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My daughter can camp with the best of us but get a stink bug near her, and she bolts out of the room in a fear-flooded frenzy! A quiet suspicious sound of fluttering will send her running. As you can imagine, with the weather warming, she is bolting in and out of rooms like a possessed child while the rest of us stare in disbelief. How does this connect to leadership, I am sure the idea of confirmation bias (CB) is not new to you, but how often have you considered the role it is playing in your behavior, approach, or relationships? My daughter now sees the world according to the possibility of a stink bug. Every sound, every dot on a window, and every insect has the potential to be the dreaded bug. Only 5% of the time is she correct. Forbes has a great article on this topic and describes confirmation bias as the “tendency for people to recognize, remember, and value new information that confirms what they already believe. The concept is not difficult to understand but surprisingly difficult to interrupt. Why? It is because unconscious biases are not only cognitive processes they are fueled by emotion.” The emotional side of CB is the innate tendency to move towards pleasure and away from pain. This draw can become so powerful that we overlook the truth. Why does this matter? You are selling yourself and your team short. Perception is the key to success. Staying open to possibilities and curious about what you may not know will always allow for an opportunity. Confirmation bias shuts the door to possibility, it creates walls of thought and shuts down innovation and creativity. It is the easy way out, “if I align these thoughts and perceptions, my job is done” Nope… you have just sabotaged opportunity. The Decision Lab noted that “decision-makers have a tendency to actively seek information and assign greater value to evidence confirming their existing beliefs rather than entertaining new ones.” So we deny the possibility and unconsciously double down on falsehoods. Great leadership seeks attachment to nothing. No idea is off the table, and an open perspective is everything. From here, our teams become nimble, fluid, and responsive. You pull away from the pack and become exceptional from this place. How do I avoid confirmation bias? Be transparent. Talk about the desire to avoid CB and hold each other accountable when it shows up. Give each other permission to call out comments that align with previous assumptions. Approach problems backward, “if we were to fail, why would that happen?” From this perspective, you can catch and account for blindspots and assumptions. Could you ask another question before concluding? CB leads to quick decisions; if you slow the process, you become aware of your skewed perspective. Seek clarity and accountability. Ask yourself: “is this (idea, thought, assumption) true?” Humility and curiosity: Seek to continually prove yourself wrong.

Change is a constant, just like death, we can not outrun it. So often, we experience change through a negative veil. Quick to point out inadequacies and disappointment. It is curious that, given a choice, we often choose negativity. Imagine if you could approach each new situation or person with excitement, anticipation, and openness. How might this change the dynamic and course of your life? It is human nature to seek safety and comfort, moving towards the familiar even if it has negative consequences. This pull towards familiarity might be so strong that we perceive fault in people and circumstances just to create a sense of calm. In actuality, this approach creates stress and anxiety. The first few days of each trimester, my daughters will complain about their classes; the teacher is “mean”, the content is “boring,” and they “don’t know anyone in the class.” I listen, acknowledge their concerns and then remind them of a favorite motto: "Never create judgment around a person, job, or new situation for at least two months." Invariably we revisited this class a few weeks later, and they have a very different perception. The teacher is fabulous, they have many new friends, and (maybe) the class is interesting! Negative reactions and initial judgment come from a place of scarcity and fear. We judge others or circumstances because it is easier than admitting discomfort and connecting with emotion. Recognizing this tendency and creating a mindful practice will lessen the anxiety, stress, and confirmation bias you encounter. I encourage you to actively acknowledge the discomfort and create space between what you are experiencing and your emotion. Permit yourself to become an observer only, living in the moment and experiencing things for only what they are. Void of bias, assumption, or judgment. Think of a vast ocean and a boat moving and swaying gently and effortlessly with the tides. Rolling with the momentum and adjusting as the winds shift. In contrast, you are more apt to capsize when you try to over-manipulate a boat in a storm. Guide your actions and thoughts rather than force them. Life of Sailing notes: “Huge storms at sea are a requisite of fear and uncertainty. In most cases, it will sap morale, lead to poor decision-making, exhaust the crew members, and leave everyone in panic mode.”- sound familiar? Harnessing the skill and strength to welcome change and approach it with curiosity and positivity is a worthy goal. You will not outrun change, but you can embrace the experience and inspire others along the way. My Challenge to You: As you approach a new situation, create intentionality and choose to remain open, curious, and positive from the onset. Assume the best intent in others and maintain a positive mindset until proven otherwise. If you feel yourself finding fault or comparing, take a moment to sit back, and reevaluate where these comments are rooted. What emotion drives the reaction (fear, discomfort, embarrassment)? Before you create a narrative or judgment, ask yourself, “Is this based in truth, and might there be another way to approach this situation.”

Curiosity is a double edge sword. On the upside, it allows you to continually learn, to evolve, and connect with others. The downside, it requires humility, a step out of the limelight, and opens the door to the possible need to admit you are wrong, uninformed, or may slow the process. With those “downsides, " staying with what you know is tempting, but let me challenge that. Yes, it may be easier, but who does it serve? Only you- temporarily. Switching the focus to others, drawing out their experience and wisdom, and becoming comfortable admitting you don’t know or asking more questions is a liberating experience. It is this skill that shifts the “I” to “we”, you become a partner in discovery with others. Years ago, I was in a class and was asked to draw a circle representing all of the world’s knowledge and information. I then was asked to color in how much knowledge I had (very small sliver) I then colored in how much I didn’t know (much bigger slice) Finally, we thought about how much we didn’t know that we didn’t know. This is your BLIND SPOT! (the majority of the circle) For example, have you heard of the “climate ball?” Researchers have found that there has been a spike in major league home runs tied to climate change which, in effect, warms and thins the air causing the ball to move farther. This was a great visual reminder of how little I know and how much I can become aware of. If your goal in life is to keep that initial sliver small, you can continue as usual and stop reading this. If you recognize the enormity of knowledge and how some of that information could benefit you, why not double down on curiosity? It is not like anyone’s sliver of knowledge is much bigger than yours. In reality, we all know just about nothing! Curiosity is the key that unlocks potential. Curiosity allows for reflection, debate, and innovation it is this which will separate you and your team from the rest. You do not need to prove your worth; you have already done that. Now is the time to draw out the greatness in others, create a culture of risk-takers, celebrate thinking and questions that go beyond the expected, and take you to uncharted waters. As leaders, by default, we consciously or unconsciously possess a perceivable level of intimidation and superiority. It is from this perspective that humility comes into play. Recognize this dynamic and use it as an opportunity. An opportunity to speak last, ask for others’ perspectives, and welcome dialogue and healthy debate. It is from this place that others will rise and share their wisdom. Can curiosity slow down the process, can it open a can of worms and de-rail the momentum? Yes, AND, it is those very things that may also lead to innovation, extraordinary realizations, and transformation. Allowing time for the process to unfold is the key to emerging greatness. That said, it is also reasonable to put guardrails on your "creative/ curious" time so as not to get off track. My Challenge to You: Commit to learning something new each day. Widen the sliver. Before you render an opinion or advice, ask one more question. Disaattach from being “right” and instead seek to understand and learn. Did you know Brian Grazer, one of the most successful movie producers, attributes his success to “curiosity, (it) has quite literally been the key to my success, and also to my happiness…curiosity is what gives energy and insight into everything that I do... Curiosity infuses everything that I do with a sense of possibility.” Read this great Forbes article on curiosity and leadership. Finally, share this idea with your team. Invite them to infuse curiosity into the team discussions and listen to their brilliance!

One of my favorite shows is Undercover Boss, the leader of an organization goes undercover as a new hire and learns the trade, the missteps of the company, as well as the people behind the success. It is an eye-opening experience and quickly leads to tremendous insights, changes, and appreciation. Not until the boss removes the suit and gets dirty does he/ she understand how to implement real change. Regardless of the industry, there always seems to be a perceived divide between the “boots on the ground workers” and “the executives and administrators”. The people “doing” the job and the people “designing” the job.” Things will not change until we create alignment, conversation, and transparent communication opportunities. We need to get in each other’s shoes, share experiences, and feel each other’s challenges. In a recent Wall Street Journal article, the new CEO of Starbucks is doing just that. Narasimhan committed 40 hours to barista training and now spends time serving customers and connecting with staff. In a short amount of time, he uncovered cost-saving efficiencies and design improvements and experienced insights that translated to positive changes for the customer, staff, and company. Without awareness and commitment to understanding others’ perspectives, this divide widens. No longer are the two sides speaking the same language or listening with an openness to hear and learn. Isn’t everyone on the same team? Doesn’t the barista want to work in and for an engaging company with a great product that is financially fluid? Yes. Don’t executives want to provide exceptional service, a great product that grows the customer base, and create an atmosphere that attracts excellent talent? Yes. So why the tension and push-pull of anxiety, anger, and dissatisfaction? Lack of opportunities to connect and share ideas Tunnel vision: not considering the ripple effect on others and not integrating imagination and creativity to serve more efficiently i.e. “I see the problem but, it is not my job to solve.” On a recent consulting gig, I spoke to an accomplished medical provider about the program’s inefficiencies. She quickly admitted to all of the workarounds and ineffective practices which negatively affect patient care. She had ideas on how to improve them yet, had not acted on any of them. She “stayed in her lane” and did the assigned work. This individual suffers from a lack of confidence and the inability to see beyond her “job.” Also, she has not been given permission or a forum to discuss her findings and create solutions to improve the program. There are several ways to correct or prevent this dynamic. As the leader, get out from behind your desk and learn what it takes to make your company successful. Actually, “do” the work, scoop the ice cream, sell the shoes, make the trade, or participate in hospital rounds. Not until you live their experience will you truly understand your team’s perspective and pain. Just the act of seeing you amidst their colleagues will begin to close the gap. Your presence says, “I want to understand and know you. I want to feel what you feel so I can fully support you.” Lead with transparency. Share your burdens and the complex decisions you are faced with. Shielding your team from these discussions will not create trust and safety. If you have hired the right people, the answers are within them. It is the team that will provide solutions and innovations but not without you sharing your story. Hire leaders, not just followers. We absolutely need a mixture of both but hire too many followers, and you will stifle innovation and creativity. Hire people with the innate ability to see problems before they arise, are solution-oriented, and become bored with the status quo. You want people who are creators, not just maintainers. Go to the source and ask for feedback. All the answers are in the room, but people often will not offer insights until you permit them to do so. I'd like to encourage you to ask various people. We tend to ask the same people or the same level of people every time. Create conversations with the employees who stock the shelves, clean the floors, and prep the meal. They hold so much insight and knowledge and often have the answers you are looking for since, let’s be honest, they are the brunt of much of our dysfunction. Finally, words matter. Replace “I” with “we”. If you don’t see your company as a unified team, neither will they. Your success is carried on the shoulders of many; creating opportunities for others to lead and innovate will elevate the entire team.

“You can’t handle the truth!” (If you haven’t seen the movie A Few Good Men then this photo will not resonate, but for all that have, I couldn’t resist!) Lolly Daskal, the author of many great leadership books, including the Leadership Gap, talks about the frequent lies that leaders tell themselves, which are just that, lies. Sometimes it is out of protection; other times, fear or ignorance. Either way, the only way to outrun the lies is, to be honest with how you show up and the stories you tell yourself. Couple that with intentional bravery to become an exceptional leader, and you will be well on your way! The stories we tell protect us from the truth and temporarily ease our way. This tactic does create short-term relief but never long-term gain. So why do we do this? Typically we believe we are incapable of handling the brutal reality; we don’t have the skill, the leverage, the connections, or the talent. (We “can’t handle the truth!”) We don’t have the inner strength to endure the fire. In turn, we create barriers to protect us. I believe you are stronger than you think. Daskal’s top lies leaders tell themselves are: (and my interpretation of what is behind these lies) I am in control (I am not strong enough to handle a failure) I can do this on my own (If I collaborate, others will see my weaknesses) I don’t have time (I am unable to set healthy boundaries) If I ignore it, it will go away (I can’t have difficult conversations) I always know best (My ego is more important than you or the team) I’m a good listener (I already know what you are going to say) My ego does not get in the way (I am too afraid to let you see me) Everybody does it (I don’t want to take responsibility because it is too hard) People don’t need praise (I don’t like feeling vulnerable)) Emotion is weakness (You will see I am human and have flaws and fears) Sometimes you have to cut corners to get ahead (I choose not to take the time to do it correctly) I’m not here to make friends (I am afraid you will take advantage of our relationship) Pick up any leadership book, and it will say the same thing, so why do leaders continue to hold on to the lies that ultimately hurt them and their team? What is so powerful that they overlook research, scholars, and experts… fear. As a leadership coach, I have heard every one of these lies and my experience tells me that fear is the underlying driver. Putting these lies to rest requires humility and introspection. Quieting the lies requires you to think differently and show up with curiosity instead of answers. Many of us rose the ranks from “doing” great things. We could “do” twice as fast, think quickly, implement accurately, and were 100% reliable. Once you move into leadership, the playing field changes, and, What Got You Here Won’t Get You There. You are not being hired to “do” but rather to implement your wisdom, think strategically, position others, and leverage talents. It is no longer about you; “success” as you saw it is now measured by how OTHERS “do”, not you. As Andy Stanley noted on a podcast episode titled The Motivation of a Leader Stanley notes, ”When it comes to leadership, the personal economics look bad. This is because a leader will always give away more than they get. The role of a leader is about being, not doing.” Leadership is a skill and one which is learned and never mastered. It is also not for everyone; success in a job does not make you a leader, it makes you successful at your job. If you are in a leadership position and these lies dominate your mindset, I would challenge you to ask yourself: Why you want to be in a leadership position. What is your motivation? Are you prepared to admit what you don’t know and partner with others to learn? What are the top lies you tell yourself, and what might you do to address them? Visit my website at fresheyes.solutions to learn more tools and start the journey toward exceptional leadership.

The tenth and final characteristic of a good leader is Respect. Integrity Delegation Communication Self-Awareness Gratitude Learning Agility Influence Empathy Courage Respect The 10 characteristics and Qualities of a Good Leader. Not a small subject for sure. There are two sides to respect; the respect we earn and the respect we give. The respect we earn: I have had the pleasure of coaching many extraordinary leaders. Most have worked “from the bottom up,” developing their leadership craft and building relationships and respect. We may respect the job ones does and the impact one makes, but to ​garner ​personal​ respect that is earned over time. It is slow and methodical. The subtleties of actions and words are what others around us notice. Step back and think about who you most admire and respect. I would venture to guess they possess selflessness, humility, passion, and drive to serve. Respect is not given because of your title, which often works against you. We earn respect by partnering with others and illustrate by the clarity of character and decisiveness for what we stand for. Credibility and respect are derived from acting from a place of service, not ego. To stand selflessly behind others and support them fully. We respect individuals’ intellect and tactical skill, but above all, we respect how people allow us to feel. When talking to others, are you fully present, or are you multi-tasking (checking email or looking at your phone? ) Do you look them in their eyes and listen with the intent to learn and understand? Do you consistently approach others with curiosity and empathy regardless of your agenda? Respect is earned because you lead with intentionality and passion. Respect is not earned by doing but rather by being and acting in a manner that inspires others to want more of you. We inherently find respect in ones character, which overrides most everything else. It is character that draws us to leaders who create and facilitate experiences of connection and purpose. The respect we give: If you don’t give it, you will never get it! Do others have to earn your respect before you give it, or can you give it until they lose it? Similar to trust. Taking the stance that people have to earn your respect presumes an element of hierarchy and judgment, which is unhealthy. You may disagree with another or need clarity on their perspective, but withholding respect for another human without probable cause is a dangerous and lonely path. Is it possible to assume each person acts from their place of integrity even if their actions differ from yours? Making assumptions that fit our narrative and align with a self-serving perspective is easy. It takes a true leader to be mindful of our preconceived ideas, biases, and agendas, which have been layered on one another. To lean into curiosity, assume the best intentions, and seek to understand rather than judge is a rare skill. So why does this matter in business? In a study of nearly 20,000 employees around the world, respect was the common characteristic shown to improve employee commitment and engagement. Showing respect for others indirectly motivates them. Forbes published a great article articulating the three ways to improve your leadership through respect. I would encourage you to give respect and reserve judgment. What another does is not always indicative of who they are. Allow for patience, understanding, and the opportunity to learn more. Remember, as a leader, what you do will be repeated by others. p.s. While writing this, I noticed my husband (a physician) attending an international webinar on technological innovation in cancer research. This discussion was very high level, and as I watched over his shoulder, the narrator posed a question asked by the audience. Unbeknownst to me, it was my husband's question re: innovative advancements in breast cancer, specifically DCIS, which is the type of cancer I had. My eyes immediately weld up as I realized he had quietly sought out perspective and information to support my health more fully. I felt the unprompted subtleties of support. I never thought it was possible, but my respect for Hans grew even greater at that moment.

We are nearing the end of our 10 characteristics and Qualities of a Good Leader and this is a good one…. #9, Courage. I will be bold in saying this may be the one characteristic that is a non-negotiable if you want to go from great to extraordinary. It is courage that separates the final few and will push you further than you can imagine. First, let’s examine two categories of courage, inner and outer. Inner courage: This is the quiet way we approach individuals and challenges. It is having the humility to ask for feedback and leading through curiosity without knowing the answer. It is recognizing the landscape of organizations will change, so your knowledge will need to grow and evolve constantly. It is knowing your self-wroth yet simultaneously having the bravery to admit you do not know. It is declaring failure yet forging ahead despite the disappointment. To seek clarity and understanding rather than needing to be “right.” Inner courage asks that you listen and seek opinions and advice even when you believe the answer is clear. It is listening to learn vs. listening to respond. Outer courage: This requires creating an environment of growth and exploration. It is taking the hit when failure arises and giving credit when success emerges. Surrounding yourself with people more intelligent and wiser than yourself because you care more about the team and the organization than you do about your ego. Great courage requires you to see your team through the eyes of potential. Identifying areas of untapped possibility and mentoring and investing in the success of others. It is taking a calculated risk in the name of greater success because you believe so deeply in your team and the collective vision. Brene Brown has built her platform on both courage and vulnerability. In her book Dare to Lead she outlines the four skill sets needed for courageous leadership. Rumbling With Vulnerability. Living Your Values (Rather Than Simply Professing Them) Braving Trust (And Being The First To Trust) Learning To Rise. These distinct elements drive success and can be taught, developed, learned, and measured. If you have not explored Brene’s work, I would encourage you to do so. She cuts through the excuses and speaks to the heart of the issue. Here is a 6-minute video to rev the engines of courage. You deserve to step into all that you have the potential to be. As a leader, you are being watched, and what you do will be repeated (good and bad). Set the example of bravery, courageousness, and humility. Leadership involves many learned skills, but without the courage to actualize them, you have mediocrity. I believe everyone has the potential to be extraordinary, do you?

We are close to wrapping up The 10 characteristics and Qualities of a Good Leader., #8 Empathy noun em·​pa·​thy ˈem-pə-thē 1: the action of understanding, being aware of, being sensitive to, and vicariously experiencing the feelings, thoughts, and experience of another of either the past or present without having the feelings, thoughts, and experience fully communicated in an objectively explicit manner Not to be confused with sympathy, which shows pity or sorrow for another. Empathy requires a more profound connection or interest in understanding how another might feel and experience a situation. While I believe this is easier for some than others, I also believe it is an essential skill that can be learned and developed as long as your intention is genuine. This last part is key. If you layer the skill upon a disinterest in connecting with colleagues, you will crash and burn, and they will see right through you. HOW: I feel confident that empathy is more a state of being than doing. Being empathetic rather than showing empathy. Empathy is driven by the inherent desire and interest in connecting and understanding another’s perspectives thoughtfully and humbly. Dismissing your agenda and leading with curiosity about how the other person is experiencing the situation. Coupled with that, it is the desire to create harmony and connection between what is and what another is experiencing. Working as a healthcare clinician, you are surrounded by empathetic people and tasked with creating connection and trust with strangers at a moment’s notice. This is a skill powered by inherent interest. It is imperative that you not only desire to be empathetic but you interact in a way that another can feel. For several years, my job was to care for and manage geriatric fracture patients. These are elderly people who sustained a fractured hip, femur, humerus, etc. and suddenly (typically in the evening) found themselves in the hospital, alone, scared, and with no sense of what was next. My job was not only to manage them medically but to create a bond and trusting relationship so that they felt prepared for surgery, comfortable with the plan, and felt knowledgeable about what were the next steps: all within 30 minutes. Time was of the essence, and honing this skill was imperative. I would sit along their bed, I would hold their hand, look into their eyes, listen to their story, and ask what was most important for me to know about them I would speak in a tone that was quiet but confident, and I would follow through with any promise I made. While I certainly had a task to perform, it was always smoother and faster if I invested time in learning about my patient’s priorities and greatest fears. From there, I could tailor my focus to meet their needs. I have no question that these precious moments led to a successful clinical career. WHY: Now that you know how to empathize, the bigger question is why. Many might ask if honing empathetic skills results in a positive ROI. It is easy to conclude that the leader’s priority is to drive change and innovation, so why must empathy be shown? Isn’t that someone else’s job? Here is the answer. Research has shown that showing empathy and connecting with your colleagues directly affects innovation, engagement, retention, and the feeling of inclusivity. In the current climate, people leave their job primarily because of poor management and not the job itself. You are leading people, not machines, and people want to feel acknowledged, valued, appreciated, and part of something bigger than themselves. Investing time in understanding who your people are and what drives them will inadvertently lead to loyalty, commitment, and an innate drive toward success.

Integrity Delegation Communication Self-Awareness Gratitude Learning Agility Influence Empathy Courage Respect The 10 characteristics and Qualities of a Good Leader. in·flu·ence /ˈinflo͝oəns/ noun noun: influence plural noun: influences the capacity to have an effect on the character, development, or behavior of someone or something, or the effect itself. I would argue that some of the most powerful influencers are not intentionally influencing. Their natural characteristics of integrity and passion shape the experiences of others. Leadership and influence have more to do with inspiring the thought and actions of others through one’s presence and example rather than through authority or hierarchical dominance. We have all seen “influencers” in social media who use their notoriety to impact others’ behavior. Many times they are incentivized to sell products or promote ideas. This is not what we are talking about. People who are authentic influencers are selflessly driven to serve others. They derive excitement and energy from developing and watching individuals become the best versions of themselves. John Maxwell wrote a great book: Becoming a Person of Influence, his chapters are titled; A Person of Influence Has... Integrity, Nurtures others, Faith in others, Listens to people, Understands people, Enlarges people, Navigates for others, Connects people, Empowers people, and Reproduces other influencers. Maxwell highlights the shift to intrinsic motivation to serve and elelvate others and inadvertantly they will feel appreciated and develop loyalty and trust. This is where influence is born. How do people become influential? It may help to have notoriety, education, or money, but I would argue none of these are prerequisites. We are influenced by people we trust and have shown integrity, humility, and consistency in action and word. Influencers are often quiet and deliberate. They genuinely care about others and consciously or unconsciously raise the bar regarding how we perceive ourselves. They lead with confidence and evoke feelings of hope and success. Influencing is not dictating and pushing your agenda. People chose to follow out of inspiration and intrinsic motivation to act or think differently. Your level of excitement, passion, and concern is what others perceive and motivates them to a higher level of performance. Influence originates from the determination to elevate others further than they themselves imagined. You might wonder if the most influential people share common characteristics. The answer is yes. Here is a great article outlining their commonalities. This writing touches upon the positive aspects of leadership, but it is worth noting that, as leaders, we also can create a negative impact. Leadership holds responsibility. Very quickly, you can alter thoughts and actions with lasting effects. Use influence as an opportunity to promote positive change with intentionality.

Over halfway through a deep dive into The 10 characteristics and Qualities of a Good Leader.! Integrity Delegation Communication Self-Awareness Gratitude Learning Agility Influence Empathy Courage Respect In 2001 the Agile Manifesto was created by software designers determined to respond to the everchanging world of technology. Since then, the focus on creating teams that harness these concepts has never been more relevant. This characteristic refers to the ability to adapt, be nimble, and respond to the ever-changing environment, workplace, customer, and organizational needs. How we perceive (mindset) the world around us will in turn, create opportunities and determine our success. As a leader, agility allows you to pivot, shift and respond to the unexpected with creativity while keeping your team inspired and focused. The skill is to hold a vision yet embrace humility and curiosity about what you may not know, and openness to entertain new possibilities. Today’s business world does not rest on innovation. Most goods and services are offshoots of a previous idea. Coupled with that, there are a lot of smart people out there. So where is the sweet spot? Creativity, agility, and organizational health. You may not have the newest idea or the Ivy league team. Still, if you have people willing to think differently, outsmart the competition, and respond to the ever-changing need of the customer, you will undoubtedly find success. A rigid top-down hierarchical structure will not suffice in this arena. Collaboration and healthy debate lead to agile thinking and superior results. As you wrestle with innovation, ask your team: What don’t I/ we know? (humility) Let’s assume we fail… why did it happen? (working backward into the problem) Assume worst case scenario; what do we need to be prepared for? How does the customer/ client experience this situation, and how can we best serve their experience? (human-centered design) These types of questions ask you and your team to broaden your thinking and work beyond your normal boundaries. Unpredictability is given (remember COVID?!), but how you respond and become inspired by the challenge will immediately put your team ahead of all others. Agility leads to resiliency. Leaders who determine their self-worth on one measure of success create a sense of scarcity and eliminate the vast options for achievement. There are only two options when your value is predicated on one result. Life, leadership, and people are complex; the skill lies in holding focus and vision yet an openness to pivot and adapt. This gentle hold vs. firm grip creates inclusion and diversity of thought, which allows for greater success and robust opportunity. 1+5=6 8-2=6 2x3=6 24÷4=6 My Challenge to you: Our experiences and education influence how we approach and think about outcomes. Often, we tightly hold onto our views in fear of failure. Is there an area/ project where you can introduce this agile approach to garner a new perspective and solution? How could you leverage your team’s inherent skill and perspective to develop new insights? Speak last; listen more. Ask others what solutions or ideas they have and just listen. Ask a curious question, and then just listen Approach your problem in an opposite way. Instead of creating a service/ product and marketing it to the customer, work with the customer to develop the product/ service which represents and meets their needs. (Human-centered design)

Let’s do this, #4, GRATITUDE! We are diving deep into The 10 characteristics and Qualities of a Good Leader. Integrity Delegation Communication Self-Awareness Gratitude Learning Agility Influence Empathy Courage Respect In November, I wrote about this topic: Two Words Can Change a Culture, and genuinely acknowledging and appreciating another’s effort can transform a culture. The above link will walk you through: how to show appreciation, when, and why. The steps are quite easy, and free, and seem to motivate staff, so why don’t we freely sprinkle gratitude around like pixie dust? Seems like a no-brainer. Some believe that showing gratitude and appreciation will detract from the work and make people less focused and careless. “There is no time for back-slappin’. There is work to be done.” The research argues the opposite. A Glassdoor survey found: (53%) of employees admit they would stay longer at their company if they felt more appreciation from their boss. In fact, four in five (81%) employees report they’re motivated to work harder when their boss shows appreciation for their work, higher than the 38% of employees who say they’re motivated to work harder when their boss is demanding or the 37% of employees who say they’re motivated to work harder because they fear losing their job Knowing how and when to show appreciation is key. Disingenuous, and your words will have the opposite effect but, carefully planned gratitude will positively affect the culture, raise awareness as to valued behaviors, motivate others to do the same, and encourage similar acts of kindness. How often do you thank the people you work with? Have you stopped to acknowledge that a big part of your success relies upon others? You will not rise without another. Elements to consider: Where to show gratitude: some appreciate public displays, and others prefer a quiet comment. Know your audience. Directly tie your appreciation with a specific action and identify the result it created. “Karen, I want to personally thank you for the work you did on the financial forecasting; because of your attention to detail and commitment to our work, I was able to present the material in a concise manner which resulted in a very successful meeting, thank you for your great work. Keep it up!” If you believe gratitude = weakness, I challenge you to try it. Begin with something small and watch what happens. How did the other person react? Did your fear of appearing weak occur? Gratitude is directly tied to people feeling valued. Feeling valued is one of the foundational desires of any employee and creates loyalty, drive, and retention. Additionally, making others feel great will, in turn, make you feel great. Win-win! The Center for Creative Leadership has a great article worth reading.

Here we go, #4. Integrity Delegation Communication Self-Awareness Gratitude Learning Agility Influence Empathy Courage Respect (taken from The 10 characteristics and Qualities of a Good Leader.) It has been said that all great leadership begins with self-leadership. Understanding how you think and the effect that has on your behaviors, relationships, and organization is pivotal. Having a strong sense of self creates a platform for collaboration, humility, and connection with others which in turn makes for more successful leaders and organizations. Self-awareness has two subcategories: INTERNAL: Awareness of our personal biases, reactions, and interpretations of situations and communication. It is the foundation on which our perception is based and the motivation from which we work. EXTERNAL: Awareness as to how others perceive us and the dynamic that it creates. How we use this is directly connected with our motivation to lead. Both of these will dictate and support your experiences and relationships and are worth looking at separately. Recognizing and integrating the idea that your perception of a situation, person, or circumstance is contingent upon many factors: your training, background, prior relationships, and the list goes on. This is the lens from which we interpret and see the world. Awareness as to how you are filtering information will allow you to more thoughtfully communicate and thus avoid reactionary behavior. Metacognition, understanding how you think, and incorporating this into how you interact with others is a learned skill. Relationships will shift into 3D as you account for many unspoken or unseen contributors. Navigating and using these clues to connect and strategize is next-level leadership. Developing skills around emotional intelligence (EQ) and Positive intelligence will awaken a depth of insight and the complexity of interpersonal relationships. How you use this insight and awareness is the next step. Recognizing your influence and what motivates your choice is interesting to examine. For example, medical providers can don the white coat, and that choice unleashes consequences. Assumed power, influence, and knowledge and simultaneously hierarchy, intimidation, and fear. Which do you want, and what will that serve you and your patient best? Is it a choice of one or the other or can you have both? To achieve both is to become self-aware and use that knowledge and insight to dictate your choice. No longer are you acting from the ego but from service to others and the greater good. Which is most important to you? Investing in self-awareness and uncovering blindspots may feel like a daunting task. Certainly, it is “easier” to become a dictator and disregard the effect you leave on others, but that is not a sustainable nor a respected leadership style. Introspection will lessen your burden, decrease your stress and enable your team to work at their highest level. I invite you to look inward. Face the fear of questioning and learn your perspective, intentions, and motivations. It is from this place that you will evolve into a leader that is admired and followed. Enlightenment does not come from something outside of yourself, it only comes from within. This is a great article from Wharton Magazine on Leadership and Self Awareness. A wonderful podcast with Andy Stanley and Patrick Lencioni on The Motivation of a Leader. Enlisting a coach or mentor to support you in this work, and asking difficult questions is a great way to develop self-awareness.