Business acumen

The ability to understand and apply knowledge of business fundamentals, market dynamics, and organisational operations to make sound decisions that drive profitability, strategic growth, and long-term success. It involves an awareness of financial metrics, competitive landscapes, and customer needs, connected with the capacity to align these elements with organisational goals.

“An organization’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage.” – Jack Welch

Barrier to business acumen

Inexperience and newness: Leaders who are new to the organisation often lack the necessary experience and familiarity with the business, which hinders their development of business acumen.

Narrow perspective: A limited viewpoint, focused solely on their specific function, prevents leaders from gaining a broader understanding of the business as a whole.

Lack of interest in general business: Some leaders show little interest in general business matters, focusing instead on their specialised areas, which restricts their overall business understanding.

Limited exposure: Leaders who have not had exposure to areas outside their own function miss out on critical insights and learning opportunities that contribute to robust business acumen.

Over-commitment to profession: Being overly dedicated to their profession rather than the organisation can result in a myopic view, where leaders excel in their field but fail to grasp the wider business context.

Tactical focus: A tendency to focus on immediate, tactical issues rather than strategic, long-term planning limits a leader’s ability to understand and drive the business forward.

Lack of understanding of business operations: Leaders who do not comprehend how businesses operate struggle to make informed decisions that benefit the organisation.

Outdated knowledge: Failing to stay updated on current and future policies, trends, technology, and information means leaders cannot effectively steer their business in a competitive and ever-changing market.

Ignorance of the competition: A lack of awareness about competitors’ strategies and market positions can lead to poor strategic planning and missed opportunities.

Inability to connect strategy and market dynamics: Leaders who do not understand how strategies and tactics actually work in the marketplace may be unable to align their actions with market needs and organisational goals, resulting in ineffective leadership.

“Great businesses are built on understanding customer needs and exceeding their expectations.” – Richard Branson

Enablers of business acumen

Read the right things: Subscribe to essential business publications/blogs like the Fortune, Harvard Business Review, The Economist or FT. Regularly scan these for relevant articles on business trends, policies, and market insights. Identify at least three key takeaways per issue that relate to your business.

Listen to the right things: Occasionally listen to podcasts, programs or even channels that provide continuous coverage and analysis, such as interviews with leaders and industry reviews. Listen to a few podcasts or programmes weekly so you can stay informed on vital business information and developments.

Connect with your industry: Engage with your industry’s national association(s). Join and participate in their events, conferences, and publications. This will provide specific industry insights and networking opportunities with other professionals.

Gen up on business knowledge: Go out or get online and pick three books covering general business principles, financial insights, marketing, and customer service. Gradually expand your library and consider enrolling in business courses for a deeper understanding. Mooc-List.org is a great resource.

Understand business models: Analyse successful and unsuccessful businesses to refine your ideas about what works and does not. Use these insights to develop a framework for evaluating business scenarios.

Deep dive your business: Study your organisation’s annual and financial reports. Seek guidance from internal financial experts to interpret these documents. Try and discuss strategic plans with the strategic planning team to understand mission-critical functions and organisational goals.

Get your hands dirty: Volunteer for cross-functional task forces and projects like value creation teams. Ideally pick ones that interact with customers so you can participate in delivering value to them.

Get closer to customers: Spend time with the customer service team to understand customer interactions and feedback. Listening to or handling customer service calls can provide valuable insights into customer needs and business performance.

Reflect on the system: Recognise that your business is an interconnected system where changes in one area impact others. Explore your key business drivers and their interdependencies. Share and discuss these with colleagues from different functions to understand broader implications.

Build your expertise: Consult with internal or external business experts to learn their key considerations. Organise business data into categories for easier recall and devise key questions to evaluate business issues.

“The essence of strategy is choosing what not to do.” – Michael Porter

Reflection questions for business acumen

How often do you read business press? How could you ensure you identify and apply at least three key insights from each issue to your work?

Do you watch business news programmes regularly or occasionally? Which business podcasts, channels and programmes could provide the most valuable insights for your role, and how can you integrate listening/watching them into your routine?

Are you a member of your industry’s national association? How often do you attend their conferences or engage with their publications, and how can you increase your involvement to gain more industry-specific knowledge?

Have you recently read any business books covering general principles, finance, marketing, or customer service? What steps can you take to create a habit of continuous learning through books or business courses? How can you create an effective note taking system?

What businesses would you see as worth exploring to understand their business models? Would using the business model canvas be an appropriate framework, or do you know other ways to understand how a business operates?

How well do you understand your organisation’s financial reports and strategic plans? What actions can you take to deepen your financial literacy?

Have you participated in cross-functional projects or task forces recently? What opportunities can you pursue to engage with different areas of the business and broaden your understanding of its operations?

How often do you interact with the customer, the service team or listen to customer feedback? What steps can you take to get closer to customers and learn from their experiences with your products or services?

Do you consider the wider implications of decisions in your area on other functions? How can you build your systems thinking to understand the interconnected effects of decisions across the business?

How frequently do you seek insights from internal or external business experts? How could you do more of this?

“In the business world, the rearview mirror is always clearer than the windshield.” – Warren Buffett

CaCareer ambition

The drive to shape and pursue a meaningful and progressive career path through intentional growth, exploration, and contribution. It involves taking ownership of one’s development, setting clear goals, seeking feedback and challenge, and aligning personal aspirations with organisational needs.

“Some people want it to happen, some wish it would happen, others make it happen.” – Michael Jordan

Barriers to career ambition

Lack of ambition: Some leaders are simply bored with their current roles or don’t trust the organization enough to see a future there.

Reluctance to sacrifice: The unwillingness to make personal or professional sacrifices can impede career growth.

Poor self-marketing: Leaders often do not know how to effectively market themselves or are uncomfortable with self-promotion.

Over-analysis: A tendency to over-examine situations can lead to missed opportunities and indecision.

Comfort zone: Being too comfortable in their current position can make leaders hesitant to pursue new opportunities.

Passive attitude: Waiting for things to happen rather than taking proactive steps can stall career progress.

Limited career knowledge: Not understanding how career advancement works and how to navigate it can be a significant barrier.

Fear of risk: A reluctance to take chances can prevent leaders from seizing new opportunities.

Unclear career goals: Uncertainty about what they want from their career can lead to a lack of direction and motivation.

Reluctance to speak up: Hesitation to express career aspirations and needs can result in missed opportunities for advancement.

“Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do.” – Steve Jobs

Enablers of career ambition

Reflect on your value: Assess your strengths and areas for improvement through a 360° review. Reflect on how others perceive your strengths as well as experience and build up core competencies needed for the future

Get some sparring partners: Gather a group of trusted advisors, such as mentors, colleagues, or family members, to provide objective feedback on your career aspirations and concerns. Aim to regularly seek their advice and listen to their insights.

Understand how careers are built: Understand that successful careers are built on performance and problem-solving, not politics. Focus on excelling in your current role, developing notable strengths, and seeking new challenges to broaden your experience.

Get out of your comfort zone: Engage in activities outside your usual responsibilities. Take courses in new areas, volunteer for cross-functional projects, and task trade with peers to gain a broader set of experiences and skills.

Learn from the best: Identify successful individuals in your field and learn from their experiences. Understand the technical and behavioural skills required for advancement and align your efforts with what higher management values in your role.

Build your brand: Build a diverse track record by initiating, fixing, and innovating projects. Focus on performance and variety to demonstrate broad thinking and readiness for new opportunities

Get noticed: Demonstrate your value by solving critical issue and adding significant value. Volunteer for high-visibility projects and present your work to higher management. Let people know about it. Explore “Working Out Loud”.

Take the challenge: Be willing to accept career opportunities even if they come at inconvenient times. Many successful careers involve making challenging moves that require personal sacrifices but lead to significant growth and advancement.

Flex forward: Instead of waiting for a direct promotion, seek lateral moves to gain new experiences and perspectives. This approach can be more developmental and beneficial for long-term career growth than a straightforward promotion within the same area.

Diversify your talents: Avoid focusing solely on your core competence. Develop a broad set of skills to enhance your employability in a changing job market. Be prepared to switch organisations and roles to pursue new opportunities and stay relevant in your career.

“Careers are a jungle gym, not a ladder.” – Sheryl Sandberg

Reflection questions for career ambition

How confident are you in your current strengths and abilities? What feedback have you received that highlight possible areas for growth?

Who are the trusted advisors in your life that you can regularly seek career advice from? How often could you consult with them?

What have you learned about the realities of building a successful career? How are you applying this knowledge in your current role?

What new activities or projects have you considered taking on to expand your skills and experiences? How can you step out of your comfort zone this year?

Who are the successful people in your field that you admire, and what specific qualities or experiences do they have that you can learn from?

How are you building a track record of diverse and impactful achievements in your current role? What steps can you take to enhance your career brand?

In what ways have you demonstrated your problem-solving skills and initiative to higher management? What opportunities can you pursue to increase your visibility?

What career opportunities have you considered but hesitated to pursue due to personal comfort? How might taking these opportunities benefit your long-term career growth?

Are there lateral moves within your organisation available that could provide valuable new experiences? How can you position yourself to take advantage of these opportunities?

How are you broadening your skills to remain employable in a rapidly changing job market? What new competencies or knowledge areas should you focus on developing?

“The big secret in life is that there is no big secret. Whatever your goal, you can get there if you’re willing to work.” –  Oprah Winfrey

Caring for team members

The commitment to understanding, supporting, and valuing the individuals you lead. Not just as employees, but as people. It involves a range of facets, including: active listening, empathy, fairness, and a genuine curiosity about their needs, motivations, and well-being.

“Leadership is not about being in charge. It is about taking care of those in your charge.” Simon Sinek

Barriers for caring for team members

Separation of work and personal life: Leaders might believe that work and personal lives should remain distinct, hindering their ability to engage personally with their direct reports.

Prioritisation of tasks over people: Some leaders care more about tasks, goals, or other aspects of the job rather than the people they lead.

Fear of exploitation: Leaders might worry that showing care will lead to their direct reports taking advantage of their kindness.

Avoidance of counselling conversations: There is often a fear among leaders of being expected to handle personal issues of their direct reports, which can lead them to avoid showing care.

Other priorities: Caring for direct reports may be seen as a low-priority activity compared to other leadership responsibilities.

Poor listening skills: Leaders who are poor listeners may struggle to understand the personal needs and concerns of their direct reports.

Overload: A busy schedule can prevent leaders from dedicating time to know and care for their direct reports.

Lack of interest in team member needs: Leaders who do not care much about the personal needs of their direct reports are less likely to engage with them on a personal level.

Task focused: Delivery focused Leaders who are more focused on tasks and work outputs may neglect the interpersonal aspects of leadership.

Personal style: Leaders who are very tense and impersonal may create a distant relationship with their direct reports, making it difficult to show care.

“People don’t care how much you know, until they know how much you care.” – Theodore Roosevelt

Enablers of caring for team members

Know your team: Learn about your employees’ personal interests and hobbies. Knowing a few non-work-related facts about each team member helps build rapport and strengthens relationships.

Be present: Listen without immediate judgment or offering solutions. Show understanding by summarising what was said. This encourages open communication and makes employees feel heard and respected.

Know the individuals: Study your team members to understand their motivations and behaviours. Predict their actions in different situations to relate to them better. This knowledge helps in addressing their unique needs and concerns.

Raise your curiosity: Ask more open-ended and thought-provoking questions. Show genuine interest in your employees’ ideas and perspectives, encouraging them to think critically and share their insights.

Be fair: Recognise and respect individual differences. Treat each team member according to their unique needs and preferences, rather than applying a one-size-fits-all approach.

Be concerned: Offer help without overstepping into personal counselling. Manage common issues like chronic complaining or anger by setting boundaries and providing constructive feedback. Focus on helping employees improve and find solutions.

Show that you care: Be mindful of the messages you send through your words and actions. Ensure your communication does not unintentionally imply that you do not value your team. Consistently show that you care about their work and well-being.

Listen better: Be psychologically present in all conversations. Allow others to finish their thoughts without interruption. Demonstrate patience by not cutting people off or completing their sentences.

Raise your disclosure: Communicate openly about business issues and share useful information. Invite input from your team and disclose personal insights and decision-making processes. This transparency helps build trust and makes employees feel valued.

Reflect on leadership: Analyse the behaviours of your previous bosses to identify what actions showed care or lack of it. Use this reflection to improve your own management style and become more attentive and supportive.

“Fairness is not about treating everyone the same. It is about treating people in such a way that the outcome for each person can be the same.” Dr. Jody Carrington 

Caring for team members reflection questions

Do you know at least three non-work-related facts about each of your direct reports? Could you find common ground to build stronger relationships?

When an employee shares a concern, do you listen without judging? Could you summarise their points to show understanding before offering advice?

Have you taken time to study what drives each of your direct reports? Could you predict how they might react in certain situations and use this to better support them?

How often do you ask open-ended questions that encourage your team to think critically? Could you incorporate more “what if” and “what would you change” questions into your discussions?

Are you treating each team member according to their unique needs and preferences? Could you provide an example of how you’ve adjusted your approach for different individuals?

Could you describe a recent conversation where you actively listened without interrupting? How did your employee respond?

How often do you share your thoughts and decision-making processes with your team? Could you think of an example where sharing this information improved team dynamics?

When an employee brings personal problems to you, how do you balance offering support without becoming a therapist? Could you set clear boundaries while still showing concern?

Do your words and actions consistently show that you care about your team’s well-being? Could you identify any habits that might unintentionally signal otherwise?

Reflecting on past bosses, what behaviours made you feel cared for or uncared for? Could you use these insights to improve your own leadership style?

“The greatest compliment that was ever paid me was when someone asked me what I thought, and attended to my answer.” – Henry David Thoreau

Comfort around higher management

The ability to engage confidently, calmly, and effectively with senior leaders. It involves managing nerves, communicating with clarity and influence, and adapting one’s approach to align with the priorities and expectations of executive stakeholders.

“Managing Up: being the most effective employee you can be, creating value for your boss and your company.” Dana Rousmaniere

Barriers to having comfort around higher management

Lack of self-confidence: You may lack self-assurance and find yourself at odds when interacting with senior management. Often the hierarchical structure can amplify feelings of inadequacy, leading to a lack of assertiveness and self-belief.

May appear nervous and tense: The pressure of addressing senior management can manifest in visible signs of nervousness and tension. Such outward displays may detract from your ability to present ideas effectively and showcase your full potential.

Low composure: Challenges from executives can unsettle even the most composed individuals. The fear of being caught off-guard or unable to provide satisfactory answers can undermine confidence and hinder effective communication.

Low influence capability: The art of influencing senior management requires a nuanced understanding of organizational dynamics and strategic communication. Without such skills, you may struggle to make a lasting impact on decision-makers.

Mismatching needs: Aligning one’s goals and priorities with those of top executives is crucial for career advancement. However, a lack of insight into their expectations and preferences can lead to missteps and missed opportunities.

Poor approach : Misjudging the appropriate tone and approach when interacting with senior management can erode credibility and undermine professional relationships. Being out of sync with the context can hinder effective communication and rapport-building efforts.

Fear: The fear of failure looms large when dealing with senior management, where the stakes are often higher. This fear can paralyze decision-making and prevent you from taking calculated risks necessary for having a bigger impact.

Perfectionism: Striving for perfection in the eyes of senior management can be a daunting task. The relentless pursuit of flawlessness can lead to undue stress and anxiety, detracting from your ability to perform optimally.

Lack of preparation: Inadequate preparation can undermine confidence and credibility when engaging with senior management. A deficiency in knowledge or skills, or an incompatible work style, can leave you ill-equipped to navigate complex interactions effectively.

Poor pressure handling: the intense pressure of engaging with senior management can trigger emotional responses that cloud judgment and impede rational decision-making. Managing emotions under stress is essential for maintaining composure and professionalism in high-stakes environments.

“Request, don’t complain. inside every complaint is a request. find it and make it.” – Mary Abbajay

Enablers of comfort around higher management

Keep your cool: Learn tactics to manage your nervousness. Take a breath and compose yourself. remember, they’ve been there too. Focus on doing your best and showcasing your expertise.

Prepare worst-case scenarios: Plan for the worst and practice how you’d recover. Prepare for potential challenges or tough questions and have strategies in place to address them confidently.

Practice: Practice your presentation until it feels natural. rehearse in front of your mobile device whilst recording or mirror. Ask a colleague to give you feedback and fine-tune your delivery so you can ensure you’re ready for any curveballs.

Get comfortable with the setting: If you’re presenting in an unfamiliar location, visit beforehand to familiarize yourself with the surroundings. Consider factors like seating and visibility to ensure a smooth presentation.

Structure and focus: Plan your presentation carefully and aim to be concise. Have a clear agenda and bring extra material but be prepared to streamline if needed. Respect their time by keeping things brief and to the point.

Prepare for tough questions: Anticipate questions and rehearse your responses. Brainstorm what you may be asked. Weave the main ones into your presentation, so they do not even get asked. Avoid fake answers and be honest if you don’t know something. Keep your responses concise and focused on problem-solving with a future orientation.

Get support: Don’t be afraid to ask for help. Reach out to trusted colleagues or members of management for advice on how to improve your performance and confidence.

Reflect on interactions: If certain individuals make you uncomfortable, analyse why and consider how you can respond more effectively. Focus on addressing the problem rather than taking things personally.

Expand your network: Take opportunities to meet senior management in informal settings. Remember, they’re just people too, and building relationships outside of work can help ease tensions in professional settings.

Understand your audience: Take the time to learn about the perspectives and backgrounds of top leaders. Understanding their mindset can help you tailor your approach and communication style effectively.

“The No. 1 principle is to understand how your boss likes to be communicated with. The second principle is to understand what motivates them, or in other words, what is their agenda?” – Karl Moore

Self-reflection questions for comfort around higher management

Reflecting on past interactions with senior leadership, how comfortable have you felt in those situations, and what factors contributed to your discomfort? How can you reduce their impact?

Recall a recent encounter with senior management where you felt confident and at ease. What specific actions or mindset helped you feel comfortable in that moment? How can you repeat this mindset or carry out these actions?

When facing uncertainty or pressure from senior leadership, what strategies have you used to manage your nerves and maintain composure? Which are the core tactics you can reuse?

Think about a time when you successfully communicated with senior management. What communication techniques or approaches did you find most effective in building rapport and confidence?

Consider instances where you received constructive feedback from senior leaders. How did you handle the feedback, and what did you learn from the experience?

Reflect on any missed opportunities or challenges you’ve encountered when interacting with senior leadership. What could you have done differently to approach these situations more confidently?

Recall a situation where you felt unprepared when engaging with senior management. What steps can you take to better prepare yourself for future interactions?

Think about a senior leader you admire or feel comfortable working with. How do they handle working with their peers or even more senior leaders or stakeholders?

Consider your mindset towards senior leadership. Are there any limiting beliefs or assumptions that may be holding you back from feeling comfortable around them?

Imagine yourself in a future scenario where you feel completely at ease when interacting with senior leadership. What steps can you take to cultivate that sense of confidence and ease in your current role?

“It is not the will to win that matters—everyone has that. It’s the will to prepare to win that matters.” — Paul “Bear” Bryant

Command skills

The ability to take charge with confidence, make tough decisions, and lead others through complexity, conflict, or crisis. It involves maintaining composure under pressure, articulating a clear vision, standing firm when needed, and communicating with authority and conviction.

“When I am getting ready to reason with a man, I spend one-third of my time thinking about myself and what I am going to say and two-thirds about him and what he is going to say.” – Abraham Lincoln

Barriers to command skills

Fearing failure: Leaders who are overly concerned about criticism or failure tend to avoid making bold decisions, which can undermine their authority and effectiveness.

Crises avoidance: Some leaders shy away from crises, preferring to maintain the status quo rather than addressing urgent and difficult situations head-on.

Crafting, creating and communicating a common cause: Effective leaders unite their team around a common goal. Those who struggle to do this may fail to inspire and direct their followers.

Assertiveness: Leaders who cannot make tough decisions or take a firm stand in challenging situations often lose respect and control over their team.

Pressure management: The ability to stay calm and composed in stressful situations is crucial for leadership. Those who are not cool under pressure can create anxiety and instability within their team.

Low credibility: Leaders must be seen as trustworthy and competent. If they lack credibility, their ability to lead effectively is severely compromised.

Overly over concerned for others: Leaders overly worried about being liked or avoiding criticism may hesitate to make necessary but unpopular decisions.

Conflict avoidance: Leaders who avoid conflict tend to sidestep difficult conversations and decisions, which can lead to unresolved issues and a lack of direction.

Low drive: Effective leaders persist through challenges. Those who lack perseverance may give up too easily when faced with obstacles.

Too chilled: Leaders who do not convey a sense of urgency may fail to motivate their team to meet deadlines or achieve goals promptly, leading to missed opportunities and stagnation.

“Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” – Winston Churchill

Enablers of command skills

Be even more courageous: Accept that leadership involves scrutiny. Develop internal security and ensure you feel good about your decisions. Learn from criticism but remain confident in your path. Reflect regularly and get feedback on this.

Stay firm: Be prepared to take tough stands. Confidence and humility are key. Clearly articulate your stance and rationale, seeking advice for trusted third parties and refine your approach as needed. Identify and address your own hesitations to strengthen your resolve.

Better communicate your ideas: Focus on the outcomes and goals rather than dictating methods. Encourage input and allow others to contribute ideas. Address negative feedback constructively, helping others to feel involved and valued in the process.

Pause then react: Recognise and control your emotional responses. Avoid quick, stress-driven reactions. Instead, ask questions to buy time and understand others’ viewpoints. Maintaining composure can defuse tense situations effectively.

See Failure as a Learning Experience: Adopt a philosophical view of failure. Understand that mistakes are part of the journey to success. Embrace errors as opportunities to learn and improve, knowing that persistence is a hallmark of effective leadership.

Raise your conflict capability: Engage in one-on-one confrontations with objectivity and focus on facts. Listen actively and restate your opponent’s points to ensure understanding. Seek small agreements to move forward and aim to address unresolved issues.

Be decisive: When necessary, decisively address objections and outline clear expectations. If consensus cannot be reached, proceed with confidence and aim to communicate your decisions early, clearly and respectfully.

Wear your crises radar: Anticipate potential crises and develop signal detectors. Gather comprehensive data and plan for worst-case scenarios. As a crisis unfolds, act swiftly based on information available, continuously adjusting and communicating as you move forward.

Expand your boundaries: Consider taking on leadership roles in your community to build confidence and experience. Volunteer for initiatives in your local area, whether in religious, educational, or neighbourhood organisations, to practice and refine your leadership skills.

Raise your gravitas: Cultivate a commanding presence through strong voice, eye contact, and confident demeanour. Invest in presentation skills training and consider your appearance and office setup. Project confidence and problem-solving abilities to be recognised as a leader.

“One person with commitment accomplishes more than a thousand with an opinion.” – Orrin Woodward

Reflection questions on command skills

Reflect on how you typically respond to criticism or failure. Is it appropriate, how could your responses be more effective?

Who in your world is good at taking a tough stand against popular opinion? What can you learn from their approach?

How do you ensure your team understands and supports your vision and goals? How could you raise the alignment.

What techniques do you use to manage your emotional reactions during high-pressure situations? How could you improve this facet of your leadership?

How do you view and handle failure within your leadership journey? What are you go to techniques?

Reflect on the last experience where you effectively resolved a conflict with a team member or peer. How did it go? Could you have done anything better?

Think about a situation where you had to make a difficult decision that not everyone agreed with. How did you handle it? With hindsight, what changes would you have made?

As you look ahead, what potential crises do you seen on the horizon (if any). What can you be doing now, to get ready for these?

What leadership roles or activities do you engage in outside of your workplace? What opportunities could help you become nan even better leader?

If you look back on the last year, what have you been doing to enhance your leadership presence and presentation skills? What could be next?

“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.” – Douglas MacArthur

Compassion

The capacity to notice, understand, and respond with care to the challenges and needs of others. It involves listening with empathy, offering appropriate support, and maintaining respect for emotional boundaries.

“If you want others to be happy, practice compassion. If you want to be happy, practice compassion.” – Dalai Lama

Barriers to compassion

Preference for “work” tasks: Leaders might avoid compassion to stay focused on work-related issues, fearing that personal matters will detract from their professional responsibilities.

Uncomfortableness with difference: Leaders may shy away from compassionate behaviour to avoid conflicts or disagreements that arise from addressing personal or emotional issues.

Simply don’t see the value: Some leaders might struggle to see how compassion can benefit the workplace, which means they end up prioritising tangible results over emotional well-being.

Low emotional capability: Leaders may find it challenging to navigate situations involving strong emotions or political sensitivities, leading them to avoid compassionate responses.

They see compassion as weakness: There is often a belief among leaders that showing compassion is a sign of weakness, undermining their authority and decisiveness.

Difficulty with Diversity: Leaders might have difficulty dealing with people or groups who are different from them, and this can lead to lower levels of compassion.

Low or poor emotion management: Leaders may feel uncomfortable dealing with emotions, both their own and those of others, resulting in a lack of compassionate behaviour.

Results focused: Leaders with low compassion often prioritize results over personal connections, viewing everything else as a distraction from achieving goals.

View on work/life boundary: Some leaders believe in a strict separation between personal issues and business, considering personal matters inappropriate for the workplace.

Not skilled at it: Leaders might simply not know how to effectively show compassion or deal with people in trouble, leading to an absence of compassionate behaviour.

“The purpose of life is not to be happy. It is to be useful, to be honourable, to be compassionate, to have it make some difference that you have lived and lived well.” – Ralph Waldo Emerson 

Enablers of compassion

Raise empathy and offer support: If you’re uncomfortable with strong emotions, try to empathise by imagining yourself in the other person’s situation. Express your sorrow for their difficulties and offer practical help where possible, such as a day off or a resource. Offering hope can also be a significant comfort.

Listen more: Sometimes, people just need to talk. Show compassion by listening quietly, maintaining eye contact, and acknowledging their feelings. When they pause, empathise and suggest practical support, such as getting cover for their work if they need time off.

Delay advice: Resist the urge to immediately offer solutions. Instead, listen and provide support through gestures. Save advice for when emotions have settled and you fully understand the situation, ensuring your guidance is more effective.

Model the best: Observe and learn from the most compassionate individuals you know, whether they are colleagues, acquaintances, or notable figures. Note their words, actions, and gestures, and adapt their compassionate behaviours to your own style.

Set your boundaries: Be compassionate without becoming a counsellor by letting people express their concerns without judgement or advice. Summarise their points to show understanding and, if necessary, refer them to appropriate resources, maintaining professional boundaries.

Explore your views: Challenge your biases by putting yourself in others’ shoes and understanding their perspectives. Avoid categorising people and listen even more actively to understand their views and needs, especially those who might seem difficult or unfamiliar.

Dial up your focus: Pay attention to what matters to others to avoid being perceived as insensitive. Understand their concerns and avoid belittling their causes, showing respect for their perspectives and passions.

Shut out the noise: When dealing with emotionally charged issues, focus on listening and understanding rather than arguing. Acknowledge their feelings and seek a rational discussion about the causes and potential solutions to the problem.

Balance advocacy with inquiry: In disputes, ensure you listen to all sides. Ask questions to understand the principles and fairness behind each position, considering the outcomes if their views were accepted. Engage in thoughtful dialogue rather than making quick judgments or share your point of view.

Don’t get defensive, get curious: If accused of lacking compassion, reframe the discussion to focus on the issue rather than personal attacks. Acknowledge what is said, encourage further dialogue, and aim to understand their underlying interests to find common ground.

“It is not enough to be compassionate. You must act.” Dalai Lama

Reflection questions to raise your compassion

1. How connected personally are you to those that you work with?

2. Do you take the time to listen quietly when someone needs to talk? How do you show that you are fully present and understanding their concerns?

3. How often do you listen without immediately trying to solve the problem?

4. Who are the most compassionate individuals you know, and what can you learn from them? How do they show compassion in their actions and words? Can you incorporate any of their behaviours into your own leadership style?

5. How can you set appropriate boundaries while still offering genuine support?

6. What biases might you hold that affect your ability to be compassionate? How can you challenge these biases and approach each person with an open mind?

7. How could you ensure you are not perceived as insensitive? How could you spend more time understanding the concerns and passions of those you lead?

8. How do you handle emotionally charged issues? Do you listen and acknowledge the other person’s feelings without immediately arguing or dismissing them?

9. Do you listen to all sides in a dispute before making a judgement? How often do you ask questions to understand the principles and fairness behind each position? Could this approach lead to more balanced and compassionate decision-making?

10. If accused of lacking compassion, how do you respond? Can you reframe the discussion to focus on resolving the issue rather than taking it personally? How can you acknowledge the other person’s concerns and encourage further dialogue to find common ground?

“Use your voice for kindness, your ears for compassion, your hands for charity, your mind for truth, and your heart for love.” – Unknown

“Compassion for others begins with kindness to ourselves.” – Pema Chödrön

Composure

The ability to remain calm, grounded, and thoughtful under pressure. It involves managing emotional responses, staying objective in the face of stress or criticism, and choosing deliberate actions over impulsive reactions.

“Between stimulus and response there is a space. In that space lies our freedom and power to choose our response. In our response lies our growth and freedom.” – Viktor E. Frankl

Barriers to composure

Defensiveness: Leaders may become defensive when faced with criticism, leading to a loss of composure.

Easily overwhelmed: Being easily overwhelmed and highly emotional can cause leaders to lose their cool under pressure.

Lack of self-confidence: Insecure leaders may struggle to maintain composure, especially in challenging situations.

Perfectionism: The drive for perfection can make leaders more susceptible to stress and emotional outbursts.

Sensitivity: Highly sensitive leaders may take criticism personally, affecting their professional demeanour.

Work overload: Having too many responsibilities can overwhelm leaders, leading to emotional and composure issues.

Control orientation: Leaders who are very control-oriented may struggle when things don’t go as planned, impacting their composure.

Weak impulse control: Poor impulse control can result in leaders reacting emotionally rather than responding calmly.

Unsettled by surprises: Unexpected events can knock leaders off balance, causing them to lose their composure.

Negative emotions: Leaders may let anger, frustration, and anxiety show, which can further unsettle themselves and their team.

“The greatest weapon against stress is our ability to choose one thought over another.” – William James

Enablers of composure

Identify your trigger points: Track instances of losing composure to find recurring triggers. Group these triggers and analyse why they affect you, then rehearse mature responses. Aim to reduce instances by 10% each month.

Increase your impulse control: Practice delaying your initial reaction to situations. Typically, the second or third response is more appropriate, reducing composure issues by holding back your initial impulse.

Employ delaying tactics: When emotions rise, delay your response by counting to ten, getting a drink, or engaging in another short activity. This minute of pause can help regain composure.

Accept delays calmly: Life involves many delays. Write down frustrating delays and develop strategies to respond calmly, like adopting a philosophical stance or finding humor in the situation.

Handle Criticism Constructively: Deal with criticism without becoming defensive. Understand that criticism is often about improvement, and developing this skill helps maintain composure.

Loosen your control: If you are a perfectionist, expect occasional deviations from the plan. Build flexibility into your plans and prepare for the unexpected to reduce stress and improve composure.

Avoid retaliation: When provoked, focus on the problem rather than attacking the person. Engage in constructive dialogue to understand the other side’s perspective and avoid long-term negative consequences.

Remain objective: When responding to criticism or conflict, stick to the facts and their impact on you rather than assuming others’ motives. This helps maintain a balanced perspective.

Pause then be deliberate: Resist jumping to conclusions. Take time to understand problems thoroughly before acting. Engage in discussions, ask clarifying questions, and deliberate before deciding.

Exercise Regularly: Physical activity helps release pent-up emotions and reduce stress. Find a physical hobby or exercise routine to better manage your emotions and maintain composure.

“Detach yourself just when you are about to clash with someone. You will avoid any offence.” – Marcus Aurelius 

Reflection questions on composure

1. What common themes do you notice in the situations where you lose your composure, and why do you think these particular triggers affect you so strongly?

2. How often do you find that your initial reaction to a stressful situation is not the best one, and what techniques can you implement to pause and consider a better response?

3. When you feel your emotions rising, what specific delaying tactic can you use to give yourself time to regain composure?

4. Can you recall a recent situation where a delay caused you stress, and how could adopting a more philosophical or humorous approach have changed your reaction?

5. How do you typically react to criticism, and what steps can you take to respond in a more constructive and composed manner?

6. How do you feel when things don’t go according to your plan, and what strategies can you use to build more flexibility into your expectations?

7. When someone provokes you, what can you do to focus on resolving the problem rather than reacting personally?

8. In what ways can you ensure that your responses to criticism or conflict remain focused on the facts rather than assuming the motives of others?

9. How can you improve your problem-solving process to ensure that you fully understand the situation before taking action?

10. What type of physical activity could you incorporate into your routine to help manage stress and maintain your composure?

“When you react, you let others control you. When you respond, you are in control.” – Bohdi Sanders

Conflict Management

Barriers to conflict management

Enablers of conflict management

Reflection questions for conflict management

Creativity

The ability to generate new ideas and approaches to solve problems, improve processes, or seize opportunities. This competency involves thinking beyond traditional solutions, encouraging experimentation, and drawing on diverse perspectives to drive innovation and adaptability in a changing environment.

“Creativity is not a talent. It is a way of operating.” – John Cleese

Barriers to creativity

Stuck in the past: Leaders may rely heavily on past experiences and solutions, resisting new ideas and innovations.

Excessively cautious: Fear of failure and risk aversion prevents some leaders from exploring creative and unconventional approaches.

Lack of understanding: Leaders may not fully grasp what creativity entails or how to foster it within their teams.

Limited thinking: Some leaders thought processes are often constrained to traditional methods and established practices.

Narrow perspective: A limited and narrow outlook, possibly due to a narrow background, may restricts a leader’s ability to see beyond the obvious.

Overly practical: A strong focus on practicality can lead leaders to dismiss creative ideas as impractical or fanciful.

Reject creativity: Some leaders might perceive creative thinking as unimportant or irrelevant, preferring tried-and-true methods.

Restrained: Personal or organizational constraints can make some leaders hesitant to pursue creative endeavours.

Overly focused: A high level of focus on specific tasks or goals can limit a leaders ability to think broadly or creatively.

Excellent Problem Solver: Being too good at solving problems with existing methods can hinder a leaders openness to new and innovative solutions.

“Creativity involves breaking out of established patterns in order to look at things in a different way.” – Edward de Bono

Enablers of creativity

Remove restraints: Identify what is holding back your creativity—whether it’s perfectionism, caution, or practicality. Challenge yourself to step out of your comfort zone, question habitual approaches, and be open to new and impractical ideas.

Pause and explore: Dedicate time to deeply understand the problem by talking to diverse people and examining parallels outside your field. Discuss your thoughts out loud with others to clarify your understanding and uncover new perspectives.

Break rules and invent new ones: Creative thinking often involves breaking away from traditional logic. Challenge existing concepts, generate ideas without judgment, and seek out unusual or distant parallels to foster innovative thinking.

Apply tools: Enhance creativity by asking more questions and visualizing complex problems. Use techniques like storyboarding, fishbone diagrams, and rich pictures to explore different solutions.

Define the problem clearly: Spend significant time defining the problem before jumping to solutions. Understanding the root causes and organizing information into patterns increases the chances of finding creative solutions.

Diversify your input: Assemble a team with diverse backgrounds and perspectives to approach problems in new ways. Involve people from different functions, levels, and even unrelated fields to bring fresh ideas to the table.

Brainstorm freely: Encourage open brainstorming sessions where all ideas are welcomed without judgment. Ensure the problem is well-defined first, and challenge assumptions to explore a wide range of potential solutions.

Facilitate group processes: Don’t feel you need to be the creative hero always. Engage others in small groups to ideate. Record all ideas, analyse them for positives and negatives, and explore interesting aspects to refine the solutions.

Fail fast: Embrace quick experiments and trials to test new ideas. Recognize that many successful innovations come from unexpected places and failures. Small, inexpensive experiments can lead to valuable insights and breakthroughs.

Keep testing: After generating creative ideas, apply rigorous testing and evaluation to select the best solution. Creativity thrives on freedom in the ideation phase but requires structured analysis to implement effective solutions.

“Creativity is just connecting things. When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something. It seemed obvious to them after a while.” – Steve Jobs

Reflection questions on creativity

Can you recall a recent instance where you used an unconventional approach to solve a problem? What was the outcome? How can you do more of this?

When was the last time you intentionally stepped out of your comfort zone to explore a new way of thinking?

What strategies do you use to carve out time for creative thinking amidst your busy schedule?

How often do you seek input from people outside your field or with different backgrounds when tackling a problem?

Do you allocate sufficient time to understanding the root causes of issues, or do you tend to jump to solutions quickly? How can you empower yourself to slow down and explore?

What is your approach to brainstorming sessions? How do you ensure a free flow of ideas without premature judgment?

What is your process for conducting quick and inexpensive experiments to test new ideas? What are recent examples? What are current opportunities?

Have you explored techniques like mind mapping, rich pictured, or lateral thinking to boost your creativity? What is blocking you from using these types of techniques more?

How do you foster a culture of creativity within your team or organisation?

What steps could you take to continuously improve your creative skills and encourage the same in your team/department or organisation?

“The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present, the decline will be fast.” – Peter Drucker

“Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.”- Scott Adams

“There is no such thing as a new idea. We simply take a lot of old ideas and put them into a sort of mental kaleidoscope.” – Mark Twain

Customer orientation

The ability to understand, anticipate, and prioritise the needs of internal and external customers. Leaders who demonstrate customer orientation stay connected to those they serve, listen actively, and shape processes and decisions around customer value—responding with empathy, urgency, and a commitment to long-term relationships.

“Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.” – Richard Branson

Barriers to customer orientation

Arrogance and/or overconfidence: Leaders who believe they know everything may dismiss customer feedback and prefer to handle everything themselves.

Over-defensive: Leaders who become defensive when faced with criticism often fail to acknowledge and address customer concerns.

Isolationist: Being a loner, a leader might avoid engaging with customers, missing out on valuable insights and feedback.

Poor listening skills: Leaders with poor listening skills may misunderstand or ignore customer needs and complaints, leading to dissatisfaction.

Time management challenges: Leaders who are too busy or poorly manage their time might neglect customer interactions and fail to prioritize customer needs.

Self-centeredness: A self-centred leader may focus on personal or internal goals, overlooking the importance of customer satisfaction.

Low self-confidence: Shy or insecure leaders may avoid interacting with new people, missing opportunities to build strong customer relationships.

Operational focus: Leaders who prioritise internal operations over customer needs can be blindsided by customer issues and miss opportunities for improvement.

Reluctance to initiate contact: Leaders who don’t make the first move to meet and understand customers miss out on building rapport and trust.

Low criticism tolerance: Leaders unwilling to deal with criticisms, complaints, and special requests fail to address and resolve customer issues effectively.

“Instead of focusing on the competition, focus on the customer.” – Scott Cook

Enablers of customer orientation

Stay connected: Maintain high-quality contact with customers to understand their needs and expectations. Use various methods to gather feedback. Ensure customer queries are directed efficiently to the right person with minimal transfers to avoid frustration.

Be attentive: Be open to receiving both positive and negative feedback from customers. Listen attentively and respond to legitimate complaints without becoming defensive. Recognise that vocal customers often highlight issues more than compliments.

Anticipate needs: Regularly engage with customers to foster open communication. Strive to anticipate their needs and provide unexpected positive experiences, such as faster delivery or additional features. Show commitment to long-term customer relationships.

Raise your empathy: Put yourself in your customer’s shoes to better understand their expectations and pain points. Respond to customer inquiries promptly and keep them informed about any delays. Confirm that their issues have been resolved satisfactorily.

Be customer centric: Develop your processes with the customer in mind, ensuring their needs are prioritised. Focus on delivering an exceptional customer experience rather than just a product or service. Offer added value, such as free expert consultations.

Keep improving: Create an environment that encourages experimentation and learning. Aim for continuous improvement in your processes to achieve zero-defect goods, services or interactions. Embrace failures as opportunities to learn and innovate.

Align your habits: Assess and adjust your work habits to maximise effectiveness and efficiency for your customers. Apply continuous improvement principles to your personal work style to better serve customer needs.

Understand why customers leave and stay: Reflect on your experiences as a dissatisfied customer to identify common issues. Investigate why customers have left and address the key problems quickly. Analyse your positive customer experiences to identify what keeps customers satisfied. Ensure your customers experience similar satisfactory transactions.

Link employee and customer satisfaction: Recognise the connection between employee satisfaction and customer loyalty. Implement practices that improve employee motivation and satisfaction, leading to better customer experiences and increased profits.

“Service, in short, is not what you do, but who you are. It’s a way of living that you need to bring to everything you do.” – Betsy Sanders

Reflection questions for Customer orientation

How often do you personally engage with your customers? What methods do you use to gather their feedback, and how do you ensure it is acted upon?

How do you typically respond to customer complaints and criticisms? Can you provide an example of a time when you successfully turned a complaint into an opportunity?

How do you anticipate the needs of your customers before they explicitly communicate them? What systems or processes do you have in place to predict these needs?

How do you put yourself in your customers’ shoes to understand their experience with your product or service? Can you recall a time when this approach led to a significant improvement?

How do you ensure that your business processes and products are designed with the customer in mind? What steps do you take to align your internal operations with customer expectations?

What strategies do you employ to foster a culture of continuous improvement focused on customer satisfaction? How do you encourage experimentation and learning from failures?

How do your personal work habits and routines support customer orientation? Are there areas where you can improve to better serve your customers?

How do you track and analyse reasons for customer dissatisfaction? What actions have you taken to address the common issues that cause customers to leave or disengage?

What are the key factors that contribute to your customers’ loyalty? How do you ensure that these factors are consistently present in your customer interactions?

How do you connect employee satisfaction with customer satisfaction in your organisation? What initiatives have you implemented to ensure that happy employees lead to happy customers?

“To earn the respect (and eventually love) of your customers, you first have to respect those customers. That is why Golden Rule behaviour is embraced by most of the winning companies.” – Colleen Barrett

“It is not your customer’s job to remember you, it is your obligation and responsibility to make sure they don’t have the chance to forget you.” – Patricia Fripp

Decision making velocity

The ability to make timely decisions with appropriate speed and confidence, especially under pressure or with incomplete information. Leaders with strong decision-making velocity focus on what matters most, avoid unnecessary delays, and act with clarity and conviction while remaining open to course correction as new insights emerge.

“When we focus too much on the numbers, we lose the gut; We lose our our human instincts because we’re over analyzing numbers.” – Dana Cavalea

Barriers to decision making velocity

Avoiding conflict: Leaders may delay decisions to steer clear of potential disputes or disagreements, seeking to maintain harmony within the team.

Minimising risk: A risk-averse attitude can lead to hesitation, with leaders taking extra time to weigh all possible outcomes and consequences before committing to a decision.

Disorganised: Lack of organisational skills can cause leaders to be overwhelmed, leading to delays in the decision-making process as they struggle to prioritise tasks and manage their time effectively.

Easily intimidated: Leaders who are easily intimidated by the complexity of decisions or the opinions of others may hesitate, fearing making the wrong choice or facing criticism.

Require excessive information: Some leaders require an abundance of information before making decisions, believing that more data will lead to better choices, which can significantly slow down the process.

Poor focus: Inability to concentrate on the decision-making task can lead to procrastination and delays, as leaders may be distracted by other responsibilities or concerns.

Perfectionism: Aiming for perfection, leaders may delay decisions in an attempt to ensure every detail is flawless, which can impede timely action.

Procrastination: Habitual procrastination can cause leaders to put off decisions until the last minute, often leading to rushed and less effective outcomes.

Overload: Being too busy with multiple responsibilities can leave little time for thoughtful decision-making, causing delays as leaders juggle various tasks.

Time management: Struggling to meet deadlines due to poor time management or an overload of tasks can result in slower decision-making, as leaders are constantly trying to catch up.

“We give primacy to cognition because we don’t trust our gut, and we don’t trust our gut because we don’t understand its language.” – Dr. Mary Lamia

Enablers of decision making velocity

Be comfortable with incomplete data: Accept that needing 100% certainty can hinder timely decisions, so aim to reduce the amount of data you feel is necessary and consider trusting your intuition. It may help practicing making small decisions with limited information to build confidence in your decision-making ability.

Start sooner if you procrastinate: Address procrastination by beginning work on decisions as soon as they are assigned. This will help you gauge the effort required and reduces last-minute rush. Set internal deadlines ahead of the actual deadline to stay on track.

Focus: Improve your self-management by setting clear priorities and focusing on mission-critical decisions. Aim to avoid getting sidetracked by less important tasks. Consider maintaining a decision log to track decision deadlines and plan backward from the target date to ensure timely completion.

Get more comfortable with mistakes: Combat analysis paralysis by adopting a more philosophical approach to failure. Understand that mistakes are opportunities for learning.

Use your strengths: Identify areas where you already make timely decisions and transfer those practices to areas where you hesitate. Analyse common factors in both sets of decisions.: Seek expertise when necessary, whether through networking, hiring a consultant, or forming a problem-solving group.

Prepare for Difficult Conversations: Anticipate and rehearse for interactions with hard-to-deal-with individuals. Focus on key points and remain clear and polite. Find sparring partners to test ideas with difficult people before making final decisions, gaining valuable feedback for better outcomes.

Slice up bigger decisions: Approach large decisions incrementally, making smaller decisions that can be adjusted based on feedback. This method reduces the pressure to be perfect initially. Practice making educated guesses and refining them as new information becomes available.

Manage stress: Identify the sources of your stress and address the underlying fears. Take breaks to regain control and allow your brain to process the problem subconsciously. Develop strategies to remain calm and focused under pressure, improving your overall decision-making speed.

Enhance your communication: Avoid holding back decisions once they are made. Announce decisions promptly to prevent them from becoming untimely. Compare decisions you make internally with those you announce later to identify any discrepancies and address the underlying causes of hesitation.

Prepare for resistance: Prepare thoroughly by understanding the problem, considering options, and developing a rationale for your decision. Be ready to defend it against criticism. List and analyse your worries alongside the benefits of your decision. Addressing both pros and cons helps maintain confidence and reduces hesitation.

“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” – Theodore Roosevelt

Decision making velocity reflection questions

How comfortable are you making decisions with incomplete information? How could you get more comfortable with incomplete information?

What steps can you take to begin working on decisions as soon as they are assigned?

How do you currently prioritize your tasks and decisions? How else could you do this?

Do you find yourself overanalysing to avoid mistakes? Who in your network is good at this? What could you learn from them?

In which areas are you consistently timely, and in which areas do you tend to hesitate? How would you reduce the hesitation?

Are there specific individuals or situations that make you delay your decisions? How could you get, say a 20% increase in velocity in these situations?

When faced with large decisions, do you feel overwhelmed? How could you reduce the overwhelm?

How does time pressure affect your decision-making process? How could you remove or reduce this self-induced pressure?

Do you delay communicating your decisions even after making them? How much quicker could you be and how would you go around hitting that?

How do you respond to conflict or resistance when making decisions? What reading or learning could help you here?

“There is no decision that we can make that doesn’t come with some sort of balance or sacrifice.” – Simon Sinek

Decision making quality

The ability to make timely, well-reasoned, and effective choices by integrating sound judgment, diverse perspectives, and relevant data. It involves recognising biases, managing emotions, and balancing speed with thoughtful analysis. Leaders with strong decision-making quality define problems clearly, consider multiple options, learn from past outcomes, and consistently make choices that support long-term value and positive impact.

“You are free to make whatever choice you want, but you are not free from the consequences of the choice.” – Ezra Taft Benson

Barriers to decision making quality:

Arrogance: Leaders may be overly confident in their own abilities and dismiss alternative viewpoints, leading to biased or uninformed decisions.

Over emotional: Emotional reactions can cloud judgment, causing leaders to avoid risks or make impulsive choices without thorough analysis.

Faulty thinking: Cognitive biases and flawed reasoning can result in poor decision-making processes and outcomes.

Impatience: Rushing decisions without waiting for complete, or sufficient data can lead to uninformed choices and negative consequences.

Narrow perspective: Limited viewpoints and a lack of diverse input can restrict leaders’ understanding and lead to suboptimal decisions.

Perfectionism: Striving for the perfect decision can cause delays, as leaders wait too long for all data, potentially missing timely opportunities.

Anchoring in the past: Fixed mindsets and reliance on historical solutions can prevent innovative or appropriate responses to new challenges.

Reluctance to broaden thinking: Leaders who prefer to work in isolation and avoid seeking assistance may miss valuable insights and collaborative benefits.

Decision velocity: Jumping to quick solutions without proper analysis can result in decisions that do not address the root cause effectively.

Struggle with complexity: Struggling to handle complex issues can lead to either oversimplified solutions or overly complicated strategies that are difficult to implement.

“Choices made, whether bad or good, follow you forever and affect everyone in their path one way or another.” – J.E.B. Spredemann

Enablers of decision making quality

Understand your biases: Be honest with yourself about your biases, beliefs, and favourite solutions. Acknowledge these and ensure they don’t cloud your decision-making. Regularly question if your biases are influencing your choices.

See through the FOG: Ensure your assumptions are not mistaken for facts. Verify cause-and-effect relationships and avoid generalizing from single or simple examples. Distinguish between facts, opinions and guesses.

Drill down: Continuously ask “why” to uncover root causes. Categorize data to identify patterns and connections. Talk with peers to gain different perspectives on what they may see as the fundamentals.

Review your past: Review past decisions to understand your strengths and weaknesses. Identify areas where you excel and those where you need improvement, focusing on refining your decision-making skills in weaker areas. Consider keeping a learning or decision journal.

Balance Action with Patience: Strive for a balance between swift action and thoughtful consideration. Delay decisions slightly to gather more data without falling into analysis paralysis. Formulate questions that need answers before deciding.

Explore possibilities: Generate several potential solutions and visualize their outcomes. Research suggests that the best decisions often lie between the second and third options considered. Trust your gut instinct if something feels off.

Take a break: Give your brain time to process decisions subconsciously. Take breaks and return to the decision after a night’s sleep, allowing fresh perspectives to emerge.

Engage others: Delegate decisions when appropriate. Ask yourself if you really need to make a specific decision. Involve teams or task forces to leverage collective wisdom if appropriate.

Model the best: Learn from the decision-making processes of those great at decision making (those you know and business/historical figures). Analyse their methods and incorporate their effective strategies into your own practice.

Be calm: Develop your emotional intelligence to manage stress and avoid impulsive reactions. Consider learning techniques such as mindfulness and meditation in order to reduce stress and help you maintain clarity and objectivity when making decisions.

“In the end, it’s not the years in your life that count. It’s the choices you make.” – Abraham Lincoln

Reflection questions for decision making quality

Are you aware of your biases? Could you take a moment to identify any personal biases or preconceived notions that might be influencing your decision-making process? Consider asking others for feedback on this question?

Do you sometimes mistake opinions for facts? Can you reflect on recent decisions and assess whether you treated assumptions or opinions as absolute truths?

Do you thoroughly define the problem? What steps do you take to ensure you fully understand the root causes of the issue at hand before jumping to solutions? Could you enhance this?

What does your decision-making history reveal? How could analysing your past decisions help you identify areas where you excel and those where you need improvement? What would be two significant topics to explore sooner, rather than later?

How patient do you see yourself? When making decisions, how often do you allow yourself extra time to gather data, rather than rushing to a conclusion?

Do you consider multiple alternatives? How often do you generate alternative solutions in order to expand your options and enhance your decision quality?

Are you giving yourself time to process decisions? How often do you step away from a decision in order to gain clarity and fresh perspective(s) before making a final choice?

Who can you involve for input? Are there colleagues or team members whose perspectives and expertise you could tap into to improve your and the collective decision-making process?

What can you learn from effective decision makers? Can you think of someone you admire for their decision-making skills? What specific strategies or approaches do they use that you could adopt?

How well do you manage your emotions during tough decision-making? What techniques do you know that can help you regulate your emotions when faced with difficult decisions?

“You are free to make whatever choice you want, but you are not free from the consequences of the choice.” – Ezra Taft Benson

“We can’t control the options we are given, but we can control the choices we make.” – Unknown

Delegation

The ability to entrust others with responsibility by clearly communicating expectations, providing context, and empowering team members to act with autonomy. Effective delegation involves matching tasks to people’s skills and potential, offering support without micromanaging, and creating space for growth with accountability.

“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” – George S. Patton

Barriers to delegation

Doubts about delegation: Some people simply don’t trust that delegating tasks will yield good results. They worry that others won’t do the job well, so they prefer to handle everything themselves.

Lack of confidence in team: When leaders don’t have faith in their team members’ abilities, they hesitate to delegate tasks. This lack of trust can hold back both the team’s potential and the organisation’s growth.

Solo work habits: There are those who prefer to work alone or keep all the important tasks to themselves. They might fear losing control or not getting credit for their work if they delegate.

Avoiding empowerment: Some leaders aren’t sure how to empower others, so they avoid delegation altogether. Without empowerment, team members lack the authority to take action and make decisions.

Micromanagement habits: Even when tasks are delegated, some leaders can’t resist the urge to micromanage. They hover over their team members, stifling creativity and trust in the process.

Delegating without authority: Delegating tasks without giving the necessary authority leads to confusion and delays. Without the power to act, team members struggle to move forward with their assigned tasks.

Lack of planning: Without a clear plan for how to delegate effectively, leaders might struggle to distribute tasks in a meaningful way. This lack of strategy can result in tasks being handed out randomly, without purpose.

Task-focused communication: Leaders who only communicate about specific tasks, without sharing the bigger picture, can leave their team members feeling disconnected. Understanding the overall goals of the organisation is essential for effective delegation.

“Don’t be a bottleneck. If a matter is not a decision for the President or you, delegate it. Force responsibility down and out. Find problem areas, add structure and delegate. The pressure is to do the reverse. Resist it.” – Donald Rumsfeld

Enablers of delegation

Set clear expectations: Before delegating, communicate clearly what you expect. Define the outcome, deadlines, budget, resources available, and decision-making authority. Provide checkpoints for progress and establish metrics for success. Clarity upfront prevents misunderstandings and ensures tasks are completed effectively.

Provide context, not just instructions: Share the ‘what’ and ‘why’ behind the task, allowing your team members to determine the ‘how.’ Encourage autonomy and creativity by giving them room to figure out solutions. Explaining the task’s significance within the broader context fosters motivation and understanding.

Choose wisely what to delegate: Identify tasks suitable for delegation, focusing on complete tasks rather than fragmented pieces. Delegate tasks that align with others’ skills and interests, allowing for personal and professional growth. Ask for input from your team on areas where they can contribute effectively.

Delegate to competent individuals: Delegate to those capable of success, including those with potential for growth. Avoid the common trap of hesitating to delegate due to perceived skill gaps in your team. Invest in developing your team’s abilities through challenging assignments and support.

Set realistic timeframes: Provide realistic timeframes for delegated tasks, considering the capabilities of your team members. Avoid imposing your own pace on others; instead, involve them in setting deadlines. Starting the delegation process early allows for adjustments and ensures timely completion.

Tailor tasks to individuals: Match the complexity of tasks with each team member’s skills and capacity. Avoid a one-size-fits-all approach to delegation; instead, customise tasks to challenge and engage each individual. Encourage self-assessment and involvement in task allocation.

Avoid micromanaging: Trust your team to deliver by monitoring progress without excessive intervention. Establish checkpoints for updates but refrain from constant oversight. Intervene only when necessary, focusing on task outcomes rather than controlling the process.

Delegate for development: Use delegation as a tool for employee growth by assigning tasks that stretch their abilities. Provide opportunities for learning and skill enhancement through challenging assignments. Investing in your team’s development benefits both individuals and the organisation.

Identify barriers to delegation: Reflect on personal barriers preventing effective delegation, such as perfectionism or reluctance to relinquish control.

“The greatest gift you can give others is the gift of belief in them and the confidence that they can succeed on their own.” – Brian Tracy

Reflection questions on delegation

How do you currently approach delegation within your team or organisation? How could you do it even better?

Reflecting on recent tasks or projects, what criteria do you typically use when deciding what to delegate and to whom? Is this effective?

Can you identify any patterns or tendencies in your delegation style? Are there certain tasks or types of tasks you tend to hold onto rather than delegate?

When you delegate a task, what level of autonomy and responsibility do you typically give to the person you’re delegating to?

How do you ensure clear communication and understanding of expectations when delegating tasks?

Reflecting on past instances of delegation, what successes have you observed? What challenges or setbacks have occurred?

How do you typically provide support or guidance to those you delegate tasks to? Is there room for improvement in this area?

Do you actively seek feedback from team members regarding their experience with delegated tasks? How do you use this feedback to improve your delegation approach?

Are there any specific skills or areas of development that you believe would enhance your ability to delegate effectively? How do you plan to address these areas?

Looking ahead, what steps can you take to empower your team members further and foster a culture of trust and accountability through delegation?

“The first rule of management is delegation. Don’t try and do everything yourself because you can’t.” – Anthea Turner

Developing others

The commitment to actively support the growth and success of team members by providing feedback, opportunities, and guidance tailored to their needs and potential. It involves recognising strengths and development areas, co-creating meaningful learning plans, and delegating challenging work that fosters capability and confidence.

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others” – Jack Welch

Barriers to developing others

Don’t see the value: Some leaders don’t believe that people can genuinely develop, which undermines their motivation to invest in others’ growth.

Not a professional priority: Leaders may not see developing others as part of their role, believing it’s someone else’s responsibility or that they aren’t paid to do it.

Too busy: The pressure to achieve immediate results often leaves leaders feeling they don’t have time for the long-term process of developing others.

Unsure how: Many leaders simply don’t know how to develop others effectively, mistaking development for sending people to training courses.

Results orientated: Being highly results-driven, some leaders prioritize short-term tactical achievements over long-term development, neglecting the growth of their team.

Too safe: Some leaders avoid assigning challenging tasks to their team members, missing opportunities for development because they play it safe.

Incorrect view: Leaders may think development happens primarily through formal training, failing to recognize the value of coaching, mentoring, and real-world experiences.

Low or no personal connection: Without understanding their team members’ career aspirations, leaders may not provide the necessary guidance, coaching, or opportunities for growth.

Like externals to enter: Some leaders prefer to hire talent from outside rather than invest in developing existing employees, bypassing the development process entirely.

Not engaged with broader resources: Leaders may not support or cooperate with their organization’s development programs, further limiting their team’s growth potential.

“The greatest good you can do for another is not just to share your riches but to reveal to them their own.” – Benjamin Disraeli

How to develop your capacity to develop others

Block the time: Effective development requires a time investment. Allocate about eight hours per year per direct report to focus on their growth through appraisals, career discussions, and development plans.

Start with knowing the team: Conduct thorough appraisals to understand your team members’ current strengths and weaknesses. Use this insight to identify the competencies they need for future roles, ensuring you have a solid foundation for their development.

Provide great feedback: Continuous feedback is crucial for growth. Offer real-time, balanced feedback and when appropriate, involve others in the process,

Co-create a development Plan: Co-develop a plan that mixes up hands-on experience, learning from others, and formal education. Aim for 70% of development through challenging tasks (on the job), 20% from mentoring, coaching or studying others (near the job), and 10% from formal learning (off the job).

Tailor the development: Recognize that one-size-fits-all development doesn’t work. Tailor your approach to meet the unique needs of each person, especially those from diverse or disadvantaged backgrounds, by providing additional and appropriate support and resources.

Delegate: Delegate tasks strategically to promote growth. Identify challenging assignments that align with your team members’ development needs and rotate tasks to expose them to different experiences.

Stretch the team: Development thrives on stress and challenge. Assign tasks that push your team members out of their comfort zones, requiring them to learn new skills or face potential failure.

Encourage reflection: Help your team members learn from their experiences by encouraging them to reflect on patterns in their successes and failures. Reflection helps them develop repeatable strategies for future challenges.

Foster a growth mindset: Encourage a culture where continuous learning and development are valued. Promote the idea that skills and abilities can be developed through effort and perseverance. This mindset helps your team view challenges as opportunities to grow rather than threats to their competence, fostering a more resilient and adaptable workforce.•

Broaden Perspectives: Expand your team’s horizons by exposing them to experiences beyond their current role or function. Encourage cross-functional projects and networking opportunities to expand their perspectives and help them discover new career possibilities.

“Developing others is a powerful way to grow your own leadership capabilities and expand your impact.” – John Maxwell

Reflection questions on developing others

Could you set aside additional dedicated time each year to focus on the development of your direct reports? How much time would be appropriate to dedicate?

How accurately do you assess your team members’ strengths and weaknesses? Are you taking the time to understand the competencies they need for future tasks / roles?

Are you providing consistent and actionable feedback to your team and the individuals? Could you improve the way you give feedback: timely, balanced, and conducive to growth?

Have you co-created a structured development plan for each team member? How well does the plan incorporate challenging tasks, learning from others, and formal education?

How tailored is your approach to developing the individuals on your team? Are you considering the unique backgrounds and needs of each person, especially those who may require additional support?

Are you delegating tasks that promote growth and development? How often do you assign challenging work that pushes your team members out of their comfort zones?

Are you encouraging your team to take on real, challenging work that requires new skills? How comfortable are you with allowing them to face difficult situations that could lead to growth or failure?

Do you encourage your team to reflect on their experiences? How are you helping them identify patterns in their successes and failures, and how could this reflection improve their development?

Are you able to persuade your team members to embrace challenging assignments? Are you effectively selling the benefits of stepping out of their comfort zones for their long-term growth?

Are you actively helping your team broaden their perspectives? What opportunities are you providing for them to gain experiences beyond their current roles, and how could this exposure help them in their development?

“Success isn’t about how much money you make; it’s about the difference you make in people’s lives.” – Michelle Obama

Embracing diversity

The ability to actively value, seek out, and integrate different backgrounds, perspectives, and experiences into the workplace. It involves challenging personal biases, creating equitable opportunities, and fostering an inclusive environment where all individuals feel respected, heard, and empowered to contribute.

Diversity is having a seat at the table, inclusion is having a voice, and belonging is having that voice be heard.” Liz Fosslien

Barriers to embracing diversity

Narrow minded: Leaders with narrow and inflexible thinking patterns may resist changes that come with embracing diversity, preferring the status quo.

Perception of double standards: There is a misconception among some leaders that diversity initiatives create unfair advantages or double standards, which can create resistance.

Discomfort with difference: Leaders who are uncomfortable with new and different perspectives may find it challenging to adapt to and embrace diverse viewpoints.

Ineffectiveness with diverse groups: Leaders who are unskilled at managing diversity often struggle to work effectively with groups that differ significantly from themselves.

Conflict avoiding: The noise and conflict that can arise from differing views and agendas can make leaders hesitant to engage with diversity issues.

Ethnocentric and stereotypical attitudes: Leaders who hold narrow, ethnocentric views or negative stereotypes about other groups may find it difficult to appreciate the value of diversity and may act inappropriately toward those different from themselves

Unclear of benefits of diversity: Some leaders do not see how diversity can benefit their organisation, leading to a lack of motivation to prioritise it.

Inability to communicate the value: Leaders might struggle to articulate how diversity contributes to business success, making it difficult to gain organisational support for diversity efforts.

Diversity discomfort: Leaders may feel uneasy around people from different backgrounds, which can hinder effective communication and collaboration.

Lack of knowledge on implementation: While some leaders believe in the importance of diversity, they may lack the know-how to effectively implement diversity initiatives within their organisations.•

“To be one, to be united is a great thing. But to respect the right to be different is maybe even greater.” – Bono

Enablers of embracing diversity

Challenge your biases: Identify and confront your own stereotypes and biases. Aim to understand your own perception of others and ensure these biases do not affect your judgment or behaviour.

Be fair: See people as individuals rather than members of a group. Avoid “bucketing” and give equal attention, feedback, and opportunities to all, breaking the cycle of reinforcing stereotypes.

Balance people processes: Ensure equal access to developmental feedback, challenging assignments, and informal information networks.

Address concerns: Understand that marginalised groups may form subgroups and voice concerns. Listen, address legitimate demands, and help them make a business case for their needs to foster inclusion and equity.

Embrace diversity: Leverage diversity to enhance problem-solving and innovation. Look for opportunities to form diverse teams to approach challenges from varied viewpoints and experiences.

Build your experience: Engage with diverse groups through conversation, cultural events, and travel. Consider increasing your own understanding of different cultures and perspectives by immersing yourself in environments where you are in the minority.

Create equitable performance standards: Reduce double standards. Provide necessary support initially to balance disadvantages and apply the same performance standards to everyone once the playing field is level.

Recognise parity: Recognise that performance generally does not vary significantly across gender, age, race, or physical ability. Challenge any preconceived notions and focus on individual capabilities.

Communicate the value: Highlight the importance of diversity by demonstrating how it enhances innovation, aligns with market demographics, and improves talent acquisition. Show that diverse teams are more innovative, and that managing diversity well attracts top talent.

Provide equal opportunity: Understand that equal opportunity involves differential treatment to level the playing field. Implement systems that address historical disadvantages, ensuring everyone has a fair chance to succeed.

“Every individual matters. Every individual has a role to play. Every individual makes a difference.” – Jane Goodall

Embracing diversity reflection questions

What stereotypes or biases might you hold, and how do they affect your leadership? How can you actively work to recognise and counteract these biases in your decision-making and interactions.

Do you tend to favour individuals who are more like you? How can you make a conscious effort to see and treat all team people as individuals rather than grouping them into categories?

Are there any unintentional biases in your leadership? How can you ensure that all team members have equal access to grow and perform at their best?

How do you respond to the concerns and needs of marginalised groups within your team? Are you proactive in listening and addressing their legitimate demands to foster an inclusive environment?

How often do you leverage diverse viewpoints when solving problems or making decisions? What steps can you take to ensure that diverse perspectives are actively sought and valued in your team?

What experiences have you had with different cultures and perspectives? How can you continue to expand your understanding and comfort with diversity through personal and professional engagements?

After addressing initial disparities, are you applying the same performance standards to all team members? How do you ensure fairness and accountability for everyone?

Do you have any preconceptions about the performance of different demographic groups? How can you ensure that you evaluate performance based on individual capabilities rather than group stereotypes?

How can you clearly articulate the business benefits of diversity to your team and stakeholders? Have you identified how a more diverse workforce can drive innovation and better market alignment?

Are you aware of the specific disadvantages that some team members might face? What steps can you take to ensure that your policies and practices provide fair opportunities for everyone to succeed?

“Leadership should be focused on extending the ladder of opportunity for everyone.” – Justin Trudeau

Equitable leadership

The ability to treat individuals fairly and consistently while recognising and responding to their unique needs and circumstances. This competency involves creating a level playing field, challenging bias, and ensuring transparency in decisions, communication, and opportunities.

“Leadership is not about being in charge. It’s about taking care of those in your charge.” – Simon Sinek

Barriers to equitable leadership

Meritocracy bias: Leaders may believe in a strict meritocracy, focusing solely on rewarding higher performers rather than ensuring equitable treatment.

Low empathy: Some leaders struggle to read or understand people well, making it difficult to respond to individual needs fairly.

Indifference: Leaders who don’t genuinely care about people may disregard the importance of equitable leadership.

Inconsistent behaviour: A tendency to act inconsistently toward others can lead to favouritism and unequal treatment.

Favouritism: Playing favourites can create a divide among team members, undermining equity.

Time constraints: Busy leaders may overlook the importance of equity due to time pressures and competing priorities.

Neglecting needs: Leaders who don’t listen to their team’s concerns are less likely to address equity issues effectively.

Information hoarding: Leaders who withhold information that should be shared can erode trust and create inequities.

Stereotyping: Categorising people into “good” and “bad” groups can lead to biased treatment.

Lack of Awareness: Some leaders may not recognise the importance of equitable practices or be too distracted to prioritise it.

“Treat people fairly. People value and trust you more when they see you are consistent and fair in your decisions.” – John C. Maxwell

Enablers of equitable leadership

Share information equitably: Avoid selectively sharing information. When discussing issues, explain your reasoning clearly before proposing solutions. Invite input from others and encourage open dialogue to avoid making people feel excluded or less valued.

Treat all equitably: Monitor your interactions with different groups to ensure consistent respect. Reflect on whether personal biases affect how you treat certain individuals or groups, and consciously address these biases by empathizing with their perspective.

Maintain consistent standards :Ensure that the same behavioural standards apply to all, regardless of their role or performance level. Avoid excusing behaviour in top performers that you would not tolerate in others.

Eliminate biases: Challenge biases related to gender, age, ethnicity, or other factors. Seek feedback from diverse groups to identify any differences in how you treat people and take steps to be more inclusive and fairer.

Ensure everyone is heard: In meetings, make an effort to involve everyone equally. Avoid directing attention to only a select few and ensure that quieter voices are heard by encouraging their participation and moderating dominant personalities.

Keep fairness issues manageable: When addressing fairness conflicts, focus on specific, concrete issues rather than abstract ideas. Separate the problem from personal positions and seek agreement on small points to build momentum toward resolving larger fairness concerns.

Establish fairness standards Create clear, measurable criteria for evaluating fairness (e.g., pay, benefits). Use objective methods like statistical models or market standards to ensure decisions are transparent and consistent.

Stay calm: If fairness issues trigger an emotional response, take a moment to pause before reacting. Counting to five and asking a clarifying question can help you regain composure and respond more thoughtfully.

Involve others: Engage your team in defining what fairness means for them. By involving everyone in setting norms, you build a shared understanding and ensure everyone feels their voice is valued in fairness decisions.

Consider your core values: When fairness issues challenge your core values, carefully consider your response. Reflect on whether your values are appropriate for the situation, and reserve decisive actions for moments that are truly mission-critical.

“Fairness does not mean everyone gets the same. Fairness means everyone gets what they need in order to be successful.” – Rick Riordan

Reflection questions on equitable leadership

How do you decide what information to share with your team? Are you transparent with everyone, or do you find yourself selectively sharing information with certain individuals? How could you better involve everyone in key discussions?

Do you treat all groups or individuals with consistent respect? Are there any groups or individuals that you tend to favour or overlook? How could you actively check and address any personal biases that might influence your interactions?

Do you hold everyone to the same behavioural standards? Are there instances where you allow high performers more leniency than others? How can you ensure that your standards are fair and consistently applied to everyone?

Are there personal biases influencing how you treat different groups? Do you tend to favour people who are more similar to you or more familiar? How can you seek feedback from diverse perspectives to ensure fairness in your approach?

Do you make sure that everyone in your team is equally heard? In meetings, are there people whose input you prioritise or overlook? How can you better involve quieter team members and manage more dominant voices?

When addressing fairness issues, do you keep the focus specific and manageable? How do you approach conflicts related to fairness? Are you able to break down complex issues into small, concrete points to find common ground?

Do you have clear, objective standards for fairness? How do you measure the fairness of decisions like promotions, pay, or opportunities? What objective criteria or methods can you use to ensure everyone is treated fairly?

How do you manage your emotions when fairness is challenged? Are there situations where you lose composure with some people more than others? What strategies can help you pause and respond calmly when fairness issues trigger strong emotions?

Do you involve others in defining fairness norms? How often do you ask your team for input on what they believe is fair? Could you do more to involve everyone in setting the rules and standards that impact them?

Do you carefully consider your core values before acting on fairness issues? Are there moments when your personal values lead you to impose decisions? How can you ensure that you only enforce those values in situations that are truly critical to your team’s success?

“Equity in leadership isn’t about lowering the bar, it’s about recognising that not everyone starts from the same place, and leading accordingly.” — Brené Brown

Learning and using functional & technical skills

The ability to demonstrate depth and relevance of knowledge in a specific functional or technical area through applied expertise, continuous learning, and sound judgment. It involves staying current with developments in one’s field, using technical insight to solve problems, making informed decisions, and earning credibility through competence and contribution.

“The capacity to learn is a gift; the ability to learn is a skill; the willingness to learn is a choice.” – Brian Herbert

Barriers to learning and using functional / technical skills

Short tenure: Leaders may lack sufficient experience in a specific area, leading to limited technical or functional proficiency.

Dislike of detail: A lack of focus on intricate details can prevent leaders from developing the deep understanding needed for complex technical tasks.

Limited interest: Disinterest in a particular function may cause leaders to neglect the effort needed to develop the required skills.

Low personal effectiveness: Leaders often juggle multiple responsibilities, leading to a lack of time to learn or improve technical skills.

Out of date: Some leaders may rely on outdated skills or past technologies, failing to keep pace with modern advancements.

Error prone: Poor technical skills often manifest as recurring mistakes, which can demotivate. These signal a gap in knowledge or proficiency.

Poor decision-making: Leaders with low technical expertise may struggle with sound judgment, leading to suboptimal decisions due to a lack of understanding.

Failure to invest in development: Leaders who do not prioritize skill development often remain stagnant in their knowledge and capabilities.

Superficial understanding: Without the inclination or ability to delve into complex details, leaders may only possess a shallow grasp of technical areas.

Poor adaptation to new tools: Resistance to embracing new technologies, processes and techniques can leave leaders stuck with obsolete skills that no longer meet current demands.

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.” – Alvin Toffler

Enablers of learning and using functional / technical skills

Seek mentorship: Identify a seasoned professional who excels in the area you want to master. Request mentorship and ask insightful questions to understand their approach, priorities, and decision-making. Learning from their experience can accelerate your own growth.

Join your tribe: Become a member of relevant national or regional professional associations. These communities offer workshops, literature, and conferences where you can learn directly from experienced practitioners while building your network.

Find core resources: Locate the “bible” of your field, the key reference book or journal that’s widely respected. Consider subscribing to industry journals and immerse yourself in the foundational knowledge that experts rely on.

Study the gurus: Identify notable figures in your domain and consume their content—books, articles, lectures, and workshops. Learning from top-tier experts gives you insights into best practices and current trends.

Leverage peers: Consult colleagues who excel in the function you want to improve. Ask them what skills are critical and how they developed them. Following a similar learning path can help you target what’s most important.

Carry out formal learning: Take advantage of courses available locally: colleges, universities, or possibly within your organization.

Look to the past: Consider how you mastered previous skills, whether professional or even from a hobby. Apply those same learning strategies—like practice, research, or hands-on experience—to your current goals.

Hire an expert: For rapid progress consider hiring a consultant or coach in the specific area you’re focused on. Personalized tutoring allows you to concentrate on key concepts and fill knowledge gaps efficiently.

Think like an expert: Study how experts approach problems. Break down complex information into categories and identify key questions to ask each time a technical challenge arises. This structured thinking process will enhance your understanding.

Become the teacher: Form study groups or lead training sessions where you teach what you’ve learned. Teaching forces you to conceptualise and organise information, deepening your comprehension while benefiting others.

“The greatest enemy of knowledge is not ignorance; it is the illusion of knowledge.” – Stephen Hawking

Reflection questions on learning and using functional / technical skills

Who in your network or organisation could you approach as a mentor to guide you in developing deeper technical or functional expertise? Consider who might be willing to share their knowledge and experience, and what specific questions you could ask to learn effectively.

Are you actively participating in professional networks or associations relevant to your field? Could you attend workshops or conferences that might expose you to new insights and connect you with experts?

Have you identified the key books, journals, or other resources that experts in your field rely on? Which reference materials should I prioritise to build a strong foundational understanding?

Which industry leaders or experts could you learn from by reading their work or attending their sessions? Are you seeking out opportunities to engage with thought leaders and stay updated on best practices?

Are you leveraging the knowledge of your colleagues to learn which skills are mission-critical? Could you ask peers about the learning paths they followed and how you might adopt similar strategies?

Are there courses or training programs available that you could enrol on to deepen your knowledge? Are you exploring educational opportunities that could provide you with a structured and focused way to learn?

What past learning experiences or hobbies can you draw from to accelerate your understanding of this new area? How did you learn successfully in the past, and how can you apply those strategies here?

Could you benefit from hiring a consultant or tutor for targeted, accelerated learning? Would investing in expert guidance help you gain the specific skills you need more quickly?

Are you organising your thoughts and learning in a way that mirrors how experts approach problems? Could you create key categories or frameworks that help you analyse technical issues more effectively?

How can you apply what you are learning by teaching others or participating in study groups? Would taking on a teaching role or collaborating with others push you to deepen your understanding and refine your skills?

“Success in management requires learning as fast as the world is changing.” — Warren Bennis

Recruiting and embedding talent

The ability to attract, select, and integrate the right people to strengthen the team and meet evolving business needs. It involves identifying potential, making confident hiring decisions, creating conditions for success, and investing in onboarding and development to ensure new hires thrive and contribute effectively.

“In determining the right people, the good-to-great companies placed greater weight on character attributes than on specific educational background, practical skills, specialized knowledge, or work experience.” – Jim Collins 

Barriers to recruiting and embedding talent

Fear of being eclipsed: Some leaders avoid hiring highly competent individuals out of fear that they might be overshadowed or challenged.

Inexperience in hiring: A lack of experience in recruitment can lead to poor judgment in evaluating candidates and making effective hiring decisions.

Low self-confidence: Leaders with low self-confidence may shy away from taking risks in hiring, often opting for “safe” or familiar choices.

Constrained perspective on talent: A limited view of what constitutes talent can lead to missed opportunities to bring diverse and innovative skills onto the team.

Cloning: Leaders may unconsciously gravitate toward candidates who resemble themselves in personality, background, or values, leading to a lack of diversity.

Impatience in the process: Rushing the hiring process due to impatience or pressure can result in settling for subpar candidates instead of waiting for the right fit.

Difficulty in discerning competence: Some leaders struggle to recognize what true competence looks like, often relying on vague criteria or assumptions.

Playing too safe: The tendency to avoid risk can cause leaders to select candidates who align with the status quo rather than those who could drive innovation.

Overlooking success factors: Leaders may struggle to identify key competencies that drive success within their specific organization and focus on irrelevant qualities or fail to align hires with the organization’s need

Poor hiring track record: Leaders with a history of ineffective hiring decisions may continue to make similar mistakes due to a lack of learning or improvement.

“If you can hire people whose passion intersects with the job, they will not require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.” – Stephen Covey

Enablers of recruiting and embedding talent

Learn to spot talent – Leaders often focus on the wrong indicators, such as intelligence or likability, when assessing talent. Instead, they should observe high performers in their environment and identify deeper traits like adaptability, problem-solving, and a passion for critical tasks.

Sharpen interviewing capability – Structured interviewing techniques and clear selection criteria help leaders identify the best candidates. Leaders should focus on finding evidence of learning agility, enthusiasm for key responsibilities, and the ability to thrive in new situations.

Identify the differentiators – Leaders can improve by reflecting on past hires to distinguish between higher performers and those who merely met expectations. Analysing common traits among top talent versus average employees provides insights into what truly drives excellence.

Seek complementary talent – Hiring people similar to oneself can lead to homogeneity and missed opportunities. Leaders should prioritise balance and diversity, consciously seeking individuals who complement their own strengths and fill gaps within the team.

Reflect on the benchmark- Extremes in hiring, whether settling too quickly or waiting endlessly for the perfect candidate, lead to poor outcomes. Leaders need to establish balanced standards—waiting long enough for options but not so long that they lose good candidates.

Take the longer view – Effective leaders have a long-term talent strategy, focusing on both current and future needs. This involves succession planning and being open to hiring individuals who may eventually surpass them in skill, creating a more capable organisation.

Become a student of people – Understanding personality differences and human behaviour is key to making better hiring decisions. Leaders should study how people vary in motivation, work style, and strengths, helping them differentiate between candidates more accurately.

Surround yourself with talent – Insecurity about being shown up can lead leaders to hire average candidates. Embracing this fear as an opportunity for growth allows leaders to build stronger teams by hiring individuals who excel in areas where they are less competent.

Onboard better – High turnover often results from poor onboarding practices.

Look at how you retain staff – Before resorting to frequent hiring, leaders should evaluate whether existing team members could be up-skilled or reassigned. Retraining is often more cost-effective and less disruptive than continually seeking external talent.

“When I’m hiring someone I look for magic and a spark. Little things that intuitively give me a gut feeling that this person will go to the ends of the earth to accomplish the task at hand.” – Tommy Motola

Reflection questions for recruiting and embedding talent

How well do you recognise real talent beyond obvious traits like intelligence or personality? Are you focusing on deeper indicators of potential, such as adaptability, problem-solving skills, and passion for key tasks?

How effective are your interviewing techniques in uncovering a candidate’s true abilities? Do you use structured interviews and clear criteria, focusing on learning agility, motivation, and the capacity to thrive in challenging roles?

Can you clearly differentiate between great performers and those who are merely adequate? Have you reflected on past hires to identify the common characteristics of top performers versus average ones?

Are you unintentionally hiring people who are too similar to you? Do you consciously seek diverse perspectives and complementary strengths that challenge your own assumptions and fill gaps within your team?

Do you set realistic hiring standards, balancing the need for quality with the urgency of filling the role? Are you willing to wait long enough to have solid options without losing strong candidates by aiming for perfection?

Do you think strategically about the long-term talent needs of your team? Are you hiring with a focus on future challenges and identifying potential successors, even if it means bringing in people who could eventually surpass you?

How well do you understand the differences in how people think, work, and motivate themselves? Have you taken steps to deepen your understanding of personality types and behavioural differences that could help you better assess candidates?

Are you confident enough to surround yourself with people who are more skilled than you in certain areas? Do you view hiring talented people as a chance to improve yourself by learning from their strengths?

How effective is your onboarding process in helping new hires integrate and succeed? Do you take the time to welcome, support, and communicate unwritten expectations to new employees, or do you leave them to figure things out on their own?

Are you fully exploring ways to develop and retain your current team before looking to hire externally? Could retraining or shifting roles within your existing staff be a more effective solution than continually seeking outside talent?

“The secret of my success is that we have gone to exceptional lengths to hire the best people in the world.” – Steve Jobs

Leading via values and ethics

The practice of consistently aligning decisions, actions, and communication with clear ethical standards and personal values. This competency involves setting a visible example, acting with integrity, and fostering trust by doing what is right—even when it is difficult.

“Leaders with principles are less likely to get bullied or pushed around because they draw lines in the sand ……The softest pillow is a clear conscience.” – Narayana Murthy

Barriers to leading via values and ethics

Inconsistency: Leaders may struggle with consistency in their values and ethics, leading to unpredictability and confusion for followers

Leading close to the edge: Operating too close to the ethical boundary can result in compromised decision-making and actions that are perceived as unethical.

Outdated: Relying on old-fashioned or outdated values can make leaders appear out of touch with current ethical standards and societal norms.

Lone wolf: Leaders who are highly independent may set their own rules, often disregarding the established values and ethics of the organization.

Flip flopping: Leaders who change their ethical standards based on the situation may lack a consistent ethical framework, leading to unpredictable behaviour.

Low or no clarity: Ambiguity in a leader’s values and ethics can result in unclear guidance and expectations for their team.

Not synced: Leaders whose personal values clash with those of the organization may struggle to lead effectively and ethically.

Individualistic: Leaders with a strong individualistic approach may have low concern for others’ values, creating discomfort and distrust among colleagues.

On the bleeding edge: Leaders who frequently operate near ethical boundaries can create an environment of risk and potential misconduct.

Low self-awareness: Leaders who do not reflect on their own values and ethical behaviour may be unaware of how they are perceived, leading to misalignment between their intentions and actions.

“Open your arms to change, but don’t let go of your values.”- The Dalai Lama

Enablers of leading via values and ethics

Remain aligned: Ensure your actions consistently reflect your words. People judge your ethics and values based on your behaviour. Inconsistencies between what you say and do erode trust.

Model: Practice what you preach. Avoid the “do as I say, not as I do” approach by ensuring your actions match your ethical declarations. Regularly review your statements and actions for alignment and eliminate any discrepancies to maintain trust and authenticity.

Communication clearly: Use precise language that reflects your true values. Avoid exaggerations and demeaning words that might misrepresent your ethics. Your words should accurately depict your values and be consistent with your actions to avoid creating misunderstandings or discomfort.

Stay consistent: Maintain consistent behaviour across different contexts and with different groups. Avoid changing your ethical stance based on the situation or audience. Consistency in your actions fosters reliability and trustworthiness among your colleagues and subordinates.

Align with the org: Ensure your personal values align with those of the organisation. If there’s a significant mismatch, consider whether it’s possible to influence change or if it might be better to seek a more compatible environment. Supporting the organization’s values while maintaining your integrity is crucial.

Remain equitable: Apply the same ethical standards to yourself as you do to others. Avoid favouritism and ensure fairness in your decisions and actions.

Know thyself: Clearly define and understand your own values. Reflect on your past actions to identify the values you consistently demonstrate. This self-awareness enables you to communicate your values clearly to others and ensure your behaviour aligns with your ethical beliefs.

Update as required: Recognise when it’s time to update your values to align with current ethical standards. Society and workplace norms evolve, and being open to change can prevent your values from becoming outdated or rigid.

Adapt if required: If your values are significantly misaligned with those around you, take steps to address this. Seek feedback and professional counsel if needed. Admitting and working on these issues can help rebuild trust and align your ethics with organizational standards.

Shift slowly: Intentionally develop and embody the values and ethics you aspire to. Write down your desired values and the corresponding behaviours that reflect them. Consistently practice these behaviours to reinforce your ethical stance and enhance your leadership credibility.

“If you don’t stick to your values when they are being tested, they’re not values, they’re hobbies.” – Jon Stewart

Reflection questions for leading with values and ethics

Do your actions consistently reflect what you say and believe? Can you think of any recent examples where there was a disconnect between your words and actions? What was or could have been the impact

Have you ever told others to follow certain values that you didn’t uphold yourself? What steps can you take to ensure your behaviour consistently matches your ethical statements?

Are the words and language you use in meetings and conversations accurately reflecting your true values? How can you improve the clarity and consistency of your communication?

Do you find yourself changing your ethical stance depending on the audience or situation? How can you ensure consistency in your ethical behaviour across all contexts?

Do your personal values align with those of your organization? If there are discrepancies, how can you address them or adapt to better fit the organizational culture? If you cannot, are you working in the right organisation?

Are you applying the same ethical standards to yourself as you do to others? What can you do to eliminate any double standards in your leadership practice?

Have you clearly defined your own values and ethics? How can you articulate these values more effectively to your team and ensure they are consistently demonstrated in your actions?

Are any of your values outdated or rigid in light of current ethical standards? How would you know? How can you adapt your values to be more relevant and effective in today’s context?

Are there any aspects of your behaviour that might be perceived as unethical by others? Who would be willing to give you true feedback on this topic?

Have you intentionally developed and practiced the values and ethics you aspire to embody? What specific actions can you take to ensure you consistently demonstrate these values in your leadership?

“Your personal core values define who you are.” – Tony Hsieh

Constructive humour

The ability to use light-heartedness and appropriate humour to build connection, reduce tension, and foster a positive and resilient team climate. It involves reading the room, using inclusive and well-timed humour, and creating psychological safety by showing humanity and warmth—without undermining professionalism or clarity.

“Good humour is a tonic for mind and body. It is the best antidote for anxiety and depression. It is a business asset. It attracts and keeps friends. It lightens human burdens. It is the direct route to serenity and contentment.” – Grenville Kleiser  

Barriers to constructive humour

Lack of ability: Some leaders simply struggle with telling jokes or delivering humour effectively, which can make attempts feel forced or awkward.

Limiting beliefs: Leaders who don’t consider themselves naturally humorous may shy away from using humour, fearing it could backfire or seem inauthentic.

Seen as unprofessional: Many leaders view humour as inappropriate in a business context, believing it undermines authority or distracts from serious work.

Fear of being the fool: Leaders who prioritise maintaining a serious image often avoid humour to prevent being seen as silly, frivolous, or less competent.

Serious disposition: Leaders who take their role very seriously may lack the light-heartedness needed to incorporate positive humour into their interactions.

Risk aversion: Using humour can be unpredictable, and some leaders avoid it to prevent potential misunderstandings, offending others, or embarrassing themselves.

Unskilled in positive Humour: Leaders who struggle with differentiating constructive humour from sarcasm or negativity may inadvertently dampen morale or create discomfort.

Low psychological safety: Leaders who are humourless or dismissive of humour can create an environment where others feel reluctant to engage in light-heartedness.

Timing and context issues: Misjudging when and how to use humour can lead to poorly timed jokes or inappropriate remarks, making leaders hesitant to try.

Reliance on the dark side: Some leaders default to sarcasm, cynicism, or politically charged humour, which can alienate others and damage relationships instead of fostering a positive environment.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner, rather than later? Which ones would potentially be the easiest and have a positive impact?

“A day without laughter is a day wasted.” – Charlie Chaplin

Enablers of constructive humour

Find humour in everyday life – Humour is everywhere if you learn to spot it. Tap into everyday situations. Start by observing humorous things around you, then share them with trusted colleagues to refine your humour judgement.

Keep humour family friendly – In today’s sensitive world, avoid humour that targets specific groups, like sexist, ethnic, or politically charged jokes. Stick to inclusive humour that unites rather than divides, ensuring that no one feels belittled or uncomfortable.

Start with yourself – Self-deprecating humour is often the safest and most endearing type. Sharing funny stories about your own mistakes or quirks humanises you and builds rapport. Just remember to balance it with professionalism to avoid undermining your credibility.

Avoid sarcasm and criticism – Using humour to deliver negative messages is unproductive and can be hurtful. Instead of masking criticism with sarcastic remarks, be direct and constructive. Sarcasm often creates confusion and resentment rather than addressing issues clearly.

Don’t use as a defence mechanism – Humour can be a way to deflect discomfort or avoid difficult topics. It’s better to address issues openly rather than downplaying them with jokes. Acknowledge when you feel uneasy instead of using humour to dodge the conversation.

Dial into the timing – Knowing when humour is appropriate is crucial. If you’re unsure, follow the lead of others and observe when they introduce light-heartedness. Over time, you’ll develop a sense for when humour is well-received and when it’s out of place.

Learn from the experts – Study how professionals use humour by reading books, attending comedy shows, or observing witty colleagues. Horde. Collect humorous content, like cartoons or quotes, that resonate with you and test how others respond to them in different settings.

Master the basics – Learn simple techniques like exaggeration, role reversal, and brevity. Use these tools to craft humorous stories or observations, keeping them concise yet vivid. Focus on the essential elements that create the humour while setting a relatable scene.

Loosen up – Overcome your inhibitions by engaging in playful activities like silly games or interacting with children. Participate in light-hearted office events and be willing to laugh at yourself. Allowing some fun into your routine helps you embrace a more relaxed mindset.

Encourage others – If humour isn’t your strength, at least create an environment where others feel comfortable being funny. Supporting their humour can improve workplace morale and may even inspire you to join in, building your own confidence along the way.

“A sense of humour is part of the art of leadership, of getting along with people, of getting things done.” — Dwight D. Eisenhower

Reflection questions for constructive humour

Can you identify moments from your daily life that naturally lend themselves to humour, and how can you share these observations with your team? How could you make a habit of noting down humorous moments and testing them in low-risk settings.

How can you ensure that your humour is inclusive and doesn’t inadvertently offend or alienate any group of people? What guidelines or principles can you establish for yourself to avoid humour that might be considered inappropriate or insensitive?

Are you comfortable with self-deprecating humour, and how can you use it to humanise yourself and build better connections with your team? In what ways can you balance self-deprecating humour with displays of competence and authority to maintain respect.

Do you sometimes use humour to mask criticism or negative feedback, and how could you address issues more directly without relying on sarcasm or veiled comments? How can you structure your feedback to be constructive and clear, while still incorporating humour in a way that supports and motivates your team?

When you feel uncomfortable or defensive, do you use humour to deflect, and how could you communicate your discomfort more openly instead? What alternative communication strategies can you develop to address uncomfortable situations?

How could you better gauge the right moments for humour in meetings or discussions, and what strategies can you use to improve your timing? What signs or cues from your team can you observe to determine whether a humorous comment will be well-received or could disrupt the flow?

Have you studied how skilled comedians and humorous colleagues use humour, and what specific techniques can you adapt for your own use? Which elements of their humour style resonate most with you, and how can you practice integrating these techniques.

What basic humour techniques, such as exaggeration or reversal, can you practice to enhance your storytelling and presentation skills? How can you experiment with these techniques in a variety of contexts to understand which ones work best for you and your audience?

Are you willing to engage in playful or silly activities that might help you become more comfortable with humour, and how can these activities benefit your leadership style? What specific activities or team-building exercises could you initiate to help both yourself and your team become more comfortable with humour?

How can you create an environment where humour is encouraged among your team, even if you’re not naturally funny, and how might this positively impact team dynamics? What steps can you take to model and support a culture of humour, and how can you measure the effects on team morale and cohesion?

“Good humour isn’t about telling jokes. It’s about being human together.” — Brené Brown

Taking Initiative

The ability to proactively identify opportunities, address challenges, and take decisive actions to drive progress toward organisational goals. This competency reflects a balance of urgency and strategic judgment, enabling leaders to inspire momentum and achieve impactful results in dynamic environments.

“Action is the foundational key to all success.”  Pablo Picasso

Barriers to taking initiative

Doubts about action: Some leaders harbour doubts about the effectiveness of taking swift action. They may fear making the wrong decision or facing negative consequences, leading them to hesitate or avoid taking action altogether.

Lack of confidence: When leaders lack confidence in their ability to make timely and effective decisions, they may shy away from taking action. This hesitancy stems from a fear of making mistakes or facing criticism for their choices, undermining their leadership effectiveness.

Comfort in inaction: There are those who find comfort in maintaining the status quo and avoiding change. These leaders may prioritize stability over progress, preferring to stick with familiar routines and processes rather than embracing new challenges or opportunities.

Overemphasis on analysis: Some leaders become paralyzed by the need for exhaustive analysis and information-gathering before taking action. While thorough research and data analysis are important, an excessive focus on gathering information can lead to decision paralysis and missed opportunities for action.

Fear of failure: The fear of failure can be a significant barrier to action for many leaders. Those who are afraid of making mistakes or experiencing setbacks may avoid taking risks and opt for safe, conservative approaches instead.

Lack of clear vision: Leaders who lack a clear vision or sense of direction may struggle to take decisive action. Without a clear understanding of their goals and priorities, they may find it difficult to make informed decisions and take decisive steps towards achieving their objectives.

Ineffective time management: Poor time management skills can hinder a leader’s ability to take action effectively. Leaders who are overwhelmed by competing priorities or bogged down by administrative tasks may struggle to allocate time and resources towards proactive decision-making and action-taking.

 “Do what you can, with what you have, where you are.”  Teddy Roosevelt

Enablers of taking initiative

Beat procrastination: Are you prone to procrastination, waiting until the last minute to act? Break the cycle by starting early. Begin each task by completing 10% of it immediately after it’s assigned. Breaking tasks into smaller pieces helps you stay focused and make steady progress. Commit to completing a small portion of the task every day, without worrying about the end goal.

Tame perfectionism: If perfectionism holds you back from taking action, it’s time to curb your appetite for certainty. Recognise that waiting for perfection can lead to missed opportunities. Challenge yourself to reduce the need for excessive data and embrace a more balanced approach to decision-making. Learn to trust others and delegate tasks effectively to avoid becoming a bottleneck.

Overcome analysis paralysis: Break free from overthinking and analysis paralysis by striking a balance between thought and action. Remember that waiting for complete certainty is unrealistic. Aim to act with a reasonable amount of information, knowing that you can adjust course along the way. Combat chronic worrying by considering both the pros and cons of each decision, and take decisive action to move forward.

Build confidence: If lack of confidence holds you back, focus on building your self-assurance one step at a time. Take courses or seek guidance to develop skills in areas where you feel uncertain. Focus on your strengths and visualize success in challenging situations. The only way to know your capabilities is to take action and learn from the experience.

Embrace risk: Start small to overcome your aversion to risk. Taking bold action involves pushing beyond your comfort zone and embracing the possibility of failure. Treat mistakes as opportunities to learn and grow. Break tasks into smaller, manageable steps and celebrate small wins along the way. Challenge yourself to explore different ways of taking action creatively.

Reignite passion: If you’ve lost your passion for your work, focus on activities that spark your interest. Make a list of what you enjoy and incorporate those activities into your daily routine. Delegate tasks that no longer motivate you and seek out new opportunities that align with your interests. Volunteer for projects that excite you and reignite your enthusiasm.

Set priorities: Ensure your actions align with your priorities by focusing on key objectives. Identify two or three mission-critical tasks and dedicate your time and resources accordingly. Avoid getting bogged down by trivial tasks and stay focused on what truly matters.

Get organised: Learn best practices for efficient work management to streamline your workflow. Explore resources on process improvement and effective work design to optimize your productivity. Implement organisational strategies to ensure you’re working effectively towards your goals.

Influence others: Effective action often requires getting others on board. Work on your communication and negotiation skills to persuade others to support your initiatives. Lay out the benefits of your proposed actions and involve others in the decision-making process to build consensus and collaboration.

Consider a change: If you’re not fully committed to your current role, consider exploring alternative opportunities. Reflect on your work-life balance and consider whether a shift to a different role or level of responsibility might better align with your priorities and interests.

“Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit” – Conrad Hilton

Reflection questions for taking initiative

What specific situations or challenges have you encountered recently where you felt hesitant to take action? What could you have done differently?

How do you typically approach decision-making? Do you tend to lean towards quick action or do you find yourself getting caught in analysis paralysis?

Reflecting on past experiences, what factors or beliefs might be contributing to your tendency to procrastinate or delay action?

In what ways do you think your leadership style could benefit from being more action-oriented?

Can you identify any patterns or recurring themes in your behaviour that might be hindering your ability to take decisive action?

How do you currently prioritize tasks and allocate your time? Do you feel that your current approach allows for enough focus on taking action?

Think about a recent successful outcome or achievement. What actions did you take that contributed to this success, and how can you replicate those actions in future endeavours?

What strategies or techniques have you found effective in overcoming obstacles or resistance to taking action in the past?

Are there any specific skills or areas of knowledge that you feel you need to develop in order to become more action-oriented?

Imagine yourself as the most action-oriented version of yourself. What changes or adjustments would you need to make in your mindset, habits, or approach to leadership to embody that vision?

“Do or do not, there is no try.”  Yoda

Informing others

The ability to share relevant information clearly, consistently, and at the right time to keep others aligned, informed, and empowered. It involves being transparent about decisions, tailoring communication to the audience, and maintaining open, timely updates that support clarity, collaboration, and trust.

“The two words ‘information’ and ‘communication’ are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.” – Sydney J. Harris

Barriers to informing others

Communication blind spot: Some leaders don’t see informing others as necessary and may overlook its importance.

Inconsistency: Leaders may communicate sporadically or inform some people better than others, leading to gaps in information flow.

Mistiming: Informing others too late or at the wrong time, leading to missed opportunities or confusion.

Unclear: Communication may be vague or ambiguous, leaving others uncertain about the information shared.

Inadequate frequency: Leaders may provide too little information or communicate infrequently, leaving teams uninformed.

Too busy: Being too busy or overwhelmed can lead to neglecting the need to inform others regularly.

Inappropriate channels: Using the wrong medium (e.g., relying solely on email when a meeting is needed) can result in poor understanding.

Not attuned to the audience: Failing to consider who needs to know what information and when can lead to some people being left out or misinformed.

Lack of feedback loops: Leaders may not seek or listen to others’ data / communication needs, leading to ineffective communication.

Low consistency on sharing: Leaders may withhold information intentionally or fail to provide updates and follow-through, creating information silos and mistrust.

“The single biggest problem in communication is the illusion that it has taken place.” – George Bernard Shaw

Enablers of informing others

Raise your transparency: Share your thinking openly, from the initial issue to the final decision. Often, people need to understand how you arrived at your conclusions. Document and explain your decisions step-by-step to help others learn and grow.

Share the Bigger Picture: Avoid being a minimalist. People are more motivated when they see how their work fits into the larger organisational goals. Regularly share information about the broader impact and encourage questions to keep everyone aligned and engaged.

Be more open: If you tend to work alone or hold back information, ensure you’re still sharing key updates with relevant people. Don’t be the source of surprises; make sure your peers and team know what they need to.

Master the basics: Good communication involves concise and frequent updates. Keep your points brief, ask questions, and summarise regularly. Effective communication is about clarity, ensuring that everyone understands the current status and next steps.

Keep the flow going: Inconsistent informing leads to confusion. Develop a system or checklist to ensure you’re regularly sharing the right information with the right people. Seek feedback from your stakeholders (including your team) to determine whether they’re getting the information they need.

Refine Your Communication Style Polish your delivery by eliminating habits like overusing filler words, speaking too fast, or being overly detailed. Simplify complex ideas, use visual aids, and vary your tone to keep others engaged and make your message clear.

Communicate 360: Avoid selectively informing only certain groups. Consistency is key. Reflect on why you might be withholding information from some and whether it’s affecting trust and collaboration. Ensure all relevant parties are kept in the loop.

Be courageous: Sometimes you need to deliver tough messages. Even if it’s uncomfortable, informing the right people at the right time can prevent larger issues. Be thoughtful about when and how you deliver sensitive information.

Prep for pushback: Informing others isn’t always met with positivity; there might be defensiveness or blame. When faced with criticism, separate the message from the emotion. Keep discussions constructive and handle people issues privately if needed.

Raise your adaptivity: Different audiences require different approaches. Tailor your message, style, and medium to suit who you’re addressing, considering their preferences, background, and urgency. Choose whether to deliver the message in writing or in person based on the situation.

Share your thinking: Could you do more to articulate the steps in your thought process so others can follow how you reached your conclusions?

“Communication is not about speaking what we think. It is about ensuring others hear what we mean.” – Simon Sinek

Reflection questions on informing others

Are you clearly sharing the reasoning behind your decisions? Could you do more to articulate the steps in your thought process so others can follow how you reached your conclusions?

Do you consistently provide your team with the bigger picture? How well do you help others understand how their work connects to wider goals? Could you include more context and purpose in your communications?

Are you holding back information that others might find valuable? Do you ever find yourself working in isolation or rationing updates? How might you improve transparency to avoid unnecessary surprises?

Are you practising the core principles of effective communication? How well do you balance brevity with clarity? Are you regularly summarising, asking questions, and keeping communication concise and focused?

Do you have a reliable system for ensuring consistent updates? How organised are you in tracking what information needs to be shared, with whom, and when? Is there a checklist or process that could help you stay on track?

Is your communication style clear, engaging, and free from distractions? Are there any verbal habits, such as overusing filler words or speaking too fast, that might dilute your message? How could you refine your delivery to be more impactful?

Are you sharing information equally across all levels and groups? Do you find yourself selectively informing certain people or groups? How could you ensure that all relevant parties are kept in the loop?

Do you address difficult topics with courage and thoughtfulness? Are you willing to share tough or uncomfortable information when it’s necessary? How could you improve your approach to delivering difficult messages?

How do you handle resistance or negative reactions when informing others? Do you maintain calm and focus when faced with defensiveness or blame? Could you develop strategies to keep discussions constructive and focused on the message?

Are you tailoring your communication to suit different audiences? How well do you adjust your tone, style, and medium to match your audience’s needs? Could you be more strategic in choosing when to write versus when to speak?

“Communication works for those who work at it.” — John Powell

Innovation

The ability to generate, recognise, and implement novel and valuable ideas that improve performance, solve problems, or create new opportunities. It involves fostering creativity, embracing experimentation, learning from failure, and applying insight and imagination to drive meaningful progress and adapt to change.

“Innovation distinguishes between a leader and a follower.” — Steve Jobs

Barriers to innovation

Market misunderstood: Leaders may struggle with innovation because they don’t fully grasp the dynamics and needs of the market, making it difficult to create relevant solutions.

Missing the keys to creativity: Some leaders don’t understand what creativity entails or how to foster it, leading to missed opportunities for innovative ideas.

Risk averse: A fear of failure or making mistakes can paralyse leaders, preventing them from taking the risks necessary for innovation.

Perfectionism: Perfectionist tendencies may cause leaders to aim for flawless execution from the start, hindering the trial-and-error process essential for innovation.

Comfort Zone: Leaders who are too comfortable with existing methods and tasks may resist change and avoid exploring new, creative approaches.

Inability to evaluate: Some leaders lack the ability to recognise and evaluate creative ideas, making it challenging to select and pursue the most promising innovations.

Premature Closure: Leaders may rush to conclusions and solutions without fully exploring creative possibilities, thus missing out on more innovative outcomes.

Resistance to Others’ Ideas: Unskilled leaders may not be open to creative suggestions from others, stifling collaborative innovation.

Experimentation avoidance : A reluctance to experiment can prevent leaders from learning and improving, as they may block or ignore innovative efforts within their teams.

Failure to innovate: Ultimately, leaders who struggle with these issues may simply fail to innovate, sticking to outdated methods that do not keep pace with changing markets and technologies.

“Innovation- any new idea-by definition will not be accepted at first. It takes repeated attempts, endless demonstrations, monotonous rehearsals before innovation can be accepted and internalized by an organization. This requires courageous patience.” – Warren G. Bennis

Enablers of innovation

Deepen your market knowledge: To innovate effectively, leaders must have a deep understanding of their market, including historical trends, current customer behaviours, and future possibilities. This involves continuous research, customer feedback, and staying informed about industry trends to anticipate needs and opportunities.

Raise your creativity: Leaders should understand and manage the creative process by creating an environment where ideas can flourish. This means allowing freedom, embracing unconventional thinking, and avoiding premature judgment of ideas to encourage innovative solutions.

Manage the creatives: Creative individuals often think and work differently from others. Leaders should give them the space to explore ideas, protect them from rigid processes, and appreciate their unique approaches, even if it means overlooking some of the usual organisational constraints.

Lean into the group: Innovation can often come from collective brainstorming. Leaders should encourage group problem-solving by asking more questions than providing answers, breaking down and reassembling ideas, and challenging existing norms to push boundaries and generate creative solutions.

Build on what is present: Not all innovation is about groundbreaking ideas. Leaders should focus on extending and improving existing products or processes by combining old ideas in new ways, which can often lead to successful innovations with less risk.

Be rigorous: Creativity thrives on freedom initially, but successful innovation requires structure and rigour in the selection process. Leaders should critically evaluate and test ideas to determine their feasibility, applying the same scrutiny to creative ideas as to any other business decisions.

Fail fast & iterate: Innovation involves risk, and not all ideas will succeed. Leaders should adopt a philosophical stance towards failure, viewing it as a learning opportunity. By analysing failures, understanding their causes, and iterating on ideas, leaders can improve the chances of success in future attempts.

Navigate the politics: Bringing innovative ideas to life often requires navigating complex organisational dynamics. Leaders should develop political acumen to build alliances, secure resources, and guide ideas through the formal and informal networks within the organisation.

Broaden your learning: Leaders can enhance their innovative capacity by studying successful innovations outside their industry. By understanding how other sectors approach creativity and problem-solving, leaders can gain new perspectives and apply these insights to their own challenges.

Start with a fresh canvas: Sometimes, true innovation requires rethinking the entire business model. Leaders should be open to radical change by identifying new opportunities, inspiring their teams with a clear vision, and gradually implementing innovative strategies that can transform the business over time.

“The best way to predict the future is to create it.” —Alan Kay

Reflection questions on innovation

How well do you understand your market and customers? Could you be missing key trends or customer needs that might inspire innovation? How often do you engage with customers to gather feedback on their evolving preferences? What steps can you take to better anticipate future market demands?

How do you currently foster creativity within your team/department? Are you providing enough freedom for ideas to develop without immediate judgment? How open are you to unconventional or “out of the box” ideas from your team? What could you do to create a more non-judgmental and open environment?

Are you managing creative people in a way that maximises their potential? Do you give creative individuals the space and time they need to think deeply and explore ideas? How do you balance the need for creative freedom with organisational processes? Are you recognising and valuing the unique contributions of creative thinkers on your team?

How effectively do you leverage group creativity? Could you facilitate more productive brainstorming sessions to generate diverse ideas? How often do you encourage your team to challenge existing assumptions or norms? What methods can you (could you) use to help your team think beyond conventional boundaries?

Do you explore and extend existing ideas before seeking completely new solutions? How often do you revisit and refine current products or processes for improvement? Could you be overlooking simpler, incremental innovations that could add significant value? What processes do you have in place to assess and build on existing ideas?

How do you approach the selection and evaluation of creative ideas? Are you applying a structured process to evaluate and test the feasibility of new ideas? How do you balance creative freedom with the need for rigorous evaluation? Could you improve how you prioritise and select ideas for implementation?

What is your tolerance for failure in the innovation process? How do you react to mistakes or setbacks during innovation efforts? Could you create a more forgiving environment that encourages risk-taking and learning? How do you capture and apply lessons from failures to future projects?

How skilled are you at navigating organisational politics to push through innovation? Do you build alliances and gather support effectively for new ideas? How well do you understand the formal and informal networks within your organisation? What strategies could you use to gain buy-in and resources for innovative projects?

How often do you seek inspiration and learning from outside your industry? Are you actively researching how other fields and industries innovate? Could you incorporate new ideas or methods from unrelated sectors into your own work? What practices from outside your industry could be adapted to improve your innovation process?

Are you open to rethinking your business model for greater innovation? How willing are you to challenge and potentially change fundamental aspects of your business? Could you identify areas in your current model that are ripe for innovation or disruption? What small steps can you take now to start innovating your overall business strategy?

“Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow.” – William Pollard

Integrity

The ability to act with honesty, consistency, and moral courage, aligning words, actions, and decisions with ethical principles and organisational values. It involves taking responsibility, keeping confidences, being transparent, and standing up for what is right—even when it is difficult or unpopular.

“The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.” – Dwight D. Eisenhower

Barriers to integrity

Conflict averse: Leaders who shy away from conflict may fail to address important issues, leading to compromised principles and decisions that lack integrity.

Not “walking their talk”: When leaders do not align their actions with their words, they appear inconsistent and untrustworthy, undermining their integrity.

Hedging and/or holding back: Leaders who hesitate to take a clear stance may do so to avoid backlash or maintain flexibility, but this can be seen as indecisiveness or dishonesty.

Overly ambitious: Ambition can drive leaders to prioritise personal success over ethical considerations, leading them to make decisions that compromise their integrity.

Confidentiality breaker: Leaders who cannot keep confidences may inadvertently betray trust, damaging relationships and their reputation for integrity.

Multitasking: Leaders who take on too much may struggle to keep commitments and follow through on promises, leading to perceptions of unreliability and a lack of integrity.

Short termism: Leaders who are too eager to achieve short-term goals may resort to unethical practices or make promises they can’t keep, compromising their integrity.

Incongruent: Leaders who treat people inconsistently may be seen as biased or unjust, which can erode trust and signal a lack of integrity.

Low assertiveness: When leaders avoid making difficult decisions or taking a stand on important issues, they may be viewed as lacking conviction or integrity.

Egocentric: Leaders who appear to act primarily in their own interest may be perceived as manipulative or untrustworthy, further eroding their integrity.

“The greatness of a man is not in how much wealth he acquires, but in his integrity and his ability to affect those around him positively.” – Bob Marley

Enablers of integrity

Be honest & direct: Leaders should avoid hedging or qualifying their statements excessively. Instead, they should focus on making clear, straightforward statements that are based on facts and are defensible.

Be realistic: Be honest about what can be delivered and avoid making promises they cannot keep.

Keep confidences: Be clear on what can and cannot be kept confidential, especially regarding ethical, legal, or performance-related issues. Ensure that personal information is protected.

Act without a personal agenda: Leaders must avoid using their position or relationships for personal gain. Instead, they should ensure that any actions or requests are in the best interest of the organisation and not for personal advantage.

Take responsibility: Admitting mistakes or issues early and publicly demonstrates accountability. Leaders who own their errors and learn from them are seen as more competent and trustworthy.

Address conflicts directly: Avoiding conflict may seem easier in the short term, but it undermines integrity. Leaders should address issues directly and ensure they are consistent in their communication across different settings.

Share necessary information: Withholding information that others need can create mistrust and lead to inefficiency. Leaders should ensure they communicate essential information to their team and peers to support organisational transparency and collaboration.

Know when to sound the alarm: In situations involving ethical dilemmas or potential organisational harm, leaders should not hesitate to inform the right people promptly. Whistle-blowing is a difficult but necessary part of maintaining integrity in challenging situations.

Follow Through: Leaders who consistently deliver on their promises build trust. If circumstances change and they cannot meet a commitment, they should communicate this promptly and provide a realistic alternative.

Repair damaged trust: If a leader has violated trust, it is crucial to acknowledge the issue and make sincere efforts to rebuild relationships. This may involve candid discussions with affected individuals and a commitment to change behaviours that led to the trust issues in the first place.

“Have the courage to say no. Have the courage to face the truth. Do the right thing because it is right. These are the magic keys to living your life with integrity.” – W. Clement Stone

Reflection questions on integrity

How do you handle difficult conversations: Do you tend to avoid addressing challenging issues directly? Are you clear and honest in your communication, or do you hedge your statements? How can you practice being more straightforward without being confrontational?

Could you be overpromising in your commitments: Do you find yourself making promises you’re not sure you can keep? How often do you say “I’ll try” instead of giving a definitive answer? What steps can you take to ensure that your commitments are realistic and achievable?

Are you consistently keeping confidences: How do you clarify what should remain private and what can be shared? What can you do to ensure that others feel safe confiding in you?

Do you ever act with a personal agenda in mind: Are your decisions and actions always in the best interest of the team or organisation? How do you differentiate between a personal benefit and a professional one? How can you ensure that your motives are transparent and aligned with the greater good?

How do you respond when you make a mistake: Do you admit your mistakes openly, or do you try to minimise or hide them? How do you communicate errors to those affected? What can you learn from your mistakes to avoid repeating them in the future?

Do you avoid conflict or difficult situations: How often do you find yourself going along with others just to keep the peace? What strategies can you use to address conflicts more effectively?

Are you sharing information appropriately with your team: Do you sometimes withhold information that others need to do their jobs effectively? How do you ensure that your team is fully informed without overwhelming them? What processes can you put in place to improve the flow of information?

How do you handle ethical dilemmas or potential wrongdoing: Do you hesitate to speak up when you see something wrong? Who do you turn to for guidance when you face an ethical challenge? What steps can you take to ensure that you’re acting in the organisation’s best interest?

Are you following through on your commitments: How often do you fail to deliver on what you’ve promised? What systems do you use to track your commitments and deadlines? How can you improve your follow-through to build greater trust?

Have you taken steps to repair any damage caused by breaches of trust: Are there people who see you as untrustworthy or unreliable? Have you acknowledged any past mistakes or trust issues to those affected? What can you do to rebuild relationships and demonstrate a renewed commitment to integrity?

“As I have said, the first thing is to be honest with yourself. You can never have an impact on society if you have not changed yourself. Great peacemakers are all people of integrity, of honesty, but humility.” – Nelson Mandela

Intellect

The ability to think clearly, critically, and conceptually when solving problems, making decisions, and exploring complex issues. It involves organising thoughts, managing emotions, challenging assumptions, and applying sound reasoning to navigate ambiguity, generate insight, and lead with clarity.

“No amount of reading or memorizing will make you successful in life. It is the understanding and application of wise thought which counts.” – Bob Proctor

Barriers of intellect

Mentally disorganised: Leaders who struggle with organising their thoughts or tasks often find it difficult to harness the full power of their intellect.

Emotional overload: Excessive emotional responses can cloud judgment, preventing leaders from thinking clearly and logically.

Lack of patience: Impatience can lead to rushed decisions without careful consideration, limiting the depth of intellectual engagement.

Low perseverance: A lack of perseverance means some leaders give up too easily when faced with intellectual challenges.

Cognitive gap: Without strong cognitive abilities, leaders may struggle to process information effectively and make sound decisions.

Low stretch: Leaders who do not push themselves to think critically or deeply may miss opportunities for intellectual growth.

Fixed beliefs: Leaders with rigid belief systems may be unable to adapt to new ideas or approaches, hindering intellectual progress.

Oversimplifying: A desire for simplicity can prevent leaders from fully engaging with complex ideas or problems.

Emotional Interference: Strong emotions may interfere with a leader’s ability to think conceptually or understand abstract ideas.

Slow Adaptation: Some leaders may struggle to quickly grasp new concepts, limiting their intellectual agility.

“Curiosity is one of the permanent and certain characteristics of a vigorous intellect. Every advance into knowledge opens new prospects, and produces new incitements to farther progress.” – Samuel Johnson

Enablers of intellect

Cool Down: When emotions run high, they can hijack clear thinking. It’s important to step back and give yourself time to regain composure before making decisions. Calm, rational thought leads to better decision-making and allows the brain to function optimally.

Slow Down: Taking time to reflect before acting prevents hasty decisions. Adding a few extra moments to think through options and their consequences can lead to better choices. Don’t rush to act—often the best solutions emerge after careful consideration of multiple alternatives.

Expand your thinking: Rigid belief systems limit intellectual flexibility. Challenge your assumptions and explore new perspectives to expand your thinking. While you don’t need to abandon your core beliefs, temporarily setting them aside can lead to innovative solutions and deeper insights.

Flex your brain: Just like physical fitness, intellectual fitness requires regular practice. Engage in mental exercises at work, such as problem-solving scenarios, creating checklists, or visualising solutions. These practices sharpen your thinking and enhance your cognitive abilities.

Beware of the FOG. Being overly opinionated can cloud judgement. Strive to separate Facts from personal Opinions or even outright Guesses in your decision-making. Tools like Edward de Bono’s Six Thinking Hats or Direct Attention Thinking tools can help you clarify your thoughts and improve problem-solving by recognising different perspectives.

Pause: Preconceived notions can hinder effective problem-solving. Resist the urge to provide immediate answers. Spend time gathering facts and considering all angles before rushing to a conclusion. A more thoughtful approach often yields better results.

Be a holistic thinker: Understanding how different elements interact within a system enhances problem-solving. Use systems thinking tools to see the bigger picture and understand the underlying dynamics of a challenge. This holistic approach leads to more effective and sustainable solutions.

Train beyond work: Activities like crossword puzzles, sudoku, and brain teasers stimulate cognitive function. Engaging in these activities regularly ensures your brain remains agile and ready to tackle complex problems.

Visualise: Visualising problems can make them easier to understand. Tools like flowcharts and diagrams help map out challenges and potential solutions. Becoming proficient in visual problem-solving techniques can enhance your ability to communicate and resolve issues effectively.

Study others: Studying the lives and works of renowned thinkers can provide valuable insights into intellectual growth. Read biographies or essays of great minds to learn how they approached challenges, organised their thoughts, and applied their intellect to real-world problems.

“Just as iron rusts from disuse… even so does inaction spoil the intellect.” – Leonardo da Vinci

Reflection questions on intellect

Could you be letting your emotions influence your decisions? How do you typically react in high-pressure situations? What strategies can you use to calm down before making a decision? How might a more composed approach benefit your problem-solving?

Do you give yourself enough time to think before acting? How often do you make decisions quickly without full consideration? What techniques could help you slow down and reflect on your choices? Are you open to exploring second or third solutions before deciding?

Are your current beliefs limiting your intellectual growth? What beliefs do you hold that may be restricting your thinking? How often do you challenge your assumptions or try new perspectives? Could seeking diverse viewpoints help you find more innovative solutions?

How regularly do you exercise your mind? What mental exercises or problem-solving techniques do you practice? Could you set aside time each week to engage in cognitive challenges? How can you incorporate intellectual stimulation into your daily routine?

Do you clearly distinguish between facts and opinions? How often do your personal opinions shape your decisions? What steps can you take to ensure your decisions are based on facts? Could you benefit from using a tool like Six Thinking Hats or Direct Attention Thinking Tools to broaden your perspective?

Do you take enough time to gather facts before offering solutions? How often do you find yourself rushing to answer a problem? Could you spend more time analysing facts before deciding on a course of action? What might change if you paused to consider multiple angles first?

How well do you understand the bigger picture? Are you considering how all elements of a problem or challenge interact? Could using systems thinking help you understand complex issues more thoroughly? What tools can you use to enhance your ability to see the broader context?

Are you keeping your brain active with challenging tasks? How often do you engage in activities that challenge your intellect? Could you incorporate more brain exercises like puzzles or mind mapping into your routine? What benefits have you noticed when regularly engaging in mental challenges?

Do you visualise problems to understand them better? How often do you use visual tools like diagrams or flowcharts in your problem-solving? Could you benefit from improving your visualisation techniques? What software or tools might help you present ideas more clearly?

Are you learning from the intellectual practices of others? How often do you study great thinkers or read about their problem-solving methods? How could biographies or essays from renowned philosophers and leaders inspire your own intellectual growth? What lessons could you apply from their approaches to your own challenges?

“Thinking is the hardest work there is, which is probably the reason so few engage in it.” — Henry Ford

Interpersonal savvy

The ability to build strong, respectful, and productive relationships across a range of people and situations. It involves reading social cues, adapting communication, listening with empathy, and navigating differences with emotional intelligence to create trust, connection, and collaboration.

“Empathy represents the foundation skill for all the social competencies important for work.” – Daniel Goleman

Barriers to interpersonal savvy

Arrogance and/or Impatience: Some leaders struggle with interpersonal savvy due to being arrogant, impatient, or insensitive, which can alienate others and reduce engagement.

Dealing with difference: Some leaders can’t manage disagreement or criticism, becoming defensive when challenged.

Judgmental: A judgmental or rigid mindset can prevent leaders from connecting with people who have differing perspectives.

Low self-confidence: Leaders with low self-confidence may avoid engaging with new people or challenging topics, making it hard to build or deepen relationships.

Low listening capability: Some leaders struggle with listening attentively, and this can hinder building rapport with others, as well as block problem solving and supporting others.

Unable to connect: Leaders with a narrow point of view may fail to engage with others as they struggle to relate to diverse individuals or situations.

Overly intense: Being too intense or work-focused can make a leader appear unapproachable or unrelaxed, potentially limiting or blocking interpersonal connections.

Shyness: Shyness or social discomfort can prevent leaders from engaging effectively with others.

Overloaded: Some leaders are too busy or poorly manage their time, this may lead to them neglecting the interpersonal aspects of their role.

Freezing in conflict: A tendency to freeze or panic in conflict situations may show a lack of interpersonal agility.

“Seek first to understand, then to be understood.” – Stephen Covey

Enablers of interpersonal savvy

Adapt to the person: Understand that people come from diverse backgrounds and have unique communication styles, motivations, and values. Pay attention to verbal and non-verbal cues to better read the room. By recognising these differences, you can engage more effectively and ensure smoother interactions.

Connection before content: Rather than jumping straight into business, take time to build rapport first. Ask open-ended questions, listen carefully, and establish common ground. This approach fosters trust and makes people feel valued, which in turn creates a more cooperative working relationship.

Be a better listener: Good listeners gather more information and build stronger relationships. Resist the urge to interrupt or judge quickly. Ask clarifying questions and restate what you’ve heard to show understanding and respect for the speaker’s viewpoint.

Share appropriately: Build trust by sharing insights, thoughts, and personal experiences. Offering more appropriate information can invite collaboration and help you establish deeper connections with your colleagues. It shows that you value their input and involvement.

Watch your non-verbals: Body language speaks volumes. Maintain eye contact, smile, and ensure your tone is calm and pleasant. Avoid actions that signal disinterest or impatience, like checking your watch or fidgeting with papers, as they can undermine your message.

Respect all: Treat everyone with the same interpersonal respect, regardless of their position, background, or style. The principles of interpersonal savvy remain constant, and by applying them consistently, you can connect with a wider range of people.

Be proactive: If you’re shy or lacking confidence, practise initiating conversations. Start with small social interactions in non-work environments to build confidence. Making the first move demonstrates leadership and can help you overcome hesitation in professional settings.

Change your combat tactics: Handle those you don’t naturally connect with by focusing on their strengths or shared interests. Suppress personal judgements and maintain a neutral, professional stance. Asking questions and showing genuine interest will help ease tensions.

Return to zen: In difficult situations, practise staying calm and let others vent without reacting defensively. Use techniques like active listening and asking open-ended questions to diffuse tension. By maintaining composure, you can turn confrontational moments into productive discussions.

Deepen your understanding: Deepen your knowledge of behaviour. Explore behaviour constructs through TYPE instruments like DISC or SOCIAL STLYLE. Deepen your understanding of Emotional Intelligence and Positive Communication.

“Work on your relationships… Relationships need renewal or they die.” – Bo Sanchez

Reflection questions on interpersonal savvy

Could you adapt better to different personalities? How well do you read people’s communication styles, motivations, and values? How do you currently adjust your approach for different individuals?

Do you spend time building rapport before diving into business? What could you do differently to make others feel more at ease with you? Could taking a few extra minutes to connect on a personal level improve your relationships and outcomes?

How effective would you rate your listening? What strategies could you use to listen more actively and empathetically?

How open and approachable are you in your interactions? Do you think people feel comfortable sharing ideas or concerns with you? What behaviours or non-verbal cues could you improve to be more approachable?

How well do you manage your non-verbal communication? Do you notice if your tone or gestures signal impatience or disinterest?

Could you share more personal insights to build trust? How could being more open encourage others to reciprocate?

Are you as comfortable with senior management as you are with your direct reports? What patterns or behaviours change when you engage with people of different ranks or backgrounds? How can you replicate your successful interpersonal strategies across all levels?

Do you take the lead in social situations, even if you feel shy or hesitant? How do you typically approach unfamiliar people or social settings? What small steps could you take to practise engaging more confidently with others?

How do you handle difficult people or challenging interactions? What triggers you during tense conversations, and how do you react? How might your approach shift if you saw difficult interactions as opportunities for learning?

Could you remain calm and composed during high-conflict situations? How might you use techniques like active listening or asking clarifying questions to defuse conflict? How do you think keeping your cool during tense moments could shift the outcome of a disagreement?

“Good human relations not only bring great personal rewards, but are essential to the success of any enterprise.” – J. R. D. Tata

Learning agility

The ability to rapidly learn from experience, adapt to new situations, and apply insights to solve unfamiliar or complex problems. It involves curiosity, reflection, experimentation, and the capacity to remain flexible, question assumptions, and continuously evolve in the face of change.

“Learning is a treasure that will follow its owner everywhere.” – Chinese proverb

Barriers to learning agility

Low reflection: Leaders who do not take the time to critically analyse their experiences miss valuable lessons that can be learnt from both successes and failure.

Singular problem resolving process: Leaders who are reliant on a single or classic problem-solving methods may struggle with innovative or unprecedented challenges, limiting their ability to learn and adapt.

Risk tolerance: Leaders who avoid risks are often reluctant to explore new approaches or unfamiliar situations, which can inhibit learning agility.

Lack of self-confidence: A lack of belief in one’s ability to learn and grow can lead to reluctance in tackling novel challenges, take risks or experiment with new ideas.

Perfectionism: Perfectionist tendencies can result in an unwillingness to take on ambiguous or evolving tasks, stalling learning and adaptability.

Stuck in the past: Leaders who cling to outdated practices or traditional methods may find it difficult to embrace new insights or approaches, reducing their learning agility.

Narrow casting: Some leaders limit their learning by only searching for familiar parallels, failing to explore broader perspectives or unconventional solutions.

Slow adaptation: Leaders with low learning agility often take longer to grasp new concepts or adapt to new environments, making it harder to respond effectively to emerging challenges or opportunities.

Uncomfortable with ambiguity: Leaders who struggle with uncertainty or lack clear answers tend to avoid complex problems, which limits their ability to learn and adapt in unpredictable environments.

Settling too quickly: Leaders who give up too soon or accept mediocre outcomes may miss the chance to fully solve and deeply understand complex problems, further stunting their learning potential.

“Life is trying things to see if they work.” – Ray Bradbury

Enablers of learning agility

Uncover root causes: Instead of collecting surface-level information, consistently ask “why” to uncover underlying causes. Aim to understand identifying patterns and categorise unearthed data into meaningful sets.

Search for structures & principles: Rather than focusing on immediate solutions, aim to look for the fundamental principles behind a challenge. Deeper understanding enables you take a more systemic view and reapply learning across topics.

Review your experiences: Examine both successes and failures to identify recurring themes. While failures offer lessons, analysing your successes can provide insight into what works. You should be able to distil these findings into actionable principles that can be applied to future challenges.

Iterate at pace: Learning agility improves with frequent experimentation or probes. Be prepared to try multiple solutions and iterate based on the results. Shortening your feedback cycle maximises learning opportunities and enhances adaptability.

Engage with expertise: Collaborating with experts in any given field can provide valuable insights into new problem-solving approaches. Leaders can benefit from understanding how experts analyse problems, think through solutions, and identify key drivers, enabling faster learning as well as problem solving.

Reverse your thinking: Consider approaching problems from the opposite direction. Ask what the problem isn’t, explore least-likely causes, or consider alternative perspectives.

Create and engage with diversity: Teams with varied backgrounds can offer fresh perspectives and innovative solutions. By collaborating with others who think differently, you can challenge your assumptions, uncover new ideas, and improve your capacity to adapt.

Be unconventional: Draw inspiration from unlikely sources or nature to help you find creative solutions to complex problems. Identify odd parallels and unexpected anomalies to reveal new insights that can support you breaking out of your traditional thinking patterns.

Embrace failure: Rather than fearing failure. Embrace it. Small, quick trials help reveal what works and what doesn’t, increasing the odds of success. Mistakes can offer crucial lessons that accelerate learning .

Ask questions first: Leaders often rush to offer solutions without fully defining the problem. Devote time to asking insightful questions can help you clarify the challenge, leading to better-informed decisions. Spend close to 50% of your time on defining the problem in order to set the stage for more effective solutions.

“Anyone who isn’t embarrassed of who they were last year probably isn’t learning enough.” – Alain de Botton

Reflection questions on learning agility

How do you describe your approach to problem-solving? How could you dig deeper to uncover root causes? What patterns or connections can you see in the data that you’ve previously missed? How could you reframe issues to help you develop more innovative solutions?

Are you identifying the core elements of challenges, or rushing too quick solutions? Are you too focused on the end result without considering deeper factors?

How often do you reflect on what has worked well in the past? What commonalities exist in the problems you’ve solved successfully? How can you apply these patterns to current and upcoming challenges?

Are you experimenting enough with different approaches? How comfortable are you trying multiple solutions before settling on one? Are your feedback loops frequent enough to accelerate your learning? What may be preventing you from experimenting more with unfamiliar or riskier solutions?

Do you regularly seek out experts to help you learn more effectively? How often do you consult others who may have a deeper understanding of the problem? How could you raise the amount you engage with people outside your usual network?

How often do you challenge yourself to think from different perspectives? How could you do this as a habitual practice?

Are you leveraging the diversity of your team and network to generate better solutions? How often do you and should you engage with them?

How comfortable are you dealing with uncertainty and ambiguity? How could you get more comfortable not knowing and forging ahead?

How do you currently learn from mistakes and failed probes/experiments? How could you build this into your routine?

Do you spend time asking questions before jumping to solutions? What would happen if you allocated more time to problem definition before looking for solutions? How could you make this a habit?

“It is impossible to begin to learn that which one thinks one already knows.” – Epictetus

Listening

The ability to listen with attention, empathy, and openness to understand others’ perspectives, needs, and concerns. It involves being fully present, managing distractions and judgment, and using verbal and non-verbal cues to show genuine engagement.

“Hearing is listening to what’s said. Listening is hearing what isn’t said.” – Simon Sinek

Barriers to listening

Arrogance: Some leaders may believe their own ideas or lived experience is superior, making them less inclined to listen to others.

Defensiveness: Some leaders have a fear of criticism or appearing weak. This can cause leaders to ignore or dismiss the input of others.

Lack of empathy: Some leaders can be insensitive to other people’s situations, feelings or perspectives. This makes it difficult for them to connect and listen effectively.

Impatience: Impatience can lead to interrupting, finishing others’ sentences, or jumping to conclusions before understanding the full message.

Overconfidence in own ideas: Some leaders interrupt to offer quick solutions or decisions, believing they already know the answer and that this one is the most appropriate.

Selective listening: Some leaders may listen to certain people or groups, prioritising those they see as more important, while ignoring others.

Overloaded: Juggling multiple responsibilities can lead leaders to appear distracted, making them miss key points in conversations.

Low regard for others: When leaders don’t value others’ input for whatever reason, they may not see the need to listen attentively.

Over-concerned for own response: Instead of fully listening, leaders may focus on crafting their next argument or rebuttal.

Poor summarising: Low competence in listening can result in the leader misrepresenting or misunderstanding what others are trying to communicate and this then has a knock-on effect on the whole conversation.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner, rather than later? Which ones would potentially be the easiest and have a positive impact?

“The word listen contains the same letters as the word silent.” – Alfred Brendel

Enablers of listening

Identify your challenges: Reflect on your listening habits. Do you tune in only to certain people or situations? Challenge yourself to listen more consistently. If others have thanked you for listening before, it’s likely you engage in selective listening—turning it off and on based on the person or context.

Engage your active listening: Focus on fundamental listening techniques: maintain eye contact, avoid distractions, and be fully present. Show engagement by paraphrasing and summarising what the speaker says, confirming your understanding. Respond thoughtfully, but avoid being dismissive if you disagree.

Be patient: Let others finish their thoughts without cutting in, even when you think you know where they’re heading. Avoid finishing their sentences or waving off their points. If time is tight, politely ask them to summarise rather than shut them down too early.

Ask questions for clarity: If you’re struggling to understand, ask more questions. Use clarifying and probing questions to ensure you grasp the speaker’s point.

Tune in fully: Recognise if you’re tuning out certain people. Question the reasons—are they based on age, status, or personality? Challenge yourself to listen to everyone equally and extract value from every conversation, regardless of the speaker.

Moderate the flow: Help guide conversations constructively, especially with those who ramble or struggle to communicate clearly. Offer structured feedback, such as summarising their points and encouraging brevity. This maintains focus without signalling disinterest.

Keep calm and carry on: It’s natural to get defensive when criticised, but resist the urge to react immediately. Instead, focus on fully understanding the feedback. Listen with an open mind, ask clarifying questions, and separate the message from any personal attacks.

Watch your body: Your body language often speaks louder than words. Avoid fidgeting, crossing your arms, or displaying impatience. Ask someone you trust to point out your non-verbal signals when you’re not listening, and work to eliminate these cues.

Suspend judgment: Make an effort to listen to those you don’t naturally get along with. Rather than judging their character or motives immediately, try to find common ground. Ask questions and be open to seeing them in a different light.

Be ready to lead: Sometimes, in meetings, for the good of all, you may need to steer a conversation back on track. Summarise when discussions get off-topic, ask focused questions when someone is rambling, and encourage problem-solving with chronic complainers by requesting written solutions.

“More often than not, listening is the best help you can give.” – Thibaut

Reflection questions on listening

Could you identify patterns in your listening habits? What factors drive these choices? How can you work towards more consistent listening?

How do you demonstrate active listening in conversations? Do you regularly make eye contact, paraphrase, or summarise to show understanding? Can you think of times when this didn’t happen?

Are you patient enough to let others finish speaking? Do you find yourself interrupting or finishing sentences for others? How can you practice restraint in conversations, especially when time is limited? How often do you ask clarifying questions?

When you’re unsure of something, do you probe deeper, or do you make assumptions? Can you think of situations where more questioning might have improved your understanding?

Are you guilty of selective listening? Are there specific people or groups you listen to more than others? How can you change that?

How do you manage conversations that lack structure? When someone rambles or struggles to express themselves, how do you help guide the discussion?

How do you react when receiving negative feedback? Are you able to stay calm and listen without getting defensive? How could you separate, even more, personal emotions from constructive criticism in the future?

What non-verbal cues do you give when you’re not listening? How can you adjust your body language to convey genuine interest and attention?

Do you listen openly to people you don’t like or agree with? How often do you suspend judgment and give others a fair chance to be heard? What techniques can you use to stay open-minded in these situations?

How do you handle conversations that go off-topic or turn into complaints? When a discussion becomes unproductive, how do you guide it back to a meaningful point? Can you think of ways to turn complaints into problem-solving opportunities without shutting people down?

“Listen with curiosity. Speak with honesty. Act with integrity. The greatest problem with communication is we don’t listen to understand. We listen to reply. When we listen with curiosity, we don’t listen with the intent to reply. We listen for what’s behind the words.” – Roy T. Bennett

Managerial Courage

The ability to face difficult issues directly and stand firm in the face of conflict, pressure, or resistance. Leaders with managerial courage speak up with clarity and integrity, deliver tough feedback when needed, and make bold decisions that serve the greater good—even when it’s uncomfortable or unpopular.

“Courage is the first of human qualities, because it is the quality which guarantees the others.” – Aristotle

Barriers to managerial courage

Fear of conflict: Leaders who avoid conflict often find themselves unable to address crucial issues head-on, preferring instead to sidestep uncomfortable conversations that could propel their teams or business forward.

Inability to handle pressure: When leaders can’t take the heat, they can crumble under the weight of tough decisions, opting for the path of least resistance rather than confronting the challenges headfirst.

Fear of being wrong: The fear of being wrong can paralyze leaders, preventing them from making decisive choices whilst reducing their ability to learn and grow from mistakes.

Aversion to losing: Leaders who do not like losing shy away from risks and innovations, resulting in missed opportunities for learning, growth and advancement.

Emotional reactivity: Succumbing to emotions clouds judgment. In the face of intimidation by others in power, emotionally reactive leaders may hang back and let others take the lead, relinquishing their own agency and authority.

Preoccupation with own affairs: Leaders who prefer to keep their focus on their own business often neglect broader organizational needs, failing to address critical issues that require their attention and intervention.

Failure to name a clear stance: Leaders may hesitate to take or share firm positions, opting instead for ambiguity and indecision, This can undermine their gravitas, authority and effectiveness.

Hesitancy in providing tough feedback: When faced with situations requiring tough feedback, unskilled leaders retreat, failing to provide constructive criticism that could spur growth and improvement in individuals and teams.

Lack of disclosure: Despite possessing vital or even useful information, leaders may withhold it, impeding transparency and the ability to make best use of the information.

Lack of preparation for tough conversations: Unskilled leaders often lack the preparation necessary to navigate tough conversations effectively. This lack of readiness leaves them ill-equipped to articulate and defend challenging positions, hindering their capacity to influence and lead effectively.

“Success is not final, failure is not fatal: it is the courage to continue that counts.” – Winston Churchill

Enablers of managerial courage

Verify before you speak: When confronted with rumours or negative information, ensure its accuracy before acting. Directly gather data from reliable sources to substantiate your claims, avoiding the pitfalls of hearsay and gossip. Refrain from spreading unverified information and strive to present a clear, well-supported message when addressing concerns.

Clarity in feedback: Be concise and direct when delivering tough feedback. Concentrate on specific behaviours rather than personal attributes and ensure you present facts objectively. Maintain your composure when delivering constructive criticism aimed at fostering improvement.

Direct communication: Always deliver information to the appropriate individual who can address it. Aim to reduce intermediaries and avoid indirect messaging channels. Choose the appropriate time and place to address sensitive issues.

Propose solutions: Instead of solely focusing on the negative, offer constructive solutions to problems. Be a problem solver rather than just a critic, providing actionable suggestions for improvement. Paint a vision of a better outcome and help others understand the consequences of your and their ideas.

Empathy in criticism: Acknowledge the emotional aspect of tough conversations and demonstrate empathy towards others’ feelings. Even when delivering critical feedback, show understanding and offer encouragement to support individuals through difficult discussions. Anticipate potential reactions and prepare responses to help navigate possible challenging emotional responses effectively.

Be courageous: Challenge your inclination to avoid tough situations and embrace managerial courage. Reflect on the potential value of addressing difficult issues, even if it involves short-term discomfort.

Escalate when necessary: If initial attempts to address issues are met with resistance or dismissal, be prepared to escalate the matter. Consider seeking guidance from peers or mentors on how to do this effectively.

Prepare communication: Before engaging in tough conversations or delivering critical messages, take the time to prepare thoroughly. Clarify your goals and desired outcomes, ensuring you have a clear understanding of the message you intend to convey. Anticipate potential questions or objections and formulate responses accordingly. Practice articulating your message and refine your delivery to get more comfortable.

Balance your communication: Strive to maintain balance in your communication by offering both positive and negative feedback over time. Avoid acquiring a reputation as solely a critic by recognizing and acknowledging successes alongside areas for improvement. Cultivating goodwill with colleagues will play dividends in the long run.

“A true leader has the confidence to stand alone, the courage to make tough decisions, and the compassion to listen to the needs of others. He does not set out to be a leader, but becomes one by the equality of his actions and the integrity of his intent.” – Douglas MacArthur

Reflection questions on managerial courage

When have you avoided tough conversations recently? Why was that? What could you have done differently

What may be the underlying reasons for my reluctance to address challenging issues directly more regularly?

How are your avoidance behaviours impacting your effectiveness as a leadership and the performance of your team / business area?

In what ways can you improve your ability to handle conflict and tough conversations constructively?

What are the potential consequences of not taking action in situations that require managerial courage (for you, the other party/parties, the team, business or customer)?

What practical steps can you take to build confidence in addressing tough issues head-on?

How can you enhance my communication skills to deliver challenging messages with clarity, empathy, and professionalism?

What steps can you take to cultivate a culture of openness, accountability, and courage within your team or at your peer level?

What support mechanisms or resources can you utilize to help you navigate challenging situations more effectively?

Who could you reach out to, to get solid mentoring and feedback on this topic?

“We teach calculus in schools, but I believe the most important formula is courage plus dreams equals success.” – Marlee Matlin

Managing others

The ability to organise, guide, and support individuals or teams to deliver results effectively and sustainably. It involves setting clear expectations, communicating with clarity, delegating appropriately, and addressing challenges constructively.

“Management is the opportunity to help people become better people. Practised that way, it’s a magnificent profession.” – Clayton M. Christensen

Barriers to managing others

Impatient: Leaders may lack the patience required to guide and develop their team, leading to frustration and ineffective management.

Inappropriate approach: A leader’s personal style or temperament may not align well with effective management practices, causing disconnects with team members.

Inexperienced: Inexperienced leaders may not have the necessary skills or knowledge to manage others effectively, resulting in poor team performance.

Low interest: Some leaders may have little interest in managing others, preferring to focus on their own tasks, which can lead to neglect of managerial duties.

Transformation overload: Significant changes within the organization can make it difficult for leaders to manage, as they must navigate and communicate these changes effectively to their team.

Too many new people: Integrating new members into an existing team can be challenging for leaders, requiring additional time and effort to ensure smooth transitions and team cohesion.

Personal effectiveness: Leaders often struggle with balancing their time between managing their team and completing their own work, leading to inadequate attention to management responsibilities.

Poor communication: Leaders who are unclear or cryptic in their communication can confuse their team, resulting in misunderstandings and inefficiencies.

No vision: Without setting a clear vision, goals, targets, and objectives, leaders may leave their team without direction, causing a lack of focus and productivity.

Poor delegation: Leaders who do not delegate well or do not structure work for others may overburden themselves and fail to develop their team’s capabilities.

“Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them.” – Paul Hawken

Enablers of managing others

Know yourself: Assess your personal strengths and weaknesses by seeking feedback from colleagues and subordinates. Identify what you do well and areas needing improvement. Develop a plan to play to your strengths and address the more critical weaknesses. Consider mentors or coaches that could support you.

Adapt your style: Assess if your management style is negatively impacting your team. Avoid behaviours like impatience, devaluing others, and public criticism. Focus on improving time management to ensure you have sufficient time for your team.

Evaluate your approach: Review your management practices to identify which techniques you excel at and which need enhancement. Gather feedback from your team and create a plan to build skills in weaker areas.

Enhance your communication: Ensure your communication is clear, consistent, and effective. Focus on how well you inform, listen, explain, and provide feedback.

Delegate more effectively: Delegate tasks appropriately to empower your team. Avoid micromanaging by giving your team the authority to complete their work. Ask your team for feedback on tasks they believe they can handle and delegate accordingly.

Bring more structure: Ensure your instructions are clear and tasks are defined and well-organized. Set clear goals and objectives to guide your team’s work.

Celebrate more: Acknowledge and celebrate the successes of your team and the team members. Recognizing achievements motivates others and encourages team performance.

Address problems at speed: Tackle issues as they arise to prevent them from escalating. Addressing problems quickly ensures the rest of the team is not adversely affected and maintains a positive work environment.

Reflect on what brings you joy: Reflect on whether you genuinely enjoy managing others or prefer working independently. If management isn’t your passion, consider roles that allow you to contribute individually without the responsibilities of managing a team.

Learn from the best: Identify effective managers within your organisation and observe their practices. Compare their methods to your own and learn from their strengths. Reflect on the traits of the best and worst managers you’ve had and strive to emulate the positive characteristics.

“Management is doing things right; leadership is doing the right thing.” – Peter F. Drucker

Reflection questions on managing others

What are your personal strengths and weaknesses as a leader? Have you recently sought feedback from your leaders, peers and team to gain a comprehensive understanding of how you lead?

Have you evaluated your leadership/management practices recently? Which techniques do you excel at, and which ones need improvement?

Do your management style positively or negatively impact your team? Are there specific behaviours you should adjust to be a more effective leader?

How effectively do you communicate with your team? Do you ensure your messages are clear, consistent, and that you listen actively and act appropriately to feedback?

Are you delegating tasks appropriately and empowering your team to take ownership of their work? What tasks could you delegate more effectively?

Are your instructions and expectations clear and well-organised? Do you set specific goals and objectives that guide your team’s work?
How often do you acknowledge and celebrate individual and the team’s successes?

Do you address issues promptly or let them fester? How can you improve your approach to handling problems quickly and effectively? How could you include your team more?

Are you genuinely interested in managing / leading others, or do you prefer working independently? How does your interest in leadership / management affect your performance as a leader?

Who are the effective leaders / managers around you that you can learn from? What specific practices do they employ that you can adopt to improve your skills?

“Why do anything unless it is going to be great?” – Peter Block

Managing upwards

The proactive practice of effectively working with and influencing one’s manager or senior leadership to ensure alignment on goals, priorities, and expectations. This involves clear communication, understanding leadership styles, anticipating needs, and fostering a collaborative relationship to drive mutual success.

“The quality of your life is the quality of your relationships.” – Tony Robbins

Barriers to managing upwards

Perceived competence disparity: The senior leader may not view the leader as competent as the leader views themselves, creating friction and misalignment in expectations.

Professional jealousy: Leaders might feel resentment or jealousy towards their boss for securing a position they believe they deserved, leading to underlying tension.

Skill gap: Significant differences in skills can cause one party to undervalue or disrespect the other, whether the disparity is in the leader’s or the senior leader’s favour.

Ethical mismatches: Differences in ethics, values, and integrity between both can lead to distrust and conflict.

Divergent management practices: Conflicting approaches to management can create friction and hinder effective collaboration.

Style and philosophy differences: Variations in style, philosophy, pace, and motivation can cause misunderstandings and reduce mutual respect.

Discomfort with authority: Leaders who are not comfortable with authority may struggle to engage positively with their direct leader, leading to strained relationships.

Tension in presence of boss: Leaders may become tense or anxious around their boss, negatively impacting their communication and behaviour.

Resistance to coaching: A leader who is not open to coaching or direction from their boss may appear uncooperative and hinder the development of a productive relationship.

Impact on productivity: Poor relationships with the boss can obstruct a leader’s ability to work effectively and productively, ultimately affecting the organisation’s performance.

“Seek first to understand, then to be understood.” – Stephen R Covey

Enablers of managing upwards

Drive down the rocky road: Focus on managing the relationship with minimal long-term impact. Identify and work on three key issues with your boss, keeping conversations directed at these core problems. Understand your leader’s pressures and define success expectations clearly.

Assess boss motives: Objectively evaluate your boss’s strengths and weaknesses with help from a confidant. Try to understand their actions and motives, even if you disagree with their methods.

Depersonalise and be neutral: Separate personal feelings from professional interactions. Objectify the situation and deal with your boss’s role, not the individual. Identify strategies to handle dislikes and seek advice from those with positive views of your boss.

Seek feedback from others: Gain insights from trusted colleagues or mentors about your strengths and weaknesses. Understand what drives your boss and adapt your communication style to avoid unproductive conflicts.

Find your triggers: Keep a journal of what irritates you about your boss to avoid repeating these behaviours if you get promoted. Manage tense situations calmly, listening without immediate reactions, and focus on solving the problem.

Learn from the situation: Reflect on your contributions to the strained relationship and consider how to respond differently in future conflicts. Avoid anger and blame, focusing instead on constructive self-improvement.

Seek common ground: Direct confrontation usually fails. Instead, treat it as a conflict to learn from and find common interests. Exercise patience, as hasty actions often backfire and reflect poorly on you.

Have solutions-based discussions: Engage in informal, relaxed conversations with your boss about the issues, starting with your contributions to the problem. Offer help in areas your boss struggles with to build equity in the relationship.

Strike a bargain with yourself: Commit to performing your best despite the relationship noise. Focus on job performance imperatives and make the most of the situation, keeping in mind your career will outlast your current boss.

Keep It to yourself: Avoid gossiping about your boss unless it involves serious ethical breaches. Respect their role and manage assignments professionally, even if they seem unfair. Address integrity issues through proper channels with specific examples, not general accusations.

“The best way to predict your future is to create it.” – Peter Drucker

Managing upwards reflection questions

What are the three most critical issues in your relationship with your boss, and how can you strategically address them to ensure alignment and productivity?

What steps can you take to objectively assess your boss’s strengths and weaknesses, and how can this understanding help you navigate your relationship more successfully?

How can you identify and leverage common interests or goals with your boss to build a more collaborative and productive working relationship?

How can you effectively separate personal feelings from professional interactions to engage with your boss in a more objective and constructive manner?

What are the key performance imperatives of your role, and how can you remain focused on these goals to maintain professional excellence despite relationship challenges with your boss?

In what ways might your actions have contributed to any of the current challenges with your boss, and how can you adjust your behaviour to foster a more positive and effective relationship?

Who are the trusted colleagues or mentors you can turn to for honest feedback about your relationship with your boss, and how can their insights help you improve your interactions?

What specific behaviours or actions from your boss trigger a strong emotional response in you, and how can you develop strategies to manage these triggers more effectively?

How can you prepare for solutions-focused discussions with your boss, leading with your own contributions to the issues and offering practical support to enhance mutual success?

How can you demonstrate professionalism and loyalty by managing your frustrations privately and ensuring that your actions reflect integrity and respect for your boss?

“People may hear your words, but they feel your attitude.” – John C Maxwell

Navigating uncertainty

The ability to effectively manage and make decisions in situations of uncertainty or ambiguity, where information is incomplete or outcomes are unpredictable. This competency involves adaptability, critical thinking, and maintaining focus on objectives while exploring multiple perspectives and potential solutions.

“Uncertainty is the only certainty there is, and knowing how to live with insecurity is the only security.” John Allen Paulos

Blockers to navigating uncertainty

Faltering in the face of fuzzy problems: Some individuals may falter when confronted with fuzzy problems devoid of clear solutions or outcomes. Their preference for structured, well-defined tasks leaves them ill-equipped to tackle the fluid and nuanced nature of ambiguous challenges.

Craving certainty amidst ambiguity: A propensity to seek out certainty amidst ambiguity can hinder one’s capacity to navigate uncertainty effectively. Individuals who prioritise concrete data and crave certainty may find themselves paralysed by indecision when confronted with the inherent unpredictability of ambiguous situations.

Preference for stability: Those who harbour a preference for stability and certainty may struggle to thrive in environments characterized by fluidity and ambiguity. Their inclination towards stability and rigidity can inhibit their ability to adapt and thrive in the face of uncertainty.

Diminished efficiency and productivity: Individuals who lack proficiency in navigating uncertainty may find themselves less efficient and productive when confronted with ambiguous challenges. Their discomfort with ambiguity may lead to indecision, hesitancy, and a reluctance to take calculated risks, ultimately hampering their ability to drive results in uncertain environments.

Hasty to conclude: Some individuals may exhibit a tendency to prematurely close off possibilities when confronted with ambiguity. Their inclination to hastily seek closure can impede their ability to explore alternative solutions and fully assess the complexity of ambiguous situations.

Compulsive need for completion: Those with a strong need to finish everything they start may struggle to navigate uncertainty effectively. Their compulsion to see tasks through to completion may prevent them from embracing the iterative and exploratory nature of navigating ambiguity.

Resistance to change in approach: Individuals who favour consistency and routine may resist deviating from familiar methods when confronted with ambiguity. Their reluctance to embrace change in approach can limit their ability to adapt and innovate in response to uncertain circumstances.

“Take advantage of the ambiguity in the world. Look at something and think what else it might be.” Roger von Oech

Enablers for navigating uncertainty

Take small steps: When faced with overwhelming uncertainty, break down the problem into smaller, manageable steps. Incremental progress allows for course correction and adaptation along the way.

Balance thinking with action: Don’t get caught in the trap of perfectionism. Strive for a balance between analyzing information and taking decisive action. Trust your intuition and learn to act with reasonable confidence, even with incomplete data.

Broaden your horizons: Embrace uncertainty as an opportunity for growth and exploration. Challenge yourself to step out of your comfort zone, explore new experiences, and expand your horizons.

Get organised: In uncertain times, prioritise ruthlessly and focus on what truly matters. Adopt best practices for efficient work design and discipline to stay on track amidst chaos.

Define the problem: Invest time in thoroughly defining the problem at hand. Ask probing questions, explore root causes, and seek clarity to uncover solutions effectively.

Visualise the problem: Complex issues can be daunting, but visual aids like mind maps, rich pictures, flowcharts and diagrams can help clarify and simplify the problem-solving process.

Embrace failure: Failure is an inevitable part of navigating uncertainty. Develop a mindset that views mistakes as learning opportunities and seeks to extract valuable insights from setbacks.

Manage stress: Uncertainty can be stressful, but managing your emotional responses is key to staying focused and effective. Identify stress triggers and develop strategies to stay composed under pressure.

Experiment: Embrace change by letting go of old ways of thinking and doing. Stay open to new ideas, experiment with different approaches, and cultivate a mindset of continuous adaptation.

Redefine success: Shift your perspective on progress from completing tasks to making incremental advancements. Embrace the iterative nature of navigating uncertainty and celebrate progress, however small.

“Learning to live with ambiguity is learning to live with how life really is, full of complexities and strange surprises.” James Hollis

Navigating uncertainty reflection questions

Reflecting on recent situations, how comfortable were you in navigating uncertainty, and what specific challenges did you encounter? How could you have made yourself comfortable?

Thinking about recent instances where you successfully navigated uncertainty and setbacks? What did you learn from these experiences? How can you reuse this learning?

In recent uncertain situations, what was your decision-making process like? Were there any hesitations or concerns about taking action? What could you do differently?

Considering recent circumstances, how comfortable were you with taking risks amidst uncertainty? What factors influenced your risk tolerance? How could you become more risk tolerant?

Reflect on recent unexpected changes and consider how your adaptability proved beneficial in those situations? How can you use this experience in the future?

How does / could feedback help you be more effective in uncertain situations?

Think about recent instances where managing stress and anxiety was important in uncertain scenarios. How did you handle those emotions effectively? How can you tap into these inner resources?

Reflect on your recent experience of resilience-building. What practices di you implement whilst dealing with uncertainty? How did they impact your ability to navigate challenges?

What strategies did you employ recently to gain clarity in ambiguous situations? Were they effective in helping you make decisions? What would you do differently next time?

What recent steps have you taken or planned to enhance your navigation of uncertainty? Which specific areas do you feel require further development? Who can support you? What resources may be available?

“The role of leadership is to transform the complex situation into small pieces and prioritize them.” Carlos Ghosn

Openness

The ability to create an environment where individuals feel comfortable sharing ideas, feedback, and concerns. This competency reflects a willingness to listen, consider diverse perspectives, and foster transparent communication, enabling leaders to build trust, strengthen relationships, and inspire collaboration in dynamic settings. Fundamentally this is about being approachable.

“The first step towards being approachable is to genuinely care about the people around you.” – Simon Sinek

Barriers to openness

Arrogance: Leaders who are arrogant often come across as unapproachable due to their perceived superiority, which can create a barrier between them and others.

Insensitive: Insensitivity can make leaders unaware or indifferent to the needs and feelings of others, leading to a lack of empathy and difficulty in forming connections.

Judgmental: Leaders who are quick to judge may intimidate others, making them hesitant to approach for fear of criticism or disapproval.

Lack of interpersonal skills: Leaders who lack interpersonal skills may struggle to engage in meaningful conversations or build rapport, making them appear distant and unapproachable.

Lack of Self-Confidence: Leaders who lack self-confidence may come across as unsure of themselves, which can make others hesitant to approach them for fear of rejection or uncertainty.

Shyness: Shy leaders may find it challenging to initiate or maintain conversations, leading to a perception of being unapproachable or withdrawn.

Busyness: Leaders who are always busy may seem inaccessible or unavailable, making it difficult for others to approach them with concerns or ideas.

Intense personality: Leaders who are too intense may create an intimidating atmosphere, making others reluctant to approach them for fear of being overwhelmed or dismissed.

Poor listening skills: Leaders who are poor listeners or appear uninterested in what others have to say may discourage open communication, leading to a perception of being unapproachable or unresponsive.

Inability to read social cues: Leaders who struggle to pick up on social cues may miss opportunities for meaningful interactions, leading to a perception of being disconnected or unapproachable.

“Consider how others may feel about you before, during, and after talking. Are you projecting an attitude that results in others feeling accepted and welcome? Are you encouraging people to speak and engage with you through your approachability?” Susan C Young

Enablers of openness

Initiate interaction: Being approachable starts with making the first move. Extend a welcoming hand, initiate eye contact, and engage with a genuine question or piece of information. Make initial moments comfortable to encourage open communication.

Practice active listening: Approachable leaders excel at listening attentively without interrupting, asking clarifying questions, and restating what others have said to signal understanding. Refrain from instant judgment and offer advice only when it’s solicited.

Share information: Approachable leaders are transparent and open, sharing insights, thoughts, and personal experiences. By confiding in others and offering valuable information, you can create a culture of trust and collaboration, inviting reciprocal sharing.

Build personal connections: Approachable leaders invest time in getting to know the people they work with, remembering personal details and interests beyond just work-related matters. Find common ground and establish connections with those around you.

Mind your body language: Convey openness and relaxation through your non-verbal cues, such as smiling, maintaining eye contact, and adopting an open posture. Avoid behaviours that signal disinterest or impatience so that your demeanour encourages approachability.

Ask curious questions: Approachable leaders prioritize curiosity over providing solutions, asking questions to better understand others’ perspectives and ideas.

Be universally approachable: Approachability should extend to all interactions, regardless of the person or context. Reflect on your comfort levels with different groups and strive to be approachable to all with open and positive behaviour across all conversations.

Overcome shyness: Leaders can overcome shyness by taking proactive steps to initiate contact, such as starting conversations and setting goals for social interaction outside of work. By gradually exposing yourself to new social situations, you can build confidence and improve your approachability.

Put others at ease: Approachable leaders actively work to create a comfortable atmosphere for others by reading social cues, offering hospitality, and sharing personal anecdotes. Make an effort to understand others, so that you foster trust and rapport.

Manage conflict: Approachable leaders understand that increased approachability may invite conflict, and they are prepared to handle it constructively. Listen empathetically to grievances or difference, encourage dialogue and problem-solve with the key stakeholders present.

“There are people who feel they should be with you, but something is preventing them from coming close. Please can you just lower the frequency of your stern looking face and smile…and they will make you their habit.”  – Michael Bassey Johnson

Self-reflection questions for openness

How often do you take the lead in initiating conversations or extending a warm welcome, ensuring you’re the catalyst for interactions and fostering an approachable atmosphere?

Are you actively working on your listening skills by refraining from interrupting, asking clarifying questions, and withholding judgment to create a supportive environment for open conversation?

In what ways do you prioritize transparency and openness in sharing insights and personal experiences, so that you cultivate trust and strengthen connections within and beyond your team?

Can you recall personal details and interests about your colleagues beyond work-related matters, therefore ensuring you actively build personal connection?

How mindful are you of your body language, such as maintaining eye contact and adopting an open posture, to convey approachability and create a relaxed atmosphere in your interactions?

Do you prioritize curiosity and co-solving over providing solutions, by using open and probing questions to understand others’ perspectives?

Have you reflected on your consistency in applying approachable behaviours across various contexts and groups, ensuring inclusivity and bridging any existing gaps in your interactions?

What proactive steps are you taking to overcome shyness (if present), such as initiating contact and gradually exposing yourself to social situations to build confidence and enhance your approachability?

How attentive are you to creating a comfortable atmosphere by reading social cues, sharing personal anecdotes, and offering hospitality to foster trust and rapport with others?

In handling conflicts, are you adept at listening empathetically, encouraging dialogue, and effectively managing your time to address conflicts constructively while maintaining control over your schedule?

“Approachable people are “straight-up.” It is comforting to know exactly what to expect when you see them. What you see is what you get!” – Susan C Young

Setting and measuring work

The ability to establish clear goals, define expectations, and track progress to ensure accountability and results. Leaders who excel in this area align tasks with outcomes, engage others in setting meaningful targets, and use tangible measures to monitor performance—adjusting course when needed to stay on track.

“Plans are of little importance, but planning is essential.” – Winston Churchill

Barriers to setting and measuring work

Avoids Conflict: Leaders may shy away from setting ambitious goals to avoid the potential conflicts and challenges that accompany them.

Disorganised: A lack of structured thinking and planning can lead to chaotic task management, making it difficult to plan, deliver and track progress effectively.

Inexperienced: Leaders with limited experience may struggle to set clear objectives and efficiently manage tasks and responsibilities.

Low goal orientation: Leaders who don’t set personal goals are often unable to apply similar goal-setting frameworks to their teams or projects.

Poor time management: Inability to prioritise and manage time can result in delays and a failure to focus on structured leadership and progress measurement.

Unable to translate: Some leaders who may be comfortable setting personal goals may struggle to create clear goals for projects and teams and this leads to unclear expectations.

Unclear accountability: Leaders who don’t clearly define roles and responsibilities can create confusion over who is responsible for specific tasks.

Disorganised delegation: Some leaders may assign tasks haphazardly, without considering priorities, goals or the capability of their team, which can lead to mismanagement and inefficiency.

Lack of feedback: Without regular work-in-progress updates through one on one or team retrospective type processes, teams may lose clarity or motivation, impacting overall performance.

No Benchmarking or self-measurement: Leaders who fail to establish benchmarks or metrics leave teams without a way to measure progress or success, causing a lack of focus on results.

“If you can’t measure it, you can’t improve it” – Peter Drucker

Barriers to setting and measuring work

Set clearer goals: Define precise objectives before starting projects or assigning tasks. SMART is a simple framework that can support you: Specific goal, Measures of success / progress, Alignment with other goals, Resources required to achieve the goal and Time frame for completion / major steps.

Be more tangible: Raise your capability in creating concrete ways to measure progress and success. Consider working with your team to identify meaningful metrics beyond formal ones, fostering ownership and clarity.

Engage Your Team: When people contribute to setting goals, they’re more committed to achieving them, often pushing for higher standards than expected. Involve your team in the goal-setting process to increase motivation and accountability.

Tailor for engagement: Recognise that people respond differently to goals. Some thrive on stretch targets, while others perform best when they feel the goal is achievable. Adjust your approach based on individual strengths and motivators for maximum performance.

Create clear expectations: Communicate expectations for goals, deadlines, and outcomes clearly. Both written and verbal instructions ensure understanding and help prevent miscommunication. Ensure people have access to core information at all times.

Track Progress: Create a system to monitor progress against goals in real-time. Tools like visual dashboards or progress charts keep the team informed and motivated, helping everyone see how their efforts contribute to overall success.

Get better at feedback: Regularly provide feedback to help people adjust and improve during the process, not just at the end. This encourages course correction, reinforces that their work matters, and builds a supportive environment for learning and growth.

Be flexible: When new information or challenges arise, adjust goals accordingly. Anticipating changes and responding to them allows you to stay on track without becoming rigid or unrealistic.

Follow through on rewards & consequences: Hold yourself accountable by delivering the rewards or consequences linked to performance.

Avoid Multitasking: Keep your team focused on one task at a time. Multitasking can lead to wasted time as people switch between projects, reducing overall productivity. By concentrating on a single task, you can improve focus, quality, and speed.

“The discipline of writing something down is the first step toward making it happen.” — Lee Iacocca

Reflection questions on setting and measuring work

Could you be clearer in setting goals for yourself and your team? How specific are the goals you’ve set recently? Do your team members fully understand what’s expected of them? What steps could you take to improve clarity?

Are you actively engaging your team in the goal-setting process? How often do you seek input from your team when setting goals? Could involving them more lead to better buy-in or higher standards? What might be the benefits of allowing your team to help shape their own goals?

How do you define success for your team’s goals? Have you established clear metrics for measuring progress? Are those metrics meaningful to both you and your team? How could you involve the team more in defining what success looks like?

Do you adapt your goals to fit the strengths of each team member? Could you be more flexible in tailoring goals to match their unique strengths and preferences? How can you better align the goals with their personal drivers / motivators?

Could you improve the way you communicate expectations? Are your instructions clear and concise? Do you communicate your expectations both verbally and in writing? How could you ensure your team fully understands the consequences of missing or exceeding goals?

Are you regularly tracking and visualising progress? Do you have a system in place to monitor ongoing work? How visible is this progress to the team?

Are you giving timely and constructive feedback? How often do you provide feedback while work is still in progress? Does your feedback help people course-correct, or is it mostly after the fact? Could you offer feedback more regularly to help your team feel supported and guided?

How adaptable are you when circumstances change? Do you find it easy to adjust goals when new information emerges? Could being more flexible with your goals improve overall outcomes? What factors usually signal the need to adjust your plans?

Do you follow through with rewards and consequences? How consistent are you in delivering on the promises you make regarding rewards and consequences? Are you celebrating successes enough, and addressing underperformance constructively? How could you improve the way you recognise achievements or discuss missed targets?

Could focusing on fewer tasks improve your team’s efficiency? Do you encourage multitasking, or focus on one project at a time? How often does task-switching lead to inefficiencies within the team? Could simplifying workloads and reducing multitasking help improve productivity?

“By failing to prepare, you are preparing to fail.”— Benjamin Franklin

Motivating others

The ability to inspire and sustain individual’s and teams’ energy, commitment, and performance by understanding their unique drivers and connecting their work to meaningful outcomes. It involves recognising diverse motivators, setting challenging yet attainable goals, providing autonomy, and fostering a supportive environment.

“Carrots & sticks are so last century. Drive says for 21st-century work, we need to upgrade to autonomy, mastery & purpose.” – Daniel Pink

Barriers to motivating others

Assumes motivation: Some leaders think that everyone should be naturally motivated, overlooking the need to inspire and support their team actively.

Lack of belief in motivation’s importance: A belief that motivation is unnecessary can lead to disengaged teams, as these leaders don’t put effort into fostering a positive and encouraging environment.

Connection challenges: Leaders who struggle to connect with individuals unlike themselves may fail to understand what drives them, leading to a breakdown in motivation.

Being judgmental: Judgment or placing people into stereotypical categories can create a negative atmosphere, demotivate team members, and stifle performance.

Treating all the same: Failing to recognise individual differences in needs and desires can lead to dissatisfaction, as employees feel undervalued or misunderstood.

Simplistic principles: Leaders with basic or outdated views of motivation may not understand its complexities, making it difficult to engage their teams effectively.

Low emotional intelligence: Unskilled leaders may not read emotional cues well, missing opportunities to address their team’s needs and inadvertently lowering morale.

No empowerment: A lack of empowerment and autonomy can leave team members feeling micromanaged or undervalued, reducing their motivation to perform at their best.

Unintentionally demotivating: Leaders who are overly focused on outcomes or who don’t show care for their team’s well-being may unintentionally create a demotivating work environment.

“Only a life lived for others is a life worthwhile.” – Albert Einstein

Enablers of motivating others

Communicate the value: People see the value of what they do. Express gratitude, offer assistance, and give them autonomy in accomplishing tasks. Recognise and celebrate their efforts to reinforce desired behaviours and outcomes.

Focus on intrinsic motivators: Research shows that job challenges, personal development, and autonomy are the most powerful motivators. Pay and praise are essential but less impactful. Emphasise growth, learning, and giving employees autonomy to hit the most meaningful motivation triggers.

Stretch people: People are most motivated by challenging but attainable goals. Setting stretch goals that are just out of reach but realistic inspires effort and growth. Involve people in setting these goals to increase their commitment further.

Read the Signals: Understand what drives individuals by observing their actions, speech patterns, and emotional responses. By identifying their values, you can appeal to their unique motivations and create more meaningful connections.

Avoid being judgmental: Stay open-minded and avoid passing judgment on what motivates others. Even if their motivators differ from yours, empathy and understanding can help you tap into what drives them, increasing effectiveness in leadership.

Adapt your communication: Communicate in a way that resonates with the individual. Whether it’s focusing on details, concepts, or feelings, aligning your language to theirs shows respect and improves rapport, making it easier to motivate them.

Share your perspective: Bring others into your thought process. By explaining your approach, the questions you ask, and what you value, you create transparency, allowing them to understand better and engage with you and your goals.

Connect personally: Get to know team members on a personal level. Knowing their interests outside of work strengthens relationships and creates trust. Personal connections help individualise motivation strategies and build stronger teams.

Flip the negatives: Identify and address individual challenges. Whether a person feels excluded or unmotivated, offer support or additional job challenges. Use negatives as opportunities to re-engage and motivate, focusing on personal and work-related factors.

Delegate and empower: Empower people by involving them in goal-setting, decision-making, and performance evaluation. Sharing responsibility increases ownership and motivation, making them feel more invested in the team or project’s success.

“It is fascinating what people achieve when their perception of what is possible alters.” – Richard Branson

Reflection questions for motivating others

How well do you understand what motivates each individual on your team(s)? Could you be relying on a one-size-fits-all approach? How might you better tailor your motivational strategies to suit different team members?

Do you actively recognise and celebrate your successes? How often do you acknowledge accomplishments, both big and small? Could you provide more consistent, positive reinforcement to encourage desired behaviours?

How effective are you at setting challenging yet realistic goals for your team? Do you involve your team in the goal-setting process? Could you provide more autonomy or stretch assignments to foster growth and motivation?

How well do you listen and respond to the needs and emotions of your team members? Are you aware of your team members non-verbal cues and emotional triggers? How could you improve your active listening to better understand what drives their behaviour?

Do you show an interest in your team members’ personal and professional development? Could you do more to support their career aspirations and learning opportunities? How might you demonstrate a genuine investment in their growth?

Do you adjust your communication style to fit the needs of different individuals? Could you be more flexible in how you approach conversations with different team members? How do you ensure that everyone feels understood and respected?

Are you providing enough autonomy and empowerment to your team members? Could you delegate more responsibility to encourage ownership and initiative? How might involving others in decision-making improve their engagement?

How well do you manage your own judgments and biases in dealing with others? Could your judgments be hindering your ability to motivate certain individuals? How can you develop a more empathetic and non-judgemental approach?

How often do you engage with your team members on a personal level, beyond work tasks? Could you learn more about their interests or challenges outside of work? How might building personal connections improve motivation and trust within the team?

How open are you to receiving feedback from your team on your leadership and motivational style? Could you be more proactive in seeking feedback? How might understanding their perspective help you refine your approach to motivation?

“Don’t give to get. Give to inspire others to give.” – Simon Sinek

leading in multicultural environments

“Effective leadership in a multicultural team is about knowing when to listen, when to learn, and when to lead.” – Erin Meyer

Barriers to leading in multicultural environments

Lack of cultural awareness: Many leaders are unaware of the norms, values, and customs of other cultures, which can lead to misunderstandings and missteps.

Bias and stereotyping: Leaders may unconsciously hold biases or rely on stereotypes, which can hinder fair decision-making and harm team dynamics.

Poor communication skills: Different cultural backgrounds often lead to varied communication styles. A lack of understanding and skill in adapting to these can cause miscommunication and mistrust.

Ethnocentricity: Some leaders assume their cultural practices and beliefs are superior, which can alienate others and create an exclusionary environment.

Resistance to flexibility: Leading in a multicultural setting requires adaptability. A rigid approach to work processes or expectations can be a barrier.

Limited experience with diversity: Leaders who lack exposure to diverse cultures may struggle to understand and appreciate different perspectives.

Overlooking inclusive practices: Failing to create an inclusive environment where everyone feels valued can result in disengagement from multicultural team members.

Fear of offending: The fear of saying the wrong thing or making cultural blunders can lead leaders to avoid engagement altogether, which creates more distance.

Insufficient language skills: Language barriers can affect a leader’s ability to connect and communicate effectively with their team.

Underestimating the value of cultural intelligence: Some leaders don’t recognise the importance of cultural intelligence (CQ) in today’s globalised workplace and may not prioritise its development.

“When people feel included, respected, and valued, they give their best.” – Jeffrey R. Immelt

Enablers of leading in multicultural environments

Increase cultural awareness: Take time to learn about the cultures represented in your team and organisation. Understand key values, communication styles, and social norms to build rapport and trust.

Challenge your biases: Reflect on your own assumptions and seek to challenge any stereotypes. Engage in training or self-study to identify and address implicit biases.

Flex your communication style: Work on adapting your communication to different cultural preferences. For example, some cultures value directness, while others prefer a more indirect approach.

Cultivate humility: Approach each interaction with the humility to learn and adapt. Recognise that no one culture is inherently superior to another.

Be Flexible: Embrace a flexible approach to work styles and problem-solving methods. Being open to new ways of doing things shows respect for different perspectives. Pause, observe, reflect then adapt.

Seek Out cultural mentors: Connect with team members, peers or mentors from different cultural backgrounds. Their insights can provide guidance and improve your understanding.

Create an Inclusive Environment: Foster an inclusive culture by actively encouraging all team members to share their perspectives. Make inclusivity a key part of your leadership approach.

Engage in Cross-Cultural Training: Participate in training focused on cultural competence and intercultural communication. This will increase your comfort and skill level in diverse settings.

Learn basic language skills: If language barriers exist, learning a few key phrases in another language shows respect and can help bridge gaps in communication.

Invest in Cultural Intelligence (CQ) Development: Make CQ a priority by developing awareness, empathy, and adaptability. This can enhance your leadership effectiveness across cultures. A recommended read is The Culture Map by Erin Map.

“A great leader inspires people to reach beyond boundaries, cultural, personal, or organizational.” – Rosabeth Moss Kanter

Self reflection questions on leading in multicultural environments

How aware are you of the cultural backgrounds and preferences of your team? Could you take specific actions to learn more about their values and norms? Are there any resources or individuals who could provide insights into their cultures?

What assumptions or biases might you hold that could affect your leadership? How might you actively challenge and rethink these biases? Could you identify any tendencies to stereotype or make generalisations?

How adaptable is your communication style? Could you seek feedback on how your communication is perceived across cultures? Do you adjust your approach depending on the cultural preferences of your audience?

Are you able to approach other cultures with humility? How willing are you to accept that other cultural practices are as valid as your own? Could you seek feedback from others to understand if your approach feels inclusive?

How open are you to different ways of working? Could you find areas where you might need to be more flexible in your leadership approach? What have been the benefits of adapting to others’ ways of working in the past?

Do you have mentors or trusted colleagues from diverse backgrounds? Could you build relationships with those who have more experience in cross-cultural settings? How might their perspectives help improve your cultural competence?

How committed are you to creating an inclusive environment? Do you actively encourage and value diverse perspectives in discussions? Could you implement practices that make all team members feel seen and valued?

Are you proactive in pursuing cross-cultural learning opportunities? Have you sought training or resources to improve your cultural intelligence? Could you benefit from further learning or development in this area?

How effectively do you navigate language barriers in your team? Could learning basic phrases or making use of translation tools enhance communication? How can you ensure that language isn’t a barrier to participation?

How much do you value the role of cultural intelligence (CQ) in your leadership? Could you prioritise CQ development as part of your professional growth? How might enhanced cultural intelligence improve your overall effectiveness?

“The best leaders cultivate understanding and respect, building trust across cultural divides.” – Peter Drucker

Negotiating

The ability to engage others in constructive dialogue to reach agreements that balance organisational goals with mutual benefit. It involves preparing thoroughly, managing emotions, building rapport, asking insightful questions, and making strategic concessions.

“Successful negotiation is not about getting to ‘yes’; it’s about mastering ‘no’ and understanding what the path to an agreement is.”  – Christopher Voss

Barriers to negotiating

Struggle with pressure: Some leaders cannot handle the stress and high-stakes negotiation environments, which affects their decision-making and composure.

Inappropriate communication styles: Coming across as too aggressive or too passive can alienate the other party, leading to mistrust or a lack of respect during negotiations.

Premature concessions: Leaders who give in too easily or too early may sacrifice key interests, resulting in unfavourable outcomes.

Overemphasis on winning: Competitive leaders who feel they need to win every point can damage relationships and hinder the ability to reach balanced, mutually beneficial agreements.

Unable to find win-win: Some leaders struggle to propose or accept solutions that both parties perceive as fair, stalling progress. This could be due to a lack of creativity or openness.

Inability to deal with difference: When faced with a contentious counterpart, unskilled negotiators may become flustered, defensive, or unable to maintain a productive dialogue.

Fear of negotiation: Nervousness or a lack of confidence before entering the conversation can prevent leaders from asserting their position, leading to poor outcomes or an inability to stand firm.

Weak technical skills: Some leaders’ poor understanding of how to trade or negotiate terms puts them at a disadvantage, and they often walk away with less.

Weak interpersonal skills: Effective negotiation requires strong people skills. Leaders who lack empathy, active listening, or diplomacy may fail to build rapport or trust.

Excessive intensity: Leaders who approach negotiations with too much seriousness or rigidity can create an adversarial atmosphere, damaging relationships and reducing the chances of reaching an agreement.

“Everything is negotiable. Whether or not the negotiation is easy is another thing.”- Carrie Fisher

Enablers of negotiating

Start slow: Take time to understand the other side before diving into business. Initiate light conversation to ease tensions and establish a comfortable environment. Consider stating goals and boundaries upfront to avoid misunderstandings later.

Start with flexibility: Starting negotiations with hard, uncompromising positions can create unnecessary tension. Be flexible and open to adjusting your stance as new information surfaces. Rigid thinking can trap you into overpaying or stalling progress.

Focus on areas of agreement: When negotiations hit an impasse, downsize the discussion by identifying smaller areas of agreement. Finding common ground early builds momentum and makes resolving bigger issues easier. Consider mutually beneficial trade-offs to move forward.

Beware of assumptions: Ask probing questions instead of making assumptions about the other side’s motives or positions. The more you understand their perspective, the better you can tailor solutions for both sides.

Prep for the heat: Negotiations can get tense. Stay calm and avoid getting caught up in emotional exchanges. Address people’s concerns directly but separately from the core issues. Let the other side vent, but always steer the conversation back to facts and solutions.

Maintain self-control: If you’re easy to read, others may exploit your reactions. Stay composed, even when frustrated. Ask clarifying questions to buy time and show that you are focused on understanding the issue rather than reacting emotionally.

Make small concessions strategically: Don’t aim to win every point. Small concessions allow the other side to save face and maintain credibility. Hold back larger concessions for key moments and use them as leverage to reach a balanced outcome.

Document key elements: When you’re stuck, focus on documenting areas of agreement first. By tracking where progress has been made, you can create momentum and build a roadmap for resolving remaining issues.

Consider arbitration: If talks hit a deadlock, take a pause and if that does not work, consider bringing in an impartial third party to mediate. Sometimes, a neutral perspective can help break the impasse and provide solutions that both sides can accept without losing face.

Know when to walk away: Sometimes, the best negotiating position is being ready to leave. Knowing you can walk away gives you confidence and leverage. Be clear about your limits; don’t be afraid to cut ties if the deal doesn’t serve your interests.

“What you want to do is put people in a position where they feel connected enough to you that they’re willing to collaborate with you; they’re willing to show you the things that they were scared to tell you about before.” – Christopher Voss

Reflection questions for negotiating

Could you build rapport more effectively at the start of negotiations? How do you currently establish rapport with the other side? Could you improve your ability to create a comfortable environment for both sides?

How do you respond when faced with rigid positions? Are you flexible enough in your approach to adapt to new information?

Do you focus enough on common ground during tough negotiations? How often do you begin by identifying areas of agreement? Could you use small agreements as stepping stones to larger solutions? How can you better structure trade-offs to move the conversation forward?

Could you ask more insightful questions instead of making assumptions? How often do you probe deeper into the other side’s motives?

Are you prepared to manage tension and heat at the negotiation table? How do you typically react when negotiations become heated? Could you benefit from stepping back more to focus on the issues rather than the emotions? How could you address difficult people or proposals more diplomatically?

How do you manage your emotional responses during negotiations? Could you improve your emotional control in tense moments? What techniques could you use to stay composed and focused on the task?

Are you willing to make small, strategic concessions? Could offering small concessions at the right time help maintain relationships and reach a balanced agreement? How do you decide which concessions to hold back and which to offer?

Could you be better at documenting progress and issues during negotiations? How effectively do you track agreements and unresolved issues? Could documenting these help in reaching a clearer and more structured outcome? How might you use this documentation to keep negotiations moving forward?

How do you handle impasses? Could involving a third party help unlock challenging situations? What’s your process for deciding when external support is necessary?

Do you know when to walk away from a negotiation? How comfortable are you with the idea of walking away from a deal? Have you clearly defined your limits and the point at which a deal is no longer beneficial? Could having a stronger exit strategy give you more confidence at the negotiation table?

“So much of life is a negotiation – so even if you’re not in business, you have opportunities to practice all around you.” – Kevin O’Leary

Organisational agility

The ability to navigate complexity, build relationships, and adapt effectively within large or evolving organisations. It involves understanding systems, cultures, and informal networks, working across boundaries, and responding strategically to shifting demands.

“Understanding the systems you are part of gives you power to influence them.” — Donella Meadows

Barriers to organisational agility

Inexperience: Leaders who lack sufficient experience in managing complexity may not understand the nuances of organisational dynamics, making it harder for them to adapt and respond to challenges.

Lack of systems thinking: Leaders who do not see organisations as interconnected systems may fail to understand the broader impact of decisions, hindering their ability to navigate complexity effectively.

Resistance to complexity: Leaders who resist the inherent complexity of organisations may struggle to adopt flexible strategies, limiting their ability to adapt to shifting demands.

Inability to work beyond own area: Leaders who focus only on their immediate area of responsibility, without engaging with other parts of the organisation, often fail to understand and influence the broader system.

Lack of understanding of organisational culture: Leaders who do not invest time in understanding how things work within the organisation, including its informal networks and power structures, may struggle to influence key stakeholders.

Impatience: Some leaders may be too eager for immediate results, neglecting the long-term, nuanced strategies required to manoeuvre through a complex organisation.

Weak negotiation skills: Leaders with poor negotiation abilities may find resolving conflicts or securing resources difficult, stalling progress and reducing their agility within the organisation.

Poor interpersonal skills: The inability to build strong relationships across departments can prevent leaders from collaborßating effectively, which is essential for organisational agility.

Timidity or passivity: Leaders who are too timid or laid back may lack the assertiveness needed to navigate organisational politics or push through necessary changes.

Impatience with learning: A lack of patience to learn and grow within an organisation’s complexity can result in a shallow understanding of organisational dynamics, limiting a leader’s ability to make informed decisions.

“You don’t win through position or power—you win through influence.” — Ken Blanchard

Enablers of organisational agility

Assess your current approach: Start by understanding where you’re falling short. Conduct a thorough self-assessment and seek honest feedback from colleagues across departments. Identifying your blind spots helps you focus on the areas that need improvement.

Experiment with new strategies: If your current methods aren’t yielding results, try something different. Break out of your routine by adopting fresh approaches, borrowing successful tactics from others, and regularly reflecting on what works best. Experimentation encourages flexibility and adaptability.

Make a lasting, positive impression: People who leave a positive impression get more done. Focus on active listening and showing genuine interest in others’ needs. Build relationships that reflect mutual respect. A positive personal style can smooth interactions and open doors within the organisation.

Focus on equity in relationships: Relationships should be based on mutual benefit to succeed in a complex organisation. Don’t just ask for help—offer assistance where needed. Understand the challenges others face and find ways to contribute to their goals.

Leverage the right sources of help: Evaluate who is genuinely willing and able to support you. Identify allies committed to helping and discern who might resist or delay your progress. Build your network carefully to ensure you can rely on the right people to move your initiatives forward.

Acknowledge organisational complexity: Organisations are rarely straightforward. Accept the complexity and focus on understanding the systems and processes that drive your organisation. The more you embrace this complexity, the better equipped you will be.

Sharpen your focus and planning: Organisational agility requires focus. Set clear goals and prioritise your efforts. Avoid spreading yourself too thin by maintaining discipline in planning and executing tasks. Having a sharp focus helps you move efficiently through organisational hurdles.

Follow the process with patience: Organisational agility doesn’t mean rushing; knowing when to go with the flow. Be patient with processes and gatekeepers, recognising that some steps take time. Mastering timing allows you to work more strategically.

Stay resilient in the face of setbacks: Things won’t always go as planned. Instead of getting frustrated, learn from failures and adapt quickly. Prepare for obstacles by practising calm, strategic responses to rejection or setbacks so you can pivot when needed and stay on track.

Identify key players and power structures: Know your organisation’s decision-makers and influencers. Understanding who controls resources, information, and opportunities helps you navigate more effectively. Cultivate relationships with key players and avoid those who may block your progress.

“Patience is not the ability to wait, but how you act while you’re waiting.” — Joyce Meyer

Reflection questions on organisational agility

Could you identify where your current approach falls short: What specific areas need improvement? Who could provide you with honest feedback on your performance? How do you typically respond to constructive criticism?

How open are you to experimenting with new strategies? What changes have you considered but not yet implemented? How do you track and evaluate the success of new approaches? What can you learn from the strategies of others who are more effective?

Do you consistently make a positive impression on others: How do people respond to your leadership style? In what ways could you improve your listening skills? How do you demonstrate genuine interest in the needs of others?

Are your relationships within the organisation built on mutual benefit: How often do you offer help without expecting anything in return? How well do you understand the challenges faced by other teams or departments? What steps could you take to build stronger, reciprocal relationships?

Have you identified the right people to support you in achieving your goals: Who in your organisation is truly invested in your success? How can you better assess people’s motivations and willingness to help? Who might be hindering your progress, and how can you work around this?

How well do you understand and embrace the complexity of your organisation? What aspects of the organisation do you find most challenging to navigate? How do you adapt when things aren’t as straightforward as you’d like?

Are you maintaining a sharp focus on your priorities: Are you spreading yourself too thin, or focusing on what truly matters? How do you ensure you stay disciplined in your planning and execution?

How patient are you with organisational processes and timelines: How do you manage your expectations when things progress more slowly than anticipated? What strategies could you employ to be more patient and strategic?

How do you handle setbacks and rejection in the organisation: What’s your immediate reaction when something doesn’t go as planned? How can you use failures as learning opportunities for improvement? What practices could you adopt to remain calm and resilient under pressure?

Do you know who the key decision-makers and influencers are: Who are the main gatekeepers in your organisation, and how well do you know them? How could you improve your relationships with the people who hold influence? What strategies can you use to navigate around individuals who resist your efforts?

“Most of the important things in the world have been accomplished by people who have kept on trying when there seemed to be no hope at all.” – Dale Carnegie

Organising self and others

The ability to structure tasks, allocate resources, and coordinate efforts effectively to achieve goals. It involves setting clear priorities, planning with foresight, delegating responsibilities appropriately, and maintaining oversight without micromanaging.

“Plans are of little importance, but planning is essential.” – Winston Churchill

Barriers to organising self and others

Inexperience: Inexperienced leaders may lack the necessary skills to manage resources, people, and processes efficiently, leading to disorganisation and confusion.

Lack of Delegation: Leaders who struggle often try to manage everything themselves, failing to delegate tasks effectively, leading to burnout and inefficiency.

Poor planning skills: A lack of foresight and structure can result in leaders being unable to create effective strategies, timelines, or objectives, causing delays and missed opportunities.

Too self-reliant: Leaders who are overly self-centred or unwilling to seek help may struggle to pull resources together or trust others, limiting collaboration and eventually impacting productivity.

Poor motivator: A leader who fails to engage or inspire their team may find motivating others to align or follow directions challenging, leading to disengagement and poor performance.

Too last minute: Leaders who don’t plan ahead or anticipate potential challenges often find themselves working long hours at the last minute to complete tasks, creating unnecessary stress and inefficiency for themselves and, more importantly, for others.

Poor at task juggling As the number of tasks increases, some leaders may struggle to maintain focus and efficiency, leading to declining performance. Not to be confused with multitasking (two or more things at once), as research shows people are poor at multitasking.

Resource management Issues: Un-resourceful leaders may find it difficult to identify, organise, and allocate the necessary people, materials, and budgets, hindering project success.

Poor negotiation skills: Leaders who are weak negotiators may fail to secure necessary resources or agreements, limiting their ability to drive projects forward.

Inability to see the big picture: Some leaders may lack the ability to see how multiple tasks and activities interconnect, resulting in poor coordination and incomplete or failed projects.

“If plan A doesn’t work, the alphabet has 25 more letters – 204 if you’re in Japan.” – Claire Cook

Enablers of organising self and others

Set clear goals: Start by defining your overall objective and breaking it down into smaller, manageable tasks. Set measurable targets so you and your team can track progress. Having well-defined goals keeps everyone focused and motivated.

Create a sufficiently detailed plan: Organisation begins with a solid plan. Map out each key step of the process, considering what needs to be done, by when, and with what resources. Anticipate who controls these resources and what you might need to do to secure them. Consider how you build flexibility into the plan.

Be resourceful: Make the most of limited resources by negotiating, trading, or borrowing where possible. Think creatively about how to obtain what you need, whether it’s people, time, or materials.

Communicate and build support: Clearly communicate your goals and vision to your team or stakeholders. Involve them in the process by seeking their input, as people are more likely to support efforts, they feel part of. Establish a shared sense of purpose when possible.

Delegate: Delegating is crucial for most large or complex projects. Assign tasks to the right people, giving them the autonomy to make decisions. Empowering others not only spreads the workload but also increases motivation and accountability across the team.

Task juggle effectively: When handling complex projects, you often need to juggle several tasks simultaneously. Develop a master plan to keep track of these parallel activities and delegate where appropriate. Staying organised across multiple tracks is essential for success.

Optimise resources: Maximise efficiency by closely monitoring budgets and timelines. Plan spending carefully and always leave room for unexpected costs. Regularly monitor your resources and adjust as needed.

Keep calm and carry on: When things get hectic, staying calm and composed is vital. Use your plan and goals as a guide to maintain control. Learn and apply techniques to reduce tension and stress.

Celebrate: Acknowledge and celebrate successes. Sharing victories boosts morale and strengthens relationships with your team and stakeholders.

Learn from the experts: If you’re struggling with organisation, seek out mentors or colleagues who excel in this area. Observe their strategies, ask questions, and compare their approach to yours. Learning from others can provide valuable insights and techniques to improve your own organisational skills.

“Every minute you spend in planning saves 10 minutes in execution; this gives you a 1,000 percent return on energy.” – Brian Tracy

Reflection questions on organising self and others

How clear are the goals you set for yourself and your team? Do you break larger objectives into smaller, measurable tasks? How do you ensure that everyone understands and tracks progress towards these goals?

How effectively do you plan the steps needed to achieve your goals? Could you lay out the work in more detail, including timelines and resources? How often do you review and adjust your plans based on feedback or changing circumstances?

Are you resourceful in securing the tools, people, and support you need? How do you handle situations where resources are tight? Could you be more creative in how you trade or negotiate for what you need?

How well do you communicate your vision and objectives to others? Do you involve others in the planning process to gain their support? How could you improve engagement and make people feel more invested in the project?

Do you delegate tasks effectively? Could you delegate more, or do you tend to take on too much yourself? How do you ensure the people you delegate to have the authority and resources to succeed?

How do you manage multiple tasks or projects at once? Could you create a more structured approach to juggling parallel activities? What systems could you put in place to ensure nothing slips through the cracks?

Are you efficient in managing budgets and resources? How well do you track ongoing expenditures and adjust spending when necessary?

How well do you maintain composure under pressure? When you feel flustered, what techniques do you use to stay calm? How could you improve how you manage stress and frustration in high-pressure situations?

Do you celebrate successes and acknowledge team contributions? How often do you take time to reflect on and share your achievements?

Do you seek help or mentorship when needed? Who do you look to as a model for organisation and leadership? How could you actively seek out advice or feedback to improve your skills in this area?

“By Failing to prepare, you are preparing to fail.” – Benjamin Franklin

Dealing with paradox

Barriers to dealing with paradox

Enablers of dealing with paradox

Reflection questions for dealing with paradox

Patience

The ability to remain calm, composed, and thoughtful when progress is slower than desired or when faced with obstacles, delays, or differing perspectives. It involves managing emotional reactions, listening deeply, allowing others time to contribute and grow, and maintaining focus on long-term goals.

“Patience, persistence and perspiration make an unbeatable combination for success.” – Napoleon Hill

Barriers to patience

Unrealistic standards: Leaders with high or perfectionist expectations often become impatient when their teams do not meet these ideals, leading to frustration and disorganisation.

Not understanding others: Leaders who do not take time to understand their team members’ capacities and working styles may struggle to delegate effectively, resulting in miscommunication and inefficiency.

Over-action-orientated: Leaders who are “action junkies” may rush into decisions without proper planning or consideration, creating disarray and confusion within their teams.

Too clever: Highly intelligent leaders may assume others can operate at their speed, leading to impatience when their teams need more time for tasks or decisions, causing disorganised workflows.

Poor listening skills: Leaders who do not listen carefully often miss vital information, leading to misaligned priorities, unclear instructions, and a lack of appropriate pace.

Self-management challenges: Leaders who struggle to manage their emotions may find it difficult to maintain order during stressful situations, resulting in chaotic environments.

Dislike of processes: Leaders who resist processes and prefer immediate action may overlook the importance of structure and procedure, causing disorganisation within teams.

Inappropriate communication style: Leaders who frequently interrupt or dominate discussions may demoralise team members, hindering effective collaboration and leading to organisational difficulties.

Arrogance: Leaders who believe their way is the only way may alienate their teams, reducing motivation and cohesion, disrupting the organisation.

Impatience with complexity: Leaders who dislike dealing with complex problems or processes may jump to conclusions, bypassing necessary steps and creating confusion or inefficiencies in the organisation.

“Nature does not hurry, yet everything is accomplished.” – Lao Tzu

Enablers of patience

Learn to Listen: If you often interrupt others, try pausing before you speak. This gives people space to finish their thoughts and improves communication. Gradually increase your tolerance for silence or hesitation in conversation.

Manage your body language: Impatience is often signalled non-verbally through fidgeting, eye-rolling, or tense posture. These cues can make others uncomfortable or rushed. Ask trusted colleagues to help you identify your most frequent impatience signals. Once aware, focus on controlling them to create a calmer, more open atmosphere.

Understand your triggers: Certain people or situations may cause you to lose patience more easily. Identify these triggers and prepare calming tactics in advance. Focus on the issues at hand, not the person, and learn to guide conversations back to the point without rushing or dismissing others.

Keep calm and carry on: Your frustration may show when things don’t move at your desired pace. Develop coping mechanisms to remain composed when faced with delays. Deep breathing or counting to ten can help you stay in control and avoid emotional reactions that might disrupt the work flow.

Reduce your ego: If you believe you’re always right, it’s easy to overlook others’ contributions. Make a conscious effort to listen without judgment. Accept that others’ ideas may be valuable, even if you disagree initially.

Be More Approachable: People are less likely to share insights or ideas with you if they sense you’re impatient.

Slow Down Problem Solving: Don’t rush to offer solutions immediately. Instead, focus on defining and exploring the problem thoroughly with your team. Lead with open questions.

Set and follow checkpoints: Rather than constantly checking in, establish agreed milestones or percentages of completion. Trust your team to work independently between check-ins, giving them the space to do great work.

Spread leadership: Avoid relying solely on your own problem-solving. Encourage your team to bring their own solutions before offering yours.

Focus on long-term development: Impatience can hinder others’ development. Recognise that growth takes time and avoid micro-managing. Provide challenging tasks, give constructive feedback, and allow people the time and space to develop their skills at their own pace, ensuring they grow meaningfully.

“Patience is not simply the ability to wait – it’s how we behave while we’re waiting.”- Joyce Meyer

Patience reflection questions

How could you improve how well you listen without interrupting? What steps can you take to allow more silence or pause before responding? How might listening more fully improve your relationships and outcomes?

How might your body language communicate impatience? How could you adjust your body language to appear calmer and more engaged? Who can you ask to observe and provide feedback on your non-verbal cues?

How well do you maintain composure when things don’t go as planned? What are your typical emotional responses when faced with delays or obstacles? What calming technique help you stay centred? How could managing your emotions better influence the mood of your team?

Who or what tends to cause you to lose patience most often? How could you be more aware of what triggers your impatience with certain people or situations? How could you prepare yourself to handle these situations more calmly in future?

Are there moments when you dismiss others’ input too quickly? Could you slow down and ask more questions before reacting? How might giving more attention to others’ ideas positively affect team dynamics?

How approachable are you when others want to share information or ideas? How could you create an environment where people feel comfortable sharing, even if they’re uncertain?

How could you improve how you involve others in problem-solving processes? How could you create more opportunities for your team to define problems and offer solutions? What could be the long-term benefits of allowing your team to take more ownership of problem-solving?

How often do you ask for updates before they are due, and what is your motivation for doing so? How might giving your team more autonomy to manage tasks independently improve their performance?

How comfortable are you with allowing others to lead on solutions? How would this shift in dynamic influence your team’s development and confidence? How might you encourage your team to take more initiative without your immediate input?

How could you focus more on long-term development rather than immediate outputs? What steps can you take to ensure you’re giving constructive feedback and opportunities for growth at a pace that suits the individual?

“Have patience with all things, But, first of all with yourself.” – Saint Francis de Sales

Peer relationships

The ability to build and maintain constructive, trust-based relationships with colleagues at a similar level across the organisation. It involves influencing without authority, communicating with openness and respect, collaborating toward shared goals, and navigating differences thoughtfully.

“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou

Barriers to positive peer relationships

Bad experiences: Leaders may have had poor interactions with peers previously, leading to distrust or guarded behaviour in current relationships.

Too competitive: A leader who constantly competes with peers, rather than collaborating, may undermine relationships by creating an atmosphere of rivalry instead of teamwork.

Low or no respect: Leaders who don’t value the contributions of other groups or functions can appear dismissive, damaging cross-functional collaboration.

Impersonal style: A detached, impersonal approach can make leaders seem unapproachable or uninterested in building meaningful peer relationships.

Lone wolf: Leaders who focus solely on their own objectives without considering the broader team goals may be seen as self-serving, alienating their peers.

Withholder: Leaders who are not forthcoming with information may create mistrust and hinder teamwork, as peers may perceive them as secretive or manipulative.

Low social skills: Leaders lacking interpersonal skills or emotional intelligence may struggle to build rapport, resulting in strained or superficial relationships with their peers.

Poor communication: Ineffective communication—whether in clarity, tone, or frequency—can lead to misunderstandings, conflict, and a breakdown in relationships with peers.

Poor time management: Leaders who are poor at managing their time may struggle to engage with peers effectively, neglecting opportunities for collaboration or dialogue.

Possessiveness: Leaders who are overly possessive or territorial with resources may create friction with peers, as they are perceived as unwilling to share or collaborate for the greater good.

“The basis of social relationships is reciprocity: if you cooperate with others, others will cooperate with you.” – Carroll Quigley

Enablers of positive peer relationships

Leverage influence: In peer relationships, direct authority is often absent, so focus on influence. Understand what matters to your peers and offer help or resources where you can. Build mutual trust by finding common ground and showing a genuine interest in their needs and perspectives.

Consider your style: How others perceive you matters. Cold, impersonal, or distant behaviour can hinder collaboration. Focus on leaving a positive impression by being approachable, friendly, and responsive, making it easier for peers to connect and work with you.

Understand others: Take time to assess the motivations and needs of your peers. Who is supportive, and who might present obstacles? Understanding what they want, how they work, and what they expect will allow you to navigate relationships more effectively.

Become a navigator: Learn how to get things done within the organisational structure. Identify key gatekeepers, allies, and influencers who can help move projects forward. By building relationships with those who hold power, you can expedite processes and remove barriers.

Raise your collaborative quotient: If you’re seen as too competitive, peers may exclude you from important discussions. Focus on collaboration by sharing ideas openly, listening to others, and looking for solutions that benefit the group. Show you’re willing to work towards common goals.

Build conflict competence: When disagreements arise, keep the issue separate from personal emotions. Avoid making peers feel dominated or undermined. Approach conflicts with a focus on facts and shared goals, and be willing to consider their perspective to find common ground.

Review competitive tendencies: A bit of competition can be motivating, but when it turns into one-upmanship or ego battles, it becomes destructive. Prioritise the organisation’s success over personal victories. Share information and resources freely to build stronger, more productive peer relationships.

Feedback directly: If a peer behaves unfairly, avoid gossiping or airing grievances publicly. Instead, address the issue directly and privately. Explain how their behaviour affects you, without blaming or attacking them, and aim to find a solution that restores cooperation.

Stay aware: In difficult situations, stay self-aware. Reflect on how you respond to peer conflicts—are you too rigid or too accommodating? Mentally prepare for tough conversations and rehearse responses so you’re not caught off guard, which can help keep interactions positive.

The ability to build and maintain constructive, trust-based relationships with colleagues at a similar level across the organisation. It involves influencing without authority, communicating with openness and respect, collaborating toward shared goals, and navigating differences thoughtfully.

Consider win-win: Winning every negotiation may damage relationships. If you always come out ahead, your peers may become resentful. Strive for a balance where both parties feel they’ve gained something, ensuring peers are more likely to collaborate willingly in the future.

“Coming together is a beginning, staying together is progress, and working together is success.” – Henry Ford

Reflection questions on peer relationships

How do you influence peers more effectively without relying on authority: How could you find ways to offer support or resources that they need? How well do you understand their priorities and challenges? How could you to create more opportunities for mutual exchange?

What impression do you tend leave on your peers? What small adjustments could you make to leave an even more positive impression?

How well do you understand the needs and motivations of your peers? What could you do to better align your goals with theirs? Have you taken the time to assess what drives your peers’ decisions? Do you know who is supportive and who might resist your ideas?

How effectively do you navigate the organisation to get things done? How could you be even better at understanding who are the key influencers and gatekeepers in your organisation? Who could you build stronger relationships with to ease organisational challenges? How could you better leverage existing networks to accomplish cross-functional goals?

Are you seen as someone who works towards shared goals or someone who competes for recognition? How often do you seek input from peers when making decisions? What steps can you take to encourage more teamwork and joint problem-solving?

How do you handle conflicts with peers (Do you focus on the issue at hand, or do personal emotions sometimes cloud your judgement)?How often do you consider your peers’ perspectives before reacting? Could you approach conflicts in a way that minimises friction and preserves relationships?

How do you balance healthy competition with cooperation? When does competition with peers help drive success, and when does it create unnecessary friction in your world? How do you foster a sense of collective achievement while still pursuing your own objectives?

How do you address unfair behaviour from a peer: When a peer acts unfairly, do you confront them directly or let resentment build up? How do you ensure you address issues calmly and professionally, without escalating the conflict? Could you improve the way you approach difficult conversations with peers?

How self-aware are you in challenging peer situations: Do you notice when you’re being too rigid or too accommodating in negotiations? How do you prepare for tough conversations with peers? What patterns do you see in how you handle difficult interactions, and what would you change?

Do you aim for balance in your peer negotiations: When you ‘win’ in a negotiation, do you consider how your peer feels about the outcome?

Do you find that you win too often, and if so, what could you do to ensure your peers feel valued? How can you ensure that your peer relationships remain collaborative, even after tough negotiations?

“The leaders who work most effectively, it seems to me, never say ‘I.’ And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we’; they think ‘team.’ They understand their job to be to make the team function. They accept responsibility and don’t sidestep it, but ‘we’ gets the credit… This is what creates trust, what enables you to get the task done.” – Peter Drucker

Perseverance

The ability to sustain effort and focus over time, especially when faced with obstacles, resistance, or setbacks. It involves staying goal-oriented, adapting strategies when needed, managing emotional responses to challenges, and maintaining a steady commitment to essential objectives.

“If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.” – Martin Luther King, Jr.

Barriers to perseverance

Low clarity: Leaders who are unclear about their longer-term goals may struggle to persevere, as they lack a strong sense of direction to motivate sustained effort through challenges.

Stopping quickly: Some leaders give up too soon when faced with obstacles rather than pushing through to find alternative solutions.

Impatience: Leaders may lack perseverance because they expect quick wins and become frustrated when success takes longer than anticipated.

Low engagement: Without a deep connection to the mission or goal, leaders may struggle to maintain the energy needed to persevere through challenges.

Fear of rejection: Leaders who take negative feedback personally can become discouraged and may avoid further effort when faced with resistance.

Low attention span: Some leaders struggle to focus on long-term goals and may lose interest, moving on to newer, more exciting opportunities rather than sticking with the task.

Dislike of conflict: Leaders who are uneasy with confrontation may back down too easily when their ideas or strategies are challenged, leading to compromised outcomes.

Low flexibility: When initial plans fail, leaders who lack perseverance may not explore alternative methods and, therefore, not pivot, which makes them less likely to push through difficulties.

Not taking ownership: Some leaders are uncomfortable taking full charge, especially in high-pressure or stakes situations, which can undermine their perseverance.

Not courageous enough: Encountering strong resistance can make some leaders back down instead of standing firm and overcoming the opposition.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner, rather than later? Which ones would potentially be the easiest and have a positive impact?

“Courage doesn’t always roar. Sometimes courage is the quiet voice at the end of the day saying ‘I will try again tomorrow.'” – Mary Anne Radmacher

Enablers of perseverance

Switch up your approach: If you find yourself giving up after one or two tries, it may be time to change tactics. Instead, try something ne, whether it’s bringing in a different stakeholder, scheduling a new type of meeting, or adjusting how you present your case.

Remain goal-oriented: When faced with resistance, don’t view it as a personal attack or a reason to give up. Recognise that resistance is natural, and often, it simply means people need more clarity or time to understand your perspective. Be prepared to listen and adapt if needed.

Beat procrastination: If you tend to delay your efforts, start working earlier and reduce the time between attempts. Getting an earlier start allows you to adjust and increases your chances of success. Break tasks into smaller pieces and begin working on the next stage as soon as it’s clear another effort is needed.

Don’t take rejection personally: Rejection is part of the process, not a reflection of your worth. Keep your focus on the task, not on personal feelings. Always seek quality feedback, and use it to improve your next attempt rather than giving up.

Present with confidence: Lack of perseverance may come from not making a strong enough case. Take the time to do thorough research, anticipate challenges, and present your argument clearly and confidently. Rehearse tough questions and be ready for opposition.

Choose your battles wisely: Not everything is worth your energy. Perseverance doesn’t mean fighting for every cause—it means focusing on what truly matters. Prioritise mission-critical goals and let go of minor issues. Channel your effort into areas that will make a meaningful difference.

Improve your organisation: Disorganisation can sap your perseverance. If you frequently lose track of tasks or miss deadlines, it’s time to improve your system. Create a clear plan, keep track of your progress, and ensure you give each task enough time and focus. A well-structured approach allows you to persevere with greater efficiency.

Navigate effectively: Direct approaches often fail in complex organisations. Learn to work through informal networks, identify key players/influencers, and use timing to your advantage. Perseverance is about knowing when to push forward and when to take a step back and reassess the landscape before trying again.

Beat Pareto: Many leaders get through most of a task but struggle to complete the final stages. Often, the last 20% of the work takes the most effort. Develop a plan to tackle those final steps incrementally.

Reconnect with your passion: If you feel burned out or lacking motivation, rediscover what drives you. Identify the parts of your work you still enjoy and focus on them.

“It’s not that I’m so smart, it’s just that I stay with problems longer.” – Albert Einstein

Reflection questions on perseverance

Could you change your approach when things aren’t working: How flexible are you when your initial attempts don’t succeed? Do you have a tendency to stick to familiar methods even when they aren’t effective?

How do you typically respond to resistance: Do you view resistance as a sign to give up or as an opportunity to reassess? In what ways can you depersonalise resistance and focus on the task? How can you remain objective and constructive when faced with opposition?

Do you start early, or do you tend to delay until the pressure builds: How often do you procrastinate, especially after a setback? What impact does early action have on your ability to persevere?

How do you handle rejection or failure? Do you sometimes take rejection personally? How can you build a mindset that sees failure as part of the journey> When you face rejection, what are some ways you could seek constructive feedback?

Are you preparing enough to make a strong case: How well do you prepare for difficult conversations or important presentations? What could you do differently to ensure your case is strong and compelling? How could better preparation help you persevere in the face of challenges?

Are you fighting the right battles: How do you determine whether something is worth your effort and perseverance? Are you focusing on mission-critical objectives, or do you find yourself spreading your energy across less important tasks? What criteria could you use to prioritise where you apply your perseverance?

How well do you organise your tasks and focus your energy: Do you often lose track of tasks or miss deadlines, leading to frustration? How could better organisation improve your ability to stay the course? What systems or tools could help you track your progress?

Could you be more strategic when navigating obstacles: Do you tend to take a direct approach to problems, or could you benefit from working more subtly? How well do you understand the key players, gatekeepers, and timing needed to push through challenges? What strategies could you use to better navigate complex organisational dynamics?

Do you tend to lose momentum towards the end of a project: How often do you find it difficult to complete the final stages of a task? What strategies could help you maintain focus and motivation to finish strong? How could breaking down the last steps into smaller tasks help you persevere?

How passionate are you about your current role or mission: Do you feel connected to your work, or are you starting to feel burnt out? What aspects of your role still inspire and energise you?

“Develop success from failures. Discouragement and failure are two of the surest stepping stones to success.” – Dale Carnegie

Personal disclosure

The thoughtful sharing of personal experiences, values, perspectives, or vulnerabilities to foster trust, build connection, and enhance relational transparency. It involves being selective, authentic, and mindful about what is shared, balancing openness with professionalism.

“Communication – the human connection – is the key to personal and career success.” – Paul J. Meyer

Barriers to personal disclosure

Belief in separation: Some leaders believe that work and personal life should remain distinct, viewing personal disclosure as unprofessional.

Uncertainty about what to share: Some leaders lack clarity on what is appropriate to disclose, fearing that revealing too much could backfire or feel irrelevant.

Lack of perceived value: Some leaders do not see the point of personal disclosure, considering it unnecessary or not beneficial to their leadership role.

Low self-confidence: A fear of being judged or exposed can hold them back, worrying that others might discover weaknesses or imperfections.

Perfectionism: Leaders who strive for perfection may avoid disclosing vulnerabilities, believing that showing any weakness undermines their authority.

Negative past experiences: Witnessing poor examples of disclosure by others can make some leaders cautious or hesitant to follow suit.

Personal discomfort: Shy or introverted leaders may feel uncomfortable sharing personal details, finding the act itself stressful or anxiety-inducing.

Fear of vulnerability: A fear of how others might react or use the information against them can lead to defensiveness and a reluctance to disclose.

Inexperience with disclosure: Leaders who rarely share personal information may not have developed a sense of what is helpful or appropriate to disclose in a professional setting.

Concern about being perceived as weak: Some leaders fear that sharing personal struggles or flaws could damage their image of strength and competence.

“To share your weakness is to make yourself vulnerable; to make yourself vulnerable is to show your strength.” ― Criss Jami

Enablers of personal disclosure

Be selective: If you’re unsure about what to share, start with safe topics like your reasons for taking certain actions, past experiences that shaped you, or things you’re interested in outside of work. Selective disclosure lets you maintain professionalism while still being open, helping to build trust without oversharing.

Start small: Begin with low-risk disclosures, such as talking about hobbies, recent holidays, or business-related interests. Introducing these in conversations helps you ease into the practice of self-disclosure, allowing you to gauge others’ responses without feeling too vulnerable.

Find commonalities: Learn three non-work-related things about each colleague, like their favourite sports or family life. This small step in getting to know people personally makes you more approachable and helps create a comfortable environment for future disclosures.

Observe and learn from others: Identify colleagues who disclose effectively and pay attention to how and when they do it. Compare this with those who disclose very little and reflect on which approach fosters better working relationships. Emulating good examples can help you find your own balance.

Practise in safe settings: Try disclosing more personal things with strangers or in casual social situations. Notice how others respond and adapt your approach based on what makes you and them comfortable. This practice builds confidence for similar disclosures in the workplace.

Embrace who you are: Be honest about your strengths and limitations. Sharing your self-appraisal—especially things others may already know about you—makes you more relatable and can help build stronger, more transparent relationships.

Acknowledge mistakes: Admitting errors shows humility and humanises you as a leader. Quickly own up to your mistakes, share what you’ve learned, and move on. This not only encourages others to be more open but also fosters an environment of continuous improvement.

Explain your reasoning: When you share a belief or value, explain the reasoning behind it. This invites dialogue and helps others understand your perspective rather than viewing it as rigid.

Be mindful of timing: Pay attention to the other person’s responses when you share personal information. If they engage in return, you’re likely within a comfortable zone. If they seem reserved, it might not be the right time to continue.

Set clear boundaries: Too much disclosure can backfire, so know your limits. Avoid controversial topics like politics or anything inappropriate for the workplace. Keep in mind that some people may not be trustworthy with personal details, so be cautious about sharing sensitive information.

“Most people believe vulnerability is weakness. But really vulnerability is Courage. We must ask ourselves…are we willing to show up and be seen.” – Brené Brown

Reflection questions on personal disclosure

How comfortable are you with sharing personal aspects of yourself at work: Could you identify what makes you hesitant to disclose more? When was the last time you shared something personal with a colleague, and how did it feel?

Could you start by disclosing selectively: What safe topics (e.g., hobbies, personal interests, or experiences) could you introduce into conversations? How can you ensure your disclosures remain professional and relevant to the workplace?

How often do you make an effort to learn non-work-related things about others: Could you build stronger connections by getting to know colleagues on a personal level? What kinds of information have others shared with you that made you feel more connected to them?

Do you have a role model for effective self-disclosure: Could you observe how a colleague or leader you admire discloses personal information? What do they do well, and how could you adopt similar practices?

Could you practise self-disclosure in low-risk environments: How could you use casual social settings to experiment with sharing more about yourself? What’s one personal detail you could share in your next work interaction, and how might you test the response?

Are you comfortable discussing your strengths and weaknesses: How might sharing your self-assessment make you more relatable to others? Could acknowledging your limitations help others open up to you more?

How do you typically handle your mistakes at work: Could you disclose your mistakes more openly and quickly to build trust? What steps could you take to demonstrate learning from errors, and how might that affect your relationships?

Do you explain the reasoning behind your values or beliefs when you share them: How might providing the backstory to your values encourage dialogue and connection? Could you invite discussion by framing your views in a way that opens space for other perspectives?

Are you mindful of your audience’s readiness for disclosure: How do you assess when it’s appropriate to share more personal information? How could you adapt your disclosures to suit different settings or people more effectively?

Have you set clear boundaries for yourself around self-disclosure: Could you identify topics that should remain off-limits in professional settings? How do you decide who to trust with more personal information, and could you be more intentional about this?

“True bravery is being exactly who you are, imperfections included. Vulnerability is the most precious gift you can give.” – Sara Bareilles

Personal learning

The ongoing commitment to reflect, adapt, and grow by learning from one’s own actions and from interactions with others. It involves actively seeking feedback, observing the impact of one’s behaviour, expanding behavioural flexibility, and adjusting to different people and contexts.

“There is no end to education. It is not that you read a book, pass an examination, and finish with education. The whole of life, from the moment you are born to the moment you die, is a process of learning.” — Jiddu Krishnamurti

Barriers to personal learning

Limiting mindset: Leaders who believe they already know everything or become defensive when given feedback often fail to learn and grow. This mindset blocks them from recognising areas for improvement and hinders their ability to adapt.

Poor jugglers: Leaders who focus only on one thing at a time may struggle with self-learning. They become too consumed by their immediate tasks and fail to reflect on their personal development or how to improve their leadership skills.

Lack of role models: Without strong examples of continuous learners in their environment, some leaders may not have the guidance or inspiration to prioritise self-learning. This can leave them without a clear path for growth.

Poor observation skills: Leaders who are not skilled at observing the actions, reactions, and strategies of others may miss valuable learning opportunities. Observing peers and adapting behaviours based on what works for others is helpful in self-improvement.

Fixed ways: While being true to oneself is essential, leaders who place this above all else may resist necessary changes or adaptations. This rigidity can prevent them from evolving and learning in response to feedback or new situations.

Rigid belief in consistency: Some leaders believe that unwavering consistency is a virtue, even when the situation calls for change. This inflexibility can block growth opportunities, as they may refuse to adapt to different contexts or feedback.

Expecting Others to Adjust to Them: Leaders who expect others to adapt to their style rather than adjusting themselves miss out on valuable self-learning experiences. This attitude can isolate them from feedback and stifle personal growth.

Change resistant: Leaders who resist change or fail to adapt to their surroundings often miss out on learning opportunities. They may not see the value in adjusting their approach or developing new skills, leading to stagnation.

Lack of Feedback-Seeking: Leaders who do not actively seek feedback—whether from peers, mentors, or even online sources—miss vital opportunities for self-reflection. Without feedback, it’s difficult to identify areas where they need to grow.

Low observation capability: Leaders who aren’t attuned to how others respond to them—whether through body language, tone, or behaviour—lack the awareness needed for self-improvement. Observing others’ reactions is essential for understanding the impact of one’s leadership style.

“Live as if you were to die tomorrow. Learn as if you were to live forever.” — Mahatma Gandhi

Enablers of personal learning

Observe responses: Pay close attention to how people react to you. Are they engaged, bored, or frustrated? Adjust your approach based on these signals. You’ll learn how to create better connections and improve your influence by frequently checking in and adapting.

Actively seek feedback: Ask for specific feedback about your actions, especially in real time. People often hesitate to offer critical feedback, so help them by making self-reflective comments, like, “I think I could have handled that better; what’s your view?” This invites open dialogue and provides learning opportunities.

Find role models: Identify skilled individuals in situations where you struggle. Observe how they handle challenges and manage interpersonal dynamics. Discuss their strategies with them and reflect on how you can incorporate them into your behaviour.

Flip perspectives: Expand your perspective by focusing on the needs and viewpoints of others. Instead of thinking, “What do I want from this situation?” ask yourself, “How does this person see things?” Adapting your style based on others’ preferences will make you more effective in diverse scenarios.

Pay attention to non-verbal cues: Body language offers critical insights into how people feel. If someone seems disengaged or tense, pause and address it. Learn the signals your colleagues use and tailor your responses to keep the interaction productive and positive.

Experiment: Try different methods to elicit reactions from others, such as asking more questions or framing disagreements in a softer tone. The goal is to gather feedback from their responses, helping you refine your approach in future interactions.

Become a better student of people Focus on observing others more closely and identifying patterns in their behaviour. Predict their responses and adjust your actions accordingly. The better you understand people, the more effectively you’ll be able to engage with them.

Expand your behavioural repertoire: Challenge yourself to step outside your comfort zone. Try new ways of interacting and responding, even if they feel unfamiliar. By stretching your range of behaviours, you’ll be better equipped to handle a variety of situations.

Reduce your arrogance: If you tend to dismiss others’ ideas, make a conscious effort to listen more closely. Regularly ask yourself, “How are others reacting to me? What do they need from this interaction?” Write down observations to ensure you remain aware of your impact on others.

Reduce defensiveness: When faced with criticism or challenging feedback, resist the urge to shut down. Prepare yourself mentally before difficult conversations, and use techniques like pausing to breathe or asking open-ended questions to keep the discussion constructive. This will help you stay open to learning in tough situations.

“Wisdom is not a product of schooling but of the lifelong attempt to acquire it.” — Albert Einstein

Reflection questions on personal learning

How well do you observe others’ reactions to your actions? Could you better notice non-verbal cues or changes in behaviour? How do you adapt when people seem disengaged, frustrated, or confused?

How often do you seek feedback from others: Do you proactively ask for input, or do you wait for it to be offered? How comfortable are you with hearing critical feedback? What could you do to make it easier for others to share honest perspectives with you?

Who are your role models for self-learning? Can you observe or seek advice from people in your organisation or network? What specific skills or qualities do they demonstrate that you could integrate into your leadership?

How often do you consider the perspectives of others? When faced with challenges, do you approach situations thinking only from your point of view? How could you incorporate the needs and viewpoints of others in your decision-making? What changes might you notice if you consistently applied this thinking?

How well do you pick up on non-verbal cues in conversations: Are you able to interpret body language, tone, or subtle shifts in engagement? How do you usually respond when you notice these signals? What techniques could help you read the room better and respond accordingly?

When was the last time you experimented with a new leadership technique: Do you tend to rely on familiar methods, or are you open to trying new approaches? How could experimenting with different communication or problem-solving tactics broaden your skills?

How effectively do you study and predict others’ behaviour: Are you able to anticipate how people will react in various situations? What patterns do you notice in the behaviour of those around you? How could improving this ability help you become more adaptable and responsive in your leadership?

How broad is your behavioural range as a leader: Do you find yourself sticking to familiar behaviours, even when they might not be effective? What new behaviours or skills could you develop to better handle diverse situations?

Do you sometimes let arrogance interfere with your learning: Have there been moments when you dismissed others’ ideas because you believed yours were better? How can you stay open to learning from others, regardless of your past success? What strategies could help you stay humbler and more receptive to feedback?

How do you respond to criticism or feedback that challenges you: Do you tend to become defensive or shut down when faced with criticism? How could you prepare yourself mentally to stay calm and open during difficult conversations? What specific tactics could you use to turn challenging feedback into learning opportunities

“I am always ready to learn although I do not always like being taught.” — Winston Churchill

Perspective expansion

The ability to broaden one’s thinking by exploring diverse viewpoints, global trends, and unfamiliar experiences. It involves actively seeking new knowledge, challenging assumptions, connecting external changes to internal challenges, and embracing complexity rather than clinging to the familiar.

“Awareness is the greatest agent for change.” – Eckhart Tolle

Barriers to perspective expansion

Risk aversion: Leaders who avoid risks often limit their scope of thinking, preferring to stay within known parameters rather than explore broader possibilities.

Limited exposure: A background that lacks diversity in experience, culture, or geography can narrow a leader’s worldview, restricting their ability to think beyond their familiar contexts.

Narrow upbringing: Leaders raised in environments with limited social, economic, or cultural perspectives may struggle to adopt broader viewpoints as adults.

Specialised focus: Leaders deeply rooted in a specific field or function may lack the inclination or ability to see challenges and opportunities outside their area of expertise.

Comfort zones: Those who are too comfortable in their current situation may avoid exploring new horizons and become resistant to changes that demand a broader perspective.

Too tactical: A tendency to concentrate on immediate tasks and short-term objectives can prevent leaders from thinking strategically about the future and the bigger picture.

Fear of the unknown: Discomfort with ambiguity and potential future states may discourage leaders from considering alternative scenarios or preparing for possible disruptions.

Disinterest in external trends: Leaders who fail to stay informed about global events, market shifts, and societal changes are less likely to anticipate how these factors could impact their organisation and/or their work directly..

Over-reliance on past success: Leaders who lean heavily on past achievements may resist broadening their perspective, assuming that what worked before will continue to be effective.

Limited intellectual curiosity: A lack of diverse interests or a failure to seek out new knowledge and viewpoints can prevent leaders from developing the broader perspective needed to navigate complex environments.

“Your worldview determines everything else in your life….what we believe determines our behaviour, and our behaviour determines what we become in life.” – Rick Warren

Enablers of perspective expansion

Expand your thinking by reading widely: Explore high-quality business publications like Harvard Business Review, Sloan Management Review, or The Economist. Aim to explore industry-specific journals and those of adjacent sectors to broaden your understanding.

Learn from the past: Studying history can help you anticipate future trends. Look into how past innovations have revolutionised industries. Apply this thinking to your organisation’s history—identify key shifts and patterns that could inform future strategies.

Observe global trends: Stay informed about global events and trends by reading international news outlets and business reviews. Identify how these events might influence your organisation. The ability to connect external developments with internal challenges will sharpen your strategic thinking.

Seek insights from non-experts: Engage with people outside your usual circles—those with different experiences and expertise. A fresh perspective from someone uninvolved in your field can generate novel ideas and unearth new solutions to persistent challenges.

Explore the unfamiliar: Broaden your intellectual horizon by exploring interests outside your field. Dabble in subjects like art, science, or even unusual hobbies.

Seek an international perspective: Reading, listening and watching about global issues can give you a more comprehensive understanding of different markets and cultures. Study international news, history, and politics to gain insights to shape a broader view.

Take perspective-building adventures: Break away from routine and experience new environments. Travel to unfamiliar destinations, attend different cultural or sporting events, or explore new cuisines. These adventures will expose you to new ways of thinking.

Engage in community and volunteer work: Step outside of the workplace and engage in activities that immerse you in different social contexts. Volunteering or working with community groups can open your eyes to new challenges, teaching you how to approach problems from multiple perspectives.

Embrace new tasks at work: Challenge yourself by stepping into roles or tasks you’ve never done before. Whether it’s working with customers, shadowing another department, or swapping roles with a colleague, gaining insight into different areas of your organisation can dramatically expand your viewpoint.

Participate in cross-functional projects: Joining a project that cuts across functions or departments will push you to think beyond your usual scope. Working with people from different areas or nationalities on a real business issue will help you understand their perspectives and see the bigger picture of how the organisation operates.

“We are what we think. All that we are arises with our thoughts. With our thoughts we make the world.” – Buddha

Reflection questions for perspective expansion

How do you currently expand your thinking beyond your immediate work environment: Could you engage with different industries or read more widely outside your field? What sources of information do you rely on, and how diverse are they? How might you introduce fresh thinking into your daily routine?

Could you reflect on how historical trends have influenced your industry: How has your organisation’s past shaped its current strategy? Are there specific innovations or turning points that hold valuable lessons for your leadership?

In what ways do you connect global trends to your organisation’s challenges: Are there external events you’ve overlooked that could impact your business? How well do you link broader economic or social shifts to your strategic planning? Could you identify any key global issues that may influence your industry in the coming years?

Do you seek advice from people outside your usual network: How often do you consult with individuals from unrelated fields or backgrounds? How could different viewpoints spark innovative solutions to your challenges? How could you ensure your problem-solving isn’t confined by your own expertise?

How do you cultivate curiosity in areas outside your core expertise: Are you exposing yourself to new and unfamiliar subjects that might inspire broader thinking? What hobbies or intellectual pursuits could sharpen your capacity to see connections?

Do you actively work on developing an international perspective: How well do you understand the global landscape in relation to your organisation / industry? How could you immerse yourself more in international affairs or cross-border collaboration? How could understanding other cultures or markets shape your approach to leadership?

How do you embrace new experiences outside of your comfort zone: When was the last time you took a vacation or adventure that challenged your worldview? What activities could you take up to expose yourself to more varied ideas?

Could you engage in community or volunteer work to broaden your perspective: What opportunities exist for you to serve in a community setting that’s unfamiliar to you? How might seeing the world through the lens of others affect your leadership style? Could interacting with people from different walks of life enhance your empathy and understanding?

Are you taking on new tasks or roles within your organisation to gain wider exposure: How often do you step outside your functional area to explore other parts of the business? What steps could you take to ensure you’re continuously learning across different areas of the business?

How do you approach cross-functional projects or task forces: Are you volunteering for initiatives that force you to collaborate with different departments or nationalities? How could working with people who think differently help you appreciate a wider range of perspectives?

“The best thing a human being can do is to help another human being know more.” – Charlie Munger

Planning

The ability to structure work, allocate resources, and chart a clear course of action to achieve strategic and operational goals. It involves setting priorities, anticipating risks, organising people and tasks effectively, and ensuring progress is monitored and adjusted as necessary.

“If plan A doesn’t work, the alphabet has 25 more letters – 204 if you’re in Japan.” – Claire Cook

Barriers to planning

Overconfidence: Leaders may believe they possess enough experience or expertise to operate without structured planning, assuming they can navigate challenges as they arise.

Impatience: Some leaders are driven by quick results and may view planning as a slow and tedious process, leading them to skip or rush through it.

Low tolerance for structure: A lack of appreciation for processes and systems can make planning feel restrictive, particularly for leaders who thrive on spontaneity or creativity.

Desire for simplicity: Leaders may oversimplify tasks or goals to avoid complexity, bypassing the detailed planning needed to achieve long-term success.

Poor time management: Some leaders may have the intention to plan but consistently fail to allocate time for it, being caught up in day-to-day urgencies.

Disdain for formal planning: Leaders who are sceptical about the value of planning may reject it altogether, relying instead on reactive decision-making or improvisation.

Lack of foresight: Without the ability to anticipate future challenges or opportunities, some leaders may struggle to see the need for detailed long-term plans.

Fear of failure: Planning involves confronting potential risks and challenges. Leaders who fear failure may avoid planning to evade addressing these difficult aspects.

Limited patience for detail: Planning requires careful attention to detail, and leaders who prefer a broader, more visionary approach may find it difficult to engage in the necessary specifics.

Inconsistent communication: Leaders who struggle with planning often fail to communicate goals and expectations clearly, leaving their teams without a cohesive direction or understanding of the path forward.

“Plans are of little importance, but planning is essential.” – Winston Churchill

Enablers of planning

Explore your roadmaps: Break down your bigger goals into smaller tasks, outlining the steps from start to finish. Consider every resource—time, people, budget—you’ll need, and identify who controls them. Mapping out the entire sequence helps ensure nothing critical is missed and clarifies the journey ahead for yourself and others.

Tool up: Invest in appropriate software or templates for project or task management. Learn how to use these tools effectively to track tasks, manage dependencies, and present clear, organised plans to yourself and your team.

Clarify goals: Define clear, actionable goals for entire tasks or projects. Assign measurable benchmarks to track progress and stay on target. This not only keeps you accountable but also allows you to adjust if timelines or objectives shift.

Simplify complex plans: For large, multi-faceted projects, create a master plan to manage complexity. Break it into manageable segments, ensuring each task or phase has its own mini-plan. This approach helps prevent feeling overwhelmed and keeps you focused.

Maximise resource efficiency: Plan your budget and resources carefully. Track critical elements such as expenditures and time against your plan, and always leave room for unexpected costs.

Match people effectively: Assign tasks based on the strengths and capabilities of your team. Recognise that everyone brings different skills to the table and align tasks accordingly. This way, you’re optimising the potential of your team while ensuring tasks are handled well.

Plan for the unexpected: Think through possible risks and worst-case scenarios. What could go wrong? Develop scenario/contingency plans for each significant risk, especially for areas you have less control over.

Set up reviews & feedback loops: Establish a system to track your plan’s progress in real-time. Regular check-ins, progress reports, and feedback loops keep everyone aligned.

Learn from the best: Observe and learn from colleagues who excel at planning. Compare their methods to yours and identify areas where you can improve. Regularly seek feedback from others (ideally them), especially those who’ve worked close to your projects.

Collaborate more: Planning doesn’t have to be a solo effort. Engage your team early, and invite input from others who might bring valuable perspectives. Delegate the planning process where needed, ensuring the right people are creating detailed steps while you maintain strategic oversight.

“A good plan today is better than a perfect plan tomorrow.” – George S. Patton

Self-reflection questions on planning

Could you break your current project(s) down into clear, manageable steps? How detailed is your current plan? What resources or people will you need at each stage? Are there any critical steps or sequences you might be overlooking?

How do you currently use planning tools: Are you using the right tools to map out tasks and timelines effectively? Could learning a new tool or software make your planning more streamlined? How often do you update or review these tools during a project?

How do you measure progress against your plans: Do you have specific, measurable goals for each phase of the project? (Explore SMART possibly). What indicators do you rely on to track whether you’re on schedule? How do you adjust when milestones aren’t being met?

How do you simplify complex plans to avoid feeling overwhelmed: Are you able to break large projects into smaller, manageable tasks? What do you do when things feel too complicated? How do you keep focus on both the big picture and the details?

How efficiently are you managing your resources: How carefully are you tracking budget and time? Could you make better use of your team’s time or talents? Are you leaving enough room for unforeseen challenges or costs?

Are you assigning the right tasks to the right people: How well do you understand the strengths of your team members? Could you delegate more effectively based on their skills and experiences? What steps can you take to ensure tasks are matched with the right capabilities?

How prepared are you for unexpected problems: Have you considered the most likely risks or roadblocks? What contingency plans have you developed? How do you stay adaptable when things don’t go as planned?

How do you monitor and adjust your plan in real time: Are you regularly reviewing progress and making adjustments as necessary? What systems do you have in place to receive feedback on your plan’s progress? Could you improve communication to ensure everyone stays aligned?

Could you learn more from others who excel at planning: Who in your network is particularly good at planning? What specific techniques or habits could you adopt from them? How often do you seek feedback from those affected by your plans?

How open are you to collaboration in planning: Do you involve others in the planning process to gain fresh perspectives? Could delegating parts of the plan to others improve the quality of your projects? How do you ensure the team is aligned with the vision and steps of the plan?

“It takes as much energy to wish as it does to plan.” – Eleanor Roosevelt

Political Savviness

The ability to navigate the informal networks, power structures, and diverse interests within an organisation in an ethical, effective, and respectful way. It involves building trust, reading people and situations astutely, adapting communication styles, and securing support for initiatives without manipulation

“I am increasingly convinced that people who have power are not necessarily smarter than others. Beyond a certain level of intelligence and level in the hierarchy, everyone is smart. What differentiates people is their political skill and savvy.” — Jeffrey Pfeffer

Barriers to political savviness

Low awareness of others: Politically savvy leaders can gauge the motivations, interests, and unspoken goals of others. Leaders who miss these cues often fail to align their strategies with the needs or ambitions of influential stakeholders.

Too direct: Being overly candid can be abrasive or insensitive, leading to unintended conflicts or misunderstandings, especially when diplomacy is required.

Misconception of political savvy: Some leaders misunderstand political savvy as manipulative or underhanded rather than as a skill for building alliances and consensus. This view limits their willingness to engage with it positively.

Impatience: Leaders who lack patience for procedural norms or due process may disregard essential channels, leading to resistance or backlash from others who value structure.

Low interpersonal skills: Effective political navigation requires strong interpersonal abilities. Leaders struggling with empathy, active listening, or flexibility may find engaging diverse perspectives and viewpoints challenging.

Poor negotiation skills: Politically astute leaders are skilled negotiators who find ways to meet mutual interests. Those without these skills often miss opportunities for compromise, leading to avoidable conflicts or lost support.

Resistance to ‘playing the game’: Rejecting political dynamics outright, some leaders may view themselves as ‘above’ office politics, which can isolate them and make them appear detached or naïve to colleagues who see politics as a necessary part of organisational life.

Too one-sided: Leaders viewed as overly partial to one team, idea, or perspective can be seen as unbalanced. This perception can hinder their ability to gain support from others who feel underrepresented.

Over-action-oriented: Leaders highly focused on rapid action may struggle to slow down and consider the political landscape, often overlooking the importance of gaining buy-in and managing relationships.

Egocentric: Leaders with a narrow view centred around their own experiences or values may lack the flexibility to appreciate or engage other cultural or organisational perspectives, limiting their influence and effectiveness across diverse groups.

“It is the nature of physics to hear the loudest of mouths over the most comprehensive ones.” – Criss Jami

Enablers of political savviness

Keep building integrity: Cultivate a reputation for integrity by consistently aligning your actions with your values and keeping commitments. Political savviness starts with being seen as trustworthy—avoid self-serving behaviours and build a positive reputation.

Be adaptive. Political savvy means reading each situation and adapting accordingly. Work from the outside in: Assess the needs, personalities, and preferences of those involved and choose an approach that best aligns with their expectations.

Engage after preparing: Test your concepts in advance when presenting ideas to senior management. Discuss your proposals individually with key stakeholders, especially sceptics, to refine your approach and gather support. This shows that you value input.

Map the landscape: Savvy leaders understand the dynamics of their organisation. Identify who holds influence, who facilitates resources, and who can expedite processes. This knowledge helps you navigate the political landscape smoothly and get things done effectively.

Tailor your messages: Recognise that people and groups have unique perspectives and preferences. Observe and learn what drives others, and tailor your approach accordingly. This sensitivity to others’ needs and reactions helps you make the right impact without coming across as overly rigid or one-dimensional.

Read non-verbal cues: Political savvy often means interpreting subtle, non-verbal signals. Pay attention to body language in meetings—fidgeting, crossed arms, or lack of eye contact can indicate disengagement. Use these signals to check in and keep discussions on track, showing that you value everyone’s input.

Navigate extreme points of view: Strong opinions can alienate others. Start by presenting ideas tentatively and making room for others to respond. Make the business case before delving into specifics, and avoid extreme statements that might cause unnecessary resistance.

Build bridges: Engage objectively with groups you may find challenging. Set aside personal biases and seek to understand their goals and constraints. Find common ground to create mutually beneficial relationships and establish reciprocity in interactions.

Focus on the problem: When conflicts arise, keep discussions focused on the issue rather than personal attributes. Avoid blame, and instead describe the problem and its impact on objectives. This approach keeps political tensions manageable and fosters collaborative problem-solving.

Be ready to pivot: Always have a plan, but be ready to adapt if things change. Politically savvy leaders are flexible and prioritise outcomes over rigid adherence to a single approach. Anticipate potential shifts and maintain a backup plan to stay resilient under unexpected circumstances.

“At Harvard, the strong and savvy and confident thrived, while the nice or shy or quaintly moral were just bit players. In Ysleta, you believed in God because you were poor and needed something to hold on to. At Harvard, you believed in your good luck or bad luck, in all-nighters, in your political savvy.” – Sergio Troncoso

Reflection questions on politically savviness

How well do you think others trust you as a leader: What specific actions have you taken recently to build trust within your team or organisation? Are there any behaviours you feel may detract from others’ confidence in you?

How adaptable are you in different situations and with different audiences: Do you have any tendencies to rely on one style that may not suit all situations? How might adapting your approach help you build stronger relationships?

When preparing to present an idea, do you seek input from others first: Who are the key people you could speak to before sharing your ideas more broadly? How do you approach the sceptics in your audience, and what do you learn from their feedback? What could you gain by incorporating feedback from those who may have different perspectives?

How familiar are you with the influence networks and key players in your organisation: Who are the gatekeepers or influencers you rely on to get things done? Do you fully understand how resources, information, and decisions flow within your organisation? How might mapping this out help you work more effectively?

How well do you tailor your approach to different individuals or groups: How well do you know the motivations and priorities of those you work with? Have you considered how your tone, style, and messaging might differ depending on your audience?

How effectively do you read and respond to non-verbal cues in conversations: How attentive are you to body language in meetings, especially signs of disengagement or discomfort? What do you typically do if you notice someone seems withdrawn or resistant?

Are you inclined to approach situations with a balanced, open perspective: How do you usually present your ideas—do you give room for others to respond or build upon them? What have you noticed about the outcomes when you begin with a more flexible, business-focused approach?

How do you work with those you may find challenging or different from yourself: How often do you try to understand what they’re trying to achieve? What could you do to create mutual benefits or build reciprocity with those groups?

When dealing with conflicts, do you focus on the problem rather than the person? How do you typically approach conflicts—do you focus more on individuals or the underlying issues? In situations where you disagree, are there procedural steps or small agreements you can make?

Do you have a plan B for times when things don’t go as planned: How flexible are you when unexpected challenges arise? What additional approaches or options could you consider if your first strategy doesn’t work?

“Those who are too smart to engage in politics are punished by being governed by those who are dumber.” – Plato

Presenting

The ability to share ideas, arguments, and information clearly, engagingly, and with authority in front of an audience. It involves structuring content thoughtfully, adapting to audience needs, managing nerves, handling questions calmly, and using non-verbal communication effectively to reinforce the message.

“There are always three speeches for every one you actually gave. The one you practised, the one you gave, and the one you wish you gave.” – Dale Carnegie

Barriers to presenting

Fear: Many leaders find public speaking intimidating, leading to nervousness or self-doubt, which can impair their ability to communicate clearly and confidently.

Lack of structure and focus: Disorganised presentations with scattered points can confuse audiences, especially when there is no clear flow or purpose behind the message.

Failure to adapt: Presenters who deliver the same message in the same way, regardless of audience, often fail to engage effectively. Tailoring content to the audience’s needs and expectations is essential.

Monotone: A presentation delivered in a flat or unvaried tone can disengage listeners, making it difficult for them to stay focused or feel inspired.

Avoidance of difference: Some leaders avoid engaging in open discussion or debate, which can make their presentations seem evasive or unconvincing, especially when facing challenging questions.

Difficulty with tough questions: Being unprepared or uncomfortable with unexpected questions can make a presenter appear defensive or insecure, weakening the overall impact of the message.

Overly nervous: Excessive nervousness or emotional displays can distract from the message and make it difficult for audiences to connect with or trust the presenter’s authority.

Inconsistent tech usage: Leaders who are unfamiliar or uncomfortable with presentation tools may struggle with technical issues, which can disrupt the flow and reduce audience engagement.

Personal habits or idiosyncrasies: Distracting personal habits, such as excessive gestures or repetitive phrases, can draw attention away from the content and frustrate the audience.

Reluctance to engage with feedback: Presenters who do not actively listen to their audience or acknowledge feedback can miss valuable cues, reducing the presentation’s relevance and impact.

“If you can’t explain it simply, you don’t understand it well enough.” – Albert Einstein.

Barriers to presenting

Raise message clarity: Start by defining the purpose of your presentation. What do you want your audience to think, feel or do differently afterwards? Structure your talk around three to five main points that support your message, and keep it simple – audiences are more likely to remember a few focused ideas rather than a deluge of information.

Tailor your message: Consider who will be in the room. Different audiences may require different tones, levels of detail, or styles of delivery. Are they experts or beginners? Friendly or sceptical? Adjust your language, examples, and approach accordingly to better connect with them.

Rehearse: Rehearsing isn’t about memorising every word but about becoming comfortable with your material. Practise in front of a mirror, record yourself, or ask for feedback from a friend. Aim to vary your tone, pace, and gestures to make your presentation engaging.

Prepare for questions: Anticipate possible questions and plan concise responses. For challenging questions, take a moment to clarify before answering. If needed, defer tricky questions for after the presentation to stay on track. Remember: questions show interest, so welcome them confidently.

Manage anxiety: Feeling nervous is normal, but you can manage it. Focus on breathing, stay hydrated, and use positive self-talk. During the presentation, look at friendly faces in the audience to calm your nerves.

Consider your aids: Visual aids, such as slides or handouts, should enhance your message – not replace it. Use large fonts, clear images, and limit text on slides. Engage the audience with eye contact and vary your positioning to maintain interest rather than relying solely on visuals.

Master your timing: Respect your allotted time. Practise keeping your presentation within the limit and be prepared to cut content if needed. Audiences appreciate a concise, focused presentation more than one that drags on, so err on the side of brevity where possible.

Stay calm: Difficult questions or audience members can be challenging. Stay calm, listen, and acknowledge their points respectfully. Respond briefly, and if necessary, offer to continue the discussion afterward. Avoid getting drawn into debates that sidetrack your main message.

Refine your non-verbals: Body language speaks volumes. Stand confidently, use hand gestures naturally, and make regular eye contact. Smiling and nodding can also help you appear approachable and engaged, which encourages audience trust and connection.

Consider your image: Dress appropriately for your audience and setting to create a positive first impression. Pay attention to grooming and organisation – how you look, carry yourself, and manage your materials all contribute to how the audience perceives you as a presenter.

“Speak clearly, if you speak at all. Carve every word before you let it fall.” – Oliver Wendell Holmes.

Reflection questions on presenting

What is the core message you want your audience to remember: Could you summarise it in one or two sentences? How will you make your key points memorable and impactful? If asked after your talk, would the audience be able to articulate your main ideas?

How well do you know your audience, and how do you adapt to their needs: Who are they, and what do they value or expect? How can you adjust your tone, examples, or approach to connect with them on a deeper level? Are there different segments within the audience that may need specific consideration?

How comfortable are you with rehearsing your presentations: Do you rehearse out loud, and if so, what feedback do you give yourself? What might practising in front of others or recording yourself reveal?

How well do you handle unexpected or challenging questions from the audience: What strategies could help you stay composed when faced with difficult questions? Are there common questions that you could prepare for in advance? How do you manage situations when you don’t have an immediate answer?

What steps do you take to manage presentation nerves and anxiety: Could you explore techniques such as deep breathing or positive visualisation to calm your mind? How might you reframe nervousness as excitement or a sign of readiness?

How effectively do you use visual aids to enhance your message rather than distract from it: Do your slides or props truly add value to your presentation, or are they just filling space? How could you simplify visuals to keep the focus on you and your message?

How well do you manage your time during presentations? Do you typically finish on time, or do you tend to rush or run over? How could you structure your points to ensure a smooth flow within the time available? If you need to cut content mid-way, how would you prioritise the most essential points?

How do you handle difficult audience members or those who challenge your ideas: How might you stay composed and respectful when responding to a challenging question or comment? Could you find ways to address these situations without becoming defensive or dismissive?

How intentional are you about your non-verbal communication? Could your body language be more open, engaging, or authoritative? How might subtle adjustments in eye contact or movement strengthen your presence on stage?

How carefully do you consider your appearance and presentation style before stepping on stage: Does your appearance align with the audience’s expectations and the tone of the event? How might factors like grooming, wardrobe, or your choice of materials influence audience perception?

“If you can’t write your message in a sentence, you can’t say it in an hour.” – Dianna Booher

Priority setting

The ability to identify, organise, and focus on the tasks, goals, and actions most critical to success. It involves distinguishing between urgent and essential activities, aligning efforts with strategic objectives, and maintaining the discipline to focus on high-value tasks while managing distractions.

“You have to decide what your highest priorities are and have the courage—pleasantly, smilingly, non-apologetically, to say ‘no’ to other things. And the way to do that is by having a bigger ‘yes’ burning inside.” – Stephen Covey

Barriers to priority setting

Over-action-oriented: Leaders who are “action junkies” often move quickly from task to task, seeking the momentum of constant activity rather than stepping back to prioritise.

People-pleasing: The inability to say no makes leaders prone to taking on more than they can manage, leading to scattered effort across too many areas.

Overestimating capacity: Ego can sometimes lead leaders to believe they can handle more than is realistically possible, diluting their focus and affecting the quality of outcomes.

Perfectionism: A perfectionist approach may lead some leaders to feel the need to do everything themselves, which hinders delegation and prioritisation.

Low attention span: Leaders who enjoy engaging with a wide array of tasks may struggle with focusing on what’s mission-critical, opting instead to “sample” different activities without seeing them through.

Poor time management: A lack of structured time management can prevent leaders from setting clear priorities. They’re perpetually busy but may achieve little of true value.

Indecisiveness: Difficulty in making definitive choices can lead to an inability to identify and focus on the top priorities, leaving a leader pulled in multiple directions.

Inability to recognise priorities: Some leaders fail to distinguish between essential and non-essential tasks, which may lead to a misguided focus on less impactful areas.

Misplaced belief in equality: Leaders who believe every task is equally essential can overwhelm their teams with unclear and unfocused directives, limiting progress on strategic goals.

Failure to clear obstacles: When leaders lack skill in identifying and removing roadblocks, they often get bogged down in low-priority tasks and reactively manage crises rather than proactively setting and achieving meaningful goals.

“You can do anything, but not everything.” – David Allen

Enablers of priority setting

Define goals clearly: Establish a clear sense of what you need to achieve. Set tangible goals based on your strategic and annual plans. Knowing your mission-critical objectives helps you steer your focus on what matters most.

Distinguish between urgent and important: Create a tiered list of your tasks, categorising them as mission-critical, important, nice-to-do, or unnecessary. This way, you’ll know where to direct your energy when new tasks come up, always prioritising the most impactful.

Avoid the activity trap: Busywork can often feel productive but ultimately diverts focus from core objectives. Spend the majority of your time on key priorities, resisting the temptation to constantly engage in minor, less impactful tasks.

Seek external perspectives: When faced with multiple priorities, consult trusted colleagues for their insights. They may see aspects you haven’t considered, and an outside perspective can provide clarity or validate your own judgement.

Make decisions under uncertainty: Prioritisation often involves making decisions with limited information. Trust yourself to make the best call with the data available, rather than waiting for perfect clarity, which can slow you down.

Avoid prioritising based on preference: Resist the temptation to focus only on tasks you enjoy or find easier. Instead, use data and intuition to determine what truly matters for your goals, rather than letting personal preferences dictate your actions.

Weigh short-term and long-term impact: Consider both the immediate and future consequences of each option. Think about how today’s decisions could impact tomorrow and adjust your priorities to balance short-term gains with long-term sustainability.

Invest time in planning: Taking time to plan priorities prevents the feeling of being perpetually rushed. Thoughtful planning is a time investment that reduces stress and increases your productivity down the line.

Make decisions promptly: Delaying decisions often leads to more confusion and missed opportunities. Take decisive action when possible. It’s usually better to act with confidence now than to delay and face bigger challenges later.

Respect others’ time: Prioritise efficiency in your interactions with others, particularly those higher up. Value their time by staying focused, concise, and direct, and let them guide any extended discussion if needed.

“The key is not to prioritize what’s on your schedule, but to schedule your priorities.” – Stephen Covey

Reflection questions on priority setting

How clear are you on your key goals and objectives: Could you define exactly what mission-critical goals you’re aiming for this year or quarter? How well do your current activities align with those goals?

How do you differentiate between urgent and important tasks: Are you consistent in categorising tasks by their impact and relevance? Do you find yourself spending time on things that feel urgent but aren’t aligned with your strategic priorities? How could you improve your criteria for prioritising tasks?

Do you notice yourself falling into the ‘activity trap’: How often do you engage in tasks that keep you busy but may not truly advance your goals? Could you identify one or two low-impact tasks you could delegate or eliminate? How might you redirect your time to more strategic activities

How open are you to feedback and perspectives from others when setting priorities? Who do you typically consult when setting priorities, and do they challenge your thinking? Do you feel resistant to seeking input on decisions, or do you value different? Viewpoints

How comfortable are you making decisions with limited information? Could you describe situations where you hesitated to make a call because of incomplete information? Do you aim for perfection, and if so, how does this impact your speed and effectiveness? What small steps could help you build confidence in taking decisive action?

Do you tend to prioritise tasks you prefer over what’s necessary: Are there types of tasks or projects you avoid simply because they’re less enjoyable? How might your personal preferences be influencing your prioritisation process? What would it look like if you focused solely on impact rather than preference?

How well do you weigh short-term versus long-term effects in your decisions: When considering a priority, do you evaluate both immediate and future consequences? How could you ensure a better balance between today’s needs and future goals?

Do you invest enough time in planning before acting? How often do you feel “too busy” to set aside time for planning your priorities? What impact might more structured planning have on your overall productivity?

Do you act promptly on decisions or tend to delay? Are there specific decisions or priorities you’re avoiding right now? What holds you back from acting on difficult decisions? How might making decisions sooner benefit your team or your goals?

How mindful are you of others’ time when discussing priorities? When interacting with colleagues or superiors, do you keep your communication focused? How do you balance clarity and conciseness with openness to their input? What could you do to ensure that these interactions are respectful and efficient?

“Every minute you spend in planning saves 10 minutes in execution this gives you a 1,000 percent return on energy!” – Brian Tracy

Problem solving

The ability to approach challenges systematically and thoughtfully, identifying root causes, generating multiple solutions, and making sound decisions. Effective problem-solving requires curiosity, resilience, critical thinking, and the capacity to balance thorough analysis with timely action.

“We cannot solve our problems with the same thinking we used when we created them.” – Albert Einstein

Barriers to problem solving

Lack of organisation: Disorganised leaders struggle to approach problems methodically, leading to overlooked details and rushed, incomplete solutions.

Emotional reactivity: Leaders too emotionally invested in problems may make impulsive decisions or take problems personally, clouding their judgment.

Impatience: Many leaders lack the patience to thoroughly analyse complex problems, resulting in premature conclusions and incomplete solutions.

Jumping to conclusions: Leaders may rush to form the findings without fully exploring the issue, which leads to superficial or misguided solutions.

Over-Reliance on the past: Leaders who rely too heavily on historical solutions may fail to adapt to new, unique challenges and miss innovative approaches.

Perfectionism and overanalysis: Perfectionist leaders often seek excessive data before making decisions, which can lead to analysis paralysis and delayed actions.

Narrow solution set: Leaders who rely on a limited “bag of tricks” often resort to inappropriate solutions, forcing a one-size-fits-all approach on complex problems.

Poor problem definition: Some leaders fail to define and analyse the problem adequately, missing hidden aspects and failing to “look under rocks.”

Failure to recognise complexity: Leaders who oversimplify issues often miss the nuanced details, forcing problems to fit familiar solutions rather than exploring fresh perspectives.

Weak critical inquiry: Leaders who lack disciplined questioning and reflection often miss hidden patterns and overlook alternative or “second” solutions that may be more effective.

“We fail more often because we solve the wrong problem, than because we get the wrong solution to the right problem.” – Russell L. Ackoff

Enablers of problem solving

Define the problem precisely: Before jumping to solutions, take the time to understand the problem thoroughly. Start by identifying what the problem is and isn’t, asking “why” to uncover root causes. This clarity helps you connect the dots and craft a well-suited solution.

Practise patience: Resist the urge to reach a quick answer. Quality problem-solving often takes time, so allow yourself to explore multiple solutions before settling on the best one. Studies show that the second or third idea often turns out to be the strongest.

Recognise and manage biases: Be mindful of any personal biases or favourite solutions that may cloud your judgement. Challenge yourself to approach each problem with a fresh perspective, avoiding assumptions, and checking facts before deciding on a course of action.

Challenge your comfort zone: Avoid relying on solutions that worked in the past. Each problem is unique, so step outside your comfort zone and consider new methods. Ask yourself whether this problem is genuinely similar to past ones or if it needs a fresh approach.

Seek Input: Collaborate with others to broaden your perspective. Discussing the problem with colleagues or external experts can reveal insights you may have overlooked. Forming a problem-solving group can enhance understanding and generate a variety of ideas.

Balance Perfectionism with Practicality: Striving for a flawless solution can lead to analysis paralysis. Instead, aim for a balanced approach—collect relevant information, but avoid the need for excessive data. A good solution taken today is often better than a perfect solution delayed. “Perfect is the enemy of good”

Break problems down: Large problems can feel overwhelming. Break them down into manageable steps and tackle them one by one, adjusting as you go. Incremental solutions help you gather feedback and stay flexible, leading to steady progress.

Enhance your skills: Explore new techniques and tools, such as mind mapping or fishbone diagrams, to visualise complex issues. Study examples of effective problem-solving, seek out patterns in different industries, and keep learning ways to tackle problems creatively.

Take calculated risks: Embrace the possibility of failure as a learning opportunity. Innovative solutions often require some risk-taking. If a solution doesn’t work, reflect on what went wrong, adjust, and try again. Progress is built on experimenting and learning.

Organise your process: Effective problem-solving requires a structured approach. Prioritise key tasks, focus on essentials, and avoid distractions. Use checklists, and establish a systematic method for analysing and tracking each aspect of the problem.

“If you can solve your problem, then what is the need of worrying? If you cannot solve it, then what is the use of worrying?” – Shantideva

Reflection questions on problem solving

How clearly do you define the problems you face? How do you ensure you’re addressing the right issue, not just the most obvious one? How often do you ask “why” to uncover root causes?

How patient are you with the problem-solving process? Do you find yourself seeking quick solutions instead of fully exploring the problem? What strategies help you slow down and consider multiple options? How often do you feel pressured to choose the first acceptable solution rather than the best one?

How do you handle biases when solving problems? Are you aware of any ‘favourite solutions’ you tend to rely on? What steps could you take to gain a fresh, unbiased perspective on a recurring issue?

How willing are you to step out of your comfort zone to find a solution? When faced with a familiar problem, do you explore new approaches, or lean on past methods? What makes it challenging for you to try an unfamiliar approach? How might exploring new problem-solving techniques impact your results?

How often do you seek out others’ perspectives to help with problem-solving? Who are the people you typically reach out to, and why? How open are you to others’ suggestions, even when they differ from your ideas? In what ways could you build a stronger, more diverse network for collaborative problem-solving?

How balanced are you between thoroughness and action? Do you sometimes delay action in pursuit of the ‘perfect’ answer? How do you gauge when you have enough information to make a decision? What small changes could help you balance analysis with timely action?

How comfortable are you breaking a large problem into smaller, manageable parts? Do you tend to tackle problems all at once, or do you create a step-by-step approach? What tools or methods might help you break down complex issues?

How willing are you to learn and apply new problem-solving skills? What recent techniques or tools have you tried to enhance your problem-solving? How could learning from different industries or contexts improve your approach? What’s one new problem-solving skill you could experiment with in your role?

How open are you to taking risks with your solutions? When a solution doesn’t work, do you take it as a learning opportunity? How often do you try innovative or experimental ideas to solve problems? What’s one calculated risk you could take on an upcoming problem to expand your approach?

How organised are you in your approach to problem-solving? What systems or routines do you use to prioritise and structure problem-solving tasks? How could you streamline your approach to make problem-solving more efficient?

“Instead of thinking out the box, get rid of the box.” – Deepak Chopra

Designing and managing processes

The ability to design, embed, and sustain structured workflows that drive efficiency, clarity, and consistent results. Effective process management requires systems thinking, patience, foresight, and attention to detail.

“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” – W. Edwards Deming

Barriers to designing and managing processes

Lack of systems thinking: Some leaders don’t naturally view their work or organisations as interconnected systems, making it difficult to design cohesive processes considering all dependencies and interdependencies.

Impatience with detail: Leaders focused on fast results may find process design tedious, leading them to skip essential steps or overlook details that ensure efficiency and effectiveness.

Inexperience with process design: Those new to leadership may lack the practical experience needed to structure effective processes, making their initial attempts inefficient or incomplete.

Resistance to organisational Science: Leaders who reject modern research on people and organisations may miss valuable insights on process optimisation, resulting in outdated or ineffective methods.

Inability to visualise efficient workflows: Some leaders struggle to mentally map out what an ideal process would look like, leading to disorganised or inconsistent instructions and steps.

Disinterest in operational efficiency: Leaders focused on big-picture strategy may undervalue operational processes, leaving inefficiencies in the day-to-day functioning of their teams.

Disorganised working style: Leaders who operate in an unstructured manner may find it challenging to enforce a structured process, as their own habits don’t align with it.

Lack of foresight: Without anticipating potential problems, leaders may create processes that lack resilience, which can lead to breakdowns when issues arise.

Ineffective resource management: Leaders who don’t optimise resources may rely on excessive time, money, or manpower to achieve results, rather than streamlining processes for efficiency.

Failure to leverage synergy: Leaders who do not seek alignment with other teams or functions miss out on efficiencies and opportunities for collaboration, leading to fragmented processes.

“Almost all quality improvement comes via simplification of design, manufacturing… layout, processes, and procedures.” – Tom Peters

Enablers of designing and managing processes

Be a systems thinker: Get curious about how things work as part of a larger system. Systems thinking offers tools to see the interactions between elements, helping you design efficient and comprehensive processes, taking into account all moving parts.

Understand organisational dynamics: Organisations are complex networks with formal and informal structures. Navigate this ‘maze’ by recognising roles like gatekeepers, influencers, and resisters. Embrace this complexity to engage the right people and move processes forward smoothly.

Create a plan: Good processes start with a solid plan. Outline objectives, timelines, and needed resources. Use tools like flow charts and project management software to visualise the process, anticipate issues, and keep your team aligned and efficient from start to finish.

Be patient: Processes take time, and skipping steps can lead to setbacks. Follow each stage carefully and allow time for key decision-makers to weigh in. Taking things step-by-step prevents costly mistakes and ensures smoother progress.

Get support: Processes are easier to implement when everyone is on board. Share your goals, gather input, and show how each person benefits. When people feel part of the process, they’re more invested in its success and willing to lend their support.

Set goals: Define measurable goals for each phase. Having clear milestones and measures keeps the process on track and motivates everyone involved by providing visible progress indicators that reinforce commitment to the goals.

Play to strengths: Successful processes align tasks with people’s strengths and experience levels. Instead of viewing everyone equally, think of them as uniquely skilled. Match tasks to capacities to improve efficiency and job satisfaction.

Plan for contingencies: Anticipate what could go wrong by envisioning different scenarios. Prioritise potential issues, especially from areas you can’t directly control. Have backup plans ready so you’re equipped to handle any disruptions smoothly.

Monitor progress: Create a system to track progress at each stage of the process. This will help you catch and address issues early, keep everyone aligned, and maintain momentum. Regular feedback, which recognises achievements along the way, will also boost team morale.

Find a mentor: Find someone who is skilled at process management and learn from their approach. Observe how they plan, adapt, and streamline processes. Mentorship provides insights and practical guidance that can elevate your own process-building skills.

“There’s a way to do it better – find it.” – Thomas Edison

Reflection questions for designing and managing processes

How well do you understand the systems and structures in your organisation? Could you map out how different teams, resources, and workflows interconnect? Where might you gain a deeper understanding of how processes affect other areas?

How effectively do you navigate your organisation’s informal networks and influencers? Who are the key stakeholders that influence process success, formally and informally? How could building stronger relationships with gatekeepers and guides help streamline your processes?

How clear are you in laying out the steps of a process from start to finish? Could you outline the objectives, timelines, and resources required for each process you work with? How do you ensure your team understands each step and their connection to purpose?

How patient are you with process timelines and potential delays? Could you identify areas where impatience has impacted process effectiveness? How could pacing your steps and allowing time for natural progression benefit the outcome?

How well do you engage others in supporting and sustaining processes? How do you communicate the goals and value of processes to your team? What steps could you take to encourage others to see their role in process success?

How strong are your goal-setting and progress-tracking practices? Do you set measurable milestones that clearly indicate process success? How often do you check progress and make adjustments based on real-time feedback?

How well do you align tasks to your team’s strengths and capabilities? How could you assess whether each team member’s tasks match their skills and experiences? How could you adjust roles to maximise efficiency and job satisfaction in process execution?

How prepared are you for potential challenges or breakdowns in processes? How could you identify and rank potential obstacles before they arise? How strong are your contingency plans, especially for areas beyond your control?

How consistently do you monitor and adjust processes as they unfold? Do you have a reliable way to check the process’s progress regularly? How effectively do you communicate necessary adjustments to those involved?

Who could you learn from to strengthen your process management skills? Is there a mentor or colleague with strong process-building abilities who could offer guidance? How often do you seek feedback or insights from others on improving your process approach?

“No company can afford not to move forward. It may be at the top of the heap today but at the bottom of the heap tomorrow, if it doesn’t.” – James Cash Penny

Drive for results

The ability to sustain focus, energy, and commitment to achieve meaningful goals. Effective results-driven leadership requires clarity of priorities, persistence through obstacles, bold decision-making, and a balance between ambition and practicality.

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” – Colin Powell

Barriers to drive for results

Burnout: Leaders experiencing burnout may feel drained, reducing their ability to drive forward and sustain momentum on goals. This fatigue can impact their focus, creativity, and resilience in the face of challenges.

Lack of organisation: Disorganisation can lead to ineffective time management, missed deadlines, and confusion about priorities. Without a structured approach, tasks that directly impact results may be neglected.

Inexperience: New or inexperienced leaders may lack the skills and confidence needed to make bold, decisive moves. This hesitation can result in slower progress and an inability to adapt to the demands of their role.

Difficulty with prioritisation: Some leaders struggle to distinguish high-impact activities from less essential tasks, leading to wasted resources on low-value projects and preventing real progress on key objectives.

Fear of failure: When leaders aren’t willing to take risks, they may avoid innovative approaches, sticking to safe but unproductive strategies. This fear of failure can stifle their drive to achieve ambitious goals.

Perfectionism: Perfectionist tendencies can cause leaders to become bogged down in small details, preventing timely action on larger goals. This insistence on perfection often delays progress and impacts productivity.

Procrastination: Delaying difficult or essential tasks undermines progress and may lead to rushed, subpar work. Procrastination prevents leaders from addressing key priorities promptly and effectively.

Lack of commitment: Leaders who aren’t fully committed may fail to put in the effort needed to see results. Without passion or personal buy-in, they are less likely to push through obstacles and stay focused on objectives.

Low focus: Constant distractions or an inability to concentrate on key objectives can prevent leaders from advancing toward their goals. Lack of focus leads to a scattered approach, where energy is expended in too many directions.

“Just Getting By” Mindset: Some leaders may adopt a mindset of doing the bare minimum, which results in lacklustre performance and inconsistent outcomes. This can stem from low engagement, lack of ambition, or external pressures that dampen motivation.

“Excellence is the gradual result of always striving to do better.” – Pat Riley

Enablers to drive for results

Set clear priorities: Boost your impact by focusing on a few mission-critical goals. Identify the three to five priorities essential to achieving your objectives, and keep your attention on these rather than getting sidetracked by less important tasks. Consider a “not to do” list.

Create meaningful goals: Establish goals that excite and challenge you. When you set specific, measurable goals for yourself and others, it becomes easier to deliver, monitor progress and stay committed.

Learn proven strategies: Invest in learning best practices like Agile or Lean, which provide frameworks for efficient workflows and quality results. Attending a workshop or reading about these methods can equip you with tools to work smarter and with more discipline.

Secure resources: Effective results often depend on having the right resources. Make a case for what you need, and leverage your negotiation skills to gather support, funding, and materials. Build a solid business case for resources and ensure others see the mutual benefit in supporting your objectives.

Delegate: Achieving results through others is vital for any leader. Delegate effectively by setting clear expectations, inspiring your team, and providing ongoing support. Empowering others will multiply your results and strengthen your team’s abilities.

Build partnerships: When working with other teams, focus on shared goals. Approach collaborations with a give-and-take mindset; find ways to align your goals with others’ and provide support. Showing flexibility and openness will build stronger, more cooperative partnerships.

Take calculated risks: Innovation often requires courage. Build your confidence in taking thoughtful, calculated risks that push the envelope. Embrace mistakes as opportunities to learn and refine your approach. Start with smaller risks and use postmortems to learn.

Break free from procrastination: Counter procrastination by tackling tasks immediately. Start each assignment by doing 10% right away to gauge its scope, and break work into manageable parts with planned completion points. Read “Eat that frog” by B Tracy.

Persist: When challenges arise, vary your approach to keep going. Break tasks down, set mini-deadlines, and switch strategies to maintain momentum. Flexibility in your methods helps you stay motivated and persistent, even when obstacles surface.

Manage stress: Results-driven work can be stressful, but learning to manage stress effectively is key. Reframe how you interpret pressures and create positive coping strategies, such as mindfulness, structured breaks, delegation, exercise or speaking with a mentor.

“Remember my mantra: distinct… or extinct.” – Tom Peters

Reflection questions on drive for results

Are you clear on your top priorities? How often do you assess which tasks or goals are most critical to achieving your objectives? Could you refine your focus by identifying the top three to five priorities that would make the biggest impact? What activities or distractions tend to pull you away from these priorities?

Do you set challenging, meaningful goals for yourself and others? How engaged are you and your team with the current goals? Could you set more ambitious, stretch goals that inspire both you and your team?

Have you taken steps to learn and apply effective work practices? Do you feel knowledgeable about proven methodologies, like Agile or Lean principles, that could enhance efficiency? Are there internal or external experts you could consult for guidance on refining your approach?

Do you secure and manage resources effectively? How skilled are you at negotiating and gathering the resources needed for key initiatives? Are there strategies you could use to build a stronger business case for support?

How well do you delegate and empower your team? Do you regularly delegate tasks that could free you up to focus on higher-impact areas? How do you inspire and support your team in taking ownership? Could you do more to acknowledge achievements?

Are you effective in collaborating across teams and departments? Are you able to focus on shared goals and mutual benefits when working with other departments? Could you improve your collaboration by better understanding the goals and challenges of your peers?

Do you take calculated risks to drive change? How comfortable are you with stepping outside your comfort zone to pursue bold initiatives? Do you view mistakes as learning opportunities, or do you tend to avoid risks for fear of failure? Could you do more by experimenting with smaller risks to build confidence in your decision-making?

Do you procrastinate, or are you proactive about getting started? When faced with a new task, how quickly do you get started? How could breaking down tasks into smaller steps or setting mini-deadlines help reduce procrastination? Are there particular types of tasks that you tend to delay, and what might this indicate about your approach?

How resilient are you when facing setbacks? When obstacles arise, do you adapt quickly and find new ways to move forward? How might you build resilience by reframing challenges as opportunities for growth?

Do you manage stress in a way that supports sustained performance? How well do you cope with high-pressure situations, and could you benefit from new stress management techniques? Are there particular situations or tasks that tend to cause stress, and how might you view them differently? What strategies do you have to reduce stress?

“A positive attitude causes a chain reaction of positive thoughts, events and outcomes. It is a catalyst and it sparks extraordinary results.” – Wade Boggs

Self-development

The ability to take ownership of one’s continuous growth by actively seeking feedback, learning new skills, and adapting behaviours to meet evolving challenges. Effective self-development requires self-awareness, humility, resilience, and a commitment to future readiness.

“There is no passion to be found playing small, in settling for a life that is less than the one you are capable of living.” – Nelson Mandela

Barriers to self-development

Overconfidence in their own abilities: Some leaders believe they have no weaknesses and see no need for improvement.

Defensiveness: A tendency to resist constructive feedback prevents some leaders from recognising and acting on areas for improvement.

Unclear development goals: Some leaders may not know what skills or behaviours to focus on improving, leading to inaction.

Lack of actionable strategies: Even when aware of developmental needs, some leaders may not know how to address them effectively.

Overconfidence in existing skills: Some leaders assume their current abilities will remain sufficient, making development seem an unnecessary waste of time or effort.

Scepticism: If a leader believes that people cannot change, this will discourage or remove their investment in personal growth.

Fear of failure: Concerns about exposing vulnerabilities or making mistakes can deter leaders from taking developmental risks that come with learning.

Resistance to feedback: Some leaders suffer from arrogance or defensiveness, and this can render them immune to both constructive and critical feedback.

Inability to adapt: Some leaders are reticent to adjust their approaches to suit diverse audiences or situations, which can hinder their growth.

Overload: Some leaders prioritise immediate tasks, supposedly “important” tasks, over personal growth, claiming to be too busy to engage in self-development.

“Successful and unsuccessful people do not vary greatly in their abilities. They vary in their desires to reach their potential.” – John Maxwell 

Enablers of self-development

Start with a Skills Audit: Not sure where to begin? Conduct a thorough self-assessment. Use tools like a 360° feedback survey or ask trusted colleagues to provide candid input on what you excel at and where you can improve. This ensures you focus on areas that truly matter rather than wasting time on non-priorities.

Understand your strengths and gaps: Categorise your skills into clear strengths, overdone strengths, hidden strengths, blind spots, weaknesses, and untested areas. This simple framework helps you pinpoint where to build, balance, or explore. For instance, are you underestimating a strength others see in you?

Align development with future roles: Think ahead to your next career steps. Identify the skills critical to succeeding in those roles and compare them to your current capabilities. If unsure, seek advice from people in those positions or consult Human Resources. This helps you stay proactive in your growth.

Leverage your strengths daily: Your strengths are your biggest assets. Identify ways to apply them more strategically at work, even if it means seeking new projects or assignments. For example, if you’re a great problem solver, join a task force tackling organisational challenges.

Balance overused strengths: Sometimes, your greatest strength can become a liability. For example, being highly creative might lead to disorganisation. Rather than diminishing the strength itself, work on mitigating its unintended consequences, ensuring it doesn’t hold you back.

Develop key skills: When tackling weaker areas, follow the 70-20-10 rule: 70% of growth comes from taking on challenging tasks on the job, 20% from feedback, coaching and mentoring, and 10% from formal learning like courses. Combine these to create a robust plan for addressing your development areas effectively.

Use strengths to offset weaknesses: If improving a specific weakness proves difficult, consider compensating with your strengths or delegating tasks to those who excel in that area. For instance, if you struggle with negotiating, collaborate with a colleague who thrives in sparring while you focus on behind-the-scenes preparation.

Explore untested areas: Take small steps to build new skills before they’re urgently needed. If you’ve never been involved in strategic planning, start with smaller projects and gradually take on more responsibility. Reflect on each experience and continuously refine it.

Minimise blind spots: Blind spots are tricky because you may think you’re performing well when others disagree. Gather honest feedback, study the behaviour of those who excel in these areas, and practice new approaches. Be patient and persistent as you close these gaps.

Seek Support: Share your developmental goals with others and ask for their feedback and support. Demonstrating vulnerability and a commitment to improvement earns trust and encourages people to actively help you succeed. Leadership growth is rarely a solo journey.

“Unless you try to do something beyond what you have already mastered, you will never grow.” – Ralph Waldo Emerson

Reflection questions on self-development

Could you clearly identify your strengths and development areas? What tools or feedback methods have you/could be used to understand yourself better? How do others perceive your strengths and weaknesses compared to how you see them? Are there any hidden strengths or blind spots you might be overlooking?

How do you ensure your development aligns with your future goals? What are the key skills and behaviours required for the next role you aspire to? How does your current skill set compare to those requirements? Who can provide insight into what will help you advance effectively?

Are you leveraging your strengths to their fullest potential? How often do you use your strongest skills in your daily work? Are there projects or opportunities where you could apply your strengths more effectively? How can you use your strengths to help others while also enhancing your own development?

Do you recognise when you are overusing your strengths? Is there a strength that sometimes creates unintended negative consequences? How could you balance this strength without losing its positive impact? Who could give you feedback on the downsides of your strengths?

What steps are you taking to build your weaker areas? Have you created a specific plan to address key weaknesses? What challenging tasks or projects could help you develop these areas? Are you seeking feedback and formal learning opportunities to support your growth?

How do you adapt when facing tasks you find particularly challenging? Have you considered how your strengths can compensate for these areas? Are there colleagues or mentors who could assist or provide insights? Could you restructure tasks or roles to play more to your strengths?

Have you explored skills or areas you’ve never tested before? What new experiences or projects could stretch your capabilities? How are you reflecting on and learning from these experiences? Are you building these skills gradually or taking on too much too quickly?

How aware are you of your blind spots? Who do you trust to provide honest feedback about your blind spots? What behaviours or patterns do you think might need adjustment? How can you observe and model the behaviours of leaders who excel in these areas?

Do you dedicate sufficient time to your own development? How often do you prioritise professional growth over day-to-day demands? What habits or time management practices could help you focus more on development? Could you delegate tasks to free up time for personal growth?

How do you involve others in your development journey? Have you openly communicated your development goals to your team or peers? How do you seek feedback or support from those around you? Are you creating an environment where others feel comfortable contributing to your growth?

“There is only one corner of the universe you can be certain of improving, and that’s your own self.” – Aldous Huxley

Self-knowledge

The ability to accurately perceive one’s own strengths, weaknesses, values, and impact on others. True self-knowledge requires humility, curiosity, emotional resilience, and a willingness to seek and act on feedback.

“Knowing yourself is the beginning of all wisdom.” Aristotle

Barriers to self-knowledge

False confidence in self-awareness. Some leaders may assume they know themselves well, but their behaviours or decisions suggest otherwise, creating a gap between perception and reality.

Defensiveness: A defensive attitude can prevent leaders from acknowledging their weaknesses or recognising the validity of feedback, hindering self-awareness.

Limited Feedback: Some leaders do not receive regular, honest feedback from peers, subordinates, or mentors, often due to a lack of psychological safety.

Inability to solicit feedback: Even when feedback opportunities exist, some leaders lack the skills or confidence to ask for it effectively, limiting their growth.

Excessive focus on success: Leaders who have experienced consistent success may develop blind spots, ignoring areas for improvement or dismissing the need for self-reflection.

Overinflated ego: Believing oneself to be “the only perfect person” can make leaders unwilling to examine their flaws or admit mistakes. This has often been reinforced by family, friends or colleagues and the leader may have not critically examined feedback of others.

Poor estimation: Leaders may misjudge their abilities, either overestimating and rushing into situations unprepared, or underestimating and avoiding action when needed.

Lack of awareness of impact: Many leaders fail to understand how their words or actions affect others, often being surprised by the feedback or reactions they receive.

Avoidance of reflection: A tendency to avoid introspection, performance reviews, or discussions about personal shortcomings keeps leaders from gaining deeper self-knowledge.

Blame Shifting and Excuse Making: Leaders who blame external factors or others for their mistakes miss opportunities to learn and grow, perpetuating a cycle of low self-awareness.

“If most of us remain ignorant of ourselves, self-knowledge is painful and we prefer the pleasures of illusion.” – Aldous Huxley

Enablers of self-knowledge

Ask for feedback thoughtfully: People are often reluctant to provide candid feedback, especially if it is corrective. You can encourage honesty by framing self-appraisal statements instead of direct questions, such as, “I think I may overfocus on operations and miss strategic connections; what’s your view?” This invites constructive feedback without making others feel uncomfortable.

Seek confidential Input: Private feedback tends to be more accurate than public reviews. Consider anonymous surveys or one-on-one conversations to uncover deeper insights about your behaviour and areas for improvement.

Diversify your sources: Different groups offer unique perspectives. Peers can comment on teamwork and negotiation, direct reports understand your leadership style, and customers can provide insights into your responsiveness. By seeking feedback from multiple sources, you can build a more complete picture of yourself.

Choose your feedback providers carefully: Select individuals who know you well for accurate feedback, avoiding extremes like close friends or strong critics. Balanced perspectives help identify consistent patterns in your strengths and weaknesses.

Focus on patterns: Rather than obsessing over high or low ratings, examine the patterns in your feedback. Reflect on questions like, “What experiences shaped my strengths? Do any of my strengths come across as weaknesses in certain contexts?” This approach should foster a deeper understanding.

Create a continuous practice: Don’t wait for formal reviews. Actively seek feedback after key events or projects. Use tools like anonymous “start, stop, continue” surveys or debrief sessions with trusted colleagues to get timely insights on your performance.

Embrace all types of feedback: Feedback falls into three categories: truths you already know, truths you don’t see (blind spots), and misperceptions others have about you. Acknowledge all feedback and, when necessary, use your actions—not arguments—to correct false perceptions.

Work with a partner: Feedback can be difficult to interpret on your own. Collaborate with a trusted colleague, mentor, or coach to analyse the input you receive. They can help you identify actionable insights and challenge your biases.

Cultivate humility: Arrogance can block self-awareness. Recognise that others’ perspectives, even if harsh, can reveal blind spots. Repeatedly seeking feedback and responding with humility builds trust and opens the door to more meaningful insights.

Let go of defensiveness: Defensiveness limits growth and discourages others from sharing honest observations. Focus on listening actively, validating what others say, and accepting feedback at face value before evaluating its accuracy. This mindset fosters openness and trust.

“Who looks outside, dreams; who looks inside, awakes.” – Carl Jung

Reflection questions on self-knowledge

How do you currently seek feedback from others about your performance? Could you make it easier for people to provide honest feedback? How often do you ask specific questions or frame self-appraisal statements?

Are there people you trust who could provide more candid insights about you? Could you diversify your feedback sources by including peers, direct reports, or customers? What stops you from asking certain individuals for feedback?

How do you respond when you receive negative or corrective feedback? Could defensiveness or over-explaining be holding you back from learning? How might you practise listening more openly and validating others’ perspectives?

Do you reflect on feedback patterns or focus solely on individual comments? How often do you look for recurring themes across different sources of feedback? Could you identify any strengths that might sometimes appear as weaknesses?

How do you ensure feedback is timely and relevant? Could you incorporate regular feedback loops into your routine? Are there opportunities to debrief after key events or projects?

What do you do when feedback reveals blind spots? Could you ask others for specific examples to understand their perceptions better? How might you use this feedback to adjust your behaviours or communication style?

Do you approach feedback as an opportunity to grow or as a critique to defend against?
How could adopting a growth mindset improve your ability to act on feedback? What helps you stay open to challenging or unexpected input?

Are you aware of how others perceive your strengths and weaknesses? Could you explore whether you underestimate or overestimate your abilities in certain areas? How might you align your self-perception more closely with external perspectives?

Do you involve others in interpreting feedback you’ve received? Could you work with a mentor, coach, or trusted colleague to unpack the feedback? What insights might others see that you have missed?

How might arrogance or defensiveness be limiting your self-awareness? Could you examine situations where you dismissed feedback too quickly? How can you practise humility and openness to encourage more honest input from others?

“At the center of your being you have the answer; you know who you are and you know what you want.” – Lao Tzu

Sizing people up

The ability to accurately observe, assess, and interpret others’ strengths, weaknesses, motivations, and potential. Practical interpersonal acumen requires curiosity, emotional intelligence, critical observation, and a willingness to revise early impressions.

“Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.” – Lao Tzu

Barriers to sizing people up

Bias towards equality: Leaders may resist recognising individual differences, driven by anti-elitist beliefs or an over-reliance on the moral argument that “everyone is the same.”

Impatience: Leaders who rush interactions or judgments may miss nuances that reveal people’s true qualities and capabilities

Inexperience: A lack of tenure or exposure to diverse teams or situations can leave leaders unskilled in identifying strengths, weaknesses, and potential.

Superficial observations: Poor listening and limited observation can prevent a leader from truly understanding individuals’ behaviours, motivations and capabilities.

Cognitive biases and stereotyping: Preconceived notions can skew perceptions and lead to unfair or incomplete evaluations of individuals.

Instant judgements: Snap decisions based on limited data can solidify into fixed views, ignoring evolving or deeper insights about a person.

Failure to adapt assessments: Leaders who do not revisit or revise their initial appraisals may misjudge how people will perform in new circumstances.

Time constraints: A lack of prioritisation for studying team members can result in shallow appraisals and missed opportunities to leverage individual strengths effectively.

Over-simplistic models: Leaders may rely on narrow or outdated frameworks for understanding human behaviour, leading to inaccurate assessments.

Reluctance to make tough decisions: Avoiding difficult decisions about individuals’ roles or capabilities can result in a lack of critical appraisal.

“Doveryai no Proveryai: Trust, but verify.” – Robin Dreeke

Barriers to sizing people up

Challenge Your Biases: Examine your assumptions about people and where they might come from. Read about personality theories or human diversity to broaden your understanding. For instance, books like Gifts Differing by Isabel Myers or Social Styles handbook by Larry Wilson. By recognising your biases, you can become more open to appreciating and leveraging individual strengths.

Start with self-awareness: Understanding others begins with understanding yourself. Engage in 360° feedback or self-assessment exercises to uncover your own strengths, weaknesses, and tendencies. Use this self-knowledge as a benchmark to compare and understand others’ behaviours and capabilities.

Study People Around You: Observe your colleagues closely to identify their strengths, weaknesses, and preferences. Move beyond surface traits like intelligence or personality to uncover their behaviours in specific contexts. Regularly predict how individuals will act in certain situations and measure your accuracy over time, refining your understanding as you go.

Identify What Truly Matters: Not all traits are equally relevant. For each role or task, identify the key skills and competencies that differentiate exceptional performance from the average. Focus on these critical qualities rather than broad characteristics.

Stay open longer: Avoid locking in your judgements too quickly. People are complex and evolving, and early impressions may not capture their full potential. Stay flexible and willing to revise your opinions as new information becomes available.

Seek feedback: Discuss your evaluations of others with trusted colleagues to uncover blind spots or misjudgements. Understanding where your assessments differ from theirs can reveal patterns in your perceptions, allowing you to fine-tune your approach.

Calibrate your assessments: Participate in group assessment activities, such as an assessment centre, to compare your observations with others’. This will help you refine your evaluation skills and align your perceptions with broader perspectives.

Hone your skills: Take a course or read a book on effective interviewing techniques. These tools will help you become a more attentive listener and sharper observer, equipping you to detect strengths, weaknesses, and motivations in others with greater precision.

Embrace the tough conversations: Part of being a leader is making difficult calls, including providing constructive feedback or addressing negative behaviours. Avoiding these conversations can harm both the individual and the team. View this responsibility as a necessary and valuable aspect of leadership that fosters growth and accountability.

Align People to the rightroles: Recognise that equality doesn’t mean sameness—people thrive when their tasks match their strengths. Assess the requirements of a task or role and align them with individuals’ skills, experience, and capacities. Equal treatment in leadership means providing everyone the best opportunity to be even better.

“If one does not understand a person, one tends to regard him as a fool” ― C.G. Jung

Reflection questions on sizing people up

How well do you understand your own biases when assessing others? Could you identify situations where your personal preferences or assumptions might cloud your judgement? How often do you favour people who think or act like you? What steps could you take to challenge these biases and expand your perspective?

How deeply do you understand your own strengths and weaknesses? Could you use 360° feedback or similar tools to gain a clearer picture of yourself? How do your self-perceptions influence how you compare yourself to others? Are there ways you could turn insecurities into opportunities for growth?

How observant are you of the people around you? How often do you actively try to identify their strengths, weaknesses, and motivations? Could you make predictions about their behaviour and reflect on how accurate you are? What habits could you adopt to become more intentional in observing others?

Do you focus on the right competencies when evaluating others? Could you identify the critical skills or traits that differentiate success in a given role? How often do you overvalue generic qualities like “hard-working” or “good communicator”? What tools or frameworks could help you define success profiles more effectively?

How well do you match people to tasks or roles? Could you evaluate whether your team members are working to their strengths? How do you ensure equal opportunities while recognising individual differences? What adjustments could you make to better align people with their roles?

How do you handle giving tough feedback or making difficult decisions about people? Could you reflect on the last time you avoided a difficult conversation—what held you back? How do you balance honesty with empathy when addressing someone’s shortcomings?

How well-calibrated are your assessments of others? Could you collaborate with others to compare notes and perspectives on people? How often do you test the accuracy of your evaluations with trusted colleagues? What feedback mechanisms could help you improve?

Do you seek feedback on your assessments of others? Could you ask trusted colleagues to review your appraisals—what might you learn? How willing are you to admit when your initial judgements are off? How could this openness improve your overall ability to assess people?

How strong are your observation and listening skills? Could you sharpen these skills through training or deliberate practice, such as interviewing techniques? How often do you consciously look for clues about someone’s strengths or weaknesses in their behaviour?

How adaptable are you in revising your views of others? Could you reflect on times when you’ve clung to an early judgement despite new evidence? How do you remain curious and open-minded about people’s potential to change or grow? What processes could help you stay flexible in your assessments over time?

“I don’t like that man. I must get to know him better.” ― Abraham Lincoln

Standing alone

The ability to take a clear, confident stand on critical issues, even when it means standing apart from others. Effective independent leadership requires resilience, courage, emotional control, and strong internal conviction.

“When you take a stand, you inspire others to stand with you and create change.” – Emma Watson

Barriers to standing alone

Fear of criticism: Some leaders struggle to withstand scrutiny and criticism, often finding it difficult to handle the pressure that comes with being in the spotlight.

Discomfort with visibility: Some leaders feel uneasy being the centre of attention, preferring to work behind the scenes or as part of a group.

Low self-confidence: Some leaders may be hesitant to step forward independently because they lack confidence in their own judgement or abilities.

Relaxed leadership style: Leaders with a laid-back or passive approach may be less inclined to take initiative or push against opposition when required.

Lack of passion or motivation: Burnout or a lack of connection to a specific cause can leave leaders unmotivated to champion issues single-handedly.

Aversion to Isolation: Standing alone often requires working independently or making solitary decisions, which can feel isolating for leaders who thrive in team settings.

Weak knowledge base: Insufficient expertise or preparation can hinder a leader’s ability to confidently defend or advocate for a particular stance.

Conflict Avoidance: Leaders who shy away from confrontation may avoid taking strong or divisive stands, fearing disputes or the fallout of disagreement.

Preference for consensus: Some leaders feel more secure being part of a collective voice, leaning on group decisions rather than standing firm on personal convictions.

Reluctance to engage in controversy: Taking on contentious or unpopular issues alone can be daunting, leading some to avoid such situations entirely.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner rather than later? Which ones would potentially be the easiest and have a positive impact?

“Taking a stand means being unapologetically yourself, even when it’s not the popular choice.” – Oprah Winfrey

Enablers of standing alone

Build your resilience: To stand alone, you must be able to withstand criticism without losing confidence. Strengthen your internal security by trusting in your decisions and accepting that not everyone will agree with you. If you’re confident in your reasoning, criticism should not stop you from moving forward.

Prepare for tough decisions: When facing difficult issues, being prepared is key. Take time to clearly define your stance and understand why it’s important. Prepare for resistance by developing a strong, reasoned case and anticipating counterarguments. The more prepared you are to defend your position, the stronger your ability to stand alone will be.

Prepare for challenging questions: Difficult questions can derail your position if you’re not ready. Anticipate the most likely questions you’ll face and prepare concise, well-thought-out answers. Practice your responses so you can remain calm and clear. Remember, not every question requires an immediate answer— admit you don’t know and promise to find out.

Master the art of persuasion When you stand alone, you may face opposition. Recognise you need to sell your ideas, not just present them. Keep the bigger picture in focus, be open to feedback and allow others to contribute, as they may bring fresh perspectives that strengthen your position.

Manage your emotions: Emotional reactions can undermine your ability to lead in tough situations. Practice staying calm and composed, especially when under pressure. Recognise when you’re getting nervous or agitated, and take a moment to pause or ask for clarification.

Be okay with failing: Fear of failure can prevent you from taking bold stands. Embrace mistakes as part of the learning process. Successful leaders often fail more than others, but they learn from each failure. Cultivate a mindset where being wrong isn’t a setback but an opportunity for growth.

Be conflict-competent: Standing alone often means engaging in direct confrontation. Stay focused on the facts and avoid letting emotions cloud your judgment. Listen carefully, ask questions, and seek common ground wherever possible.

Expand Your Comfort Zone: To stand alone, you must push yourself beyond your usual limits. Embrace calculated risks and take small steps to build your confidence.

Tap into your passion: You need a strong sense of purpose to lead with conviction. Identify something you are deeply passionate about or a cause you believe in. This will drive you to take a stand, even when it’s uncomfortable.

Take full responsibility: When you stand alone, you must accept the consequences of your decisions, both good and bad. If your stance turns out to be wrong, own up to it immediately. Admitting mistakes shows integrity and earns respect and trust.

“It’s easy to stand with the crowd; it takes courage to stand alone.” – Mahatma Gandhi

Reflection questions on being independently resolute

How do you respond to criticism, and what impact does this have on your leadership? Do you feel defensive or receptive when criticised? How can you strengthen your ability to accept feedback without letting it affect your self-confidence? What steps can you take to build resilience against criticism and stay focused on your goals?

What makes you hesitant to take a strong stand on tough issues? What internal beliefs or fears hold you back from making bold decisions? How can you prepare better to face challenges when you do need to take a stand? In what areas could you develop a clearer, more robust argument to defend your position?

How do you communicate your ideas when you stand alone? Are you able to sell your vision effectively to others, even if they disagree with you? How can you invite constructive criticism without feeling personally attacked? What strategies can you use to stay focused on the outcome, rather than getting caught up in personal disputes?

How do you manage my emotions when under pressure or in conflict? What emotional triggers make you react impulsively? How can you pause or reframe your responses to remain composed in challenging situations? What techniques can you use to keep a clear head, especially in emotionally charged moments?

What is your attitude towards failure, and how does it affect your decision-making? How do you view mistakes—are they opportunities for growth or signs of weakness? How can you shift your mindset to embrace failure as a learning experience?

How do you approach conflict, especially when you are standing alone? Are you more inclined to avoid confrontation, or do you engage directly with differing views? What steps can you take to handle conflict with more clarity and objectivity?

How prepared are you for tough questions, and how do you react when you don’t have an immediate answer? How confident are you in your ability to respond to difficult or challenging questions? What strategies can you use to buy time or redirect the conversation when you don’t have an answer?

What risks are you currently avoiding, and how can you become more comfortable with taking them? What’s holding you back from taking bigger risks in your leadership? How can you start with smaller, low-risk actions? How can you learn to embrace uncertainty?

What is your passion, and how can you use it to inspire and lead others? Are you clear on what drives you, and do you let that passion guide your leadership decisions? How can you identify opportunities where you can lead with enthusiasm and commitment? What steps can you take to ensure others see and feel your passion, even when you stand alone?

How well do you take responsibility for your decisions, both the successes and the failures? Do you take ownership of your actions, even when the outcome is not what you hoped for? What practices can you implement to make responsibility a cornerstone of your leadership approach?

“Standing alone doesn’t mean I am alone. It means I’m strong enough to handle things all by myself.” – Unknown

Strategic Agility

Strategic agility is the ability to think, plan, and act with a long-term vision while remaining adaptable to changing conditions. It requires curiosity, a broad perspective, disciplined reflection, and the courage to navigate ambiguity and complexity.

“Success today requires the agility and drive to constantly rethink, reinvigorate, react, and reinvent.” – Bill Gates

Barriers to strategic agility

Tactical over strategy: Some leaders prioritise day-to-day tasks over long-term strategic planning, hindering their ability to envision future opportunities and challenges.

Inability to craft compelling strategies: Leaders may struggle to synthesise complex information into a coherent strategic plan, leading to directionless decision-making.

Comfort in the tactical: Leaders who excel in tactical execution may struggle to shift their focus to strategic planning, missing out on long-term opportunities.

Lack of broad perspective: Effective strategic planning demands a holistic understanding of internal and external factors, which some leaders may lack, leading to disjointed strategies.

Absence of vision: Leaders who fail to articulate a compelling vision for the future may struggle to inspire and align their teams toward common strategic objectives.

Dismissal of strategy’s importance: Some leaders perceive strategic planning as disconnected from reality, hindering their ability to anticipate and respond to change effectively.

Limited experience and knowledge: Leaders with narrow industry exposure may lack the insights to understand and anticipate market shifts and adapt strategically.

Lack of discipline in thought processes: Effective strategic planning requires disciplined analysis and critical thinking, skills that some leaders may lack, leading to flawed strategies.

Resistance to complexity and uncertainty: Leaders who shy away from complexity or uncertainty may struggle to engage in strategic thinking, inhibiting their ability to navigate volatile environments effectively.

Immediate demands vs. strategic reflection: When leaders are inundated with urgent tasks and deadlines, they may prioritise short-term firefighting over the strategic reflection necessary for long-term success. The constant pressure to address pressing issues leaves little room for deep strategic contemplation.

“Agility is the ability to adapt and respond to change. Agile organisations view change as an opportunity, not a threat.” – Jim Highsmith

Enablers of strategic agility

Adopt strategic language: Embrace the lexicon of strategic thinking, by utilizing strategic language signals your commitment to strategic thinking and enhances your credibility as a strategic leader.

Recognise the value of strategic planning: Despite the uncertainties inherent in strategic planning, acknowledge its significance in guiding resource allocation and decision-making.

Cultivate curiosity and imagination: Foster a culture of curiosity about the future by encouraging exploratory thinking and an exploration of emerging trends, possibilities and potential scenarios and their implications for your organization.

Broaden your perspective: Expand your knowledge beyond your immediate domain to develop a holistic understanding of business, markets, and global trends.

Make time for strategy: Prioritize strategic reflection by delegating tactical responsibilities and dedicating regular intervals for strategic reading and reflection. By freeing up time and managing priorities effectively, you can ensure that strategic thinking receives the attention it deserves.

Embrace ambiguity: Be more comfortable with the uncertainty inherent in strategic planning and engage in speculative thinking. Look at ambiguity as an opportunity for innovation and strategic experimentation.

Navigate complexity: Recognize the intricacies of strategic decision-making and resist the temptation to oversimplify complex issues. Embrace complexity and engage in thorough analysis and debate to develop nuanced and robust strategic plans.

Become a student of strategy: Invest in learning about the field of strategy by attending strategy courses, reading and actively seeking opportunities to deepen your strategic acumen.

Practice strategic thinking: Find the opportunities to use your strategic thinking skills. As you do this embrace uncertainty, make informed assumptions, and explore alternative hypotheses to develop more resilient and adaptive strategies to your world.

Seek external expertise: Collaborate with people experienced in developing and delivering strategy. Listen and watch as they grapple with the situations they or you face and learn from their approach.

“We cannot become what we need by remaining what we are. Change is inevitable. Growth is optional.” – John C. Maxwell

Reflection questions for Strategic agility

Are you ensuring that strategic language and concepts are being incorporated into your communication and decision-making processes?

Are you recognising the value of strategic planning, even amidst uncertainties, and ensuring that strategic plans are being formulated to guide resource allocation and decision-making?

Are you cultivating curiosity and imagination so that future scenarios and their implications are being envisioned for your area of the organisation?

Are you broadening your perspective beyond your immediate domain so that a holistic understanding of business, markets, and global trends is being developed?

Are you managing your time effectively so that strategic reflection and decision-making are being prioritised?

Are you embracing ambiguity and complexity so that thorough analysis and debate are being undertaken to develop nuanced and robust strategic plans?

Are you actively seeking opportunities so that your understanding of strategy is being deepened through continuous learning and development?

Are you practising strategic thinking regularly and ensuring that this thinking is being shared with peers or thought leaders?

Are you recognising when additional strategic expertise is needed and ensuring that external assistance is being sought to strengthen your strategic capabilities?

Are you consistently aligning your daily work with the organisation’s longer-term strategy and regularly reflecting to ensure your actions are being aligned with strategic objectives?

Beware: “Every organization goes through a lifecycle where they eventually lose their initial speed or agility at a strategic level.” – John P. Kotter

Leading through systems

The ability to design, implement, and sustain systems that enable effective leadership across distance and complexity. Leading through systems requires clear communication, delegation, systems thinking, and the creation of scalable structures that empower others to act independently.

“A bad system will beat a good person every time,” – W Edwards Deming

Barriers to leading through systems

Poor delegation skills: Leaders who fail to delegate effectively often retain too much control, hindering the development of systems that empower others to act independently.

Limited systems thinking: A lack of understanding or focus on systemic processes leads to a reliance on ad-hoc solutions and personal intervention instead of sustainable management practices.

Inexperience: New leaders may lack the knowledge or confidence to establish and rely on systems, leading to a hands-on or reactive management style.

Micromanagement Tendencies: Overly controlling leaders struggle to let go of tasks, undermining the ability of systems and processes to operate autonomously.

Inadequate communication: Poorly articulated expectations, unclear instructions, or inconsistent messaging can confuse, requiring frequent intervention to clarify tasks.

Distrust in others’ autonomy: A lack of trust in team members’ capabilities prevents leaders from empowering others, instead requiring their constant oversight to ensure outcomes.

Resistance to policies and procedures: Leaders who fail to create or adhere to rules, practices, and decision-making frameworks often leave teams without the guidance they need in their absence.

Hands-on dependency: Preferring to manage directly rather than through systems or structures leaves leaders incapable of scaling their impact across larger or remote teams.

Poor time management: Without prioritisation and effective time allocation, leaders may struggle to dedicate time to building and refining systems, leaving gaps in operational efficiency.

Inflexibility in leadership style: Leaders who cling to traditional or familiar management approaches may resist adopting new tools, practices, or strategies required for managing distributed teams or complex systems.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner rather than later? Which ones are the easiest and have a positive impact?

“A system is designed to get the results it gets. Leaders must design better systems to achieve better outcomes.” – W. Edwards Deming

Enablers of leading through systems

Communicate vision and goals: Articulate a clear vision that aligns with your team’s mindset, even from a distance. Establish measurable goals and communicate expectations to empower your team to make decisions confidently without constant input.

Refine Your communication style: Regularly assess how you come across in emails, calls, and meetings. Tailor your message to suit local contexts and ensure inclusivity. Solicit feedback to refine your tone, clarity, and approach, ensuring your remote presence reflects your intent.

Simplify and enable accessibility: Evaluate processes to ensure they’re empowering, not obstructive. Remove unnecessary complexity and make yourself accessible to your remote teams. An approachable leader fosters collaboration, trust, and smoother operations across locations.

Master the art of delegation: Effective remote management hinges on empowering others. Clearly define parameters, exceptions, and desired outcomes. Encourage decision-making by asking, “What do you think?” This builds confidence and reduces unnecessary upward delegation.

Navigate formal and informal structures: Understand the official organisational chart and the informal networks influencing outcomes. Building relationships with key gatekeepers and influencers helps you leverage the right people and pathways, even when you’re managing remotely.

Streamline workflows: Study effective workflow and process design techniques, such as Lean and Agile. Efficient systems reduce dependency on constant oversight and allow your team to operate seamlessly, regardless of your physical presence.

Visualise Processes Clearly: Use flowcharts and project planning tools like Gantt or PERT charts to map workflows and highlight connections. Visual aids simplify communication with your team and provide clarity on how systems function, ensuring everyone understands their role within the bigger picture.

Engage Your Team in System Design: Involve team members in creating systems they’ll use. Collaborative design fosters ownership and cooperation. Sharing the mission and gathering input ensures the system is practical, accepted, and optimised for its users.

Document Everything: Written policies, procedures, and plans are essential for clarity and consistency. Avoid relying solely on verbal communication, as it can lead to misunderstandings. Write concisely, review for clarity, and adapt documents for different audiences or locations.

Think like a systems leader: Develop a holistic view of your organisation by recognising how different elements interact and impact one another. Learn tools like systems mapping to understand the broader consequences of your decisions and ensure your influence extends beyond your immediate presence.

“You do not rise to the level of your goals; you fall to the level of your systems.” – James Clear

Reflection questions on leading through systems

How well do you understand the systems within your organisation? Could you map out the key workflows, relationships, and interdependencies that drive results? How often do you review or update your understanding of these systems?

How effectively do you communicate your vision and goals remotely? Are your team members clear about the direction and priorities when you’re not present? Could you use tools or frameworks to make your messaging more consistent and impactful?

Do you delegate effectively to empower others? Could you be more specific about the parameters and outcomes you expect from your team? How do you respond when team members seek your input on decisions they could make themselves?

How well do you adapt to both formal and informal structures in your organisation? Do you invest time in building relationships with key influencers, gatekeepers, and decision-makers? Could you better balance navigating organisational politics while focusing on results?

Do you provide clarity through written processes and policies? How often do you create or revise written materials to ensure they’re concise and actionable? Could your documentation be more tailored to the needs of different audiences or locations?

How do you ensure processes are simple and effective? Could you eliminate unnecessary complexity that creates barriers for your team? How accessible are you to remote teams when they encounter challenges in processes?

How do you ensure your communication style resonates remotely? Could you ask for more feedback on how your emails, calls, or presentations are perceived? How do you adjust your tone or message to suit different audiences and cultural contexts?

Do you involve your team in designing the systems they use? Could you create more opportunities for collaboration and input from your team? How do you encourage ownership and engagement when rolling out new systems?

How do you build trust in your team’s autonomy? Could you find more ways to demonstrate confidence in their decisions and actions? How do you handle situations where mistakes are made under delegated authority?

Are you actively enhancing your capacity as a systems thinker? Could you spend more time reflecting on the broader impacts of your decisions? How do you ensure you stay updated on tools and techniques for managing through systems?

“For every complex problem, there is an answer that is clear, simple, and wrong.” – H. L. Mencken

Building effective teams

The ability to create, develop, and sustain a group of individuals who collaborate effectively toward shared goals. Building effective teams requires setting a clear common purpose, aligning roles and strengths, fostering trust, and creating a culture of mutual accountability and support.

“Great teamwork is the only way we create the breakthroughs that define our careers.” – Pat Riley

Barriers to building effective teams

Leaders at any level have to build an effective team around and/or below them. Some struggle with this. Here are some of the common barriers to building teams:

Lone wolf: Leaders who act more as lone contributors or individual achievers often fail to prioritise collective effort, missing the value of team synergy.

Lack of common purpose: Leaders who can’t define or communicate a shared vision or mission leave teams without a unifying goal, resulting in disjointed and inconsistent efforts.

Over control: Control-oriented leaders struggle to delegate, limiting team autonomy and discouraging collaborative problem-solving.

Scepticism: Some leaders inherently distrust or undervalue team efforts, believing individual achievements are more critical, dependable or efficient.

Speed addiction: Action-oriented leaders can rush to execute tasks, sacrificing critical team-building stages like forming and norming.

Misaligned incentives: Reward systems focused on individual success can undermine collective goals, leading to competition rather than cooperation.

Lacks motivational skills: Leaders who lack natural motivational abilities struggle to inspire or energise teams, affecting team morale and cohesion.

Poor process management: Without process management skills, leaders often fail to establish structured workflows, making collaboration and effective team operations difficult.

Time management: Poor time management can result in missed opportunities to foster team-building activities, weakening team bonds.

Ignores individual differences: Leaders who treat all team members the same may overlook diverse strengths and weaknesses, leading to missed opportunities for effective collaboration.

“If you want to build a ship, don’t drum up people together to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.” – Antoine de Saint-Exupery

Enablers of building effective teams

Establish a common purpose: Set a clear, shared vision that resonates with every team member. Engage the team in defining goals and benchmarks, so everyone knows the destination and feels accountable for getting there. Clear direction energises and aligns efforts.

Create a game plan: Develop a structured plan outlining key steps and roles. This roadmap prevents overlapping efforts and ensures clarity on responsibilities, helping each member see how they contribute to the team’s success.

Inspire with appreciation: Show that each person’s contribution matters by recognising efforts, expressing gratitude, and offering support. Foster a culture of encouragement, celebrating both team and individual achievements to keep morale high.

Promote innovation: Encourage team members to try new ideas and take calculated risks. A culture that values learning over perfection empowers creativity, allowing team members to learn from mistakes and grow together.

Build understanding: Develop empathy by listening and learning about each team member’s perspective without judgement. Encourage open communication and create an environment where people feel valued and understood, fostering a deeper sense of belonging.

Shift Focus from ‘Me’ to ‘We’: Reinforce the importance of team success over individual achievements. Celebrate team wins, address any resistance to collaboration, and promote a mindset of mutual support to create a strong “we” culture.

Be less serious: Introduce a sense of fun through team celebrations, light-hearted events, and shared humour. Creating positive experiences outside of work tasks builds bonds, reduces stress, and fosters a more cohesive team atmosphere.

Play to strengths: Recognise and leverage the diverse skills and talents within your team. By focusing on individual strengths and helping team members to complement each other, you create a balanced, high-performing team.

Enable development: Enable team members to gravitate toward roles that suit their strengths and interests. Flexibility with roles fosters a sense of ownership and allows the team to adapt more effectively to different challenges.

Be ready to reach out: When team dynamics get complex, consider bringing in a coach or mentor. An external coach can provide objective insights and help the team address issues constructively, improving communication and fostering resilience.

“Teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.” – Patrick Lencioni

Reflection questions on building effective teams

How clearly have you defined the team’s purpose and goals? Could you be more specific in communicating the team’s vision and objectives? What steps could you take to ensure each team member feels connected to this purpose?

How effectively do you plan and delegate tasks? Do you have a structured plan in place that outlines clear roles and responsibilities? How do you ensure there is no overlap in work or missed tasks? Could you improve the way you check in with team members on their roles and progress?

What actions do you take to inspire your team? How often do you provide constructive feedback and celebrate small wins? In what ways could you further personalise your approach to motivating different individuals?

How open are you to new ideas and experimentation? Do you encourage team members to try different approaches, even if they may fail? How do you respond to mistakes, and what could you do to foster a learning-focused mindset? Could you create more opportunities for quick, low-risk experiments within the team?

How well do you understand the perspectives of each team member? Do you actively seek to understand each person’s point of view before making decisions? How could you improve in making team members feel truly heard and valued? How often do you provide opportunities for open dialogue and learning from each other?

How effectively do you encourage a “we” culture over a “me” culture? What steps could you take to help the team see the bigger picture beyond their individual roles? How do you handle resistance to teamwork, and are you patient in addressing concerns? Could you celebrate team achievements more often to reinforce a shared purpose?

How often do you introduce fun and light-heartedness into team activities? Are you creating enough moments for the team to bond in informal settings? Could you plan more team-building activities that everyone can enjoy, even virtually if necessary?

How well do you leverage each team member’s unique skills? Do you actively identify and utilise each individual’s strengths within the team? How do you create space for people to shine in areas where they excel? Could you do more to help team members understand and appreciate each other’s talents?

How adaptable are you in allowing roles to evolve naturally? Do you allow team members to gravitate towards roles that suit their strengths? How comfortable are you with letting roles change as the team’s needs evolve? Could you support your team more in defining their roles in a way that fosters growth?

Have you considered seeking external support to enhance team dynamics? How open are you to bringing in a coach or mentor for objective feedback? What specific areas could benefit from an external perspective?

“To me, teamwork is a lot like being part of a family. It comes with obligations, entanglements, headaches, and quarrels. But the rewards are worth the cost.” – Pat Summit

Technical learning

The ability to actively engage with and master new technologies, tools, and technical knowledge to remain effective, adaptable, and forward-thinking. Technical learning requires curiosity, openness to experimentation, resilience in the face of complexity, and a proactive approach to continuous development.

“Education is the passport to the future, for tomorrow belongs to those who prepare for it today.” – Malcolm X

Barriers to technical learning

Over-reliance on outdated knowledge: Leaders who rely heavily on past technical knowledge may struggle to adapt to current trends and advancements.

Lack of exposure: Limited interaction with cutting-edge tools and technologies can hinder staying current and relevant in a fast-evolving landscape.

Inexperience: Leaders who are unfamiliar with or do not regularly engage with technical fields may lack foundational knowledge, making it difficult to grasp new concepts.

Lack of Interest in Technology: A natural disinterest in technical topics or detailed processes can reduce leaders’ motivation to learn.

Fear of technology: A fear of technical tools (new apps, operating systems etc) can create a mental barrier, inhibiting willingness to learn in leaders.

Resistance to change: Leaders who are overly attached to legacy technologies may be hesitant to adopt new tools or systems.

Time management challenges: Competing priorities may prevent leaders from dedicating time to developing technical skills.

Intimidation by complexity: Leaders may find new technologies overwhelming and feel unequipped to tackle the learning curve.

Delayed adoption: A tendency to adopt new technologies only after they become widespread may leave leaders behind in technical fluency.

Inability to leverage others: Some leaders struggle to use team members or external resources to support their learning due to pride or an unwillingness to ask for help.

“For the things we have to learn before we can do them, we learn by doing them.” – Aristotle

Enablers of technical learning

Find a mentor or tutor: Seek out someone highly skilled in the technical area you’re exploring. Ask them to guide you, whether through informal advice or structured tutoring. Most experts in your organisation will enjoy sharing their knowledge and mentoring others.

Engage a specialist: Consider hiring an external consultant or technical expert for one-on-one training sessions. This tailored approach can help you focus on key areas, accelerate your learning, and address specific challenges.

Adopt an expert’s mindset: Learn to think like a tech expert by observing how they approach problems. Focus on recognising patterns, categorising information, and developing key questions to guide your learning process.

Join professional associations: Become a member of professional organisations related to the technology you want to learn. Attend their workshops, conferences, and networking events to stay up-to-date with innovations and connect with like-minded professionals.

Read foundational texts: Identify the definitive books or journals in your area of interest. These resources often provide comprehensive knowledge and insights into emerging trends. Subscribing to reputable industry publications can also inform you about the latest developments.

Take a formal course: Enrol in classes offered by universities, trade schools, or online platforms that cover the technical topic you’re interested in. Structured learning can provide clarity, hands-on experience, and access to instructors for guidance.

Experiment and explore: Dive into new technologies as they emerge. Be the first to test and learn them, allowing yourself to make mistakes and learn from the process. This proactive approach builds confidence and practical skills.

Embrace technology in your life: Integrate new tools and devices into your daily routine. Hands-on use will enhance your familiarity and comfort with technology, whether it’s a smart device, software, or a new app.

Teach what you learn: Organise a study group or lead a workshop at work to introduce new technologies. Teaching others forces you to deeply understand the subject while fostering a culture of shared learning.

Explore without limits: Set aside time for unstructured exploration online. Delve into topics inside and outside your field, allowing curiosity to guide you. This broadens your perspective and may spark unexpected connections to your technical goals.

“If you are not willing to learn, no one can help you. If you are determined to learn, no one can stop you.” – Zig Ziglar

Reflection questions for technical learning

How proactive are you in seeking out experts to support your learning? Could you identify someone in your network or beyond who could mentor you in a specific area of technology? How comfortable are you asking for help or guidance when you’re facing a challenge with a new technology?

How often do you invest time in formal learning opportunities? Are you currently enrolled in any courses or workshops that could enhance your technical skills? How can you incorporate formal learning into your schedule to balance both day-to-day work and development?

What resources are you using to stay up-to-date with the latest technological advancements? How often do you read industry journals or books about emerging technologies? Could you allocate specific reading or research time to ensure continuous technical knowledge growth?

Are you taking enough risks by experimenting with new technologies? When did you last try out an emerging technology outside your comfort zone? How can you create a habit of exploring new tools or systems beforehand?

How can you create space for hands-on, practical experimentation with new tools? Are there any technologies you could use to build confidence and skill in your daily work? What simple projects or tests could you initiate to give yourself a safe environment to experiment?

Could you benefit from bringing in an external consultant to accelerate your learning? What specific technical challenges are you facing that might be resolved by expert input? How would you measure the return on investment in hiring an expert or consultant?

What new technologies are you already integrating into your personal or professional life? How are you using new tools in your everyday routine or business operations to become more comfortable with them? Are there any gaps in the technology you use that could be addressed by adopting something new?

How can you share your knowledge of new technologies with your team or peers? Could you start a small study group at work to help others learn new tools, while reinforcing your own understanding? How can you encourage a learning culture where others are also motivated to embrace new technologies?

How do you approach problem-solving when it comes to technology? Are you focusing on understanding patterns and categorising information, or are you getting bogged down in details? How could you break down technical issues into smaller, more manageable parts to enhance your ability to solve them?

How often do you give yourself the freedom to explore technology without a specific goal? Could you set aside time each week to explore a technology unrelated to your current work just for the sake of learning? How can you shift your mindset to see these explorations as valuable, even if they don’t directly relate to your immediate goals

“One learns from books and example only that certain things can be done. Actual learning requires that you do those things.” — Frank Herbert

Time management

The ability to allocate, prioritise, and use time effectively to achieve key objectives while balancing urgent and important demands. Effective time management requires clarity of goals, disciplined planning, strategic delegation, and the ability to protect focus against distractions.

“The difference between successful people and really successful people is that really successful people say no to almost everything.” – Warren Buffett

Barriers to time management

Disorganisation and poor prioritisation: Lack of structure leads to wasted time and resources, jumping from task to task without clear priorities results in inefficiency.

Boundary Setting and Saying No: Difficulty setting boundaries leads to overcommitment, and the inability to decline tasks or requests adds to workload and stress.

Focus and distraction management: The inability to concentrate on one task at a time diminishes productivity, and constant interruptions and distractions derail progress and focus.

Reactivity vs. Proactivity: Reacting to urgent matters without a strategic plan hampers long-term goals, lack of proactive planning results in a perpetual cycle of firefighting.

Ineffective task closure: Difficulty in concluding tasks or conversations prolongs interactions and work unnecessarily. Weak closing skills result in prolonged completion times for tasks.

Poor delegation skills: Reluctance to delegate tasks limits productivity and growth, and the inability to entrust tasks to others adds to workload and stress.

Time awareness and planning: Lack of time awareness leads to underestimation or overestimation of task durations. Neglecting to allocate time for planning exacerbates time management challenges.

Procrastination: Procrastination leads to increased pressure and diminished productivity.

Preferring smaller tasks: While enjoying smaller tasks, leaders may struggle to manage larger priorities effectively.

Absence of time management methods: Operating without a structured plan for time allocation reduces effectiveness, and failure to utilise tried-and-tested time management techniques leads to inefficiency.

“It’s not enough to be busy, so are the ants. The question is, what are we busy about?” – Henry David Thoreau

Enablers of time management

Define your priorities: Recognise that upfront investment in reflecting and strategising on what is truly important will yield significant time savings in the long run.

Set clear goals: Establish goals to prioritise tasks effectively, distinguishing between mission-critical, essential, and non-essential activities based on their alignment with objectives. Remember SMART: Specific, Measurable, Aligned (to bigger goal), Resourced, and Time-bound.

Develop plans at the appropriate level of detail: Lay out tasks and create timelines, utilising tools like flowcharts or simple work plans to ensure comprehensive coverage that minimises omissions.

Value your own time: Consider attaching a monetary value to your time, and then manage it efficiently by identifying and reducing time wasters, such as inefficient communication methods and unproductive activities.

Delegate appropriately: Delegate time-consuming tasks whenever possible, empowering others and freeing up your own time for higher-value activities.

Practice saying no: Develop the ability to decline tasks or requests constructively, offering alternatives or asking requesters to prioritise their own demands.

Efficient communication: Ensure conversations are concise and focused, employ effective disengagement skills to conclude interactions promptly when necessary, maintain productivity, and prevent time wastage.

Balance preferences with necessities: Avoid solely prioritizing tasks based on personal preferences. Allocate time effectively using a combination of data, intuition, and objective criteria.

Respect others’ time: Be mindful of others’ time constraints, minimising unnecessary discussions and interactions, particularly with individuals higher up in the hierarchy.

Learn from others: Observe individuals skilled in time management, adopt their strategies, and seek feedback from those who excel in this area. Model the best!

“It’s very easy to get distracted by your inbox or phone. When I have a big project or when I need to get something done — and done well — I shut down my email, I turn off my phone, and I put on some of my favorite music. I just dig in and get it done.” – Koel Thomae

Reflection questions for time management

What are your current goals and priorities, and how effectively are you managing your time to achieve them?

Can you identify any recurring patterns or habits in your time management approach that may be hindering your effectiveness?

How do you currently plan and organise your tasks and responsibilities? Are there any areas where you could improve your planning process?

Do you assign a monetary value to your time? How does this awareness influence your decision-making regarding how you allocate your time?

In what ways do you delegate tasks to others? Are there opportunities to delegate more effectively to free up your time for higher-value activities?

How do you handle interruptions and distractions during your workday? Are there strategies you could implement to minimise their impact on your productivity?

Are there tasks or responsibilities that you find yourself avoiding or procrastinating on? What barriers may contribute to this avoidance, and how could you overcome them?

Do you feel comfortable saying no to additional tasks or requests when necessary? How can you develop your assertiveness in managing your workload?

Reflecting on recent interactions, do you feel confident that you can conclude conversations or transactions efficiently? How could you improve your disengagement skills to maximise your time?

Who do you consider to be effective time managers in your environment, and what strategies or behaviours do they employ that you could adopt or learn from?

“You can only do so much. There are five more projects you want to do, but you pick the three that are really going to matter, and you try to do those really well, and you don’t even try to do the others.” – Sheryl Sandberg

Total work systems

The ability to understand, implement, and continuously improve structured frameworks like Lean, Agile, Six Sigma, and Total Quality Management to drive efficiency, quality, and customer value. Mastering total work systems requires customer focus, systems thinking, collaborative process design, and a commitment to ongoing learning.

“If you can’t describe what you are doing as a process, you don’t know what you’re doing.” – W. Edwards Deming

Barriers to using total work systems

Resistance to change: A preference for familiar methods over innovative approaches leads to stagnation, making it difficult for some leaders to adopt or sustain improvement-focused systems.

Not continuous improvement-minded: Some leaders do not view improvement as an ongoing process. This can mean they are disinterested in total work system methodologies.

Lack of customer focus: Without prioritising the customer’s needs, leaders design processes that may not deliver value, contradicting the core principles of most total work systems.

Failure to create commonalities: Leaders who resist standardising processes where appropriate create inefficiencies and inconsistencies across teams.

Fear of risk: Some leaders’ risk-averse mindsets prevent the experimentation and iterative changes crucial for successfully implementing systems like Agile or Lean.

Neglecting technology: Leaders who fail to integrate modern technology may miss opportunities to streamline processes, enhance efficiency, and meet system goals.

Lack of organisational skills: Without robust planning and organisation, leaders can struggle to implement the structured approaches demanded by systems like Six Sigma or TQM.

Reluctance to delegate: Leaders who fail to empower their teams to take ownership of work processes undermine the collaborative spirit essential for systems like Agile and Lean.

Poor listening skills: Listening is at the heart of total work systems. Dismissing employee input about process improvements stifles innovation and discourages team engagement.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner rather than later? Which ones are the easiest and have a positive impact?

“Quality is never an accident. It is always the result of intelligent effort.” – John Ruskin

Enablers of using total work systems

Get to grips with the basics: Learn the core principles of appropriate total work systems like Lean, Agile, or Six Sigma. Explore thought leaders such as Deming and Juran and consider attending workshops. The more you understand the frameworks, the better you can adapt them to your unique context.

Draw inspiration from others: Observe how successful workflows operate in other sectors, from hospitality to retail. Identify innovative practices and adapt them to suit your organisation. Leverage techniques like GE’s “Work-Out” to streamline operations and eliminate inefficiencies.

Replicate success: Study instances where your organisation has delivered exceptional service and determine the factors behind those successes. Standardise best practices to replicate these outcomes consistently and gain a competitive edge.

Learn from Customer Complaints: Actively seek feedback from dissatisfied customers to identify pain points in your processes. Investigate the root causes of these issues, address them swiftly, and turn those challenges into opportunities for improvement.

Focus relentlessly on the customer: Position your customers—both internal and external—at the heart of every decision. Engage with them regularly to understand their needs and expectations, then exceed those expectations with innovative solutions and proactive communication.

Design workflows with the end-user in mind: Reimagine processes from the customer’s perspective, not just your own. Anticipate potential bottlenecks and redesign workflows to eliminate unnecessary steps, ensuring seamless and efficient outcomes for those you serve.

Empower your team to shape success: Delegate authority and involve your employees in designing workflows and processes that maximise efficiency and customer satisfaction. By sharing ownership, you foster accountability, creativity, and a commitment to improving.

Create a culture of dialogue: Encourage two-way communication by actively seeking ideas and feedback from employees and customers. Build mechanisms to gather suggestions, ensuring everyone feels heard and valued. Let them know what happens to the ideas.

Embrace continuous learning: Promote a mindset of continuous improvement within your area. Encourage experimentation and embrace failure as a learning opportunity. Frame setbacks as steps towards mastery.

Examine and refine your own habits: Be a role model by applying efficiency and improvement principles to your own tasks. Regularly assess how your work habits contribute to—or hinder—productivity.

“Excellent firms don’t believe in excellence, only in constant improvement and constant change.” – Tom Peters

Self reflection on total work systems

How well do you understand the principles of total work systems? How familiar are you with frameworks like Lean, Agile, or Six Sigma, and where might your gaps in understanding lie? What steps could you take to tailor these principles to your organisation’s needs?

Do you actively seek inspiration from other industries? When was the last time you analysed workflows or practices in industries outside your own? Could you adapt any innovative approaches to improve your processes? How might techniques like GE’s “Work-Out” help streamline your operations and cut inefficiencies?

How effectively are you focusing on customer needs? Are you engaging with your internal and external customers regularly to understand their priorities?

How effectively do you respond to customer dissatisfaction? When was the last time you analysed the root causes of customer complaints? Could you take proactive steps to address recurring issues? How do you use feedback from dissatisfied customers to drive meaningful change?

Do you design work processes with the end user in mind? Could you benefit from mapping workflows from your customers’ perspectives rather than your own? How often do you assess whether processes align with customer outcomes?

How well do you empower and involve your team in process design? Do you delegate authority effectively to encourage ownership and innovation? How do you involve your employees in shaping workflows and achieving zero defects? Could you do more to celebrate and leverage their contributions?

Are you fostering a culture of open dialogue? How do you encourage employees and customers to share ideas and feedback? Could you improve your mechanisms for capturing and acting on suggestions? Are there barriers in your organisation that prevent two-way communication?

How comfortable are you with experimentation and learning from failure? Are you open to trying new approaches, even if they carry some risk? How do you ensure that lessons from failures are captured and applied? Could you do more to promote a culture of continuous improvement?

Are you leveraging your successes to build on best practices? What recent examples of exceptional performance could you replicate? Could you systematise these successes to ensure they happen consistently? How does benchmarking play a role in your world?

How well do your personal work habits align with the principles of total work systems? Are your daily habits designed for maximum effectiveness and efficiency? How often do you reflect on your own performance and make improvements? Could you model better practices for your team to follow?

“There is nothing so useless as doing efficiently that which should not be done at all.” – Peter Drucker

Understanding group influence

The ability to recognise, interpret, and navigate groups’ powerful role in shaping individual behaviours, decisions, and performance. Strong group influence awareness requires empathy, cultural sensitivity, observation skills, and the ability to engage diverse groups authentically.

“People don’t resist change. They resist being changed. Understanding the group’s influence on resistance is key to leading effectively.” – Peter Senge

Barriers to understanding group influence

Low experience: Leaders who are loners or have not been active members of groups may struggle to grasp the intricacies of group dynamics.

Dismissal of group significance: Some leaders underestimate groups’ role in shaping individual behaviours, attitudes, and values.

Failure to acknowledge identity: Some leaders might focus solely on individuals and overlook the influence of group membership on decision-making and perspective.

Judgement of groups: Prejudices or stereotypes can lead to unfair assumptions about a group’s motives, behaviours, or values, impairing relationships.

Difficulty navigating inter-group dynamics: Some leaders struggle with understanding or collaborating across different functions, professions, or social groups can create silos.

Poor ability to read group behaviour: Leaders who cannot interpret how groups function or predict collective actions risk alienating teams.

Misunderstanding group purpose: A lack of insight into why groups exist and how they serve their members can lead to low or ineffective engagement.

Preference for one-on-one interactions: Leaders who excel individually but cannot address or inspire groups often miss opportunities for broader impact.

Stereotyping of unfamiliar groups: Focusing only on groups like themselves may limit their ability to connect with diverse teams or communities.

Neglecting group influence on individuals: A leader who ignores how group affiliation shapes perspectives and behaviours risks misunderstanding key motivation drivers.

“Groups are not machines; they are living organisms. To influence them, you must understand their culture, norms, and unspoken rules.” – Anonymous

Enablers of understanding group dynamics

Study voluntary groups to understand motivation: Recognise that people join voluntary groups to fulfil social needs, gain a sense of belonging, or achieve shared goals. Investigate which groups your team members belong to and why, as this knowledge can help you engage with them more effectively. A deeper appreciation of group dynamics enables better performance and collaboration.

Analyse why groups form: Explore the situational triggers for group formation. Groups often arise in response to challenges, shared interests, or collective goals. Inside organisations, pay attention to the natural emergence of informal groups and cliques. Understanding these dynamics reveals underlying needs and concerns that might otherwise go unnoticed.

Avoid stereotyping: Do not categorise people based on the groups they are associated with. While some individuals may identify strongly with their group, others may not.

Distinguish between functional and interest groups: Recognise the difference between groups formed around professional roles and those created through shared interests.

Adopt a cultural anthropologist’s mindset: To understand a group, explore its norms, values, and behaviours. Ask questions about their beliefs, traditions, and goals. Learn how they view you and your group and adapt your approach accordingly. By showing respect for their customs and history, you demonstrate cultural sensitivity and build rapport.

Challenge your discomfort with specific groups: Acknowledge any biases or unease you feel about certain groups and work to overcome them. Avoid generalising about individuals based on group membership. Assume their behaviours are rational within their context, and approach interactions with an open mind and a willingness to understand their perspective.

Understand roles within groups: Groups consist of diverse roles, such as leaders, innovators, evaluators, and organisers. Learn to identify these roles to better address specific issues. Engaging with the right person for a given situation enhances communication and leverages the group’s collective strengths.

Engage in mutual exchange: Effective relationships with groups require reciprocity. Understand their goals and priorities while communicating your own. By speaking their language and showing respect for their thought processes, you create a foundation for productive collaboration.

Explain your thinking before presenting solutions: Avoid presenting immediate answers, especially in cross-functional settings. Lay out your reasoning and invite others to contribute their perspectives.

Facilitate collaboration between groups: When groups are in conflict, focus on shared goals and minimise divisive issues. Highlight differences that add value, such as complementary skills, and address barriers to cooperation. Use this common ground to develop a collective mindset and improve cross-group relationships.

“The way a team interacts during conflict determines whether the group is bound together or torn apart.” – Liane Davey

Self-reflection on group influence

How do you approach understanding the groups your team members belong to? Could you take time to learn why these groups matter to them? How might knowing the dynamics of these groups improve your relationships and their performance? What steps could you take to discover more about the informal groups forming within your organisation?

What patterns or reasons can you identify behind the formation of groups in your organisation? Could you trace back the triggers for specific groups or cliques? How do these groups align with or challenge your organisational goals? Are there unspoken needs or concerns that these groups might be highlighting?

How do you ensure you are not stereotyping people based on the groups they are part of? Could you ask individuals about their own connection to their group before forming assumptions? What questions could help you understand whether a person truly identifies with their group’s values?

Do you distinguish between professional and interest-based groups when interacting with them? How might you engage differently with a functional group like finance compared to an informal social group? What might you need to learn about a group’s purpose to better connect with them?

How well do you understand the norms, values, and culture of the groups you interact with? Could you adopt a more curious and observant approach to learning about these groups? How might understanding their traditions, goals, and history help you work with them more effectively? Are you aware of how these groups perceive you and your team?

Are there groups you feel uncomfortable engaging with, and why? Could you reflect on any biases or assumptions that might be influencing this discomfort? How might stepping into their shoes and observing their perspective shift your understanding?

Do you recognise the different roles people play within groups? How might identifying specific roles (e.g., leader, organiser, or negotiator) help you engage more effectively with a group? Could you focus your efforts on the individuals most aligned with the issue you want to address? What role do you usually play in the groups you’re part of?

How do you build reciprocal relationships with groups? Could you identify what the group values and balance that with what you need from them? How might learning their “language” or perspective strengthen your interactions? What could you share about your own goals and thought processes to build trust?

Do you take time to explain your thinking before proposing solutions> How might sharing alternatives or “maybes” encourage more constructive dialogue? What might you learn about their perspective by holding back on immediate solutions?

How do you approach collaboration between groups with differing goals? Could you focus on finding common ground and shared objectives? How might you use the strengths of each group to create value while addressing barriers to cooperation?

“A chain is no stronger than its weakest link, and if one of the team cannot handle the forces, everybody is going to suffer.” — Dion Fortune

Managing vision and purpose

The ability to articulate, embody, and champion a clear, compelling vision that aligns people and inspires purposeful action. Leaders skilled in managing vision and purpose communicate with clarity, consistency, and passion, engaging diverse audiences while navigating resistance and aligning short-term efforts with long-term direction.

“The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” – Michelangelo Buonarroti

Barriers to managing vision and purpose

Lack of clarity: Leaders may struggle to distil complex ideas into simple, easily understandable messages that convey a clear vision and purpose to their teams.

Avoidance of conflict: Instead of addressing conflicts that arise in the pursuit of the vision, some leaders may shy away from them, leading to unresolved tensions that this lack of clarity causes that hinder progress.

Resistance to change: Some leaders fail to grasp the necessity of adaptation and innovation in achieving the vision, clinging to outdated methods and ideas.

Inconsistency: Leaders who don’t align their actions with their words lose credibility and fail to inspire trust in their vision and purpose.

Insufficient commitment: Without a deep personal commitment to the vision, leaders may struggle to motivate others and maintain momentum towards shared goals.

Ineffective communication: Leaders may struggle to sell their vision to others due to a lack of persuasive communication skills, hindering buy-in and alignment within the organisation.

Limited foresight: Some leaders feel uncomfortable speculating about the future, which impedes their ability to develop a forward-thinking vision that anticipates and navigates change effectively.

Lack of passion: Leaders who fail to convey genuine enthusiasm and passion for their vision struggle to ignite excitement and motivation in their team members.

Difficulty simplifying complexity: Leaders may struggle to distil complex strategies into actionable plans that team members can understand and rally behind, leading to confusion and lack of direction.

Comfort in the present: Some leaders prioritise short-term concerns over long-term vision, focusing more on immediate problems rather than investing in future-oriented strategies.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner rather than later? Which ones are the easiest and have a positive impact?

“The greatest leaders mobilise others by coalescing people around a shared vision.” – Ken Blanchard

Enablers of managing vision and purpose

Craft the message: Keep your mission and vision statements concise, clear, and captivating. Aim for a message that can be explained in under three minutes. Use simple, memorable slogans or symbols to bring your cause to life.

Build a common mindset: Foster a shared understanding of your organisation’s mission and vision among your critical stakeholders. Paint a vivid picture of the future you’re working towards and provide clear indicators of progress. Focus on the destination rather than the specific route to get there.

Be a change leader: Embrace the role of change agent when communicating your vision. Anticipate resistance and treat setbacks as learning opportunities. Encourage experimentation and invite diverse perspectives on how to achieve the desired outcomes.

Walk your talk: Lead by example and align your actions with your words. Consistency between your behaviour and the organisational vision builds credibility and reinforces commitment among your team members.

Tailor the message to the audience: Adapt your communication style and content to resonate with different stakeholders. Consider their perspectives, concerns, and preferences when delivering your message to ensure maximum impact and engagement.

Deliver an inspiring message: Motivate and energise your team with an optimistic and compelling vision. Rehearse your delivery (record on a mobile device to see/hear yourself), seek feedback, and ensure your message inspires confidence and excitement about the future.

Be prepared for detractors and resisters: Anticipate objections and criticisms (brainstorm from their viewpoint, perhaps) and address them with patience and empathy. Listen actively, respond thoughtfully, and maintain focus on the vision’s overarching goals.

Think and act like a consultative salesperson: Approach vision management as a sales process, understanding the needs, objections, and motivations of your audience. Tailor your communication to address their concerns and effectively “close the deal” on the commitment to the vision.

Become future-oriented: Cultivate a mindset focused on the future, exploring potential trends, challenges, and opportunities. Stay informed about industry developments and emerging technologies to inform your long-term strategic planning.

Own the message: Take ownership of the vision and mission, even if you didn’t personally craft them. Present them with confidence and conviction, avoiding expressions of doubt or hesitation. Your role is to manage and champion the key messages, driving alignment and commitment throughout your area of the organisation.

“The best way to predict the future is to create it.” – Peter Drucker

Reflection questions on managing vision and purpose

Could you articulate your organisation’s (or departments/divisions) mission and vision clearly and compellingly in under three minutes?

How well do you foster a common understanding and commitment to the mission and vision among your team members? How could you be even better at this?

Are you effectively leading change initiatives that align with the organization’s vision? How are you currently handling setbacks and resistance?

Do your actions consistently reflect the values and principles outlined in your team’s mission, purpose, and vision?

How adept are you at tailoring your communication about the vision and purpose to different audiences within your organisation? Which level may you struggle with the most?

Are you delivering an inspiring and motivating message about the organization’s future direction? Could you get feedback to confirm this? Who is it from?

How do you anticipate and address objections or criticisms of the vision, while maintaining focus and momentum? Where do these tend to come from?

Do you approach managing vision and purpose with the mindset and skills of a persuasive salesperson… understanding and addressing the needs and concerns of your team and other critical stakeholders?

Are you actively cultivating a future-oriented perspective, looking outwards and staying informed about industry trends, as well as reflecting on potential opportunities or threats?

How effectively do you take ownership of the organisation’s mission and vision, are you confidently championing it and driving alignment throughout your area of the organisation?

“A leader’s job is to look into the future and see the organisation, not as it is, but as it should be” – Jack Welch

Work-life balance

The ability to intentionally manage time and energy across professional and personal domains in a way that sustains long-term well-being, effectiveness, and fulfilment. Leaders skilled in work-life balance set clear boundaries, prioritise thoughtfully and create meaningful engagement both at work and outside it.

“You can’t have everything you want, but you can have the things that really matter to you.” – Marissa Mayer

Barriers to work-life balance

Workaholic tendencies: Some leaders often derive a sense of identity or purpose from their work, making it difficult to set boundaries and step away.

Inability to relax: Some leaders struggle to switch off, bringing work-related stress and mental engagement into their personal lives.

Overly ambitious: Relentless ambition can lead to some leaders overcommitting, leaving little time for personal pursuits or relationships.

Poor time management: An inefficient use of time or lack of planning often results in work encroaching on personal life for many leaders.

Uninspiring personal life: Leaders who find their off-work time unfulfilling may overinvest in work as a way to compensate for the lack of personal satisfaction.

Reactive rather than proactive behaviour: Failing to set priorities and manage responsibilities can create a cycle of constant crisis management, leaving no room for balance.

Difficulty compartmentalising: Some leaders carry stress or unresolved issues from work into their personal lives (and vice versa), preventing them from fully engaging in either.

Perfectionism and intensity: An excessively intense approach to work often leads to exhaustion, reducing the energy available for personal pursuits.

Unrealistic expectations: Setting unattainable standards for themselves and others can result in constant pressure and neglect of personal needs.

Lack of adaptability: Some leaders struggle to manage diverse priorities or adjust to changing demands. This can lead to imbalances and an inability to maintain harmony between work and life.

“It’s not the daily increase but daily decrease. Hack away at the inessentials.” – Bruce Lee

Enablers of work-life balance

Visualise the Longer term: If you love your work but recognise an imbalance, imagine your future. Talk to older professionals who share your work habits—do they seem happy? Reflect on whether you want to follow their path or make changes now to avoid burnout and nurture personal fulfilment.

Expand outside of work: If work dominates your life, start by adding structure and activities outside of work. Treat personal time with the same importance as work commitments—schedule activities, set goals, and prioritise relationships and hobbies.

Infuse excitement: If personal time feels mundane, find activities that genuinely excite you. Whether it’s a new sport, creative hobby, or adventurous family outings, choose pursuits that bring energy and joy. Passionate engagement off-work balances the intensity of work.

Redefine balance Work-life balance doesn’t mean an even split of hours—it’s about what feels right for you. Whether it’s more time for hobbies or exercise, quality moments with family, or solitude, tailor your balance to suit your needs. Discuss and negotiate with your partner or family to create a plan that works for everyone.

Compartmentalise: If unresolved work issues follow you home, write them down. Often, listing worries reveals that most are manageable or unnecessary. Remind yourself that you’ve done all you can for now. This practice helps you stay mentally present in your personal life.

Bring Your strengths home: Use the skills that make you successful at work in your personal life. If you’re great at planning, create a family routine. If you’re sociable, organise get-togethers. Bringing your work strengths into your personal life helps bridge the gap and creates fulfilling off-work experiences.

Be more present: Focus on where you are, whether at work or home. When you’re spending time with loved ones or pursuing personal interests, give them your full attention. Mindfully engaging in the present not only improves relationships but also reduces stress.

Set Clear Boundaries: Create rituals to signal the end of work, such as exercising, listening to music, or spending time with family immediately after clocking out. By giving your brain a clear transition, you’re better able to leave work at the office and focus on life outside it.

Learn to Say No: Saying no is vital to setting boundaries. Identify what’s truly important and let go of the rest. Politely explain your priorities when declining requests—most people will respect your honesty. Protecting your time ensures you don’t spread yourself too thin.

Seek feedback: Talk to trusted friends, family, or mentors about your work-life balance. Their perspective can help you identify areas to improve. Often, those who care about you will offer valuable advice on how to create a healthier balance for your wellbeing.

“Time is the coin of your life. It is the only coin you have, and only you can determine how it will be spent.” – Carl Sandburg

Self reflection questions on work-life balance

Could you define what balance means for you? What does an ideal day or week look like in terms of work and personal life? How would you know if you had achieved your desired balance? Who else in your life should be involved in shaping this definition?

How do you currently prioritise your time across work and personal life? Are there areas where you feel overcommitted? What activities or responsibilities could you delegate or say no to? What criteria do you use to decide what deserves your attention?

Could you identify any skills or strengths from work that you could bring into your personal life? How might your organisational skills or strategic thinking improve your home or social life? Are there strengths you are leaving at work that could make personal time more fulfilling? How could you start applying those skills off-work this week?

When you’re with family or friends, are you fully present? How often do you find your mind wandering to work concerns? What could you do to stay more focused on the moment? How might others perceive your engagement during personal time

What boundaries do you have in place to separate work from personal life? Do you have clear signals or routines to end your workday? How effective are these boundaries at allowing you to switch off? Are there any changes you could make to strengthen these boundaries?

How exciting or fulfilling is your off-work life? Are there hobbies or passions you’ve set aside due to work commitments? What activities genuinely energise or inspire you? How could you make space for more fulfilling experiences outside work?

Do you struggle with saying no? Are there tasks or responsibilities you’ve taken on that you could let go of? How do you feel when declining requests or setting boundaries? What could you do to ensure your priorities come first without guilt?

How well do you manage stress from work or personal life? Are unresolved work issues affecting your ability to relax? What strategies do you use to decompress after a stressful day? Could you create a habit or routine to reduce stress and improve focus?

Could you visualise where your current work-life balance might lead you in 10–20 years? What do you imagine your relationships and personal health will look like? Are there individuals whose current situation reflects where you might end up? How might your future self feel about the choices you’re making today?

Who could you turn to for support or guidance in improving your balance? Are there trusted individuals who could help you gain perspective? How would you feel about sharing your challenges with someone close to you? What advice might someone who knows you well offer about achieving better balance?

“The bad news is time flies. The good news is you’re the pilot.” – Michael Altshuler,

Written communication

The ability to express ideas clearly, concisely, and compellingly in writing, adapting the style and structure to suit the audience, purpose, and context. Strong written communicators plan thoughtfully, structure logically, and edit rigorously to deliver messages that are persuasive, engaging, and easy to act upon.

“If you can’t explain something simply, you don’t understand it well enough” – Albert Einstein

Barriers to written communication

Lack of Clarity: Some leaders fail to articulate their main message effectively, leaving readers unsure of the key ideas or actions to take

Dull writing: Some leaders writing lack energy, creativity, or compelling examples, making it unengaging and unfortunately quite forgettable.

Time constraints: Leaders with busy schedules often don’t dedicate enough time to planning and writing, leading to rushed, poorly thought-out writing that lacks polish and precision.

Excessive wordiness: Some leaders, for many reasons, like to be expansive in their text. They may use unnecessarily long or convoluted sentences, which can obscure meaning and frustrate the reader.

Overly brief or terse: Sometimes, due to time pressure, others, as part of their personal style, can be too concise, omitting vital details and thus leaving the audience confused or uninformed.

Poor structure: Some leaders’ writing is disorganised or lacks a logical flow, making it difficult to follow and understand.

Grammar and usage errors: Grammar, punctuation, or word usage mistakes can detract from credibility and clarity and make it harder for readers to get the leader’s ideas.

Failure to tailor: Just like in presentations, some leaders take a one-size-fits-all style, ignoring the needs, expectations, or preferences of their specific audience.

Weak construction: Some leaders struggle to build logical, persuasive arguments, leading to unconvincing or incoherent communication.

Inadequate self-review: Some leaders neglect to proofread or edit their work, resulting in errors and missed opportunities to refine their message.

As you reflect on your own leadership, which of the above may be barriers you recognise in yourself? Which ones could you work on sooner rather than later? Which ones are the easiest and have a positive impact?

“The ear, not the eye, is the final editor.” — Donald M. Murray,

Enablers of written communication

Plan: Start with a clear outline to organise your thoughts. Define your objective, identify key points, and decide what the audience should think, feel or do after reading your text. Ensure every sentence aligns with your main message and use a logical structure to guide the reader.

Capture Attention: Ensure you hook the reader within the first few sentences by stating your purpose and why it matters. Use a compelling story, fact, or question to engage them. Aim to keep your points concise and varied—some explained with examples, others with facts or logic.

Tailor your message: Adapt your tone, style, and level of detail to suit your readers. For executives, use an executive summary and highlight decisions to be made. For technical or support teams, provide sufficient detail for action. Customisation shows respect for the audience’s needs.

Simplify: Avoid overwhelming readers with unnecessary detail. Use only essential information to support your argument and highlight key points clearly. Consider including it in appendices or separate documents if additional context is needed.

Use clear structure: Break your writing into logical sections with descriptive headings, just like a newspaper. Headings such as “The Problem,” “Proposed Solutions,” or “Key Questions” guide readers and make your message easier to navigate.

Be precise: Use simple, direct language and avoid overloading your text with adjectives, jargon, or abstract phrases. Replace filler words with meaningful ones and prioritise clarity over complexity.

Incorporate visuals and action: Use vivid descriptions, visuals, and active language to make your points memorable. Avoid turning verbs into nouns—write “We solved the issue” instead of “The issue was resolved by us.” Short, punchy sentences will create more impact.

Eliminate redundancy: Review your writing for repetitive ideas. Often, your second or third attempt at a sentence is the strongest. Combine or refine sentences to ensure every single word serves a purpose.

Speak your writing aloud: If writing feels unnatural, speak your message out. Record yourself or talk through it with a colleague. Then, transcribe your points into a structured format for clarity and flow.

Beware of emotions: Avoid writing while angry or overly emotional. Strong statements or humour that work in person can seem harsh or cynical in writing. Draft your thoughts, then review them the next or later in the day with a calmer perspective before finalising.

“Good writers are visible just behind their words.” — William Zinsser,

Self-reflection questions on written communication

In general, how clearly do you define the purpose of your writing before you begin? Do you summarise your main message in one sentence before writing? Once started, how do you ensure every part of your writing aligns with this purpose? When was the last time you revisited your approach to planning your writing?

How well do you know and consider your audience? Do you reflect on who you are writing for and what they need from you? Do you adapt your tone, style, and structure for different audiences? How often do you seek feedback on whether your writing meets their needs?

Do you make it easy for your readers to follow your structure? Do you tend to use headings or sections to guide your audience? When was the last time you tested whether your structure works for others?

Are you engaging your readers effectively? How do you capture attention in your introductions? Do you use varied techniques, such as stories, facts, or examples, to hold interest? How do you know if your writing style resonates with your audience?

Do you ensure your writing is concise and focused? How often do you review and cut unnecessary words or details? Do you consider if your key points could be presented in fewer words without losing clarity? Generally. how do you decide what is essential versus optional for your audience?

How do you check for clarity and accuracy in your writing? Do you tend to read your writing aloud to check for flow and understanding? When was the last time you asked someone to review your work for feedback?

Do you use visuals or vivid language to enhance your writing? How often do you include visuals or examples to support your points? Typically can your audience “see” what you’re describing based on your language? Do you tend to vary sentence length and style to make your writing more dynamic?

How do you handle emotions in your writing? Have you ever written something in frustration or anger? What was the result? How do you manage strong language to ensure your tone remains professional? When was the last time you revised a draft with fresh eyes the next day?

Are you effective at balancing detail and simplicity? How do you decide how much detail to include? Do you use appendices or summaries to streamline the main document? How do you highlight the most critical points for your audience?

What do you do to continually improve your writing? Can you identify one area where you feel least confident in your writing? How often do you reflect on or revise your communication habits? When was the last time you sought training, resources, or feedback to improve?

“Effective writing has the illusion of speech without its bad habits. The reader hears a writer speaking to a reader. The writing should flow with grace, pace and clarity — not the way we speak but, better than that, the way we should speak.” — Donald M. Murray