Over the years, I’ve had the privilege (and the challenge) of managing and coaching countless executives. One thing is for certain: Leadership isn’t just about delivering results; it’s about getting the most out of your people.
Here are a few lessons I’ve learned along the way:
- Be Crystal Clear. Clear expectations save everyone from confusion—and therapy. I like asking, “What did you hear me say?” You’ll be shocked by what people take away from a conversation.
- Ears Before Mouth. You have two ears and one mouth for a reason—listen more than you talk. You’ll get more insight, and your team will feel heard.
- Own Your Stuff. Accountability is like spinach—nobody loves it, but it’s good for you. Take responsibility when things go wrong. And expect the same from your team.
- Ditch the Fluff. Telling someone they did a “good job” is nice, but saying, “You saved that meeting from crashing and burning” makes your feedback unforgettable. Be specific in your praise.
- Spotlight the Good Stuff. Instead of focusing on weaknesses, help people excel where they’re already great. Build on strengths, assign work accordingly, and you’ll get better performance.
- Pass the Baton. Give your team ownership of their work. Micromanagement is like telling someone how to make toast. It’s unnecessary and demeaning. Let your people handle things their way.
- Steady as She Goes. Consistency isn’t boring—it’s comforting. Be the thermostat, not the weather. No one likes a leadership roller coaster that changes every day.
- Roll with It. Business challenges evolve, and so should you. If you’re stuck in 2015, you’re probably still using a flip phone. Be flexible and adapt.
- Walk the Walk. If you preach work-life balance but send emails at midnight, your team will notice—and likely mock you in the group chat. Lead by example.
- Keep Growing. Encourage constant learning. No one wants to be the business equivalent of a VHS tape in a streaming world. Stay current, and your team will, too. On that note, I challenge you to learn something new every week—or even every day.
- Address the Elephant in the Room. Ignoring performance issues won’t win you any points. If you let low performance linger, your team will notice, and you’ll get labeled as a “4L” leader—Likes Letting Low performance Linger. Tackle problems head-on before they bring everyone down.
Bonus Tip: Compensation Discussion. Once compensation is on the table, that’s all your people will be thinking about. If you say, “I’ll get back to you,” do it fast—because every conversation after that will be them wondering, “Is this the update?”
Managing people is the most critical function of leadership. It’s not just about strategy or vision—it’s about getting the best from those you lead. I consider it a leader’s #1 priority, and you should, too.
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