March 17, 2025 • 31 mins
Transitional leaders view people as objects to be used for selfish gain. If you choose this easy path, you may see temporary success, but you can also cause devastating effects in both your life and your organization. Below are ten habits to avoid to prevent becoming a transitional leader.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
You're listening to the Tales of Leadership podcast.
This podcast is for leaders atany phase on their leadership
journey to become a morepurposeful and accountable
leader what I like to call a pal.
Join me on our journey togethertowards transformational
leadership.
Speaker 2 (00:20):
All right team.
Welcome back to the Tales ofLeadership podcast.
I'm your host, josh McMillian.
I'm an active duty army officer.
I'm an army leadership coach.
I run my own coaching companycalled McMillian Leadership
Coaching, and I'm the host ofthis podcast, tales of
Leadership, and I'm on a journeyto become the best leader that
I possibly can, and I plan to dothat through bringing on other
(00:42):
transformational leaders andthen learning from them, having
them share their stories withyou, sharing their wisdom with
us, and then doing self-study,reading books, reading different
leadership topics, reflectingon my journey and then sharing
that with you.
And then today that's exactlywhat we're going to be doing.
I'm going to be sharing anothertransformational leadership
(01:03):
practice with you, butspecifically I'm calling this
one TNT.
So we're still on a house ofleadership and we've talked
about that before and again.
Credit goes to JR Flatter ofFlatter Inc and Two Roads
Leadership created thismethodology when I was going
through the army leadershipcoaching program of a
(01:26):
metaphorical house that we buildour leadership philosophy on.
We all have a bedrock, we allhave four walls, we all have the
individual components that gointo a home and we all have our
roof.
I've went through most of allthat.
We're on our final segment of ahouse of leadership, where I'm
(01:46):
sharing my house of leadershipwith you, with the goal of
inspiring you to take the timeto
actuallyianLeadershipCoachingcomand you can look at all the
(02:06):
different blog articles thatI've written to include this
very one, and you can go listento other podcast episodes on
that URL and you can summarizeeach one of those podcast
episodes with a very short blogunderneath them.
And I do all this because Iknow your time is valuable and I
want to help you become a morepurposeful and accountable
(02:27):
leader what I call a pal.
But on today's episode, this ispart two of our final series
and today we're going to begoing over a toxic leadership
style, or what I like to calltransitional leadership, and the
next episode we'll be doing adeep dive and what I believe
transformational leadership is.
But today we're focusing ontransitional leadership and
(02:49):
before we start, let's kind ofpaint that mental picture for
you.
How I view transitionalleadership is someone who's
crossing a metaphorical streamor creek.
So I grew up in rural WestVirginia.
I spent a lot of time out inthe woods, and I still do, and
one of my most favorite memories, especially with my father, is
(03:11):
going to the MonongahelaNational Forest and trout
fishing.
If you've never done that upthrough the Cranberry Glades
that's where I grew up you needto go.
Do that because it's one of themost peaceful things that you
can possibly do.
But I would always jump acrossrocks to get across the creek or
the stream.
Why?
Because I didn't want to get myfeet wet.
I didn't want to get dirty,right, I just wanted to get to
(03:32):
my target destination.
I think that is whattransitional leadership is.
It's using people as objects,so you don't have to get dirty
but you can continue to progresson wherever you're trying to go
.
That is the mental picture thatI've kind of built in my head
when I'm talking abouttransitional leadership.
(03:54):
But today let's do a deep divein this and I have 10 different
examples, but let's frame it andkind of make sure we're all
oriented on the same picture.
So the roof is the final elementof the McMillian house of
leadership.
The roof is the most visiblepart and must inspire others.
It must be a beacon of lightfor you and everyone around you.
(04:18):
For me, my roof istransformational leadership.
Understanding that anorganization's success hinges on
the people is absolutelycritical to make a great
organization.
Without transformationalleadership, people will not push
themselves personally orprofessionally.
So I see two paths that we cantake as a leader.
First is that we choose tobecome a transformational leader
(04:41):
.
Second, they can allow theworld to harden their hearts and
begin practicing transitionalleadership styles.
So my goal in this podcastepisode is to clearly define
what I believe transitionalleadership is and in the next
episode and or the next blog ifyou want to go read that on
McMillianLeadershipCoachingcomI'll explain to you what
(05:04):
transformational leadership is.
So let's quickly overviewtransitional leadership.
Transitional leadership is thefirst path a leader can choose.
It's the easy way out.
When a leader adopts thisapproach, they place profits
over people.
They value the organization'sgrowth over individuals' growth.
(05:25):
It is increasinglycountercultural for leaders to
prioritize people over thebottom line.
Trust me, I see it every singleday, especially working now in
acquisitions as a military greensuitor in the army.
Transitional leaders viewpeople as objects like how I
talked about that before forselfish gains.
People as objects like how Italked about that before for
selfish gains.
If you choose the easy path,you may see temporary success,
(05:48):
but I will tell you, I willpromise you, it'll cause
devastating effects to both yourlife and your organization and
your long-term growth.
So here are 10 habits to avoidto prevent you from becoming a
transformational leadership.
And let's start off with aquote in this one I pulled from
scripture Let us not become waryin doing good, for at the
(06:13):
proper time we will reap aharvest if we do not give up.
So that's Galatians 6-9.
So the first one is a top-downleadership.
So, ho, when I say that, I meana hierarchical organization,
they often think they're lesseffective.
And when I think of those typesof organizations, I think of
(06:33):
the military, right?
Well, why is that?
Because great organizations donot value rank or title.
Instead, they focus on resultsand sharing power or title.
Instead they focus on resultsand sharing power.
So, instead of going to ahierarchical organization, focus
on a non-hierarchicalorganization, meaning that
you're sharing power, and I willtell you that the military
(06:55):
could be either one of those,depending on the leaders that
you find yourself under.
When you think of the military,you might assume that it's more
of a strict HO, right?
However, that's absolutelyfalse.
While the United Statesmilitary has a clear chain of
command and there's a reason forthat it excels in what we call
(07:16):
mission dash, mission command or6-1.
I think it's ADRP 6-1.
Don't quote me on that, but I'mpretty confident that's what it
is At a tactical level, wheresoldiers are led, power is
pushed to the lowest possiblelevels and this is where the
battles are actually fought,where the meat meets the grinder
, so to speak.
(07:36):
Work is performed and criticaldecisions have to be made
without hesitation.
Why?
Because it's usually life, limbor eyesight right.
It's very severe if we have adelayed response.
If leaders at this level mustconstantly seek permission from
higher-ups, efficiency isreduced and transitional leaders
do not want to share power withtheir teams.
(07:59):
Instead, they want to hoard thepower and try to control
situations.
As a result, they lose thebattle and eventually they'll
lose the war.
So a top-down leadership thatis the first habit that you
should prevent when you're onyour leadership journey.
Number two is separatingyourself.
So what do I mean by that?
One of the worst things aleader can do is separate
(08:21):
themselves from their team ortheir organization.
A leader can do is separatethemselves from their team or
their organization.
When leaders create distance,they allow transitional habits
to take root into theirleadership philosophy or, again,
a house of leadership.
What I've went through with youguys and I'm sharing mine to
hopefully inspire you to buildyours.
As you progress on yourleadership journey, it becomes
(08:42):
easier to make decisions basedsolely on numbers.
Think about it like this whathappens if you spend most of
your time behind a computer oron an email, or in endless
meetings?
You lose connection withyourself, you lose connection
with your team or you loseconnection with your family.
(09:03):
Trust me, I've had cycles ofthat, where I come home and I
don't feel that my family is myfamily.
Why?
Because I've spent so much timebehind a computer just staring
at Excel documents and focusingon other people's problems and
when I get home, right, I don'twant to hear my family's
problems, which is almostselfish in a way.
When I've reflected on that,thought that it's true Because
I've separated myself from myfamily's problems, which is
almost selfish in a way.
(09:23):
When I've reflected on thatthought.
But it's true because I'veseparated myself from my family.
Leading behind in an email issuper easy we can all lead by
emails but that's not leadership.
It's about sacrificing andmaking sure that we spend time
(09:43):
to actually develop thoserelationships, and especially
doing it when it's challenging.
It's not easy to take time outof the day to go have a candid
conversation with someone.
It's uncomfortable oftentimes,but I'm telling you right now
that's how you actually buildtrust in your organization.
Once you separate yourselfenough, people become statistics
(10:05):
instead of numbers.
Remember this people first andmission always.
There's a quote out there byJoseph Stalin, right?
Why am I quoting Joseph Stalin?
Here's why.
What's the difference betweenone casualty and a million?
It's a statistic.
So I mean that's prettypowerful and that's a great way
of looking at it.
Eventually, we just see peopleas numbers and you have to spend
(10:28):
time with them and keep thatemotional connection All right.
So number three of transitionalhabits to avoid this one I like
to call a false image.
So what do I mean by that?
We've all heard the phrase fakeit till you make it right.
When a leader takes a new rolewith unknown challenges, it can
(10:51):
be difficult to admit thatsometimes you do not know what
you're doing.
But oftentimes I believe that'ssome of the best leaders,
because they ask inquisitivequestions to try to orient
themselves into the new role andnew challenges that they face.
Believing you understand whatis best for your team without
gathering insights is just naive.
This false image is a commontrait of toxic leaders.
(11:16):
Instead of pretending to knoweverything, move towards your
people and ask powerfulquestions, a strong leader
admits when they need help.
You cannot have the solutionfor every single problem.
If you did, then why would youneed a team?
As your leadershipresponsibilities increase, you
must understand that you do nothave all the answers, and that's
(11:39):
okay and I'm here to tell youthat it's taken me a long time
to realize this that your teamdoesn't expect you to have all
the answers.
What they expect you to do isto come to them, understand
individual strengths on the team, align those strengths to
problem sets that you face andhave their strengths cover your
(12:00):
weaknesses and that's what ateam does.
Think of it as a sphere or ashield wall right.
Cover your weaknesses, andthat's what a team does.
Think of it as a sphere or ashield wall right, we all have
weaknesses within the shieldwall, but we use our resources
to our ability to, as best aspossible, to achieve an
overwhelming superiority of theenemy on the battlefield right.
So you can think of it howeveryou want, but you have to
(12:22):
understand that if you have thatfalse image of yourself and you
go in thinking that you have toknow all the answers, then
you're wrong.
And that feeds us into the nextone, number four showing no
weakness At the core of who I amas a leader.
I like to think of that asmeekness, and meekness I define
simply as strength under controlAt my core.
(12:44):
I'm a combat arms infantryofficer from rural West Virginia
, right?
So I have descended from ScotchIrish people.
So I have descended fromScotch-Irish people.
If you ever read the book BornFighting, my heritage, as long
(13:07):
as I could probably search itback, for the last thousand
years has been at war.
So I will tell you right now Ihave the capacity for violence.
But that's not what I mean bymeekness.
It means strength under control.
Yes, I can be a hammer andworld could be my nail, but I
don't do that because I try tobe kind.
I try to solve problems with alevel of ethical morality, and
(13:30):
that is meekness Understandingthat you have the power to
absolutely crush people if youwanted to, but don't do that.
Restrain yourself.
So, showing no weakness, right.
Understand that no one'sperfect.
Leaders who always display anoverly confident or dominant
personality will create distancefrom their people.
And why is that?
Because leadership's messy,right?
(13:52):
It's always a problem.
And if you're listening to this.
I guarantee you, how manyproblems did you have last week?
How many problems are youfacing right now, this week?
Are they different?
Probably, and that's okay, andeven the best team members will
endure challenging times.
If you are unwilling to be openand approachable with everyone,
(14:14):
your team will stop approachingyou and bringing you problems,
and that's one of the worstthings that can happen.
When your team stops bringingyou issues, you're no longer the
leader.
And who said that?
It was Colin Powell?
Leaders who refuse to showweakness often have a scarcity
mindset.
They want to hoard powerinstead of sharing it, and it's
all things that we've sharedbefore.
(14:35):
I have always led with emotions,and I do not think that that's
a bad thing.
I've led in some of the mostchallenging organizations that
you possibly think of and someof the most stressful
environments you can possiblythink of, and I'm an emotional
guy.
I've cried in front of my menmore than one occasion because I
genuinely care for them, andthat's okay.
(14:56):
Leadership is an emotionalthing.
It does not need to be blackand white, zeros and ones, but
there's a balance Remember,balanced with strength and
emotion.
That's the key there to buildstrong relationships,
relationships, create trustwhich leads to respect.
Remember this be vulnerable, beauthentic but, above all, lead
(15:19):
with confidence.
Team, let's take a quick breakfrom this episode and I want to
share an additional leadershipresource with you, and that is
one-on-one leadership coachingthrough McMillian Leadership
Coaching.
So what do I do?
I help leaders discover theirpurpose, create a long-term
growth plan and take inspiredaction.
I believe everything rises andfalls on leadership and,
(15:42):
regardless of where you are inlife, one fact is true you are a
leader of others, you are aleader of your family and, most
importantly, you are a leader ofyourself.
To lead others well, thatstarts by leading yourself well.
If you want to learn more, youcan go to
mcmillianleadershipcoachingcomand schedule a free call today.
(16:03):
Back to the episode.
So, number five if leaders donot master themselves remember
the first phase of leadership,which is self-leadership they
will fall into this entitlementtrap.
Leadership positions come withperks.
Oftentimes.
I've never really used those,other than parking when I was a
(16:24):
company commander, but thosebenefits are intended to keep
you motivated during tough timesnot to be selfish and to hoard
those types of perks and usethem for your own personal
benefit.
Leaders who assume positions ofauthority without embracing
humility, understanding,gratitude and selfless service,
(16:46):
which I like to call hugs.
You're welcome.
Fall into this temptation.
Instead of choosing the role forpay or location or benefits,
choose a position that alignswith number one head, heart,
hand.
Do you understand cognitivelywhat you need to do?
Is there some type of anemotional response there that
(17:09):
makes you want to do that andare you excited to do the work?
Number two mission over money.
Money will come right, like itwill come one day, but do you
have an absolute, urgent,compelling emotional feeling to
actually do the mission?
If not, then you're not goingto work hard.
That's just simple as that.
And making a real impact.
(17:30):
If you go do this job and youdo it well, will you enjoy it?
Remember leadership perksshould be shared.
Be willing to share yourbenefits with your team and give
them away freely.
You work for your people.
Always remember that they donot work for you.
Number six is control.
(17:50):
Control leads to blind spots,often called dead space.
That's a military term.
When leaders hoard all thepower and stop actively seeking
advice for others, it becomeseasy to overlook critical issues
.
So what is dead space?
Dead space is a military termthat refers to an area that is
invisible to you.
(18:11):
The enemy often freely operatesin these, because they know
that you can't see that area oryou can't control that or
dominate that area.
Right?
The same applies to leadership.
When leaders control everythingand surround themselves with
those who reinforce theirviewpoints, they're creating
dead space in their life, and aperfect example of this is the
(18:34):
Russian-Ukraine evasion right.
Think of it through this lens.
Vladimir Putin consolidatedpolitical and military power, I
don't care who you are.
He did, prioritizing loyaltyover honesty and yes, men within
his circle, and, as a result,he was given poor intelligence.
He believed that the Ukrainianpeople would embrace a Russian
(18:58):
occupation, and he is tragicallywrong.
Hundreds of thousands of menand women have died in that
conflict because of someone whowanted to have control.
You create dead space when youbase leadership on loyalty alone
(19:18):
and suppress dissentingopinions.
People will not tell you thetruth if it's contradictive to
your narrative.
Right, instead, share powerwith your team, select diverse
members based on merit andencourage open discussions.
(19:39):
So number seven fear-basedleadership.
Fear is one of the most damagingbehaviors that can take a hold
in an organization or any typeof leadership style.
Right?
Fear leads to inaction withinany organization that I've ever
seen.
It's like a paralysis.
We all have heard the termanalysis paralysis.
(20:01):
If you allow fear to takecontrol, it will prevent you
from making decisions becauseyou physically feel seized.
And why is that?
Because you're afraid to fail.
What many fail to understand isthat failure is essential to
success.
It's a building block.
It doesn't mean you failed.
It means you've learnedsomething and you're going to
(20:22):
continue to move forward.
Another way transitional leadersuse fear is by enforcing
authority to drive outcomes.
They're using their owninfluence to pressure you to do
things.
When your team fears you, youdiminish your leadership
potential.
Once people begin avoiding you,relationships erode and trust
(20:43):
destroys and you have no morerespect.
And when you have that, you'reno longer the leader.
Leading through fear also leadsto communication breakdowns.
Once people are afraid toapproach you, dead space begins
to build.
And remember that quote fromColin Powell when an
organization stops bringing youproblems, you're no longer their
(21:03):
leader.
That's true and that'sdangerous.
People follow people.
They do not follow titles, donot lead by fear.
Number eight, leading by thebook, and this one is so true in
the world I currently findmyself in, have you ever heard a
leader who tries to solve everysingle problem by strictly
(21:25):
following some type of textbook,manual or policy?
If so, you've probably noticedthe lack of innovation and their
inability to actually becritical problem solvers.
And their inability to actuallybe critical problem solvers
Each day presents a newchallenge.
Like I said before, you'reprobably facing your own
challenges right now, and nobook will provide a clear path
to victory.
A perfect example of this is amilitary battle drill.
(21:48):
There's several of them, but abattle drill is just an SOP, a
standard operating procedure.
It's designed to enable quickreactions to the enemy of what
they're presenting you.
But what happens when you facea hybrid enemy or an unforeseen
challenge?
You have to adapt.
So a battle drill is just anSOP.
(22:09):
It doesn't mean it's going toplay out like that every single
time.
You're going to have topotentially mix them and you're
going to have to be creative.
Remember you only need a 70%solution to move out.
You really do.
A 70% solution is better than100% solution, because 100%
solution is impossible.
Get to that and then continueto move forward.
(22:29):
Fail fast, fail small, iterate,continue, and leading by the
book does not allow you to dothat.
When new obstacles arrive,leaders must understand the
tools at their disposal and howto apply them.
There is never a singlepredefined path to success.
Textbook problems do not existin the real world.
(22:53):
Leaders must be adaptivethinkers.
We can analyze solutions,develop strategies and empower
their teams to overcomechallenges when we see problems
as creative, problem-solvingorganizations, not
problem-making organizations.
Nothing's going to fit perfectinto a textbook.
(23:13):
And when we try to fight theenemy as fighting the plan, then
you're never going to win.
The beautiful thing aboutleadership is that there's no
absolute right or wrong approach.
Leadership's dynamic.
What matters is yourproficiency and your ability and
your persistence to solveproblems.
(23:33):
What capacity do you have?
Number nine outcome-drivenleadership.
In the book Atomic Habits, jamesClear discusses behavioral
change and the importance ofshifting focus from what truly
matters.
Many people abandon new habitsor goals when they do not see
immediate results, and the sameapplies to leadership.
(23:56):
When leaders focus only onnumbers, performance metrics and
KPIs or key performanceindicators, they lose sight of
the bigger picture.
The most important element ofany team is culture.
Culture is the most importantthing.
Culture defines how yourorganization operates and how
your people feel.
How does your organization makeyour team feel?
(24:20):
How does your business makecustomers feel?
Answering these questions canhelp shape the culture and your
identity that you want.
For example, mcmillianLeadership Coaching MLC, the
company that I have.
I aim to inspire leaders tobecome the best versions of
themselves and reach their fullpotential.
Transitional leaders areoutside-in thinkers, meaning
(24:43):
they prioritize outcomes overpeople.
When organizations adopt thismindset, they experience high
turnover, low morale andstagnant growth.
You're never going to havepeople stay on your team.
Instead, focus on people first,and then outcomes will follow.
Think of it like this who doyou want to be?
Figure that out.
(25:04):
What habits, then, do you needto have to become that person?
Second number three what arethe desired outcomes?
A lot of people focus on theoutcomes.
They want those quick wins.
Well, you need to know who youwant to be first, and you have
to understand the habits and youhave to consistently do those
habits.
So number 10 is a hidden agenda.
(25:26):
Have you ever worked for aleader who withheld information
or seemed to be pursuing theirown interests?
I'm sure we have.
It happens all the time.
Leaders with hidden agendasoften erode trust and create
division in their organizationsor their teams.
Every leader has personal goals, and that's perfectly fine.
(25:47):
However, when leaders fail tocommunicate their intentions
with a team, they becomedoubtful, and doubt breeds a
scarcity mindset, leading to abreakdown of collaboration and
trust.
A leader's goal should be totear down barriers, not build
walls, hidden agendas, cloudtransparency and create
uncertainty within anorganization.
(26:08):
You don't want that.
Instead, lead with windows.
Do not build silos.
Windows provide a barrier, butthey allow people to see inside.
Right, that's that's true, truetransparency.
And you can use the term opendoor policy, it doesn't matter.
I love the term leading withwindows, because there's always
(26:29):
a barrier there.
Transparency fosters trust,collaboration and alignment.
All right, so we've went throughthe 10 examples and let's just
quickly summarize these right?
So, again, this is focused ontransitional leadership.
In the next article I'm goingto talk about transformational
leadership.
But number one we coveredtop-down leadership.
(26:51):
Number two separating yourself.
Number three a false image.
Number four no weakness.
Number five entitlement.
Number six is control.
Number seven fear-basedleadership.
Number eight leading by thebook.
Number nine outcome-drivenleadership.
(27:12):
And number 10, a hidden agenda.
So let's get into my finalthoughts and then a quick after
action review, where I'm goingto leave you three powerful
questions that you should spendsome time reflecting on.
So the easiest path a leader cantake is a transitional
leadership, like in the Tale ofTwo Cities by Charles Dickinson.
(27:36):
A leader has the power to makeor break an organization.
The power to make or break anorganization At the core of a
transitional leader isself-sabotaging behaviors such
as fear, anger, jealousy, a lackof trust and ego, which is
probably the biggest one.
Remember what leadership istruly about it's about people.
(27:56):
That's what leaders do.
They lead people.
A leader's job is to leave anorganization better than they
found it, not worse.
Transitional leaders rulethrough fear.
They rule through selfishness,they hoard power and, in a world
dominated by profit-drivenagendas, I challenge you to
choose people, becountercultural, trust me.
(28:19):
I've seen success in my personalcareer because I gravitate
towards people and I truly givea damn.
And here's here is a unscripted, perfect example.
A couple of days ago, I repliedto an email and I didn't really
think through it when I applyreply to that email and it was
very cold and one of myteammates called me up and he
(28:42):
called me out on it.
It was very cold and one of myteammates called me up and he
called me out on it.
He's like hey, like all you didwas just erode our team's
authority in the eyes of theusers and I really reflected on
it I was like, yeah, he's right,he's 100% right Goes against
everything I stand for.
So at seven o'clock at night,in my flip flops, in the rain, I
go back to work and I work in askiff, so I had to unlock the
(29:02):
building and I go back in thereto shoot an email.
That took me one minute, but itwas worth it, and it was eating
at me because it was goingagainst who I was.
Why do I share that story?
Because it was a hard path tochoose.
I could have said, yeah, no,you're right, I didn't mean to
do that.
I'm sorry, but deeds, not words.
Right, act.
(29:25):
Do that.
I'm sorry, but deeds, not words.
Right Actions speak louder thanwords.
Choose to bring light into yourorganization.
Choose to be a leader whobrings the world together.
Use these 10 principles thatI've shared with you to avoid
becoming that transitional,toxic leader.
And that's all that I've everwanted with this episode, with
this podcast, with my coachingcompany, is to end toxic,
(29:45):
transitional leadership.
That is the mission that I'm on.
This is probably one of themost important episodes, because
this is everything that I'mtrying to do, these 10 things
I'm trying to prevent.
One day, my son and my daughter.
They're going to go into theworkforce, they may even join
the military, and I want them tobe inspired by leaders that are
(30:07):
transformational, that buildthem up, that inspire them to be
more, become more, do more.
We all have the potential forgreatness, but it's up to us to
forge it and to become theleader this world deserves.
So here are the top threetakeaways, or the top three
questions, rather, that I wantyou to focus on.
The first one is how do youempower your team?
(30:30):
Number two, what leadershipentitlements are you taking
advantage of and can you sharethem with your team?
And number three do you have apersonal agenda that you're not
sharing, and why is that?
All right team?
Do me a favor If you like thispodcast it would mean the world
(30:51):
to me.
If you like it, if you subscribe, if you share on whatever
platform you listen to, leave afive-star review, go to Tales of
Leadership, slash Buzzsproutand support this channel.
And if you're listening to thisand you own a company, I'm
always looking for a showsponsor to help out financially,
and all the money that I makefor my show goes directly back
(31:15):
into producing powerful content.
Trust me, none of this stuff isfree, but I spend my own
personal money because I'mdedicated to becoming the best
personal and best leader that Ican be and to share those tools
with you on my journey.
As always, I'm your host, joshMcMillian, saying every day is a
gift.
Don't waste yours.
(31:36):
I'll see you next time you.
You're listening to the Tales of Leadership podcast.
This podcast is for leaders atany phase on their leadership
journey to become a morepurposeful and accountable
leader what I like to call a pal.
Join me on our journey togethertowards transformational
leadership.
Speaker 2 (00:20):
All right team.
Welcome back to the Tales ofLeadership podcast.
I'm your host, josh McMillian.
I'm an active duty army officer.
I'm an army leadership coach.
I run my own coaching companycalled McMillian Leadership
Coaching, and I'm the host ofthis podcast, tales of
Leadership, and I'm on a journeyto become the best leader that
I possibly can, and I plan to dothat through bringing on other
(00:42):
transformational leaders andthen learning from them, having
them share their stories withyou, sharing their wisdom with
us, and then doing self-study,reading books, reading different
leadership topics, reflectingon my journey and then sharing
that with you.
And then today that's exactlywhat we're going to be doing.
I'm going to be sharing anothertransformational leadership
(01:03):
practice with you, butspecifically I'm calling this
one TNT.
So we're still on a house ofleadership and we've talked
about that before and again.
Credit goes to JR Flatter ofFlatter Inc and Two Roads
Leadership created thismethodology when I was going
through the army leadershipcoaching program of a
(01:26):
metaphorical house that we buildour leadership philosophy on.
We all have a bedrock, we allhave four walls, we all have the
individual components that gointo a home and we all have our
roof.
I've went through most of allthat.
We're on our final segment of ahouse of leadership, where I'm
(01:46):
sharing my house of leadershipwith you, with the goal of
inspiring you to take the timeto
actuallyianLeadershipCoachingcomand you can look at all the
(02:06):
different blog articles thatI've written to include this
very one, and you can go listento other podcast episodes on
that URL and you can summarizeeach one of those podcast
episodes with a very short blogunderneath them.
And I do all this because Iknow your time is valuable and I
want to help you become a morepurposeful and accountable
(02:27):
leader what I call a pal.
But on today's episode, this ispart two of our final series
and today we're going to begoing over a toxic leadership
style, or what I like to calltransitional leadership, and the
next episode we'll be doing adeep dive and what I believe
transformational leadership is.
But today we're focusing ontransitional leadership and
(02:49):
before we start, let's kind ofpaint that mental picture for
you.
How I view transitionalleadership is someone who's
crossing a metaphorical streamor creek.
So I grew up in rural WestVirginia.
I spent a lot of time out inthe woods, and I still do, and
one of my most favorite memories, especially with my father, is
(03:11):
going to the MonongahelaNational Forest and trout
fishing.
If you've never done that upthrough the Cranberry Glades
that's where I grew up you needto go.
Do that because it's one of themost peaceful things that you
can possibly do.
But I would always jump acrossrocks to get across the creek or
the stream.
Why?
Because I didn't want to get myfeet wet.
I didn't want to get dirty,right, I just wanted to get to
(03:32):
my target destination.
I think that is whattransitional leadership is.
It's using people as objects,so you don't have to get dirty
but you can continue to progresson wherever you're trying to go
.
That is the mental picture thatI've kind of built in my head
when I'm talking abouttransitional leadership.
(03:54):
But today let's do a deep divein this and I have 10 different
examples, but let's frame it andkind of make sure we're all
oriented on the same picture.
So the roof is the final elementof the McMillian house of
leadership.
The roof is the most visiblepart and must inspire others.
It must be a beacon of lightfor you and everyone around you.
(04:18):
For me, my roof istransformational leadership.
Understanding that anorganization's success hinges on
the people is absolutelycritical to make a great
organization.
Without transformationalleadership, people will not push
themselves personally orprofessionally.
So I see two paths that we cantake as a leader.
First is that we choose tobecome a transformational leader
(04:41):
.
Second, they can allow theworld to harden their hearts and
begin practicing transitionalleadership styles.
So my goal in this podcastepisode is to clearly define
what I believe transitionalleadership is and in the next
episode and or the next blog ifyou want to go read that on
McMillianLeadershipCoachingcomI'll explain to you what
(05:04):
transformational leadership is.
So let's quickly overviewtransitional leadership.
Transitional leadership is thefirst path a leader can choose.
It's the easy way out.
When a leader adopts thisapproach, they place profits
over people.
They value the organization'sgrowth over individuals' growth.
(05:25):
It is increasinglycountercultural for leaders to
prioritize people over thebottom line.
Trust me, I see it every singleday, especially working now in
acquisitions as a military greensuitor in the army.
Transitional leaders viewpeople as objects like how I
talked about that before forselfish gains.
People as objects like how Italked about that before for
selfish gains.
If you choose the easy path,you may see temporary success,
(05:48):
but I will tell you, I willpromise you, it'll cause
devastating effects to both yourlife and your organization and
your long-term growth.
So here are 10 habits to avoidto prevent you from becoming a
transformational leadership.
And let's start off with aquote in this one I pulled from
scripture Let us not become waryin doing good, for at the
(06:13):
proper time we will reap aharvest if we do not give up.
So that's Galatians 6-9.
So the first one is a top-downleadership.
So, ho, when I say that, I meana hierarchical organization,
they often think they're lesseffective.
And when I think of those typesof organizations, I think of
(06:33):
the military, right?
Well, why is that?
Because great organizations donot value rank or title.
Instead, they focus on resultsand sharing power or title.
Instead they focus on resultsand sharing power.
So, instead of going to ahierarchical organization, focus
on a non-hierarchicalorganization, meaning that
you're sharing power, and I willtell you that the military
(06:55):
could be either one of those,depending on the leaders that
you find yourself under.
When you think of the military,you might assume that it's more
of a strict HO, right?
However, that's absolutelyfalse.
While the United Statesmilitary has a clear chain of
command and there's a reason forthat it excels in what we call
(07:16):
mission dash, mission command or6-1.
I think it's ADRP 6-1.
Don't quote me on that, but I'mpretty confident that's what it
is At a tactical level, wheresoldiers are led, power is
pushed to the lowest possiblelevels and this is where the
battles are actually fought,where the meat meets the grinder
, so to speak.
(07:36):
Work is performed and criticaldecisions have to be made
without hesitation.
Why?
Because it's usually life, limbor eyesight right.
It's very severe if we have adelayed response.
If leaders at this level mustconstantly seek permission from
higher-ups, efficiency isreduced and transitional leaders
do not want to share power withtheir teams.
(07:59):
Instead, they want to hoard thepower and try to control
situations.
As a result, they lose thebattle and eventually they'll
lose the war.
So a top-down leadership thatis the first habit that you
should prevent when you're onyour leadership journey.
Number two is separatingyourself.
So what do I mean by that?
One of the worst things aleader can do is separate
(08:21):
themselves from their team ortheir organization.
A leader can do is separatethemselves from their team or
their organization.
When leaders create distance,they allow transitional habits
to take root into theirleadership philosophy or, again,
a house of leadership.
What I've went through with youguys and I'm sharing mine to
hopefully inspire you to buildyours.
As you progress on yourleadership journey, it becomes
(08:42):
easier to make decisions basedsolely on numbers.
Think about it like this whathappens if you spend most of
your time behind a computer oron an email, or in endless
meetings?
You lose connection withyourself, you lose connection
with your team or you loseconnection with your family.
(09:03):
Trust me, I've had cycles ofthat, where I come home and I
don't feel that my family is myfamily.
Why?
Because I've spent so much timebehind a computer just staring
at Excel documents and focusingon other people's problems and
when I get home, right, I don'twant to hear my family's
problems, which is almostselfish in a way.
When I've reflected on that,thought that it's true Because
I've separated myself from myfamily's problems, which is
almost selfish in a way.
(09:23):
When I've reflected on thatthought.
But it's true because I'veseparated myself from my family.
Leading behind in an email issuper easy we can all lead by
emails but that's not leadership.
It's about sacrificing andmaking sure that we spend time
(09:43):
to actually develop thoserelationships, and especially
doing it when it's challenging.
It's not easy to take time outof the day to go have a candid
conversation with someone.
It's uncomfortable oftentimes,but I'm telling you right now
that's how you actually buildtrust in your organization.
Once you separate yourselfenough, people become statistics
(10:05):
instead of numbers.
Remember this people first andmission always.
There's a quote out there byJoseph Stalin, right?
Why am I quoting Joseph Stalin?
Here's why.
What's the difference betweenone casualty and a million?
It's a statistic.
So I mean that's prettypowerful and that's a great way
of looking at it.
Eventually, we just see peopleas numbers and you have to spend
(10:28):
time with them and keep thatemotional connection All right.
So number three of transitionalhabits to avoid this one I like
to call a false image.
So what do I mean by that?
We've all heard the phrase fakeit till you make it right.
When a leader takes a new rolewith unknown challenges, it can
(10:51):
be difficult to admit thatsometimes you do not know what
you're doing.
But oftentimes I believe that'ssome of the best leaders,
because they ask inquisitivequestions to try to orient
themselves into the new role andnew challenges that they face.
Believing you understand whatis best for your team without
gathering insights is just naive.
This false image is a commontrait of toxic leaders.
(11:16):
Instead of pretending to knoweverything, move towards your
people and ask powerfulquestions, a strong leader
admits when they need help.
You cannot have the solutionfor every single problem.
If you did, then why would youneed a team?
As your leadershipresponsibilities increase, you
must understand that you do nothave all the answers, and that's
(11:39):
okay and I'm here to tell youthat it's taken me a long time
to realize this that your teamdoesn't expect you to have all
the answers.
What they expect you to do isto come to them, understand
individual strengths on the team, align those strengths to
problem sets that you face andhave their strengths cover your
(12:00):
weaknesses and that's what ateam does.
Think of it as a sphere or ashield wall right.
Cover your weaknesses, andthat's what a team does.
Think of it as a sphere or ashield wall right, we all have
weaknesses within the shieldwall, but we use our resources
to our ability to, as best aspossible, to achieve an
overwhelming superiority of theenemy on the battlefield right.
So you can think of it howeveryou want, but you have to
(12:22):
understand that if you have thatfalse image of yourself and you
go in thinking that you have toknow all the answers, then
you're wrong.
And that feeds us into the nextone, number four showing no
weakness At the core of who I amas a leader.
I like to think of that asmeekness, and meekness I define
simply as strength under controlAt my core.
(12:44):
I'm a combat arms infantryofficer from rural West Virginia
, right?
So I have descended from ScotchIrish people.
So I have descended fromScotch-Irish people.
If you ever read the book BornFighting, my heritage, as long
(13:07):
as I could probably search itback, for the last thousand
years has been at war.
So I will tell you right now Ihave the capacity for violence.
But that's not what I mean bymeekness.
It means strength under control.
Yes, I can be a hammer andworld could be my nail, but I
don't do that because I try tobe kind.
I try to solve problems with alevel of ethical morality, and
(13:30):
that is meekness Understandingthat you have the power to
absolutely crush people if youwanted to, but don't do that.
Restrain yourself.
So, showing no weakness, right.
Understand that no one'sperfect.
Leaders who always display anoverly confident or dominant
personality will create distancefrom their people.
And why is that?
Because leadership's messy,right?
(13:52):
It's always a problem.
And if you're listening to this.
I guarantee you, how manyproblems did you have last week?
How many problems are youfacing right now, this week?
Are they different?
Probably, and that's okay, andeven the best team members will
endure challenging times.
If you are unwilling to be openand approachable with everyone,
(14:14):
your team will stop approachingyou and bringing you problems,
and that's one of the worstthings that can happen.
When your team stops bringingyou issues, you're no longer the
leader.
And who said that?
It was Colin Powell?
Leaders who refuse to showweakness often have a scarcity
mindset.
They want to hoard powerinstead of sharing it, and it's
all things that we've sharedbefore.
(14:35):
I have always led with emotions,and I do not think that that's
a bad thing.
I've led in some of the mostchallenging organizations that
you possibly think of and someof the most stressful
environments you can possiblythink of, and I'm an emotional
guy.
I've cried in front of my menmore than one occasion because I
genuinely care for them, andthat's okay.
(14:56):
Leadership is an emotionalthing.
It does not need to be blackand white, zeros and ones, but
there's a balance Remember,balanced with strength and
emotion.
That's the key there to buildstrong relationships,
relationships, create trustwhich leads to respect.
Remember this be vulnerable, beauthentic but, above all, lead
(15:19):
with confidence.
Team, let's take a quick breakfrom this episode and I want to
share an additional leadershipresource with you, and that is
one-on-one leadership coachingthrough McMillian Leadership
Coaching.
So what do I do?
I help leaders discover theirpurpose, create a long-term
growth plan and take inspiredaction.
I believe everything rises andfalls on leadership and,
(15:42):
regardless of where you are inlife, one fact is true you are a
leader of others, you are aleader of your family and, most
importantly, you are a leader ofyourself.
To lead others well, thatstarts by leading yourself well.
If you want to learn more, youcan go to
mcmillianleadershipcoachingcomand schedule a free call today.
(16:03):
Back to the episode.
So, number five if leaders donot master themselves remember
the first phase of leadership,which is self-leadership they
will fall into this entitlementtrap.
Leadership positions come withperks.
Oftentimes.
I've never really used those,other than parking when I was a
(16:24):
company commander, but thosebenefits are intended to keep
you motivated during tough timesnot to be selfish and to hoard
those types of perks and usethem for your own personal
benefit.
Leaders who assume positions ofauthority without embracing
humility, understanding,gratitude and selfless service,
(16:46):
which I like to call hugs.
You're welcome.
Fall into this temptation.
Instead of choosing the role forpay or location or benefits,
choose a position that alignswith number one head, heart,
hand.
Do you understand cognitivelywhat you need to do?
Is there some type of anemotional response there that
(17:09):
makes you want to do that andare you excited to do the work?
Number two mission over money.
Money will come right, like itwill come one day, but do you
have an absolute, urgent,compelling emotional feeling to
actually do the mission?
If not, then you're not goingto work hard.
That's just simple as that.
And making a real impact.
(17:30):
If you go do this job and youdo it well, will you enjoy it?
Remember leadership perksshould be shared.
Be willing to share yourbenefits with your team and give
them away freely.
You work for your people.
Always remember that they donot work for you.
Number six is control.
(17:50):
Control leads to blind spots,often called dead space.
That's a military term.
When leaders hoard all thepower and stop actively seeking
advice for others, it becomeseasy to overlook critical issues
.
So what is dead space?
Dead space is a military termthat refers to an area that is
invisible to you.
(18:11):
The enemy often freely operatesin these, because they know
that you can't see that area oryou can't control that or
dominate that area.
Right?
The same applies to leadership.
When leaders control everythingand surround themselves with
those who reinforce theirviewpoints, they're creating
dead space in their life, and aperfect example of this is the
(18:34):
Russian-Ukraine evasion right.
Think of it through this lens.
Vladimir Putin consolidatedpolitical and military power, I
don't care who you are.
He did, prioritizing loyaltyover honesty and yes, men within
his circle, and, as a result,he was given poor intelligence.
He believed that the Ukrainianpeople would embrace a Russian
(18:58):
occupation, and he is tragicallywrong.
Hundreds of thousands of menand women have died in that
conflict because of someone whowanted to have control.
You create dead space when youbase leadership on loyalty alone
(19:18):
and suppress dissentingopinions.
People will not tell you thetruth if it's contradictive to
your narrative.
Right, instead, share powerwith your team, select diverse
members based on merit andencourage open discussions.
(19:39):
So number seven fear-basedleadership.
Fear is one of the most damagingbehaviors that can take a hold
in an organization or any typeof leadership style.
Right?
Fear leads to inaction withinany organization that I've ever
seen.
It's like a paralysis.
We all have heard the termanalysis paralysis.
(20:01):
If you allow fear to takecontrol, it will prevent you
from making decisions becauseyou physically feel seized.
And why is that?
Because you're afraid to fail.
What many fail to understand isthat failure is essential to
success.
It's a building block.
It doesn't mean you failed.
It means you've learnedsomething and you're going to
(20:22):
continue to move forward.
Another way transitional leadersuse fear is by enforcing
authority to drive outcomes.
They're using their owninfluence to pressure you to do
things.
When your team fears you, youdiminish your leadership
potential.
Once people begin avoiding you,relationships erode and trust
(20:43):
destroys and you have no morerespect.
And when you have that, you'reno longer the leader.
Leading through fear also leadsto communication breakdowns.
Once people are afraid toapproach you, dead space begins
to build.
And remember that quote fromColin Powell when an
organization stops bringing youproblems, you're no longer their
(21:03):
leader.
That's true and that'sdangerous.
People follow people.
They do not follow titles, donot lead by fear.
Number eight, leading by thebook, and this one is so true in
the world I currently findmyself in, have you ever heard a
leader who tries to solve everysingle problem by strictly
(21:25):
following some type of textbook,manual or policy?
If so, you've probably noticedthe lack of innovation and their
inability to actually becritical problem solvers.
And their inability to actuallybe critical problem solvers
Each day presents a newchallenge.
Like I said before, you'reprobably facing your own
challenges right now, and nobook will provide a clear path
to victory.
A perfect example of this is amilitary battle drill.
(21:48):
There's several of them, but abattle drill is just an SOP, a
standard operating procedure.
It's designed to enable quickreactions to the enemy of what
they're presenting you.
But what happens when you facea hybrid enemy or an unforeseen
challenge?
You have to adapt.
So a battle drill is just anSOP.
(22:09):
It doesn't mean it's going toplay out like that every single
time.
You're going to have topotentially mix them and you're
going to have to be creative.
Remember you only need a 70%solution to move out.
You really do.
A 70% solution is better than100% solution, because 100%
solution is impossible.
Get to that and then continueto move forward.
(22:29):
Fail fast, fail small, iterate,continue, and leading by the
book does not allow you to dothat.
When new obstacles arrive,leaders must understand the
tools at their disposal and howto apply them.
There is never a singlepredefined path to success.
Textbook problems do not existin the real world.
(22:53):
Leaders must be adaptivethinkers.
We can analyze solutions,develop strategies and empower
their teams to overcomechallenges when we see problems
as creative, problem-solvingorganizations, not
problem-making organizations.
Nothing's going to fit perfectinto a textbook.
(23:13):
And when we try to fight theenemy as fighting the plan, then
you're never going to win.
The beautiful thing aboutleadership is that there's no
absolute right or wrong approach.
Leadership's dynamic.
What matters is yourproficiency and your ability and
your persistence to solveproblems.
(23:33):
What capacity do you have?
Number nine outcome-drivenleadership.
In the book Atomic Habits, jamesClear discusses behavioral
change and the importance ofshifting focus from what truly
matters.
Many people abandon new habitsor goals when they do not see
immediate results, and the sameapplies to leadership.
(23:56):
When leaders focus only onnumbers, performance metrics and
KPIs or key performanceindicators, they lose sight of
the bigger picture.
The most important element ofany team is culture.
Culture is the most importantthing.
Culture defines how yourorganization operates and how
your people feel.
How does your organization makeyour team feel?
(24:20):
How does your business makecustomers feel?
Answering these questions canhelp shape the culture and your
identity that you want.
For example, mcmillianLeadership Coaching MLC, the
company that I have.
I aim to inspire leaders tobecome the best versions of
themselves and reach their fullpotential.
Transitional leaders areoutside-in thinkers, meaning
(24:43):
they prioritize outcomes overpeople.
When organizations adopt thismindset, they experience high
turnover, low morale andstagnant growth.
You're never going to havepeople stay on your team.
Instead, focus on people first,and then outcomes will follow.
Think of it like this who doyou want to be?
Figure that out.
(25:04):
What habits, then, do you needto have to become that person?
Second number three what arethe desired outcomes?
A lot of people focus on theoutcomes.
They want those quick wins.
Well, you need to know who youwant to be first, and you have
to understand the habits and youhave to consistently do those
habits.
So number 10 is a hidden agenda.
(25:26):
Have you ever worked for aleader who withheld information
or seemed to be pursuing theirown interests?
I'm sure we have.
It happens all the time.
Leaders with hidden agendasoften erode trust and create
division in their organizationsor their teams.
Every leader has personal goals, and that's perfectly fine.
(25:47):
However, when leaders fail tocommunicate their intentions
with a team, they becomedoubtful, and doubt breeds a
scarcity mindset, leading to abreakdown of collaboration and
trust.
A leader's goal should be totear down barriers, not build
walls, hidden agendas, cloudtransparency and create
uncertainty within anorganization.
(26:08):
You don't want that.
Instead, lead with windows.
Do not build silos.
Windows provide a barrier, butthey allow people to see inside.
Right, that's that's true, truetransparency.
And you can use the term opendoor policy, it doesn't matter.
I love the term leading withwindows, because there's always
(26:29):
a barrier there.
Transparency fosters trust,collaboration and alignment.
All right, so we've went throughthe 10 examples and let's just
quickly summarize these right?
So, again, this is focused ontransitional leadership.
In the next article I'm goingto talk about transformational
leadership.
But number one we coveredtop-down leadership.
(26:51):
Number two separating yourself.
Number three a false image.
Number four no weakness.
Number five entitlement.
Number six is control.
Number seven fear-basedleadership.
Number eight leading by thebook.
Number nine outcome-drivenleadership.
(27:12):
And number 10, a hidden agenda.
So let's get into my finalthoughts and then a quick after
action review, where I'm goingto leave you three powerful
questions that you should spendsome time reflecting on.
So the easiest path a leader cantake is a transitional
leadership, like in the Tale ofTwo Cities by Charles Dickinson.
(27:36):
A leader has the power to makeor break an organization.
The power to make or break anorganization At the core of a
transitional leader isself-sabotaging behaviors such
as fear, anger, jealousy, a lackof trust and ego, which is
probably the biggest one.
Remember what leadership istruly about it's about people.
(27:56):
That's what leaders do.
They lead people.
A leader's job is to leave anorganization better than they
found it, not worse.
Transitional leaders rulethrough fear.
They rule through selfishness,they hoard power and, in a world
dominated by profit-drivenagendas, I challenge you to
choose people, becountercultural, trust me.
(28:19):
I've seen success in my personalcareer because I gravitate
towards people and I truly givea damn.
And here's here is a unscripted, perfect example.
A couple of days ago, I repliedto an email and I didn't really
think through it when I applyreply to that email and it was
very cold and one of myteammates called me up and he
(28:42):
called me out on it.
It was very cold and one of myteammates called me up and he
called me out on it.
He's like hey, like all you didwas just erode our team's
authority in the eyes of theusers and I really reflected on
it I was like, yeah, he's right,he's 100% right Goes against
everything I stand for.
So at seven o'clock at night,in my flip flops, in the rain, I
go back to work and I work in askiff, so I had to unlock the
(29:02):
building and I go back in thereto shoot an email.
That took me one minute, but itwas worth it, and it was eating
at me because it was goingagainst who I was.
Why do I share that story?
Because it was a hard path tochoose.
I could have said, yeah, no,you're right, I didn't mean to
do that.
I'm sorry, but deeds, not words.
Right, act.
(29:25):
Do that.
I'm sorry, but deeds, not words.
Right Actions speak louder thanwords.
Choose to bring light into yourorganization.
Choose to be a leader whobrings the world together.
Use these 10 principles thatI've shared with you to avoid
becoming that transitional,toxic leader.
And that's all that I've everwanted with this episode, with
this podcast, with my coachingcompany, is to end toxic,
(29:45):
transitional leadership.
That is the mission that I'm on.
This is probably one of themost important episodes, because
this is everything that I'mtrying to do, these 10 things
I'm trying to prevent.
One day, my son and my daughter.
They're going to go into theworkforce, they may even join
the military, and I want them tobe inspired by leaders that are
(30:07):
transformational, that buildthem up, that inspire them to be
more, become more, do more.
We all have the potential forgreatness, but it's up to us to
forge it and to become theleader this world deserves.
So here are the top threetakeaways, or the top three
questions, rather, that I wantyou to focus on.
The first one is how do youempower your team?
(30:30):
Number two, what leadershipentitlements are you taking
advantage of and can you sharethem with your team?
And number three do you have apersonal agenda that you're not
sharing, and why is that?
All right team?
Do me a favor If you like thispodcast it would mean the world
(30:51):
to me.
If you like it, if you subscribe, if you share on whatever
platform you listen to, leave afive-star review, go to Tales of
Leadership, slash Buzzsproutand support this channel.
And if you're listening to thisand you own a company, I'm
always looking for a showsponsor to help out financially,
and all the money that I makefor my show goes directly back
(31:15):
into producing powerful content.
Trust me, none of this stuff isfree, but I spend my own
personal money because I'mdedicated to becoming the best
personal and best leader that Ican be and to share those tools
with you on my journey.
As always, I'm your host, joshMcMillian, saying every day is a
gift.
Don't waste yours.
(31:36):
I'll see you next time you.
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