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

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

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

Four Principles for Executive Communication

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

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

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

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

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

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

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

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

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

Additional Practices That Elevate Executive Communication

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

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

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

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

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

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

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

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

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

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

How do you ensure your message is clear?

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

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

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

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

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

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

How to Structure an Effective Roadshow

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

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

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

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

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

·       Why: The purpose behind your work.

·       What: The key initiatives and progress so far.

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

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

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

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

The Benefits of Going on a Roadshow

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

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

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

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

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

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

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

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

How do you share your team’s work?

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

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

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

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

Strategies to Overcome:

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

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

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

Strategies to Overcome:

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

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

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

Strategies to Overcome:

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

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

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

Strategies to Overcome:

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

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

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

Strategies to Overcome:

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

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

When You Do Speak: Add Value with Intention

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

1. Share an Informed Perspective

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

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

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

2. Ask Strategic Questions.  Questions can:

• Clarify others’ thinking.

• Identify hidden challenges or opportunities.

• Guide the conversation toward actionable outcomes.

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

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

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

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

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

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

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

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

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

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

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

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

How do you add value in meetings?

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

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

Common Obstacles Holding People Back

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

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

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

How to Structure Stakeholder Meetings

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

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

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

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

The Benefits of Regular Stakeholder Meetings

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

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

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

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

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

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

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

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

How do you like to connect with others?

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

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

What BANI Can Look Like

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

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

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

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

Let’s Explore Strategies for Managing BANI:

Building Resilience to Handle Brittleness:

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

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

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

Supporting Mental Health to Ease Anxiety

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

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

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

Embracing Adaptability in Nonlinear Contexts

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

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

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

Cultivating Humility to Approach the Incomprehensible

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

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

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

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

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

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

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

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

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

What Ambiguity Can Look Like

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

Let’s Explore Approaches to Navigate Ambiguity

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

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

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

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

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

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

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

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

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

How do you navigate ambiguity?

Addressing Complexity At Work (VUCA Series 3/6)

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

What Complexity Can Look Like

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

Let’s explore strategies for managing complexity

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

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

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

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

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

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

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

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

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

How do you navigate complexity?

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

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

What Uncertainty Can Look Like

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

Let’s explore ways to overcome the challenges of uncertainty

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

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

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

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

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

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

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

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

How do you navigate uncertainty?

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

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

What Volatility Can Look Like

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

Let’s Look At Ways of Navigating Volatility:

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

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

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

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

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

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

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

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

How do you navigate VUCA conditions?

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

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

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

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

Strategies

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

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

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

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

Strategies

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

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

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

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

Strategies

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

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

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

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

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

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

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

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

How Do You Lead Those Senior Than You?

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

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

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

Purpose Beyond Profit: Why Leaders Need a "Why"

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

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

Finding Purpose

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

• What you love

• What you’re good at

• What the world needs

• What you can be paid for

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

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

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

Benefits of a Purpose-Driven Leadership Approach

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

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

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

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

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

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

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

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

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

What’s your purpose?

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

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

The Benefits of Knowing Your Values

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

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

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

Identifying Your Core Values

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

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

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

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

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

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

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

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

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

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

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

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

Values Check - What are yours?

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

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

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

Components of Self-Awareness

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

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

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

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

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

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

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

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

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

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

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

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

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

How Self-Aware Are You?

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

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

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

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

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

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

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

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

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

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

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

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

10. Avoid unhelpful Prefaces:

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

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

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

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

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

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

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

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

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

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

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

Concerns with Asking for Help:

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

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

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

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

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

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

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

Benefits of Asking for Help

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

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

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

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

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

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

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

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

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

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

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

The Importance of Help - When do you Ask?

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

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

Common Scenarios and Responses:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

·      I’m curious to learn what others think.

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

·       “Can you provide more context?”

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The Power of ‘I Don’t Know’

Elevating Your Networking Game: Best Practices and Proven Methods (networking series 3/4)

Whether you're a seasoned professional or just starting your career path, mastering these networking techniques can propel you toward your goals with confidence and purpose.

Before Networking Beings: Prepare for Success:

1. Craft Your Elevator Pitch.  The question, “What do you do,” is one that many dread because they do not like talking about themselves or are not sure how to do it effectively.  Instead of responding with your profession, “I’m a Product Engineer,” you can talk about the problem you solve or the passion that drives you before sharing your role.  You should deliver it succinctly in less than 90 seconds and choose a starting point that resonates with your audience's interests.

1A. Start with the Problem.  For example, “Most small businesses fail; I am a VP at X company focused on helping budding entrepreneurs be successful. I teach them to write impactful business plans, perfect their pitches, and get seed funding so they can beat the odds and live their dream as a business owner depositing positive impact.”

1B. Start with Passion.  Share your enthusiasm for your work and its impact.  For example, “I live to make other people successful.  As a Communication Coach, I help business leaders with their executive presence so they are noticed in the boardroom, inspirational speeches so they can empower their teams to do great things, and influencing skills to better collaborate with their stakeholders to get work done.  If you wanted to start with your role before sharing your passion, you could say, “As a Sr. Director of Member Experiences, I am passionate about championing technology to solve business problems and creating delightful customer experiences.  One product I helped to create recently positively impacted customers as they were able to… .”

2. Define your Current Networking Goal.  Clarify your objectives, whether finding a mentor, advancing your career, growing your business, or building a professional support network.  Understanding what success looks like enables you to network with intention. 

3. Identify Key Contacts.  If you are attending a big event, it can be overwhelming not to have a plan.  However, if you can access the invite list and research and target individuals who align with your goals before attending, that can be effective. You can even email them in advance about your excitement in connecting.   This proactive approach will save time and energy, especially for introverts who can quickly get drained.  Instead of being exhausted by a 2–3-hour event, if you have met your goal and had three meaningful connections, you can leave after 40 minutes to not get burned out by the experience.  While this is just a tentative plan, if you meet people who are not on your list and the interaction is fruitful, you can also consider that a success. 

4. Prepare Your Ask.   If an opportunity presents itself, for example, they say, “I love what you are trying to do; how can I help you?”  It would be a missed chance if you had nothing meaningful to ask.  You may want an introduction with their peer or an opportunity to connect again to learn about their career journey because you want to make a similar shift.  When in doubt, asking for learning and connection opportunities is always good.

5. Define your Offer.  Consider 1-3 things you can offer in case they need assistance.  It is essential to understand your time constraints so you can provide an appropriate offer with the allotted time you have to spare.  

5. Create a List of questions.  Prepare a few engaging questions to facilitate meaningful conversations.  Having them ready in advance alleviates the pressure and fosters genuine interactions.  This will be the focus of the next article.

6. Craft Short stories.  You can prepare 1-2 interesting anecdotes to captivate your audience and illustrate your experiences.   You can reuse the same tales in different settings, and as you continue to network, you can gain inspiration to create more based on what others share so you can enhance your repertoire.

During Networking: Navigating Conversations with Finesse

1. Ask Thoughtful Questions.  It is refreshing to get asked questions that are not frequently asked.  Instead of doing what others do by asking typical inquiries such as, “What do you do,” you can encourage meaningful dialogue, “What’s your favorite part of your work?  “What’s been energizing you personally and professionally this month?  What’s the last thing you learned?"  What’s one way you hope to grow this year?”  You can lead the way by responding first to foster authentic exchanges.

2. Demonstrate Active Listening Skills.  Dale Carnegie says to be interested rather than interesting.  The sentiment concerns allowing others to talk, not just dominating the conversation.  When you listen to people, you are not cued up with the next thing to say; instead, you are picking up on something important and asking follow-up questions.  It is always helpful to listen to what they value or to the bigger picture and give them opportunities to talk more about that.

3. Find shared interests.  Find common ground to establish rapport and deepen connection.  They may mention that they just returned from traveling to a city and you had a fantastic experience there.  You can share a memorable restaurant and discover your love of food or the beauty of the city.  Small talk can lead to significant discoveries and lay the foundation for meaningful relationships.  For example, you learn it always snows where they live and ask how they take advantage of that weather.  They respond with their passion for skiing, which you happen to share, you will have much to explore on that topic.  Or that they live in a town with popular sports teams, and you can connect over that.

4. Offer Appropriate Vulnerability.  Share relatable anecdotes or experiences.  There is a phenomenon called the Beautiful Mess Effect, put forth by a team of psychologists writing in the Journal of Personality and Social Psychology, which states that contrary to our worst fears, having the courage to show our vulnerabilities is often rewarded and viewed more favorably by others.  When sharing a time that you screwed up in a low-risk way or something similar can breed trust and strengthen the relationship.

Post-Networking: Sustaining and Nurturing Connection

1. Send Follow-up Messages.  Reach out to those you connected with, expressing gratitude and suggesting future interactions.  For example, “It was great meeting you. I enjoyed what you said about X, and I’d love to connect again; you mentioned you would be at the X conference in 2 months; maybe we can grab lunch there?  If you do not have an event coming up, consider following up every few months.  Building networks, while important, never feels urgent, and when you consistently reach out, you lay the foundation to develop strong relationships long before you might need anything. 

2. Reach Out to Missed Connections.  Do not hesitate to contact individuals you intended to meet but did not have the chance to connect with.  Express your interest in engaging further and propose alternative meeting options.  For example, “I attended this event and was looking forward to chatting with you because of your work in this area; I’d still love a chance to connect via Zoom or set up a coffee chat.  Please let me know if a time window might work best for your schedule; I am happy to accommodate whatever might work for you.”

3. Maintain a Tracker.  Keep a record of your networking interactions, including dates, where you met them, topics discussed, and follow-up actions such as when you would like to connect next and over what topic.  If you are finding interesting articles that they may enjoy, you can send them to keep the connection alive, but be sure to personalize the message and be thoughtful about what you are sending.  I know you said you were traveling to Belgium next month. I came across this interesting article about this new exhibit that opened, and I thought you might enjoy it given your love of art.

Record your networking interactions, including dates, topics discussed, and follow-up actions.  Regularly update and review your tracker to stay on top of your networking efforts.

By implementing these strategies, you can navigate networking with confidence and purpose, unlocking numerous opportunities along the way.  Networking is not just about making connections—it's about cultivating meaningful relationships that can enrich your personal and professional life.

Quote of the day: “Your network is your net worth.” -Peter Gale

Question:  What’s your best networking strategy?  Comment and share below; we’d love to hear from you!

The final blog in this series 4/4 will focus on effective networking questions and frameworks.

As a leadership development and executive coach, I work with leaders to strengthen their internal and external networking approaches for win-win opportunities. Contact me to explore this topic further.

How do you network effectively?

Navigating Networks: Exploring the Pathways to Professional Success (networking series 2/4)

Building on the previous article focused on the challenges and benefits of networking, this article delves into the diverse types of networks available to assist you in achieving your goals.

Let’s explore three types:

1. Internal Network.  In your workplace, if you are a part of a small team at a medium to large company, you may only spend time with your manager, direct reports, and peers you collaborate with.   Engaging with people in different parts of the company is helpful to broaden your understanding of the business and uncover potential collaborative opportunities.  These relationships usually do not happen organically, they must be intentionally cultivated.  When you go to a company event, do not just gravitate to the people you already know, set a goal to get to know a few people you have never spoken to and start building those relationship.

2. External Network.  These avenues offer opportunities to connect beyond the confines of your workplace.  Executives are likelier to build connections through conferences, events, and cross-industry professional networking groups.  Managers and directors are more likely to develop their networks through past and current colleagues.  Let’s take a look at a few:

2A. Industry Conferences.  These are places to connect with people in your same industry.  For example, you may attend SHRM (Society of Human Resource Management), one of the world’s largest conferences for HR professionals to learn about industry trends.

2B.  Role/Function Conferences.  These events attract people in your same position.  For example, you may attend ProductCon, the world’s largest conference that takes place 4x a year and gathers people from around the world in this Product Manager or adjacent roles to explore the hottest topics in the space.

2C. Mixed Conferences or Professional Organizations. These conferences usually have a blend of people from different roles and industries. For example, Chief is one of the largest professional female Organizations that brings together C-Level and Vice President leaders in various companies in various roles to empower great leaders. As an Executive Coach and Group Facilitator at this organization, many women have expressed to me how incredibly valuable it has been personally and professionally to tackle similar challenges.

2D. Skill-Based Networking.   You can take classes, certifications, or workshops to strengthen your abilities.  That is usually a great place to meet people because you already have similar interests and can create a relationship as a learning partner.

3. Social Networking.  In addition to professional settings, social gatherings, and community activities also serve as networking opportunities.  Join local meetups, volunteer organizations, and Facebook groups, or engage in neighborhood activities to connect with individuals with common interests.  These interactions, while primarily personal, can offer unexpected professional benefits. 

4. Existing Personal Network.  Reconnect with individuals from your past, including former classmates, coworkers, and neighbors.  These "weak ties" can prove invaluable in connecting you with new opportunities and resources.  Don't underestimate the power of rekindling old connections.

By understanding the diverse landscapes of networking, you can strategically navigate the process and leverage each network's unique benefits.

Quote of the day: "Succeeding in business is all about making the right connections." - Richard Branson

Question:  Which unexpected place did you have success with networking?  Comment and share below; we’d love to hear from you!

The next blog in this series, 3/4, will focus on how to network effectively.

As a leadership development and executive coach, I work with leaders to strengthen their internal and external networking approaches for win-win opportunities. Contact me to explore this topic further.

Where do you prefer to network?

Recognizing and Navigating Credit Theft in the Workplace (Taking Credit Series 1/2 )

Have you ever found yourself in a situation where you put in the hard work on a project, only for someone else to take credit for your efforts?  It's an unfortunate scenario that can be demoralizing, but there are effective strategies to set the record straight and address this issue.

This article will delve into common ways credit can be unjustly claimed, and the next one will explore strategies to respond effectively.

Common Scenarios of Credit Theft:

1. Peers who Share your Ideas.  Picture this scenario - you share your innovative ideas with peers, and they either remain silent or attempt to discourage you.  Later, in front of leadership, one of them presents your idea as their own, which is well-received, and they are now put in charge of the project.

2. Colleagues Omitting Credit for Your Work.  When collaborating on a project, a coworker presents to leadership and consistently uses "I" instead of "We" without mentioning your contributions.  It can be frustrating when you added just as much, if not more, and because they were the face of the project, they assumed all the credit, even if you were the more prominent behind-the-scenes player.

3. Boss is Taking Credit For Your Work.  Imagine spending weeks developing a strategy, only for your boss to present it to his leadership team as his own without acknowledging your contribution.  They were even on PTO during part or most of the planning process and were not really clued into all the details, yet they were the mouthpiece for the plan. What’s most egregious is that you only learned that they presented it as their own and gave you no credit when you had a conversation with his peer about getting promoted and they responded that you needed to strengthen your strategy-setting muscle.   You are baffled because you just built the whole strategy for the next year so you conclude that your name was not attached to your body of work.

Credit taken is quite common in politics.  Representative Pete Stauber voted against Biden’s bipartisan infrastructure bill in Nov. 2023.  Yet months later, in January 2024, he bragged how excited he was to have received funding for Minnesota’s 8th Congressional District to improve 29 airports without saying where the money had come from.  He aimed to take credit for other people’s hard work by bragging about something he was directly against.

4. Ideas Taken During Meetings.   You may start to share an idea in a meeting, only to have your audience initially overlook it.  Later, another person repackages and presents your idea as their own, receiving a positive response from the attendees.  Something similar to this situation happened recently with one of my clients; she was the idea’s originator and brought in partners along the way for others to pitch in on small areas when needed. During one meeting, when she was presenting, one of the partners spoke up and added information and ended up assuming control of the meeting because all the future questions were directed to him.  He provided the answers like he had been working on it from the beginning, even though he led only a small part and was not the overseer and was brought in well after the projects started.

5. Appropriation in Professional Networks.  Entrepreneurs and independent contractors may face this in a professional network group that aims to support each other.  You may be sharing some ideas, perhaps, a workshop you want to run, and you want to get feedback from the group.  You later learn that your peer has packaged that program and started offering a version on their website without your permission. This feels hard because a lot of trust has been betrayed; you offered your ideas to get supported and not copied for others to profit.   Or, if you are doing an exercise on defining your mission and niche and others have shared their first draft and they seem really unclear, then you share yours, which is well articulated and thought out and you realize as the program continues, people are now using your niche because your work has influenced their thinking.  This can be quite frustrating because you put so much time and effort into getting clear on your authentic messaging and having it on your website, and they come in and try to take some of that language and shortcut the process for themselves.

6. Ideas Taken in Interviews.   During interviews or proposal submissions, you share ideas on workshops you want to deliver with the hiring manager. You do not get hired for the job but later learn that big pieces of your presentation were used by their internal team to deliver the content and exercises. It almost felt like the meeting was taken just to get fresh perspectives on what to do with no intention of procuring an outside contractor.

7. Diminished Introductions by Others.   Sometimes, peers or colleagues may introduce you in a reduced capacity, downplaying your role or contributions to a project.  I had a client who was running a project and was designated as the primary liaison for the visiting CEO.  Her peer who initially received the CEO introduced my client in a reduced capacity, basically saying she was helping to take care of some local logistical pieces even though she had a much bigger role. She has been misrepresented, and I would love to correct the record, but I do not want to seem petty.

Credit theft in the workplace is an unfortunate reality that many individuals face. It occurs for various reasons, ranging from insecurity and competitiveness to a lack of awareness about the importance of giving credit where it's due. By recognizing the common scenarios in which credit theft occurs, we can better prepare ourselves to respond.

Quote of the day: "Real integrity is doing the right thing, knowing that nobody's going to know whether you did it or not." - Oprah Winfrey

Question: Do you have examples of when somebody took credit for your work?  How did you respond?  Comment and share your experiences below; we’d love to hear.

The next blog in this series 2/2 will focus on strategies for reclaiming credit after a robbery. 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

Has somebody taken credit for your ideas? What did you do?

Making your promotion case: Preparing for Career Advancement Conversations (Self-advocacy series 4/7)

Asking for a promotion or raise can be intimidating, often causing individuals to shy away from a potentially uncomfortable conversation. However, it's crucial to advocate for yourself and seize opportunities for professional growth. In this article, we will explore three key steps to put your promotion case together and be ready for the conversation.

1. Document Your accomplishments.  Before approaching the conversation, document your top 3-5 achievements across various work areas.  Specify the strategies you employed, the results achieved, and the context in which you operated. For instance, describe how when you took over the customer success team at the beginning of the year, they lacked infrastructure and fell short of their targets.  You restructured the team, defined clear roles and responsibilities, introduced new metrics and processes, and achieved a 10% customer growth during layoffs and fewer resources. 

You can document your wins as a leader and the impact on teams and culture.  Maybe you have created a high-performing team that receives consistent positive feedback from key cross-functional partners and have gotten your people promoted and recognized throughout the organization.   For culture, perhaps you led successful offsites that resulted in more cohesive teams and the reduction of silos or put in place a series of cultural practices that have increased engagement and morale, innovation, retention, and high performance.  Or, you are a great culture carrier and can be relied on to do the right thing and represent the organization the way it wants.

It is helpful to keep a running list of accomplishments that you add to monthly so that when it is time for your promotion, you already have the information; it is just a matter of packaging it into three big advancements.  If you are not delivering your results, it may be challenging to get promoted.  In that case, do not just evaluate the last six months to a year, but look at a longer horizon to see how the context and global factors have played a role.  Maybe the expectations have shifted, and your new bar for success should be just maintaining the current customer base rather than gaining 5% additional customers because this is in the context of your competitors seeing a norm of 10% loss.  You could have set your goals when the context was much different, so you must adjust expectations. 

2. Share Your Vision & Benefits.  If your track record and accomplishments are about the past, the other focus should be on your future potential and how you show you are a franchise player.  What is your vision for your role and the department in the short and long term?  Where do you want to take it?   Connect the dots to demonstrate how your promotion can benefit your unit, other teams, and the entire organization.   Explain how the promotion will empower you to accomplish more.  Consider how it will enhance your ability to collaborate with other department heads because they want to work with their title peers.  If you are already great at people management, a bigger team will allow you to have more impact in bringing out people’s best, contributing to engagement and retention, and the goal of entering new markets.  Always tie your case back to the business benefits and the advantages for the team and company.

2A. Use the “I /We” Formula.  Alexander Carter, Columbia Law Professor & Negotiation Expert advocates using this formula to emphasize multiple benefits.  “Here’s what I’m asking, and here’s how we, as an organization, will benefit from my enhanced role.”   “If you bring me in at the VP level, we, as an organization will benefit from the combination of operational and technical experience.”  Making a case that is just about you is a losing proposition.  For example, “I really need this because my kid is entering college this year.”  Aim to maintain your objectivity.

2B. Identify Your Successor.  In your vision, name your potential successor.  Ideally, you have been grooming them to step into your role seamlessly.  If this is not the case, perhaps your possible appointment recently took a job elsewhere, outline a plan to prepare an internal candidate or consider external hiring to bridge any skill gaps needed for the team’s growth.   

3. Convey Passion.  Express your enthusiasm and passion for a more extensive scope and opportunity. Make it clear why you're driven to take on more responsibility and how it will invigorate your work. Demonstrating your eagerness reduces uncertainty and inspires confidence in those who support your advancement and may be taking risks. Let your passion shine through to energize yourself and also those around you.

When it comes to requesting a promotion, preparation is critical.  Have a concise statement highlighting your current achievements, aspirations, and the reasons driving your pursuit. 

Quote of the day. “Opportunities don’t happen. You create them.” -Chris Grosser

Question of the Day. What lessons have you learned about asking for a promotion?  What worked and what hasn’t? Comment and share below; we’d love to hear from you!

The next blog in this series 5 /7 will focus on refined strategies for influencing. 

As a leadership development and executive coach, I work with leaders to communicate effectively including strategically self-promoting, contact me to explore this topic further.

What’s your approach to asking for a promotion?