LEADERSHIP STRATEGIES FOR MULTI-GENERATIONS

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com

In this article, we’ll explore leading and managing individuals from various generations, each with unique strengths, weaknesses, motivations, and preferences. Great leadership recognizes and leverages the uniqueness that each generation brings to the workplace, and also acknowledges that each employee has a unique personality that is also a factor in how to lead them most effectively.

UNDERSTANDING EMPLOYEES BY GENERATION

BABY BOOMERS (1946-1964)

Baby Boomers are valuable assets to their organizations, characterized by unparalleled loyalty and dedication. Their extensive tenure in the workforce equips them with a wealth of institutional knowledge, making them indispensable contributors. Boomers thrive when they have a clear understanding of their roles and feel their opinions are valued by both managers and peers, resulting in heightened engagement.

 Despite their significant institutional knowledge, tenure alone does not guarantee peak performance. Constructive feedback becomes pivotal in refining their contributions. When providing feedback to Baby Boomers, consider their preference for control. Offering transparent feedback and practical tools for improvement empowers them to feel more able to address the identified areas. Boomers exhibit a goal-oriented mindset, making coaching conversations more effective when centered around specific goals or objectives. Although they may avoid conflict, positioning feedback as an avenue for personal growth ensures a positive reception.

 Occasionally, feedback may address a Baby Boomer's critical attitude towards younger colleagues, as some may perceive Millennials or Gen Zs as entitled and unwilling to put in hard work. Managers, particularly Millennials in leadership roles, should acknowledge Boomers' experience at the outset of coaching conversations, to help build trust.

 Boomers prefer regular and conventional feedback methods, such as routine performance reviews. In the absence of feedback, they will rely on their interpretation of behavioral cues, so ensure your communications are timely.

 Positive feedback resonates profoundly with this generation, and whenever possible, public acknowledgment of achievements enhances their sense of value and contribution.

 Leaders managing Baby Boomers can tap into their strong work ethic and value for loyalty. Recognizing their experience and contributions over the years is crucial. Acknowledging their desire for job security, leaders can offer stability and emphasize the long-term impact of their work. Tools like in-person training sessions and face-to-face communication can be effective, as Baby Boomers often prefer direct interaction.

 SUMMARY: BABY BOOMERS

• STRENGTHS: Team-oriented, service-driven, goal-focused.

• WEAKNESSES: Resistance to feedback, potential challenge adapting to rapid change.

• MOTIVATION CHARACTERISTICS: Desire for personal fulfillment, value collaboration.

• FEEDBACK PREFERENCES: Regular and constructive feedback, recognition of achievements.

GENERATION X (1965 -1980)

An informal managerial style resonates well with Gen Xers. This generation values learning and skill development, expecting employers to provide resources and hands-on learning experiences with immediate feedback and coaching. When you’re coaching Gen Xers, leverage their desire for skill enhancement as a motivating factor.

 Feedback is most effective when delivered in a casual work environment, emphasizing teamwork and solidarity, and recognizing their commitment to their profession and the pursuit of opportunities that enhance essential skills for career advancement.

 Leaders of Generation X employees should appreciate their independence and resourcefulness. Managers should break down long-term goals into manageable targets, ensuring progress towards objectives and a sense of accomplishment. Using technology (eg: online collaboration tools) aligns with their tech-savvy nature. Encourage a collaborative and inclusive work culture and demonstrate how you value their input and expertise.

 Recognizing the equality of all team members is crucial when providing feedback, considering their upbringing in self-reliant environments where they learned to be active participants in discussions from an early age.

 Gen Xers often bring awareness of unique skills to the team and may need coaching to appreciate the expertise of their colleagues fully. Acknowledging these skills fosters receptivity to further learning and collaboration.

 You can help them define a clear career path and offer insights about available support offered by your organization to help them meet their career goals. Regular teaching and coaching sessions are essential, aligning with Gen Xers' commitment to their professions and their pursuit of continuous skill development.

SUMMARY: GENERATION X

• STRENGTHS: Adaptability, independence, entrepreneurial mindset.

• WEAKNESSES: Skepticism, potential for work-life balance struggles.

• MOTIVATION CHARACTERISTICS: Appreciation for autonomy, results driven.

• FEEDBACK PREFERENCES: Clear and concise feedback, opportunities for skill development.

MILLENNIALS (1981-1996)

Leadership for Millennials involves fostering a sense of purpose and social responsibility. Leaders can inspire Millennials by aligning organizational goals with a broader societal impact, emphasizing the value their work brings to the world.

 Millennials place a high value on continuous feedback in the workplace, seeking assurance that their contributions are appreciated. Providing regular feedback and recognition aligns with their desire for instant gratification and personal development.

 Unlike previous generations, Millennials often find it challenging to handle negative criticism due to their upbringing in positive and supportive environments. While others may have grown up in a culture of negative reinforcement, Millennials expect a more positive and respectful approach to feedback.

 Adopting a coaching approach is effective when providing corrective feedback to Millennials. This approach aligns with thier desire for respectful language while offering a constructive path for performance improvement. Millennials appreciate leadership who play the role of a coach, mentor, and teacher, fostering a positive and developmental mindset.

 Respect Millennials' preference for constructive language and try to avoid unnecessary confrontation and harsh criticism. Respectfully address and issues, provide guidance on the correct approach, and motivate them toward continual improvement.

 Effectively managing Millennials involves connecting to their purpose and positioning corrective feedback as an investment in their personal and career development goals, resulting in positive reactions and improved performance.

  SUMMARY: MILLENIALS

• STRENGTHS: Tech-savvy, optimistic, collaborative.

• WEAKNESSES: Impatience, potential for job-hopping if unfulfilled.

• MOTIVATION CHARACTERISTICS: Thrive on innovation, value work with a purpose.

• FEEDBACK PREFERENCES: Regular feedback, mentorship, and opportunities for continuous learning.

GENERATION Z (1997 and later)

As the newest demographic entering the workforce, Generation Z brings unique qualities that demand a fresh perspective from their older counterparts. Known for their assertiveness and confidence, their inclination to be blunt can be misinterpreted. Gen Z individuals are hard workers who may challenge their supervisors without intending disrespect.

 Managing Generation Z employees requires adaptability and a focus on innovation. Leaders should leverage technology in communication and task management. Encouraging creativity and providing opportunities for skill development are vital for this generation. Recognizing their entrepreneurial spirit and desire for autonomy, offering project-based assignments and opportunities to take the lead can inspire and drive employee engagement.

 Despite their strong connection to mobile devices, Gen Z thrives on communication, making feedback crucial. Studies indicate that 60% of Gen Z workers desire multiple check-ins from their managers weekly, with 40% preferring daily interactions. While they appreciate digital communication, the frequency of check-ins poses a challenge for some managers. Responding promptly is essential, as Gen Z seeks instantaneous feedback, both positive and constructive. Regular check-ins and feedback sessions using digital platforms can ensure effective communication.

 Creating a diverse and inclusive workplace resonates well with Generation Z, and they appreciate a workplace that values social and environmental responsibility.

 To effectively provide feedback to Gen Z employees, a coaching management style proves most beneficial. This approach encourages self-reflection and improvement, posing questions like, "What challenges are you facing?" and "How can I help you?" Managers can enhance communication by practicing active listening, ensuring that their feedback is well-understood. Even when delivering disciplinary feedback, highlighting the employee's positive contributions is essential.

SUMMARY: GENERATION Z

• STRENGTHS: Tech-native, entrepreneurial, socially conscious.

• WEAKNESSES: Potential for shorter attention spans, reliance on digital communication.

• MOTIVATION CHARACTERISTICS: Desire for meaningful work, value diversity and inclusion.

• FEEDBACK PREFERENCES: Instant and digital feedback, mentorship, and collaborative platforms.

LEADERSHIP STRATEGIES

• Adaptive Leadership: Tailor your leadership style to meet the needs of each generation. Recognize and appreciate diverse working styles, fostering an inclusive and adaptable environment. Be careful of any generational biases that may be influencing your perception of performance (negatively AND positively).

• Effective Communication: Recognize the importance of communication and tailor your approach accordingly. Acknowledge that Boomers may prefer a more formal style, while Millennials and Generation Z thrive in casual, collaborative settings. Utilize diverse communication channels to accommodate generational preferences and ensure team-wide communications include information that will resonate with each generation.

• Recognition and Feedback: Acknowledge and celebrate achievements across generations. Provide constructive feedback in a manner that aligns with individual preferences. Timely, clear, and supportive feedback ensures a positive and growth-oriented atmosphere.

• Mentorship Programs: Implement ‘mutual mentorship’ initiatives that encourage cross-generational collaboration. Pairing experienced Baby Boomers and Gen Xers with tech-savvy Millennials and Generation Z individuals can create a mutually beneficial learning environment that benefits the individuals, the team performance, and the organization as a whole.

• Flexible Work Policies: Recognize the diverse work-life balance needs among different generations. Offer flexible work arrangements and benefits to accommodate varying lifestyles and preferences, ensuring a more inclusive and supportive workplace.

• Invest in Professional Development: Invest in continuous learning opportunities. Recognize that Generation X may value skill-building courses, Millennials may be seeking opportunities for career advancement, and Generation Z may prioritize avenues for social impact. Tailor professional development initiatives to meet the diverse needs of each generation.

Regardless of generational differences, every employee desires and deserves feedback to facilitate learning, growth, and a sense of value. Successfully leading and managing a multi-generational workforce requires a nuanced understanding of the strengths, weaknesses, motivations, and preferences of each generation. By embracing adaptability, effective communication, and tailored leadership strategies, leaders can foster a collaborative and inclusive environment that leverages every individual’s potential, regardless of their generation.

LEADERSHIP STYLES

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com 

 Here are descriptions for six distinct leadership styles that you have likely seen in action. Some of these styles are best practices, and some should die off as the dinosaurs they are. Leaders will likely toggle between these seven styles over their careers, depending on the situation. As you read the descriptions, see if any names come to mind, based on your own career.

ALL STICK, NO CARROT

This is a short-horizon leadership style with the primary objective of achieving immediate compliance. This leader gives directives rather than direction, by telling employees what to do and how to do it. They expect immediate, unquestioning compliance, and micro-manage tightly to maintain control. This style is ideal for the battalion commander under siege in a military conflict, who must ensure that every soldier comes home alive. Of course, business challenges are rarely life-and-death, but some leaders still believe this is what good leadership looks like. Their feedback is corrective, often brutal, with little recognition of what employees do right, and they wield threats of negative consequences for non-compliance. Turnover is typically high as employees endure this leader only until they can get the hell out. And that hits the bottom line with higher recruitment and training costs.

VISION & STANDARDS

This style of leadership provides inspirational long-horizon vision and inspires employees by connecting them with the ‘why’ behind that vision. Vision and Standards leaders chart the course and are usually powerful storytellers whose passion for their vision is contagious. They invite employees to share their perspective on the vision and they set clear standards of performance for how their organization will move forward towards their visionary objectives. Vision and Standards leaders use a balance of positive and constructive feedback as a motivation tool. Employees rarely leave leaders who can inspire them.

ALL CARROT, NO STICK

This leadership style seeks harmony on the team and is focused on building and recognizing positive interactions. These leaders place a lot of importance on employees’ personal needs, providing recognition, and boosting employee morale. While that sounds great on the surface, beware of the downside: these leaders sometimes settle for ‘adequate’ performance because they avoid providing corrective feedback that could help employees grow and propel the business towards their goals faster. Not only does it promote artificial harmony, but by avoiding productive conflict, the team misses out on diverse thinking, challenging assumptions, building conflict resolution skills, and creating authentic team cohesion. Employees leave this type of leader not because they’re being mistreated, but because they perceive their leader is not investing in their own growth and development or not treating everyone fairly because they are too soft on nonperforming employees.

TASK MASTER

This leadership style has a task-focused short-term horizon, with the goal of getting the maximum amount done, and done perfectly. There are similarities with the ‘All Stick No Carrot’ type, but the difference is that Task Masters require employees to spend significant time and resources to provide a rationale every step of the way, and they withdraw responsibility and support when employees fail to meet their exacting standards. This leader enjoys leading by example – but not in a good way: they set their own bar unreasonably high, and then admonish their employees for ‘poor performance’. They avoid delegation, often leaping in to rescue a project or situation with detailed task-based instructions. The Task Master leader typically has little empathy and will only focus on collaborating at the task level, where they work in the weeds, rather than on business strategy and values. This leadership style can create high absenteeism, continuous employee turnover, burn-out, and medical stress leaves.

M.I.A.

This ‘missing-in-action’ leadership style is so hands-off that they become virtually invisible to their employees. Some M.I.A. leaders prefer to spend their time on their own pet projects; others are so focused on themselves that they spend most of their time positioning themselves with their peers and leaders, to the detriment of their teams; still others are afraid to be perceived as directive or micromanaging, preferring to let their employees lead. This style of leadership can be a great growth opportunity for the right employee to lead an initiative, but the direction and wellbeing of an entire team requires leadership presence. In all three of these scenarios, they are abdicating their leadership responsibilities for oversight of their teams in some way. The M.I.A leadership style often creates confusion, silos, lack of collaboration, overlaps and conflict, capacity challenges, and disengagement.

LEADER-COACH

The goal of this ‘gold standard’ long-term leadership style is the growth and professional development of employees and peers. Leader-Coaches help grow employees’ awareness of their unique strengths and limiting weaknesses, and work with them to establish long-term developmental goals. They seek the participation of their people in the process of leadership by trusting their employees to interpret and develop appropriate direction – both for themselves and for the organization – and they welcome diverse perspectives in decision-making. They seek commitment and create new, innovative ideas. They also look for opportunities to achieve alignment, as they listen to concerns and feedback from employees. By focusing on the holistic growth of the individual human (note I didn’t say ‘worker’), they provide ongoing feedback and support to help their employees be all they can be. They may even loosen current performance standards to help employees develop into a new role (and sometimes that new role is not even on their own team), because it’s the best thing for the employee. For them, the tradeoff is worth it. The Leader-Coach style creates empowerment, transparency, engagement, productivity, knowledge-sharing, and the space for employees to show up authentically. Sometimes, the downside is slower outputs while employees are learning, but the return on that investment is exponential.

PRACTICE: LEADERSHIP STYLE REFLECTION

1. Based on the descriptions above, which leadership style is your ‘center of gravity’; your go-to preferred style? If you typically toggle between two, list them both.

2. How does your predominant style affect your employees’ experience of your leadership? Answer this question from each individual employee’s point of view.

3. Employees typically have three questions on their minds when meeting with their leader: 1) do you care about me? 2) can you help me? and 3) can I trust you? How might your employees evaluate you on these three aspects?

4. What other styles might you experiment with to grow as a leader and help your team achieve success, and what styles might you dial down as you experiment?

5. How will you track, reflect on, and measure your progress on these experiments?

If you’re curious to explore more about your leadership style, contact me for a free coaching consultation. I’d love to help you grow your leadership skills.

www.leslierohonczy.com | 613-863-8347 | leslierohonczy@live.com

PERSONAL MOTIVATION FOR LEADERSHIP

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com

PRACTICE OBJECTIVE

•To explore your personal motivation for seeking a leadership position;

•To acknowledge and grow awareness of the strengths and limitations these motivations may represent in this next career move.

OVERVIEW

Why do you want this leadership role? You may be considering a career move from individual contribution into a leadership role. Or you may already be a leader who wants to advance to the next level of leadership in your career. You have the ambition and drive but may not be aware of what’s driving this striving. It may be helpful to understand your motivations at a deeper level.

When asked why they want to become a leader (or VP, executive, or board member), most people give one of two standard answers: “I want to make a difference’ or, ‘I want to help people grow and succeed’. Both of these are honorable and admirable intentions, of course. And they’re also table stakes: the ‘must-have’ essentials of leadership. But what about YOU? What is it that you want for yourself from this new leadership role? It’s equally important to know your own personal motivations before you take on a leadership role.

INSTRUCTIONS

This coaching practice will help you understand the underlying motivations, and what might help you be successful at that new level. Grab your journal and complete the following statements – but

here’s the catch: you must answer them from your OWN perspective, NOT on behalf of someone else.

“When I’m a leader…  I’ll feel…

  I’ll be…

  I’ll get…

  I’ll know…

  I’ll believe…

  I’ll do…

  I’ll see myself…

REFLECTION QUESTIONS

1. What theme(s) do you notice about your statements?

2. How might each theme show up in you as you strive for this leadership role (how they might support you, or how they may get in your way)?

3. What will you adjust in order to be successful in this new role (eg: grow EQ awareness, build specific skills, dial up or down certain behaviours, challenge limiting beliefs)?

FIXED VERSUS GROWTH MINDSET

by Leslie Rohonczy, Executive Coach, IMC, PCC | ©2024 | www.leslierohonczy.com 

According to neuroscientific research into leadership over several years, when humans face engagement challenges, or experience difficulty with change, we typically see it as either a threat (distress) or a challenge (eustress). When our brains perceive a threat or the possibility that our needs will not be met, it can create a ‘fixed’ mindset: our pre-frontal cortex goes ‘off-line’ while the more primitive brain circuits take over. This is the conditioned emotional response of the amygdala (our reptilian brain), and the typical emotionally driven actions that result. The amygdala activates brainstem stress systems, which in turn activate the sympathetic nervous system.

         It’s been documented by neuroscientists that being socially excluded can temporarily drop our IQ by almost fifteen points, because our brains use so much processing power for the ‘fight, flight, freeze, submit’ response. Our pre-frontal cortex diverts energy from its rational executive function under social stress. And when we feel threatened, our limbic system processes potential danger with momentary heightened alertness, but this decreases our ability for wider perception, understanding, creativity and collaboration. We can experience tunnel vision, it becomes difficult to see issues and solve problems, we can’t think as clearly, our ability to solve problems decreases, and we aren’t as good at working with others.

         In a fixed mindset, we may doubt our abilities, worry about others’ perceptions of us, and shy away from taking a chance. Our inner critic is driving the bus, especially when we feel we may lose status, independence, connection to others, or could be treated unfairly. We focus on the problem, become mired in details, feel anxious and defensive, and can lash out or run away while trying to maintain the status quo by focusing on what there is to lose. There is a sense of moving ‘away from’ the issues with a fixed mindset. Moving away from threat is a stronger, faster, longer lasting, and more common driver than a reward response, which requires our awareness and intention.

         With a growth mindset, there is a feeling of moving ‘toward’ the reward that can be obtained through growing perception, insights, and collaboration with others. When we build and embrace a growth mindset, we believe something is just a challenge to overcome. We trust that we can get better and improve and see it as a great opportunity to develop new skills and awareness. We see that we’ve moved forward from where we were before. A growth mindset sees a challenge, focuses on the solutions and end goal, and finds ways to make thing better. We feel open and determined, and we can experience our negative emotions as a propeller to move us into greater engagement and growth.

         You’ll be able to tell which mindset you’re in by asking yourself the following question: “Do I want to ‘be good’ and ‘prove’ my worth and that I’m better than others?” (a fixed mindset) or “do I want to ‘get better’ and ‘IM-prove’ my own performance and skills?” (a growth mindset).

Fixed VS Growth Mindset

COACHING CHALLENGE

Here’s a simple two by two model that can help you identify where you’re at, and the stance necessary to grow. The first axis is whether something is known to you or unfamiliar, and the second axis is about the instinct to move towards or away from it.

         The upper left ‘Explore’ quadrant represents a growth mindset and requires a stance of courageous curiosity. There is something unknown to us here, but we find it intriguing or inviting in some way, so we move toward it with curiosity. This is where we find innovative ideas and untapped resources.

         The upper right quadrant also represents a growth mindset, and this stance allows us to ‘Exploit’ opportunities and known resources. It leverages what’s known on behalf of moving forward with agency and action. This quadrant is often the most comfortable because we are familiar with the circumstance and willing to move forward. The downside is that we may avoid the unknown in exchange for what feels comfortable.

         Our lower right ‘Avoid’ quadrant is born from a protective stance that is focused on circumventing known pitfalls. It can make us feel safer but runs the risk of keeping us from living into our fullest potential. And it does nothing to prepare us for or protect us from the unknowns that can arise.

         And finally, the lower left ‘Ignore’ quadrant represents a fixed mindset. It’s a fear-based stance about what is unfamiliar or unknown. In this quadrant, our instinct may be to keep ourselves at a safe distance, securely tucked inside our bubble of ignorance. We may even consider moving to the ‘Avoid’ quadrant, but what might better serve us is to leverage the ‘Explore’ quadrant, to get curious about what is unknown.

Each of these quadrants is useful in its own right, depending on our circumstances, and it’s helpful to be able to recognize which stance we’re in, so that we can make conscious choices that broaden our perspective.

Excerpt from COACHING LIFE: Navigating Life’s Most Common Coaching Topics, by Leslie Rohonczy. Available in paperback or audiobook: Amazon.ca, Audible, iTunes

IMPACTFUL LEADERSHIP CH.E.C.K. LIST

By LESLIE ROHONCZY, Executive Coach (PCC), Integral Master Coach (IMC); Author of Coaching Life: Navigating Life’s Most Common Coaching Topics

Here’s an interesting lens through which to look at the role of a leader: the Impactful Leadership CH.E.C.K. List. These five high-performing leadership competencies can help employees become successful, and organizations achieve their strategic objectives.

CH  |  CHALLENGE WITH COMPASSION

Explore your own leadership assumptions and potential limiting beliefs: whose assumptions are they, and what’s driving them? How do you know they’re real? What evidence or proof can you find to confirm or disprove them?

What limiting belief prevents you from acting, or causes you to second-guess your decisions? Challenge processes and simplify how work gets done: are ‘old ways’ getting in the way of new growth and potential?

How might employees change the way they work to improve efficiency and effectiveness, customer experience, and their own employee engagement? How might you?

Increase the level of challenge, responsibility, and support: how might you offer employees more responsibility as a growth opportunity? What do you need to do differently during this growth opportunity, to support their learning? How can you support the decisions they make, without punishing mistakes during this learning opportunity?

E  |  EMPOWER WITH CLARITY

Be discerning about the important decisions that belong at your leadership level, and push decision-making down to appropriate lower levels where you can. If we’re positioned as the decision-maker for all things, we become the bottleneck that slows the team down, and our employees don’t learn the critical decision-making skills that will allows them to become decisive high performers.

Avoid overturning employee-made decisions wherever you can. One of the quickest ways to kill an employee’s trust and self-confidence is to first empower them to decide, and then to overturn it because it’s not how you’d have done it. Let them experiment and learn where possible (and it’s likely more possible than you may think) and hold them accountable for the outcomes in a positive, growth-minded way.

Facilitate the plan-do-check-adjust learning process (PDCA)  by asking employees to explain how they will plan their approach, then allow them room to enact that plan, and to check their own results and invite feedback from others, and finally, to adjust their approach based on their insights. Asking questions along the way helps employees synthesize their thinking as they go, and helps you track and stay connected to your team’s work.

C  |  COACH WITH COURAGE

One of the most top-of-mind topics for employees is their professional development and career progression. Spending time coaching employees on how to be successful builds trust and helps them feel supported. Investing in their growth is good business.

Have courageous conversations. Don’t shy away from providing observations and feedback about what could be holding them back. We need to provide clear feedback with purpose, to help employees succeed, and we need to be even more open to receiving their feedback! Courageous conversations are a two-way street.

Connect the dots for employees to help them understand the organization’s purpose, mission, vision, and values and how their work contributes to achieving the strategic direction and core mandate. Watch for ‘orphan’ work that the employee is doing and ask curious questions about how that work connects to the team’s objectives; stay open to the answers – they may be off-track, in which case you can redirect them; or they may be exploring a new opportunity that could bring much-needed innovation.

K  |  KNOWLEDGE SHARING

Develop your storytelling super-power. When we can share real examples from your experiences – without making yourself the ‘hero’ of the story – you can impart the learning that really resonates (humans learn best through stories, after all).

Model what it looks like to be a ‘continuous learner’, by regularly sharing new information and a-has with employees. Sharing your personal gaps and how you’re working to close them can reinforce to the people you lead that curiosity, learning, experimenting, failing, and sharing perspectives are normal and expected parts of your team culture.

Lean into humility and seek out feedback from employees on how to become a better leader-coach for their specific employee needs. When you ask, and then receive this feedback, you may notice the urge to defend or explain. Instead, explore what was unknown, or uncomfortable – that’s where the gold nuggets are for growth as leaders. Come back to employees after reflecting on their feedback, to share insights, and to thank them for creating this new awareness!

CHECK AND ADJUST

One of the fastest and most effective ways to change a behavior or build a new muscle is by observing yourself in action, reflecting on what you intended and what results you actually noticed, deciding what minor adjustments to make, then trying again. It should be a continuous cycle of noticing and improving, rather than a ‘one-and-done’ activity that checks a box.

In addition to your own ‘noticing’, it’s also a great practice to seek feedback from employees on how you’re showing up, and what adjustments they would recommend or appreciate.

Develop a system to help you track your progress: define what you’re working on in a single sentence (e.g.: growing trust with employees), and what observable indicators you’ll watch to tell you how your development is going (e.g.: employee opinion surveys; one-on-one employee meetings focused on development, not just output; reduction in conflict requiring your intervention).

Top Ten LEADERSHIP Truths

By LESLIE ROHONCZY, Executive Coach (PCC), Integral Master Coach (IMC); Author of Coaching Life: Navigating Life’s Most Common Coaching Topics

1. Become a leader for the right reasons

Make sure your main motivation is about developing others to be the best versions of themselves. Striving for a title is about you. Inspirational leadership is about serving your employees.

2. Speaking truth to power

The higher you rise in the leadership ranks; the less comfortable employees will be to tell you what they really think. Make it safe for them to tell you the truth, no matter how uncomfortable it may be to hear.

3. Get to know your leadership ‘presence’

How you show up really matters. Look for the ‘shining eyes’ in your people, as evidence that they are inspired and engaged. If you don’t see their engagement, ask yourself who YOU are being as a leader, that your employees are not engaged.

4. It’s not all up to you

Don’t expect yourself to have all the answers, or to be right every single time. Be humble and understand that you don’t have to make all the decisions, it’s not your job to make everyone happy, and you don’t need to be the smartest person in the room. It’s not all up to you.

5. Be authentic

It’s a lot easier to be your authentic self than to keep track of multiple versions of yourself curated for different audiences. People are much better at sniffing out a phony than we may realize. Walk your talk; share your values; be transparent about what you think and how you feel.

6. Grow your people

Leaders get their work done through others, so build your people, not your empire. Delegate assignments with the intention to develop someone; to give them profile and recognition; to let them prove something to themselves; to help them build a new skill and experience. Don’t delegate just to get more shit done.

7. Grow your leadership EQ

It will serve you, your employees, and your bottom line much better than your IQ ever will. Accept that you’re never done learning. Invest in, grow, and regularly update your leadership toolbox. And make the time to get to know the humans who work for you. They will teach you the most valuable leadership EQ lessons.

8. Create a psychologically safe environment

If there’s lack of trust on your team, you may have a ‘nice problem’: people not willing to challenge each other or to share their questions, failures, or ideas (a.k.a. cordial hypocrisy). Make your team a judgment-free zone where employees (and leaders) can be vulnerable, fail and learn, experiment, share authentic results, and mentor each other.

9. Get out of the weeds

This is especially important at higher levels of leadership. If you love the weeds, then do the weeds work and accept that leadership is probably not for you. And don’t confuse management (planning, organizing, supervising, controlling) with leadership (inspiring your people to contribute their best).

10. Lead by example – always

Modelling behaviors can inspire employees to embrace change, innovate, and improve. Modelling accountability can increase clarity, transparency, and engagement. Modelling self-care can help with employee wellbeing and retention.