’ll note this for further investigation; let’s return to our main topic.

4. When You Want to Empower the Team to Find the Answer.  You can ask probing questions to get a clearer picture or guide them toward finding solutions.  Your actions will also have demonstrated your commitment to finding an answer, and your team will respect this.  Such questions include:

·      “What else have they read or been told about the issue?”  

·      “What have you tried to do, and how did it go?”  

·      “How important is the issue and its connection to our key priorities?  

·      “Who is impacted by this the most, and what is the cost if nothing changes?”

·      That’s an interesting concept; how would you go about testing the idea?

·      I’m curious to learn what others think.

5. When Asked a Question that Sort of Makes Sense.  Don’t assume you should know the answer, ask them questions to get more information to possibly react to or you can refer them to another team.  You can say,

·       “Can you provide more context?”

·       “That’s an interesting question.  What’s driving it?”

·       "I'm not entirely sure.  Can you point me in the right direction, or do you know someone who might have the answer?"

·       "I'm not familiar with this topic, but there are experts in our team/department who will likely be able to assist you."

6. If You Already Responded and Were Unhappy with It.

·      You can say, “I tend to be a deeper processor, I do not like to fire off my first thoughts, but instead take my time with concepts to think about.  Let me ponder this more and offer my revised thoughts next time we connect.

·      “Let me take some additional time; my best ideas usually emerge on the drive home or while I’m making dinner, let me get back to you on my point of view a little later.”

·      “My best ideas happen with reflection.  Let me get back to you once I’ve had the time to do that.”

7. When Asks a Question that Does Not Deserve a Response.  Some people ask questions just to derail the agenda, embarrass, or trap you.  They pose absurd hypothetical questions that are unrelated, so do not feel like you have to play their game and answer them.  You can say:

·      “That question will take us in a different direction, I’m happy to meet with you later to discuss this topic or focus on your specific interest.”

·      “Thank you for the question, let’s connect offline to address it in detail, or I want to be mindful of time and stick to the agenda topics for this meeting.”

8. When you Do Not Know an Answer and Should not be Expected to Know.  You can say.

·      This is out of my purview; I’d recommend consulting with John in Finance for the best response.”

When you say ‘I don’t’ know’ with honesty and confidence, without sacrificing integrity, you seize the opportunity to showcase humility and earn respect from others.

Quote of the day: "The more I know, the more I realize I don't know." - Albert Einstein

Question:  How have you seen others respond in similar situations that might be helpful to you?  Comment and share below; we’d love to hear from you! 

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

The next blog in this series 3/5 will focus on the concerns and benefits of asking for help.

The Power of ‘I Don’t Know’