February 3, 2025 • 15 mins
The episode explores essential leadership skills, focusing on self-awareness, emotional intelligence, and effective communication as foundations for success in any organisation. By providing practical strategies and addressing common challenges, our hosts aim to empower listeners to enhance their leadership journey.
• Discusses the evolving concept of modern leadership
• Distinguishes leadership from management
• Highlights the importance of self-awareness and emotional intelligence
• Emphasises effective communication as a leadership pillar
• Describes strategies for building team trust and dynamics
• Explains the art of delegation and empowering team members
• Stresses the importance of creating an inclusive environment
• Encourages continuous learning and skill development
• Addresses common leadership challenges and strategies to overcome them
• Concludes with actionable steps for immediate leadership improvement
More info on Leadership Skills:
How to Improve Leadership Skills: 17 Strategies for Success
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Keep striving, keep thriving, and we’ll see you next time on Bestofmotivation.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:05):
Welcome to Best of Motivation, the podcast where we
explore powerful ideas totransform your life and career.
I'm your host, Nelson, and withme today is my co-host, Sarah.
Speaker 2 (00:15):
Hi everyone, Really excited to dive into today's
topic.
Speaker 1 (00:20):
Today we're tackling something that's absolutely
crucial for anyone looking toadvance their career or make a
bigger impact in theirorganization Leadership skills
development.
Speaker 2 (00:31):
And this couldn't be more timely.
You know, nelson, I was justreading that companies are
investing billions annually inleadership development because
they recognize how critical itis for success, how critical it
is for success.
Speaker 1 (00:45):
Absolutely right, Sarah.
Whether you're currently in aleadership position or aspiring
to take on more responsibility,the skills we're going to
discuss today are going to beinvaluable for your professional
growth.
Speaker 2 (00:59):
And what I love about this topic is that leadership
isn't just for people with fancytitles.
These skills can benefit anyone, at any level of an
organization.
Speaker 1 (01:09):
Exactly Over the next hour we're going to break down
what modern leadership reallymeans, share practical
strategies for developing theseskills and discuss how to
overcome common challenges thatleaders face.
Let's dive into what leadershipreally means in today's
(01:36):
workplace.
You know it's fascinating howthe concept of leadership has
evolved over the years.
Speaker 2 (01:43):
That's right, Nelson.
We've moved so far away fromthe old command and control
style of leadership that wascommon decades ago.
Today's leadership is much moreabout influence and inspiration
than just giving orders.
Speaker 1 (01:54):
Absolutely.
I think one of the biggestmisconceptions people have is
confusing leadership withmanagement.
While both are important,they're quite different.
Speaker 2 (02:05):
Could you break down that distinction for our
listeners?
Nelson?
Speaker 1 (02:08):
Sure Management is about organizing, planning and
making sure day-to-dayoperations run smoothly.
Speaker 2 (02:20):
Leadership, on the other hand, is about setting
direction, inspiring people andcreating an environment where
teams can thrive.
I love that distinction and youknow what I find interesting.
I love that distinction and youknow what I find interesting.
Some of the best managersaren't necessarily great leaders
, and some great leaders mightnot be the most organized
managers.
Speaker 1 (02:31):
Exactly.
There's this great quote byPeter Drucker that really
captures this Management isdoing things right.
Speaker 2 (02:42):
Leadership is doing the right things and in today's
rapidly changing businessenvironment, leadership skills
are more crucial than ever.
With remote work, technologicalchanges and increasingly
diverse workplaces, leaders needto be incredibly adaptable.
Speaker 1 (02:54):
You're absolutely right.
Modern leaders need to navigateuncertainty, drive innovation
and create inclusiveenvironments where everyone
feels valued and heard andcreate inclusive environments
where everyone feels valued andheard.
Speaker 2 (03:06):
I've seen statistics showing that companies with
strong leadership aresignificantly more likely to
outperform their competitors inareas like profitability and
employee engagement.
Speaker 1 (03:13):
That's fascinating, and what's really encouraging is
that these leadership skillscan be developed.
It's not something you're bornwith.
It's something you can learnand improve over time.
Speaker 2 (03:23):
This is such an important point, nelson.
Sometimes people think, well,I'm not a natural leader, so I
can't be one, but that's justnot true.
Speaker 1 (03:31):
Absolutely not.
Leadership is a skill set thatcan be cultivated through
deliberate practice,self-reflection and a
willingness to learn from bothsuccesses and failures.
Now that we understand whatleadership means today, let's
(03:54):
talk about the core foundationsthat every great leader needs to
develop.
Self-awareness is really whereit all begins.
Speaker 2 (04:01):
That's so true, nelson.
I've found that beingself-aware has been crucial in
my own leadership journey.
It's about truly understandingyour strengths, weaknesses and
how your actions impact others.
Speaker 1 (04:12):
I remember when I first started leading teams, I
thought I was being clear withmy expectations, but my team
seemed confused.
It wasn't until I reallyreflected on my communication
style that I realized I wasassuming too much.
Speaker 2 (04:24):
That's a perfect example of how self-awareness
leads to better emotionalintelligence, which is our
second foundation.
Can you share more about howyou addressed that communication
gap?
Speaker 1 (04:34):
Well, I started asking for regular feedback from
my team and really listening totheir responses.
It helped me understand thatwhat seemed obvious to me wasn't
always clear to others.
This ties directly intoemotional intelligence being
able to read the room and adjustyour approach accordingly.
Speaker 2 (04:51):
And emotional intelligence is really about
understanding both your ownemotions and those of others,
isn't it?
I found it particularly helpfulin difficult conversations.
Speaker 1 (05:00):
Absolutely.
Can you share an example of howyou've used emotional
intelligence in your leadership?
Speaker 2 (05:06):
Sure.
Last year I had a team memberwho was consistently missing
deadlines.
Instead of immediatelyreprimanding them, I took the
time to understand what wasgoing on.
Turns out they were dealingwith some personal issues that
were affecting their work.
By showing empathy and workingtogether on a solution, we
actually strengthened ourworking relationship.
Speaker 1 (05:26):
That's a perfect example of how emotional
intelligence and effectivecommunication work together.
Speaking of communication,would you say that's the third
crucial foundation, definitely.
Speaker 2 (05:37):
Clear communication is like the glue that holds
everything together.
Definitely, Clear communicationis like the glue that holds
everything together.
It's not just about speakingclearly.
It's about listening actively,providing constructive feedback
and ensuring your messageresonates with different types
of people.
Speaker 1 (05:52):
I've found that the best leaders adapt their
communication style based on whothey're talking to.
Sometimes you need to be directand concise, other times more
collaborative and exploratory.
Speaker 2 (06:03):
Exactly, and in today's digital world, we need
to be effective communicatorsacross multiple channels,
whether it's in person, on videocalls or through written
communication.
Speaker 1 (06:13):
This reminds me of something I learned early in my
career the importance ofchecking for understanding.
It's not enough to just delivera message.
You need to ensure it's beenreceived and interpreted
correctly.
Let's dive into what I considerone of the most critical
aspects of leadership buildingtrust and creating strong team
(06:38):
dynamics.
You know, trust really is thefoundation of any successful
team.
Speaker 2 (06:43):
Absolutely, nelson, and what's interesting is that
trust isn't something you candemand.
It has to be earnedconsistently over time.
I found that transparency iskey here.
Speaker 1 (06:53):
That's right.
I remember a situation where Ihad to deliver some tough news
about budget cuts.
Instead of sugarcoating it, Iwas completely honest with my
team about the challenges wewere facing and involved them in
finding solutions.
Speaker 2 (07:06):
How did your team respond to that approach?
Speaker 1 (07:08):
They actually appreciated the honesty.
It showed them that I trustedthem enough to handle difficult
information and in turn theytrusted me more.
But let's talk about delegation.
That's another crucial aspectof building strong teams.
Speaker 2 (07:22):
Oh yes, and this is where many new leaders struggle.
They often confuse delegationwith dumping tasks on others.
Real delegation is aboutempowering your team members and
helping them grow.
Speaker 1 (07:32):
I'd love to hear how you approach delegation Sarah.
What's your strategy?
Speaker 2 (07:36):
I always start by matching tasks to people's
strengths and development goals.
For example, I had a teammember who wanted to improve
their presentation skills, so Ideliberately delegated client
presentation opportunities tothem, while providing support
and guidance along the way.
That's brilliant.
Speaker 1 (07:53):
It's not just about getting work done.
It's about creating growthopportunities.
And speaking of opportunities,let's talk about creating an
inclusive environment.
Speaker 2 (08:01):
This is so important.
Inclusion isn't just aboutdiversity metrics.
It's about making sure everyonefeels valued and heard.
I make it a point to activelyseek input from quieter team
members during meetings.
Speaker 1 (08:12):
I've found that having regular one-on-ones helps
too.
It gives people a safe space toshare ideas they might not feel
comfortable expressing in agroup setting.
Speaker 2 (08:20):
Exactly, and something else that's worked
well for me is creatingcross-functional projects where
team members from differentbackgrounds and departments can
collaborate.
Speaker 1 (08:29):
That's a great point.
These collaborations often leadto more innovative solutions
because you're bringing togetherdifferent perspectives and
experiences.
Speaker 2 (08:36):
And it helps break down silos too.
Experiences, and it helps breakdown silos too.
I've seen amazing results whenpeople from different
departments start understandingeach other's challenges and
working together to solve them.
Speaker 1 (08:52):
Now let's shift gears and talk about something that's
really exciting how leaders cankeep growing and developing
their skills.
You know, leadership isn't adestination, it's a journey.
Speaker 2 (09:01):
Couldn't agree more, Nelson, and what's fascinating
is how many different ways thereare to grow as a leader.
I'm a big believer incontinuous learning, whether
that's through books, courses orsimply learning from
experiences.
Speaker 1 (09:14):
I've actually started blocking out two hours every
week specifically for leadershipdevelopment.
Sometimes it's reading,sometimes it's taking an online
course.
What's your approach tocontinuous learning, sarah?
Speaker 2 (09:24):
I love that structured approach.
For me, it's about settingsmart goals for my leadership
development.
Last quarter, I specificallyfocused on improving my public
speaking skills.
I set measurable targets, likedelivering at least one
presentation per week, andtracked my progress.
Speaker 1 (09:40):
That's really practical.
Can you share how that workedout?
Speaker 2 (09:44):
Well, at first it was intimidating, but by breaking
it down into specific goals andmeasuring my progress, I saw
real improvement.
My team's feedback showed thatmy message clarity improved by
about 40% over three months.
Speaker 1 (09:56):
That's impressive.
You know what I've found reallyhelpful Leadership exercises
and role-playing scenarios.
Speaker 2 (10:03):
Oh, tell me more about that.
What kind of exercises haveworked for you?
Speaker 1 (10:06):
Recently, I introduced something called
leadership shadowing in my team.
Each team member gets to shadowa leader in different
departments for a day.
The insights they gain areincredible and it helps them
understand leadership fromdifferent perspectives.
Speaker 2 (10:20):
That's brilliant.
I might borrow that idea.
I've been using what I callfeedback roundtables, where
everyone shares one piece ofpositive and one piece of
constructive feedback with theircolleagues.
Speaker 1 (10:30):
How do people usually respond to that level of
openness?
Speaker 2 (10:34):
Initially there was some hesitation, but now it's
become a valuable part of ourteam culture.
People actually look forward tothese sessions because they
know it's about growth, notcriticism.
Speaker 1 (10:45):
It's amazing how these practical exercises can
make such a difference.
I've also found thatdocumenting my leadership
journey in a daily journal hasbeen transformative.
Speaker 2 (10:53):
Yes, reflection is so powerful.
I actually combine myjournaling with what I call my
leadership experiments, tryingout new approaches and
documenting what works and whatdoesn't.
Speaker 1 (11:12):
Let's tackle something that every leader
faces at some point the commonchallenges of leadership.
I know I've had my fair shareof tough moments.
Speaker 2 (11:21):
Absolutely, nelson, and I think one of the biggest
challenges many leaders face isimposter syndrome, that nagging
feeling that you're notqualified enough or that you're
somehow fooling everyone.
Speaker 1 (11:32):
I've definitely been there.
You know, just last month I wasleading a major project and
caught myself wondering if I wasreally the right person for the
job.
Speaker 2 (11:40):
How did you overcome that feeling?
Speaker 1 (11:42):
I started keeping a wins folder documenting my
successes and positive feedback.
It's amazing how reviewingthose can help combat those
self-doubts.
What about you, sarah?
Speaker 2 (11:51):
For me, it's about remembering that even the most
successful leaders have momentsof doubt.
I also find that beingtransparent about these feelings
with trusted colleaguesactually helps build stronger
connections.
Speaker 1 (12:02):
That's a great point.
Speaking of challenges, let'stalk about conflict resolution.
I think many leaders strugglewith addressing conflicts head
on.
Speaker 2 (12:10):
Absolutely.
I've learned that the worstthing you can do is ignore
conflicts, hoping they'llresolve themselves.
They rarely do.
Speaker 1 (12:17):
What's your approach to handling team conflicts?
Speaker 2 (12:20):
I use what I call the listen-acknowledge-plan method.
First listen to all partieswithout judgment.
Then acknowledge everyone'sperspectives, finally work
together on an action plan.
Speaker 1 (12:31):
That's really systematic.
I've found that managingdifferent personality types can
be just as challenging ashandling conflicts.
Speaker 2 (12:40):
Oh yes, in my team I have both highly analytical
introverts and very energeticextroverts.
The key is adapting yourleadership style to each person.
Speaker 1 (12:48):
Exactly.
I've learned that some teammembers need detailed
instructions, while othersprefer more autonomy.
The trick is recognizing thesedifferences and being flexible.
Speaker 2 (12:58):
And sometimes what works for one person might
completely backfire with another.
I remember trying to motivatean introvert by putting them in
the spotlight.
Big mistake.
Speaker 1 (13:07):
That's such an important lesson.
Leadership isn'tone-size-fits-all, is it?
Speaker 2 (13:11):
Not at all.
The best leaders are likechameleons, able to adapt their
style while staying authentic totheir core values.
Speaker 1 (13:25):
As we wrap up today's episode, I want to take a
moment to recap the key insightswe've shared about developing
strong leadership skills.
Speaker 2 (13:32):
It's been such a rich discussion, Nelson.
I think one of the mostimportant takeaways is that
leadership isn't somethingyou're born with.
It's a skill that can bedeveloped and refined over time.
Speaker 1 (13:42):
Absolutely.
We talked about how modernleadership starts with
self-awareness and emotionalintelligence, which are
fundamental to building strongrelationships with your team.
Speaker 2 (13:50):
And don't forget the importance of effective
communication.
Being clear, transparent andconsistent in your messaging can
make such a difference in howyour team responds to your
leadership.
Speaker 1 (14:01):
One point that really stood out to me was about
building trust throughdelegation and creating an
inclusive environment.
You can't be an effectiveleader if your team doesn't
trust you.
Speaker 2 (14:11):
Speaking of trust, we also discussed how
vulnerability and authenticityactually strengthen your
leadership rather than weaken it.
Speaker 1 (14:18):
For our listeners, who want to start improving
their leadership skills rightaway.
What would be your top threeactionable steps, Sarah?
Speaker 2 (14:24):
First, start a daily reflection practice.
Even just five minutes can helpbuild self-awareness.
Second, actively seek feedbackfrom your team and peers.
And third, choose oneleadership skill to focus on
each month and create specificgoals around improving it.
Speaker 1 (14:40):
Those are excellent suggestions.
I'd add that finding a mentoror joining a leadership
development group can reallyaccelerate your growth as a
leader.
Speaker 2 (14:49):
Before we close, remember that leadership is a
journey, not a destination.
Even the most experiencedleaders are constantly learning
and growing.
Speaker 1 (14:58):
That's right.
Thank you all for joining ustoday on Best of Motivation.
We hope you found valuableinsights to help you on your
leadership journey.
Until next time, keep leadingand keep growing.
Welcome to Best of Motivation, the podcast where we
explore powerful ideas totransform your life and career.
I'm your host, Nelson, and withme today is my co-host, Sarah.
Speaker 2 (00:15):
Hi everyone, Really excited to dive into today's
topic.
Speaker 1 (00:20):
Today we're tackling something that's absolutely
crucial for anyone looking toadvance their career or make a
bigger impact in theirorganization Leadership skills
development.
Speaker 2 (00:31):
And this couldn't be more timely.
You know, nelson, I was justreading that companies are
investing billions annually inleadership development because
they recognize how critical itis for success, how critical it
is for success.
Speaker 1 (00:45):
Absolutely right, Sarah.
Whether you're currently in aleadership position or aspiring
to take on more responsibility,the skills we're going to
discuss today are going to beinvaluable for your professional
growth.
Speaker 2 (00:59):
And what I love about this topic is that leadership
isn't just for people with fancytitles.
These skills can benefit anyone, at any level of an
organization.
Speaker 1 (01:09):
Exactly Over the next hour we're going to break down
what modern leadership reallymeans, share practical
strategies for developing theseskills and discuss how to
overcome common challenges thatleaders face.
Let's dive into what leadershipreally means in today's
(01:36):
workplace.
You know it's fascinating howthe concept of leadership has
evolved over the years.
Speaker 2 (01:43):
That's right, Nelson.
We've moved so far away fromthe old command and control
style of leadership that wascommon decades ago.
Today's leadership is much moreabout influence and inspiration
than just giving orders.
Speaker 1 (01:54):
Absolutely.
I think one of the biggestmisconceptions people have is
confusing leadership withmanagement.
While both are important,they're quite different.
Speaker 2 (02:05):
Could you break down that distinction for our
listeners?
Nelson?
Speaker 1 (02:08):
Sure Management is about organizing, planning and
making sure day-to-dayoperations run smoothly.
Speaker 2 (02:20):
Leadership, on the other hand, is about setting
direction, inspiring people andcreating an environment where
teams can thrive.
I love that distinction and youknow what I find interesting.
I love that distinction and youknow what I find interesting.
Some of the best managersaren't necessarily great leaders
, and some great leaders mightnot be the most organized
managers.
Speaker 1 (02:31):
Exactly.
There's this great quote byPeter Drucker that really
captures this Management isdoing things right.
Speaker 2 (02:42):
Leadership is doing the right things and in today's
rapidly changing businessenvironment, leadership skills
are more crucial than ever.
With remote work, technologicalchanges and increasingly
diverse workplaces, leaders needto be incredibly adaptable.
Speaker 1 (02:54):
You're absolutely right.
Modern leaders need to navigateuncertainty, drive innovation
and create inclusiveenvironments where everyone
feels valued and heard andcreate inclusive environments
where everyone feels valued andheard.
Speaker 2 (03:06):
I've seen statistics showing that companies with
strong leadership aresignificantly more likely to
outperform their competitors inareas like profitability and
employee engagement.
Speaker 1 (03:13):
That's fascinating, and what's really encouraging is
that these leadership skillscan be developed.
It's not something you're bornwith.
It's something you can learnand improve over time.
Speaker 2 (03:23):
This is such an important point, nelson.
Sometimes people think, well,I'm not a natural leader, so I
can't be one, but that's justnot true.
Speaker 1 (03:31):
Absolutely not.
Leadership is a skill set thatcan be cultivated through
deliberate practice,self-reflection and a
willingness to learn from bothsuccesses and failures.
Now that we understand whatleadership means today, let's
(03:54):
talk about the core foundationsthat every great leader needs to
develop.
Self-awareness is really whereit all begins.
Speaker 2 (04:01):
That's so true, nelson.
I've found that beingself-aware has been crucial in
my own leadership journey.
It's about truly understandingyour strengths, weaknesses and
how your actions impact others.
Speaker 1 (04:12):
I remember when I first started leading teams, I
thought I was being clear withmy expectations, but my team
seemed confused.
It wasn't until I reallyreflected on my communication
style that I realized I wasassuming too much.
Speaker 2 (04:24):
That's a perfect example of how self-awareness
leads to better emotionalintelligence, which is our
second foundation.
Can you share more about howyou addressed that communication
gap?
Speaker 1 (04:34):
Well, I started asking for regular feedback from
my team and really listening totheir responses.
It helped me understand thatwhat seemed obvious to me wasn't
always clear to others.
This ties directly intoemotional intelligence being
able to read the room and adjustyour approach accordingly.
Speaker 2 (04:51):
And emotional intelligence is really about
understanding both your ownemotions and those of others,
isn't it?
I found it particularly helpfulin difficult conversations.
Speaker 1 (05:00):
Absolutely.
Can you share an example of howyou've used emotional
intelligence in your leadership?
Speaker 2 (05:06):
Sure.
Last year I had a team memberwho was consistently missing
deadlines.
Instead of immediatelyreprimanding them, I took the
time to understand what wasgoing on.
Turns out they were dealingwith some personal issues that
were affecting their work.
By showing empathy and workingtogether on a solution, we
actually strengthened ourworking relationship.
Speaker 1 (05:26):
That's a perfect example of how emotional
intelligence and effectivecommunication work together.
Speaking of communication,would you say that's the third
crucial foundation, definitely.
Speaker 2 (05:37):
Clear communication is like the glue that holds
everything together.
Definitely, Clear communicationis like the glue that holds
everything together.
It's not just about speakingclearly.
It's about listening actively,providing constructive feedback
and ensuring your messageresonates with different types
of people.
Speaker 1 (05:52):
I've found that the best leaders adapt their
communication style based on whothey're talking to.
Sometimes you need to be directand concise, other times more
collaborative and exploratory.
Speaker 2 (06:03):
Exactly, and in today's digital world, we need
to be effective communicatorsacross multiple channels,
whether it's in person, on videocalls or through written
communication.
Speaker 1 (06:13):
This reminds me of something I learned early in my
career the importance ofchecking for understanding.
It's not enough to just delivera message.
You need to ensure it's beenreceived and interpreted
correctly.
Let's dive into what I considerone of the most critical
aspects of leadership buildingtrust and creating strong team
(06:38):
dynamics.
You know, trust really is thefoundation of any successful
team.
Speaker 2 (06:43):
Absolutely, nelson, and what's interesting is that
trust isn't something you candemand.
It has to be earnedconsistently over time.
I found that transparency iskey here.
Speaker 1 (06:53):
That's right.
I remember a situation where Ihad to deliver some tough news
about budget cuts.
Instead of sugarcoating it, Iwas completely honest with my
team about the challenges wewere facing and involved them in
finding solutions.
Speaker 2 (07:06):
How did your team respond to that approach?
Speaker 1 (07:08):
They actually appreciated the honesty.
It showed them that I trustedthem enough to handle difficult
information and in turn theytrusted me more.
But let's talk about delegation.
That's another crucial aspectof building strong teams.
Speaker 2 (07:22):
Oh yes, and this is where many new leaders struggle.
They often confuse delegationwith dumping tasks on others.
Real delegation is aboutempowering your team members and
helping them grow.
Speaker 1 (07:32):
I'd love to hear how you approach delegation Sarah.
What's your strategy?
Speaker 2 (07:36):
I always start by matching tasks to people's
strengths and development goals.
For example, I had a teammember who wanted to improve
their presentation skills, so Ideliberately delegated client
presentation opportunities tothem, while providing support
and guidance along the way.
That's brilliant.
Speaker 1 (07:53):
It's not just about getting work done.
It's about creating growthopportunities.
And speaking of opportunities,let's talk about creating an
inclusive environment.
Speaker 2 (08:01):
This is so important.
Inclusion isn't just aboutdiversity metrics.
It's about making sure everyonefeels valued and heard.
I make it a point to activelyseek input from quieter team
members during meetings.
Speaker 1 (08:12):
I've found that having regular one-on-ones helps
too.
It gives people a safe space toshare ideas they might not feel
comfortable expressing in agroup setting.
Speaker 2 (08:20):
Exactly, and something else that's worked
well for me is creatingcross-functional projects where
team members from differentbackgrounds and departments can
collaborate.
Speaker 1 (08:29):
That's a great point.
These collaborations often leadto more innovative solutions
because you're bringing togetherdifferent perspectives and
experiences.
Speaker 2 (08:36):
And it helps break down silos too.
Experiences, and it helps breakdown silos too.
I've seen amazing results whenpeople from different
departments start understandingeach other's challenges and
working together to solve them.
Speaker 1 (08:52):
Now let's shift gears and talk about something that's
really exciting how leaders cankeep growing and developing
their skills.
You know, leadership isn't adestination, it's a journey.
Speaker 2 (09:01):
Couldn't agree more, Nelson, and what's fascinating
is how many different ways thereare to grow as a leader.
I'm a big believer incontinuous learning, whether
that's through books, courses orsimply learning from
experiences.
Speaker 1 (09:14):
I've actually started blocking out two hours every
week specifically for leadershipdevelopment.
Sometimes it's reading,sometimes it's taking an online
course.
What's your approach tocontinuous learning, sarah?
Speaker 2 (09:24):
I love that structured approach.
For me, it's about settingsmart goals for my leadership
development.
Last quarter, I specificallyfocused on improving my public
speaking skills.
I set measurable targets, likedelivering at least one
presentation per week, andtracked my progress.
Speaker 1 (09:40):
That's really practical.
Can you share how that workedout?
Speaker 2 (09:44):
Well, at first it was intimidating, but by breaking
it down into specific goals andmeasuring my progress, I saw
real improvement.
My team's feedback showed thatmy message clarity improved by
about 40% over three months.
Speaker 1 (09:56):
That's impressive.
You know what I've found reallyhelpful Leadership exercises
and role-playing scenarios.
Speaker 2 (10:03):
Oh, tell me more about that.
What kind of exercises haveworked for you?
Speaker 1 (10:06):
Recently, I introduced something called
leadership shadowing in my team.
Each team member gets to shadowa leader in different
departments for a day.
The insights they gain areincredible and it helps them
understand leadership fromdifferent perspectives.
Speaker 2 (10:20):
That's brilliant.
I might borrow that idea.
I've been using what I callfeedback roundtables, where
everyone shares one piece ofpositive and one piece of
constructive feedback with theircolleagues.
Speaker 1 (10:30):
How do people usually respond to that level of
openness?
Speaker 2 (10:34):
Initially there was some hesitation, but now it's
become a valuable part of ourteam culture.
People actually look forward tothese sessions because they
know it's about growth, notcriticism.
Speaker 1 (10:45):
It's amazing how these practical exercises can
make such a difference.
I've also found thatdocumenting my leadership
journey in a daily journal hasbeen transformative.
Speaker 2 (10:53):
Yes, reflection is so powerful.
I actually combine myjournaling with what I call my
leadership experiments, tryingout new approaches and
documenting what works and whatdoesn't.
Speaker 1 (11:12):
Let's tackle something that every leader
faces at some point the commonchallenges of leadership.
I know I've had my fair shareof tough moments.
Speaker 2 (11:21):
Absolutely, nelson, and I think one of the biggest
challenges many leaders face isimposter syndrome, that nagging
feeling that you're notqualified enough or that you're
somehow fooling everyone.
Speaker 1 (11:32):
I've definitely been there.
You know, just last month I wasleading a major project and
caught myself wondering if I wasreally the right person for the
job.
Speaker 2 (11:40):
How did you overcome that feeling?
Speaker 1 (11:42):
I started keeping a wins folder documenting my
successes and positive feedback.
It's amazing how reviewingthose can help combat those
self-doubts.
What about you, sarah?
Speaker 2 (11:51):
For me, it's about remembering that even the most
successful leaders have momentsof doubt.
I also find that beingtransparent about these feelings
with trusted colleaguesactually helps build stronger
connections.
Speaker 1 (12:02):
That's a great point.
Speaking of challenges, let'stalk about conflict resolution.
I think many leaders strugglewith addressing conflicts head
on.
Speaker 2 (12:10):
Absolutely.
I've learned that the worstthing you can do is ignore
conflicts, hoping they'llresolve themselves.
They rarely do.
Speaker 1 (12:17):
What's your approach to handling team conflicts?
Speaker 2 (12:20):
I use what I call the listen-acknowledge-plan method.
First listen to all partieswithout judgment.
Then acknowledge everyone'sperspectives, finally work
together on an action plan.
Speaker 1 (12:31):
That's really systematic.
I've found that managingdifferent personality types can
be just as challenging ashandling conflicts.
Speaker 2 (12:40):
Oh yes, in my team I have both highly analytical
introverts and very energeticextroverts.
The key is adapting yourleadership style to each person.
Speaker 1 (12:48):
Exactly.
I've learned that some teammembers need detailed
instructions, while othersprefer more autonomy.
The trick is recognizing thesedifferences and being flexible.
Speaker 2 (12:58):
And sometimes what works for one person might
completely backfire with another.
I remember trying to motivatean introvert by putting them in
the spotlight.
Big mistake.
Speaker 1 (13:07):
That's such an important lesson.
Leadership isn'tone-size-fits-all, is it?
Speaker 2 (13:11):
Not at all.
The best leaders are likechameleons, able to adapt their
style while staying authentic totheir core values.
Speaker 1 (13:25):
As we wrap up today's episode, I want to take a
moment to recap the key insightswe've shared about developing
strong leadership skills.
Speaker 2 (13:32):
It's been such a rich discussion, Nelson.
I think one of the mostimportant takeaways is that
leadership isn't somethingyou're born with.
It's a skill that can bedeveloped and refined over time.
Speaker 1 (13:42):
Absolutely.
We talked about how modernleadership starts with
self-awareness and emotionalintelligence, which are
fundamental to building strongrelationships with your team.
Speaker 2 (13:50):
And don't forget the importance of effective
communication.
Being clear, transparent andconsistent in your messaging can
make such a difference in howyour team responds to your
leadership.
Speaker 1 (14:01):
One point that really stood out to me was about
building trust throughdelegation and creating an
inclusive environment.
You can't be an effectiveleader if your team doesn't
trust you.
Speaker 2 (14:11):
Speaking of trust, we also discussed how
vulnerability and authenticityactually strengthen your
leadership rather than weaken it.
Speaker 1 (14:18):
For our listeners, who want to start improving
their leadership skills rightaway.
What would be your top threeactionable steps, Sarah?
Speaker 2 (14:24):
First, start a daily reflection practice.
Even just five minutes can helpbuild self-awareness.
Second, actively seek feedbackfrom your team and peers.
And third, choose oneleadership skill to focus on
each month and create specificgoals around improving it.
Speaker 1 (14:40):
Those are excellent suggestions.
I'd add that finding a mentoror joining a leadership
development group can reallyaccelerate your growth as a
leader.
Speaker 2 (14:49):
Before we close, remember that leadership is a
journey, not a destination.
Even the most experiencedleaders are constantly learning
and growing.
Speaker 1 (14:58):
That's right.
Thank you all for joining ustoday on Best of Motivation.
We hope you found valuableinsights to help you on your
leadership journey.
Until next time, keep leadingand keep growing.
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