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"The way to develop self-confidence is to do the thing you fear and get a record of successful experiences behind you."  ~ William Jennings Bryan  What You'll Learn How to move from tentative leadership to confident authority ownership, the neuroscience behind why teams perform better with decisive leaders, and practical techniques for making decisions with conviction while driving organizational results.  There's a moment in every leader's journey when they realize something profound: their team isn't waiting for permission to follow them—they're waiting for the leader to give themselves permission to lead.  Too many capable leaders operate as if their authority is on loan, as if they need to continuously earn the right to make decisions, set direction, and hold standards. This hesitation doesn't create humility—it creates confusion, delays, and ultimately, poor results.  The Authority Gap That's Costing You Results  Research from Zenger Folkman shows that leaders who demonstrate high confidence and decisiveness are rated 85% more effective by their teams than those who appear uncertain. Meanwhile, a study by the Center for Creative Leadership found that 60% of newly promoted leaders struggle with exercising their authority effectively in their first year. This "authority gap" manifests in countless ways: endless consensus-building when decisions need to be made, avoiding difficult conversations that could improve performance, and asking for input when what the team really needs is clear direction. Consider the newly promoted executive who spends months seeking unanimous agreement on a strategic initiative, only to discover their team has been waiting for decisive leadership all along. Or the department head who avoids addressing performance issues because they're uncomfortable with the authority their role requires. Perhaps it's the team leader who asks for input on every decision, inadvertently creating analysis paralysis when their people need clear direction to move forward. The cost of unowned authority isn't just delayed decisions—it's diminished results, team frustration, and missed opportunities to serve your organization's mission. Understanding True Authority  Most leaders confuse authority with dominance or control. Real authority isn't about power over people—it's about power for  purpose. It's the willingness to make difficult decisions, have challenging conversations, and set high standards because you're committed to something larger than your own comfort.  Authentic authority has three foundational elements:  Moral Authority:  Your decisions serve the greater good, not just your personal interests Competence Authority:  You have the knowledge and judgment to guide decisions effectively   Purpose Authority:  Your leadership serves a mission that people find meaningful  When all three align, people don't just comply with your authority—they're energized by it because they sense you're using your power to serve something they care about too.  The Neuroscience of Confident Leadership  Neuroscience research from the NeuroLeadership Institute shows something fascinating: when leaders display authentic confidence and clear decision-making, it activates what researchers call the "approach state" in team members' brains. Confident leadership literally makes people feel more secure, which frees up mental resources for creativity and performance. Conversely, tentative leadership activates the brain's threat detection system. When people sense their leader is uncertain, their amygdala—the fear center—goes on high alert, reducing cognitive function and increasing stress hormones. Dr. David Rock's SCARF model research reveals that unclear authority structures create "status threat"—one of the five primary threats that trigger the brain's danger response in workplace settings. Your team's brains are literally wired to perform better when you own your authority clearly. The Four Stages of Authority Ownership  Stage 1: Authority Avoidance  - You defer decisions and avoid using your positional power Stage 2: Authority Anxiety  - You exercise authority but with visible discomfort and over-explanation Stage 3: Authority Acceptance  - You use your authority when necessary but still prefer consensus Stage 4: Authority Ownership  - You embrace authority as a tool for serving your mission  Most leaders get stuck in Stage 2 or 3, exercising authority reluctantly rather than confidently. The breakthrough to Stage 4 happens when you realize that failing to own your authority is actually a disservice to your team and organization.  Five Practices for Owning Your Authority  1. Make Decisions with Conviction   Stop asking "Is everyone okay with this?" and start declaring "Here's what we're going to do." You can still gather input, but when decision time comes, decide with confidence. Your team needs to see that you believe in your choices.  2. Set Standards Without Apology   High standards aren't mean—they're respectful. They signal that you believe your team is capable of excellence. Stop apologizing for expecting great work. "I need this report to be error-free and compelling" is better than "Sorry to be picky, but could you maybe clean this up a bit?"  3. Address Issues Directly   Authority means you tackle problems head-on rather than hoping they'll resolve themselves. When performance isn't meeting standards, address it immediately and clearly. "Your last three presentations have lacked the data to support your recommendations. Let's discuss how to strengthen your analysis" is authoritative leadership.  4. Communicate Outcomes, Not Just Processes   Tentative leaders focus on activities: " Let's try to improve our customer service." Authoritative leaders focus on results: "Our customer satisfaction scores will be above 90% by quarter-end." Be specific about what success looks like.  5. Take Responsibility for Failures   Nothing builds authority faster than a leader who owns mistakes completely. "This project failed because I didn't provide clear enough direction from the start" builds more respect than deflecting blame or making excuses.  Creating Results Through Confident Leadership  When you fully own your authority, several things happen simultaneously:  Decision Speed Increases:  No more endless deliberation when clear direction is needed Team Confidence Grows:  People perform better when they trust their leader's judgment Accountability Strengthens:  Clear authority creates clear responsibility throughout the organization Innovation Accelerates:  People take more creative risks when they trust leadership will support good decisions  Your authority becomes a multiplier for your team's potential rather than a constraint on their creativity.  The Authority Owner's Mindset Shift  The fundamental shift from tentative to authoritative leadership happens when you stop asking "Who am I to make this decision?" and start asking "Who am I NOT to make this decision?"  Your organization didn't put you in a leadership role to be comfortable—they put you there to drive results. Your team doesn't need another friend—they need a leader who will help them achieve things they couldn't accomplish alone.  This doesn't mean becoming autocratic or dismissive of input. It means recognizing that ultimate accountability rests with you, and your willingness to carry that weight confidently is what enables your team to perform at their highest level.  Your Authority Challenge  For the next 30 days, practice these authority ownership behaviors:  Week 1:  Make three decisions without seeking consensus first (you can still gather input, but own the final call) Week 2:  Have two direct conversations about performance issues you've been avoiding Week 3:  Set one new standard that challenges your team to perform at a higher level Week 4:  Take complete responsibility for one failure or missed opportunity  Notice how your team responds when you lead with clear, confident authority. Most leaders are surprised to discover that their teams are relieved, not resentful, when they finally step fully into their leadership role.  Moving Forward  Owning your authority isn't about ego—it's about service. It's about recognizing that your willingness to lead confidently is exactly what your team needs to do their best work and achieve meaningful results.  Your organization invested in your leadership because they believed you could drive outcomes. Your team is counting on you to provide the clarity and direction they need to succeed. The question isn't whether you have the right to lead—it's whether you'll embrace that responsibility fully.  Stop apologizing for your authority. Start using it to create the results your organization needs and the growth your team deserves.  The leader your team needs isn't the one who asks permission to lead—it's the one who leads with conviction, clarity, and unwavering commitment to the mission.  Are you ready to be that leader?  Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox.  Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams.  No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

"Your voice is the most powerful tool you have to create the change you want to see." ~ Unknown Do you ever find yourself sitting in meetings, knowing exactly what needs to be said, but somehow the words never leave your lips? Many capable leaders struggle with what could be called voice paralysis—the gap between knowing what needs to happen and having the courage to make it happen through purposeful communication. The Cost of a Silent Leader When leaders fail to use their voice powerfully, organizations lose momentum, teams lose direction, and people lose engagement. Research consistently shows that the large portion of employees worldwide feel disengaged at work. When leaders speak with uncertainty or hesitation, they unconsciously signal that the mission itself is uncertain. Consider the difference: Passive: "Well, I think maybe we should probably look at possibly adjusting our approach..." Powerful: "Our current approach isn't delivering the results our customers deserve. Starting Monday, we're implementing three specific changes." Understanding Voice Paralysis Most leaders caught in voice paralysis aren't lacking competence—they're trapped by prioritizing being liked over being effective. They misunderstand that authentic authority doesn't come from your title; it comes from your willingness to serve something larger than yourself. When you're driven by your higher purpose rather than your need for approval, your voice naturally becomes more powerful because it's no longer about you—it's about the mission you're committed to serving. The Neuroscience of Powerful Communication When leaders speak with conviction, it activates "neural resonance" in listeners—mirror neurons literally begin firing in patterns that match the leader's confidence. Conversely, tentative language transfers doubt directly into your team's neural networks. Dr. Amy Cuddy's research reveals that confident communication doesn't just influence others—it changes your own brain chemistry, increasing confidence hormones and decreasing stress. Speaking powerfully literally makes you a more powerful leader. The Five Stages of Voice Evolution Silent Suffering  - You know what needs to be said but say nothing Tentative Testing  - You speak with constant qualifiers and escape routes Position Power  - You speak with authority but it feels forced Purpose Power  - Your voice carries conviction because it serves something greater Inspiring Influence  - Your voice naturally elevates others and creates engagement Most leaders get stuck between stages 2 and 3, trying to "fake it" with aggressive language instead of finding authentic power through purpose. Finding Your Purpose-Driven Voice The transformation begins with a fundamental shift: stop speaking to protect yourself and start speaking to serve others. Key Techniques: Connect to your deeper why  before important conversations Practice declarative language : Replace "I think maybe we should..." with "We will..." Embrace productive discomfort —growth requires moving outside your comfort zone Use the power of pause —measured speech communicates authority Practical Voice Transformation The 3-2-1 Technique:  Before speaking in important situations, take 3 deep breaths, remind yourself of 2 people you're serving through your leadership, and make 1 clear commitment about what you want to accomplish. The Purpose Anchor:  Develop a one-sentence statement of your leadership purpose: "I'm here to help this team serve our customers better" or "I'm here to help our organization fulfill its mission." Creating Engagement Through Authentic Authority When you speak from purpose rather than position, people don't just comply—they engage. They can feel the difference between someone exercising power over them and someone using their voice to serve a shared mission. Your voice becomes the bridge between individual team members and the collective purpose that gives their work meaning. Your Voice Challenge For the next two weeks: Before every important conversation, connect with your deeper purpose for 30 seconds Practice one declarative statement daily—replace tentative suggestions with clear direction Ask trusted colleagues for feedback about how your communication style affects them Moving Forward The journey from passive to powerful isn't about becoming louder—it's about becoming clearer. It's about aligning your voice with your values and using communication to serve something greater than yourself. Your team is waiting for your leadership. The question isn't whether you have something important to say—it's whether you'll find the courage to say it with the power and purpose it deserves. What will your voice make possible today? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox.  Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams.  No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

The Language of Commitment "Commitment is what transforms a promise into reality."  ~ Abraham Lincoln What You'll Learn How the phrase "I'll try" undermines leadership effectiveness, the neuroscience behind commitment language, and practical steps to eliminate tentative language and build accountability in your organization. Have you ever noticed how often we use the phrase "I'll try" ? It sounds reasonable, even humble. But what if this seemingly innocent language is actually undermining your leadership effectiveness and your team's results? The word "try" has become one of the most dangerous words in organizational vocabulary. It creates an escape hatch before you've even begun, signaling to your brain—and everyone around you—that failure is already an acceptable option. The Hidden Cost of "Trying" When leaders say "I'll try to get that report done," "I'll try to improve our communication," or "I'll try to be more decisive," they're unconsciously communicating something far different than they intend. They're essentially saying: "I'll make an effort, but don't count on me to actually deliver." This language doesn't just affect others—it rewrites your own internal operating system. Your brain, designed to conserve energy, hears "try" and automatically reduces the neural pathways dedicated to achievement. You've given yourself permission to fall short before you've even started. Consider the difference between these statements: "I'll try to lose weight" vs. "I will lose 10 pounds by March 1st" "I'll try to improve team meetings" vs. "I will implement a new meeting structure starting Monday" "I'll try to give better feedback" vs. "I will have development conversations with each team member this month" The second statements create what neuroscientists call " implementation intention " —your brain begins immediately mapping pathways to success. Why Leaders Default to "Try" We use tentative language because it feels safer. Our unconscious mind wants to protect us from the vulnerability of public commitment. When we say "I'll try," we're managing expectations and protecting our ego from potential disappointment. But here's what's actually happening: we're trading short-term emotional comfort for long-term effectiveness. We're choosing our comfort zone over our higher purpose. The Neuroscience of Commitment Language Research shows that the language we use literally rewires our brains. When you say "I will," your prefrontal cortex—the executive center of your brain—engages differently than when you say "I'll try." Commitment language activates what researchers call the "goal-directed network," creating stronger neural pathways toward achievement ( read more on this ). Think about it: No bank accepts a loan application that says "I'll try to repay this." No marriage works when vows include "I'll try to be faithful." No successful business operates on "We'll try to deliver value to customers." So why do we accept this language in our leadership? The Four Levels of Language Commitment Level 1: "I'll try"  - Creates an escape route and reduces accountability Level 2: "I hope to"  - Expresses desire but lacks concrete commitment Level 3: "I plan to"  - Shows intention with some structure Level 4: "I will"  - Creates clear accountability and activates achievement networks To expand your capcity in leading others effectively, go to work on more consistently operating at Level 4. See that commitment isn't about guaranteeing perfect outcomes—it's about taking full ownership of their efforts and being accountable for results. Making the Shift: From Try to Commitment Start with yourself.  For one week, notice every time you use "try" language. Simply becoming conscious of this pattern begins to change it. Replace "I'll try" with specific commitments.  Instead of "I'll try to be more present in meetings," say "I will put my phone in my desk drawer during all meetings this week." Make commitments time-bound and measurable.  Vague commitments like "I'll try to communicate better" become powerful when transformed into "I will send a weekly team update every Friday by 5 PM." Create public accountability.  Share your commitments with others. When you tell your team "I will have individual development conversations with each of you by month-end," you've created external accountability that reinforces your internal commitment. Embrace the discomfort.  Making real commitments feels vulnerable because it matters. That discomfort is a signal that you're growing beyond your comfort zone. The Ripple Effect of Commitment Language When you stop saying "I'll try" and start making clear commitments, something remarkable happens: your team begins to mirror your language. The culture of accountability strengthens organically. People begin to trust that when you say something will happen, it will. More importantly, you begin to trust yourself differently. Each kept commitment demonstrates your integrity, that you do what you say—the foundation of all leadership credibility. Your Commitment Challenge For the next 30 days, eliminate "I'll try" from your vocabulary. When someone asks you to do something, respond with one of these options: "Yes, I will [specific action] by [specific time]" "No, I can't commit to that right now" "Let me think about this and get back to you by [specific time] with a clear answer" This isn't about becoming rigid or unwilling to adapt. It's about bringing consciousness and intentionality to your commitments. When circumstances change, you can renegotiate your commitments—but you'll do so from a place of integrity rather than built-in escape routes. Moving Forward The language of commitment transforms more than just your words—it transforms your identity as a leader. When you consistently do what you say you'll do, people begin to see you as someone who can be counted on. More importantly, you begin to see yourself that way. Remember: commitment isn't about perfection. It's about replacing the unconscious pattern of giving yourself an out with the conscious choice to take ownership. It's about moving from the language of powerlessness to the language of authority. As the saying goes, there is no try—there is only do or do not. Which leader will you choose to be? Ready to Lead with Greater Commitment? Words matter—and so does the community that helps you grow beyond tentative language into confident leadership. The Interchange  - For CEOs & SuperintendentsConnect with leaders who've moved beyond "trying" to creating real accountability in their organizations. [ Learn More →] The Exchange  - For Emerging & Senior LeadersJoin growth-minded leaders practicing the language of commitment together. [ Learn More →] Because the most committed leaders don't lead alone.

Why Slowing Down Is the Key to Getting More Done "The key is not to prioritize what's on your schedule, but to schedule your priorities." - Stephen Covey What You'll Learn Why constant busyness undermines true productivity The scientific case for "slow productivity" as a leadership approach Practical strategies to break free from distraction and create meaningful output How to model focused work and build a team culture that values quality over quantity In today's hyperconnected workplace, we can easily confused busyness with productivity. Leaders proudly wear their packed calendars and constant availability as badges of honor, while teams frantically multitask through days filled with interruptions. Yet despite longer hours and increasing technological assistance, meaningful output often remains frustratingly elusive. This phenomenon - what we might call the "productivity paradox" - reveals a fundamental misunderstanding about how our brains work and how true productivity happens. What if the secret to getting more done isn't working faster, but actually slowing down? The Hidden Cost of Busyness Our default work patterns come with staggering costs that remain largely invisible until we examine the research: Constant Interruptions Destroy Focus Every time your concentration is broken - by an email notification, a Slack message, or a colleague stopping by - it takes an average of 23 minutes and 15 seconds to fully regain focus. This finding from University of California research explains why even a day filled with activity can feel strangely unproductive. With employees facing over 160 workplace distractions weekly , deep thinking becomes nearly impossible. Task-Switching Depletes Cognitive Resource s The American Psychological Association reports that 40% of adults routinely multitask with digital devices, a habit that significantly increases stress while paradoxically reducing output. Even more concerning, research shows that task-switching can rob us of up to 40% of our productive time due to the cognitive load of constantly reorienting our attention. Email Addiction Fragments Our Days According to Harvard Business Review , the average knowledge worker spends 28% of their workweek managing email, with many checking their inbox compulsively throughout the day. This creates a constant stream of low-value interruptions that fragment our attention and prevent the sustained focus necessary for meaningful work. The cumulative cost of these workplace distractions represents a massive drag on organizational productivity. The Science of Slow Productivity Cal Newport's concept of "slow productivity" offers a compelling alternative to our frantic default. Rather than maximizing the number of tasks completed, slow productivity focuses on the value and quality of our output. This approach aligns perfectly with what neuroscience tells us about how our brains perform at their best. The core principles include: Working at a Natural Pace Research shows that rushing through work actually extends completion time by 27% due to errors and rework. By slowing down deliberately, we paradoxically finish faster and with higher quality results. Embracing Deep Work Newport defines deep work as "professional activities performed in a state of distraction-free concentration that push your cognitive capabilities to their limit." This type of work creates substantially more value than what he calls "shallow work" - the email checking, meeting attending, and administrative tasks that consume most workdays. Creating Space for Reflection Studies consistently demonstrate that individuals who engage in focused work periods experience significantly improved performance compared to those who remain in a state of constant partial attention. Leaders who build reflection time into their schedules make better decisions and develop more innovative solutions. Breaking Free from the Busyness Trap If you're ready to embrace slow productivity, consider these evidence-based strategies: 1. Implement Time Blocking Rather than reacting to whatever demands your attention, proactively schedule blocks of time for different types of work. Research shows that this approach significantly reduces context-switching and increases output quality. Start with just two 90-minute deep work sessions per week. Protect this time vigorously - turn off notifications, close your door, and focus exclusively on high-value work that moves your most important priorities forward. 2. Practice Digital Minimalism As mentioned alread y, task-switching depletes our cognitive resources . Breaking this pattern requires intentional choices about technology use. Try these approaches: Batch process emails 2-3 times daily instead of checking continuously Set communication expectations with your team (you don't need to respond instantly) Use "do not disturb" settings during focused work periods Remove non-essential apps from your devices 3. Model What Matters As a leader, your behavior sets powerful standards. When you demonstrate frantic busyness, you communicate that this is what you value and expect from your team. Instead, model focused attention and thoughtful prioritization. Share with your team when you're engaging in deep work and how you protect this time. Talk openly about the difference between productive output and mere activity. Celebrate quality contributions rather than hours worked or emails answered. 4. Create Strategic Stopping Points Counterintuitively, one of the most effective productivity strategies is to deliberately stop working at predetermined times. This creates healthy pressure to focus on what truly matters while forcing prioritization decisions. Hemingway famously stopped writing mid-sentence at the end of his workday so he could easily dive back in the next morning. This technique works because our brains continue processing problems unconsciously during breaks, often leading to breakthrough insights upon return. From Busyness to Meaningful Productivity The shift from busyness to true productivity requires courage. It means saying no to many good opportunities to focus on a few great ones. It means risking FOMO (fear of missing out) to gain JOMO (joy of missing out) . And it means challenging cultural norms that equate constant activity with value. But the rewards are extraordinary. Leaders who embrace slow productivity report not only better results but also greater fulfillment, improved health, and stronger relationships both at work and home. Remember: Your value isn't determined by the number of items you check off a list, but by the significance of your contribution. Productivity isn't busyness - it's meaningful progress toward what matters most. What would change if you slowed down to speed up? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

The Imposter Syndrome is the belief shared by many successful people that they are not really capable of doing the job they are in, and they feel like a fraud and are thus afraid they will be found to be an “imposter.” One study found that 84% of executives have this unconscious view of themselves… after coaching thousands of managers over the past 30 years, we would say that it is closer to 100%. Including each of us. And if you find yourself feeling like an imposter, you’re not alone…. Millions of people have similar feelings . Don’t take our word for it. Here are some insights from 18 famous people who’ve acknowledged they have had, or still do, suffer from Impostor Syndrome. From Nobel Prize winning Albert Einstein to Serena Williams, this list will likely surprise you. Albert Einstein “The exaggerated esteem in which my lifework is held makes me very ill at ease. I feel compelled to think of myself as an involuntary swindler.” Maya Angelou Nobel Laureate Maya Angelou often felt like a fraud, "I have written 11 books, but each time I think, 'uh oh, they’re going to find out now. I’ve run a game on everybody, and they’re going to find me out.'" Michelle Obama “I still have a little impostor syndrome… It doesn’t go away, that feeling that you shouldn’t take me that seriously. What do I know? I share that with you because we all have doubts in our abilities, about our power and what that power is.” Howard Schultz The famous CEO of Starbucks said, “Very few people, whether you’ve been in that job before or not, get into the seat and believe today that they are now qualified to be the CEO. They’re not going to tell you that, but it’s true.” Sheryl Sandberg Sheryl Sandberg, Harvard grad and Facebook COO, wrote in her book Lean In : “Every time I took a test, I was sure that it had gone badly. And every time I didn’t embarrass myself -- or even excelled -- I believed that I had fooled everyone yet again. One day soon, the jig would be up.” Dr. Margaret Chan Dr. Margaret Chan, ranked by Forbes as the 13th most powerful woman in the world, said, “There are an awful lot of people out there who think I’m an expert. How do these people believe all this about me? I’m so much aware of all the things I don’t know.” Natalie Portman Academy Award winning actress Natalie Portman, who graduated from Harvard, said in her 2015 Harvard commencement speech, “Today, I feel much like I did when I came to Harvard Yard as a freshman in 1999. I felt like there had been some mistake, that I wasn’t smart enough to be in this company, and that every time I opened my mouth I would have to prove that I wasn’t just a dumb actress.” Tom Hanks "No matter what we've done, there comes a point where you think, 'How did I get here? When are they going to discover that I am, in fact, a fraud and take everything away from me?'” Arianna Huffington “I’d been obsessed with going to Cambridge even before I’d learned English, and my mother had somehow helped make it happen from our one-bedroom apartment in Athens. I felt like there I finally was, but the minute I opened my mouth, people would know I didn’t really belong. My mother taught me that fearlessness isn’t the absence of fear, but the mastery of it. I leaned into my fear by trying to get into the Cambridge Union (the debating society,) where I eventually became the first foreign president. What I learned was that what you have to say is more important than how you sound, which is to say that that feeling that we don’t belong is much more likely to come from us — from that obnoxious roommate inside our heads — than it is from someone else (who is likely dealing with their own forms of imposter syndrome).” Seth Godin “Yes, you’re an impostor. So am I and so is everyone else. Superman still lives on Krypton and the rest of us are just doing our best.” Tina Fey “The beauty of the impostor syndrome is you vacillate between extreme egomania, and a complete feeling of: 'I'm a fraud! Oh god, they're on to me! I'm a fraud!' So you just try to ride the egomania when it comes and enjoy it, and then slide through the idea of fraud.” Sonia Sotomayor As the first Hispanic Supreme Court justice, Sonia Sotomayor has admitted to feeling like a fraud and not fitting in throughout her life. “I have spent my years since Princeton, while at law school and in my various professional jobs, not feeling completely a part of the worlds I inhabit. I am always looking over my shoulder wondering if I measure up.”. Interested in a Bulk Book order? E-mail   amber@phoenixperform.com   for a discount code. Lupita Nyong’o "I go through acute imposter syndrome with every role. I think winning an Oscar may in fact have made it worse. Now I’ve achieved this, what am I going to do next? What do I strive for? Then I remember that I didn’t get into acting for the accolades, I got into it for the joy of telling stories.” Emma Watson “It’s almost like the better I do, the more my feeling of inadequacy actually increases, because I’m just going, ‘Any moment, someone’s going to find out I’m a total fraud, and that I don’t deserve any of what I’ve achieved.” Padma Lakshmi "On the first season of Top Chef, I suffered from impostor syndrome.” Maisie Williams Game of Thrones actress, Maisie Williams (Arya Stark) said “I think even being an actress for over a decade now, I still have imposter syndrome. Where you're asking yourself, 'Oh, is this really what I'm supposed to be doing?’” Barbara Corcoran‍‍‍ Famous for her role on “Shark Tank,” real estate mogul Barbara Corcoran said, “Who doesn’t suffer from imposter syndrome? Even when I sold my business for $66 Million, I felt like an absolute fraud!” Serena Williams Tennis phenom Serena Williams said, “There were two Venus Williamses in our family. It was crazy… my parents would make me order first, but once she ordered, I’d change my mind. It was tough for me to stop being Venus and become the person I am.” Conclusion We (our team here at Phoenix Performance Partners) each have struggled with imposter syndrome for years. How about you? You may not be famous (yet), but we’d encourage you to think about how the imposter syndrome may be blocking you from the success and contentment that you want. We offer a few ideas on how to approach the task of disempowering this internal critic: Begin to notice when that voice in your head is being demeaning, critical or discrediting. Choose whether you are going to believe it… or not. p.s. Would you allow anyone else to say those things to you? We doubt it. Work on developing a Growth Mindset . This conscious way of approaching challenges in life has been extremely useful for many. Ask for coaching. Being humble is a sign of great strength. And people love to be asked for help/coaching as it deepens relationships, builds trust and leads to greater success. We, and many of our clients, have made tremendous progress in disempowering our imposter syndromes and those internal critics no longer trip us up. However, that voice never goes away… we have just realized that it is not the arbiter of reality. With conscious effort, it’s very possible to put imposter syndrome in the past and experience greater peace of mind which will result in more success and contentment. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week. Footnote : The term “imposter syndrome” is relatively new. It was coined by clinical psychologists Pauline Clance and Suzanne Imes in 1978. They wrote that it’s a feeling of “phoniness in people who believe that they are not intelligent, capable or creative despite evidence of high achievement.” Most of these people are motivated to achieve, but they’re worried that they’ll be discovered as frauds.

"The single biggest problem in communication is the illusion that it has taken place." ~ George Bernard Shaw What You'll Learn Learn the difference between information sharing and true transparent communication. Explore four levels of transparency with practical examples for difficult conversations, bad news delivery, and managing uncertainty. Discover how transparency builds trust and overcomes common leadership fears. Have you ever left a meeting thinking everyone was aligned, only to discover weeks later that half your team interpreted your message completely differently? Welcome to the transparency trap—where leaders believe they're communicating openly while their teams feel left in the dark. The gap between what leaders think they're sharing and what teams actually understand is one of the most destructive forces in modern organizations. True transparent communication isn't just about sharing information. It's about sharing context, reasoning, and emotions in ways that create genuine understanding and trust. It's about moving beyond the illusion of communication to the reality of connection. The Transparency Paradox Here's what stops most leaders from communicating transparently: they confuse transparency with oversharing, openness with weakness, and vulnerability with incompetence. They worry that sharing too much information will create anxiety, confusion, or questions about their judgment. But here's the paradox: in trying to protect their teams from uncertainty, leaders often create more anxiety than if they'd simply shared the truth. When people sense that information is being withheld, their imagination fills the gaps—and imagination is rarely kind. I once worked with a CEO who spent three months carefully crafting the "perfect" way to announce a company restructuring. He wanted to control every detail of how the message was received. Meanwhile, rumors spread, top performers started job hunting, and productivity plummeted. When he finally made the announcement, several employees said, "We've been expecting this for months. We just wish you'd trusted us enough to include us in the conversation sooner." The Four Levels of Communication Transparency Not all transparency is created equal. Understanding these levels helps leaders choose the appropriate depth for different situations: Level 1: Information Transparency What it is: Sharing facts, data, and decisions after they've been made. Example: "We've decided to restructure the sales team. The changes will take effect next month." When to use: For routine updates and completed decisions that don't require input. Level 2: Process Transparency What it is: Sharing how decisions are made, who's involved, and what factors are considered. Example: "We're evaluating our sales structure. The leadership team is reviewing three options based on revenue potential, team development, and customer service impact. We'll make a decision by month-end." When to use: For decisions that affect team members but don't require their direct input. Level 3: Reasoning Transparency What it is: Sharing the why behind decisions, including trade-offs, concerns, and hoped-for outcomes. Example: "We're restructuring sales because our current model isn't scaling with our growth. While this might create short-term disruption, we believe it will improve both career development and customer relationships long-term. Here's what we're weighing..." When to use: For significant changes that will impact how people work or feel about their roles. Level 4: Vulnerability Transparency What it is: Sharing uncertainties, fears, mistakes, and learning in real-time. Example: "I'm honestly not sure this restructuring will work perfectly on the first try. I'm concerned about potential confusion during the transition, and I'm committed to adjusting quickly if we see problems. Here's what I need from you to make this successful..." When to use: During times of major change, crisis, or when trust needs rebuilding. Transparent Communication in Practice During Difficult Conversations Traditional approach: "We need to discuss your performance." Transparent approach: "I've noticed some patterns in your work that concern me, and I want to have an open conversation about what's happening and how we can address it together. I'm hoping this discussion will help us both understand the situation better and create a plan that sets you up for success." When Delivering Bad News Traditional approach: "Unfortunately, we didn't get the contract." Transparent approach: "We didn't get the contract, and I know this is disappointing for everyone who worked hard on the proposal. Here's what I learned from the client about why they chose our competitor, what we did well, and how we can improve our approach for the next opportunity." During Times of Uncertainty Traditional approach: "Everything will be fine." Transparent approach: "I don't have all the answers right now, and I know that uncertainty is stressful. Here's what I do know, what I'm working to find out, and when I expect to have more information to share." The Trust Multiplier Effect When leaders consistently communicate with transparency, several powerful dynamics emerge: Rumors Decrease : When people have reliable access to accurate information, they stop creating their own explanations for what's happening. Decision Quality Improves : Teams make better day-to-day choices when they understand the broader context and reasoning behind organizational direction. Resilience Builds : Teams that understand the "why" behind difficult changes are more likely to persist through challenging implementation periods. Overcoming Transparency Fears Fear : "If I share this uncertainty, people will lose confidence in my leadership." Reality : People already sense uncertainty. Acknowledging it while demonstrating your commitment to navigate through it actually builds confidence. Fear : "If I admit I don't know something, people will think I'm incompetent." Reality : Saying "I don't know, but here's how I'm going to find out" demonstrates competence, not weakness. Fear : "If I share my reasoning, people will argue with every decision." Reality : When people understand your reasoning, they're more likely to support decisions even when they disagree with them. The Leader's Choice Every communication choice is a trust choice. Every time you speak, you either build confidence through transparency or create doubt through opacity. Every interaction is an opportunity to demonstrate that you respect your team enough to share the truth, even when it's complex or uncomfortable. The most trusted leaders aren't those who have all the answers—they're those who are honest about what they know, what they don't know, and what they're doing to bridge the gap. Your team doesn't need you to be omniscient. They need you to be authentic. They don't need you to eliminate all uncertainty. They need you to navigate uncertainty with them, transparently and courageously. What truth will you have the courage to share more transparently this week? What context could you provide that would help your team understand not just what you're doing, but why? What vulnerability could you model that would give others permission to be more honest as well? The culture of your organization is shaped by the transparency of your communication. Choose to lead with openness, and watch as trust, engagement, and performance follow. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

"Trust is built with consistency." ~ Lincoln Chafee What's the difference between a leader people follow because they have to and one people follow because they want to? The answer isn't charisma, vision, or even competence—though all of these matter. The distinguishing factor is consistency. Consistency in words matching actions, in values being lived out daily, and in promises being kept regardless of circumstances. Yet here's the paradox most leaders face: in our fast-paced, ever-changing business environment, consistency can feel like rigidity. We worry that being consistent means being inflexible, that it prevents us from adapting to new circumstances. The truth is more nuanced. True consistency isn't about doing the same thing every time—it's about being the same person every time. As we explored in our article " You Don't Trust Me ," trust isn't built through grand gestures or perfect performance—it's built through the daily alignment of your intentions with your actions. When your team can predict how you'll respond, how you'll communicate, and how you'll honor commitments, they can invest their energy in work rather than relationship management. Think about leaders you've encountered who were incredibly talented and well-intentioned, yet somehow their teams remained on edge. Often, the issue isn't competence or character—it's inconsistency. When a leader champions work-life balance one day but sends urgent emails at midnight the next, or speaks about transparency while withholding important information, their team never knows which version of that leader they'll encounter. This unpredictability creates what we call "leadership whiplash" —where team members spend mental energy trying to read the situation and adjust their approach rather than focusing on results. Consistency eliminates this waste and creates the psychological safety necessary for high performance. The Four Pillars of Leadership Consistency Pillar 1: Emotional Consistency Your team needs to know what emotional climate to expect when they interact with you. This doesn't mean being emotionless—it means managing your emotions consciously rather than letting them manage you. Pillar 2: Values Consistency Your stated values must align with your lived values, especially when under pressure. This is where many leaders lose credibility—they compromise their stated principles when it becomes costly to maintain them. Pillar 3: Communication Consistency How you communicate creates predictability that builds psychological safety. When people know how and when you'll communicate, they can trust the process. Pillar 4: Commitment Consistency You must be consistent in honoring your commitments—both the explicit promises you make and the implicit expectations you create. Navigating Change While Staying Consistent The most common objection to consistency is: "But what about when circumstances change? What about being agile?" This reveals a fundamental misunderstanding. Consistency doesn't mean inflexibility—it means reliability in your core approach to leadership even as your specific actions evolve. Think of consistency as your leadership operating system. The applications you run (strategies, tactics, decisions) may change based on circumstances, but the operating system (values, integrity, fundamental approach) remains stable. Building Consistency Into Daily Practice Daily Consistency Practices: Morning intention setting: Begin each day by consciously choosing how you want to show up as a leader Response time standards: Establish and communicate typical response times, then honor them Decision framework: Develop a clear, predictable process for making decisions Regular check-ins: Schedule consistent connection points with your team Consistency in Difficult Moments: Take a conscious pause before responding to pressure Develop a standard approach for sharing difficult information Use the same basic method for addressing conflicts Be consistent in how you acknowledge both successes and failures The Ripple Effect When leaders demonstrate true consistency, several powerful dynamics emerge: Psychological Safety Increases:  Team members feel safe to take risks and share bad news Decision Quality Improves:  People make better decisions when they understand your framework Stress Decreases:  Predictable leadership reduces organizational anxiety Innovation Accelerates:  When people feel secure about fundamentals, they're more willing to experiment Your Next Step Rate yourself honestly on these four areas (1-10 scale): Emotional Consistency:  Do you respond to similar situations similarly, regardless of mood? Values Consistency:  Do your actions align with stated values, especially under pressure? Communication Consistency:  Is your communication style recognizable and predictable? Commitment Consistency:  Do you honor promises and communicate proactively when you can't? If you scored below 32 total, consistency may be undermining your leadership effectiveness more than you realize. This week, choose one area where you'll focus on improving consistency. Start small—perhaps it's responding to emails within your stated timeframe or beginning each team meeting the same way. Remember: consistency isn't about perfection. It's about predictability. Your team doesn't need you to be flawless—they need you to be reliable. In a world full of uncertainty, you can be the constant your team relies on. What one area of consistency will you commit to strengthening this week? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn for bite-sized leadership wisdom throughout the week.

"The greatest mistake you can make in life is to be continually fearing you will make one."  ~ Elbert Hubbard What You'll Learn Discover why acknowledging mistakes builds rather than undermines leadership authority. Learn the four levels of mistake acknowledgment and the GRACE framework for turning errors into trust-building opportunities. Includes practical applications for meetings, communications, and performance discussions. What if I told you that the fastest way to build trust in your organization isn't through perfection, but through admitting when you're wrong? Most leaders operate under a dangerous assumption: that acknowledging mistakes will undermine their authority and credibility. The opposite is true. In a world where employees can spot inauthentic leadership from a mile away, the leaders who courageously own their errors create cultures of psychological safety, innovation, and exceptional performance. Yet here's what stops most leaders cold: our internal Critic whispers that admitting mistakes makes us look weak, incompetent, or unfit to lead. This fear-based thinking doesn't just damage our personal growth—it creates organizational cultures where mistakes get hidden, problems fester, and trust erodes. The Hidden Cost of Perfect Leadership When leaders operate from a need to appear infallible, predictable patterns emerge across organizations. Projects fail because leaders make decisions in isolation rather than seeking input. Teams become hesitant to share concerns because previous attempts were met with defensiveness. Innovation stagnates because people fear proposing ideas that might not work perfectly the first time. The "perfect" leader creates what I call "perfection prisons"—cultures where people spend more energy covering mistakes than learning from them. Team members learn to present only polished solutions rather than collaborative problem-solving. When things go wrong, energy gets diverted into finding someone to blame rather than finding ways to improve. Perhaps most damaging is the message this sends: in this organization, being right matters more than being effective. The leader's need to maintain an image of infallibility becomes more important than the team's ability to learn, grow, and produce exceptional results. This is what happens when leaders confuse infallibility with authority. They isolate themselves from the very information they need to make good decisions, create distance from the people they're meant to serve, and model behavior that prioritizes ego protection over organizational success. The Science of Psychological Safety Research by Harvard Business School's Amy Edmondson reveals that teams with the highest performance levels don't make fewer mistakes—they report more of them. Her foundational study discovered that better-performing hospital teams actually reported higher error rates, not because they made more mistakes, but because they felt safe enough to acknowledge and discuss them openly (Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383). This groundbreaking research established that psychological safety enables teams to learn from failures rather than hide them. When leaders model mistake acknowledgment, they give their teams permission to be human. This creates psychological safety—the belief that you can show vulnerability, ask questions, and admit errors without fear of negative consequences. From Fear to Love: The Mindset Shift In our work at Phoenix Performance Partners, we've discovered that mistake acknowledgment is fundamentally about shifting from fear-based to love-based leadership: Fear-based thinking says: "If I admit this mistake, people will lose confidence in me" "I need to have all the answers to maintain my authority" "Showing vulnerability makes me look weak" "My job is to appear infallible" Love-based thinking says: "If I model authenticity, my team will trust me more" "My job is to create an environment where we all learn and grow" "Showing vulnerability demonstrates courage and humanity" "My authority comes from empowering others, not protecting my ego" This shift from unconscious self-protection to conscious service of others transforms not just individual leaders, but entire organizational cultures. The Four Levels of Mistake Acknowledgment Not all mistake acknowledgments are created equal. Here are the four levels, from weakest to strongest: Level 1: The Deflection "Mistakes were made, but circumstances were challenging." This acknowledges that something went wrong without taking personal responsibility. It's barely better than denial and often damages trust further. Level 2: The Technical Admission "I made an error in judgment on the budget allocation." This takes responsibility but focuses only on the technical aspect without emotional acknowledgment or learning. Level 3: The Personal Ownership "I made a mistake on the budget allocation. I should have consulted the team before making that decision, and I understand how it affected everyone's workload." This includes personal responsibility, impact awareness, and shows consideration for others affected. Level 4: The Growth Opportunity "I made a mistake on the budget allocation. I should have consulted the team, and I can see how my decision increased everyone's stress. Here's what I've learned and how I'll approach similar decisions differently going forward. I'd also like to hear your thoughts on how we can prevent this type of issue in the future." This includes responsibility, impact awareness, learning, future commitment, and invites collaboration. The GRACE Framework for Acknowledging Mistakes When you need to acknowledge a mistake, use this framework: G - Get Clear on What Actually Happened Before speaking publicly, understand exactly what went wrong and your role in it. Avoid the temptation to minimize or rationalize. R - Recognize the Impact on Others Consider how your mistake affected team members, customers, or stakeholders. Acknowledge both practical and emotional impacts. A - Accept Full Responsibility Own your part completely without deflecting blame or citing extenuating circumstances. Use "I" statements, not "we" or passive voice. C - Commit to Learning and Change Share what you've learned and how you'll approach similar situations differently. Make specific commitments about future behavior. E - Engage Others in Solutions Ask for input on preventing similar issues and invite collaboration on moving forward. This transforms a mistake into a team learning opportunity. Practical Applications: Making This Real In Team Meetings:  Start your next team meeting by sharing a mistake you made recently and what you learned from it. This immediately signals that your organization values learning over perfection. In One-on-Ones:  When a team member makes a mistake, share a similar error you've made and how you handled it. This creates connection and reduces shame. In Public Communications:  When things go wrong publicly, lead with acknowledgment rather than explanation. Customers and stakeholders respect honesty far more than elaborate justifications. In Performance Reviews:  Include your own mistakes and learning in performance discussions. This models growth mindset and makes it safe for others to be honest about their challenges. The Ripple Effect of Authentic Leadership When leaders consistently acknowledge mistakes with grace and learning, extraordinary things happen: Innovation Increases:  Teams feel safe to experiment because they know failure won't be punished—it will be examined and learned from. Communication Improves:  People share problems early when they trust they won't be blamed, allowing for faster problem-solving. Trust Deepens:  Authenticity builds credibility faster than any display of competence. Performance Accelerates:  Energy that was spent hiding mistakes gets redirected toward solving problems and preventing future issues. Culture Transforms:  Organizations shift from blame-focused to learning-focused, creating competitive advantages that are difficult to replicate. Your Challenge This Week Here's your growth opportunity: Identify one mistake you've made recently that you haven't fully acknowledged. It doesn't have to be catastrophic—even small errors offer powerful learning opportunities. Use the GRACE framework to acknowledge it with your team or relevant stakeholders. Notice what happens when you lead with vulnerability rather than invincibility. Remember : the goal isn't to become mistake-prone or lose your authority. It's to create an environment where mistakes become stepping stones to excellence rather than stumbling blocks to progress. The Leader's Choice Every mistake presents a choice: Will you protect your ego or serve your purpose? Will you model perfection or demonstrate growth? Will you create fear or foster love? The most transformational leaders understand that their authority doesn't come from being right all the time—it comes from their willingness to be real all the time. Your team doesn't need a perfect leader. They need a courageous one. They need someone who shows them that mistakes aren't failures—they're opportunities to get better together. What mistake will you have the courage to acknowledge this week? The future of your culture may depend on your answer.

The Leader's Journey to Understanding "The important thing is not to stop questioning. Curiosity has its own reason for existence." - Albert Einstein Have you ever caught yourself mid-judgment, about to react to a situation, only to realize you don't have the full story? That moment of pause – that recognition that there might be more to understand – marks the beginning of a powerful leadership transformation. The Cost of Quick Judgment Leaders face a daily paradox: We must make quick decisions with incomplete information, yet these same quick judgments often lead us astray in understanding our people. Our brains are wired for efficiency, rapidly categorizing experiences into "threats" or "non-threats." While this served our ancestors well when facing physical dangers, it creates blind spots in modern leadership. Consider this scenario: A high-performing team member suddenly starts missing deadlines. The default response? Often it's frustration, judgment, or immediate corrective action. But what if we replaced that reflexive judgment with genuine curiosity? The Power of the Curious Mind Curiosity transforms our leadership in three fundamental ways: It Suspends Judgment Instead of "Why can't they get it right?" we ask "What might I not understand?" Rather than assuming incompetence, we explore context We move from reaction to investigation It Creates Connection Genuine questions signal respect and interest People feel seen rather than judged Trust deepens through understanding It Reveals Solutions New perspectives emerge Hidden barriers surface Innovation flows from fresh insights The Art of Curious Questions Not all questions are created equal. Here's how to craft questions that transform: Instead of Assuming, Ask: "What challenges are you encountering?" "How could I better support you?" "What would make this easier?" "What am I missing?" Instead of Directing, Explore: "What solutions have you considered?" "What would you do if resources weren't limited?" "How would you approach this differently?" "What would success look like to you?" Instead of Judging, Understand: "Help me understand your thinking here" "Walk me through your process" "What factors influenced this decision?" "What trade-offs did you consider?" Breaking the Assumption Cycle Every leader has blind spots – areas where our assumptions run on autopilot. Here's a practical tool to interrupt this cycle: The PAUSE Framework: P ause: Notice your immediate reaction A cknowledge: Your assumptions might be incomplete U nderstand: Seek additional context S ynthesize: Connect new information E ngage: Move forward with fuller understanding Real World Application Let's return to our earlier scenario of the suddenly-struggling team member. Using our PAUSE framework: Pause : Notice your frustration about missed deadlines Acknowledge : Your view might be incomplete Understand : "I've noticed some deadlines slipping lately. Help me understand what's happening." Synthesize : Listen for patterns or systemic issues Engage : Collaborate on solutions based on new understanding In one real case, this approach revealed that a team member's "performance issues" actually stemmed from them covering for a struggling colleague – information that would never have surfaced without curious inquiry. Developing Your Curiosity Muscle Like any skill, curiosity can be strengthened. Try these daily practices: Morning Reflection What assumptions am I carrying into today? Where might I be operating on autopilot? What don't I know about my current challenges? Meeting Practice Ask at least one genuine question in every meeting Notice when you're making assumptions Seek out different perspectives intentionally End-of-Day Review What surprised me today? What new understanding did I gain? Where did curiosity lead to better outcomes? The Leadership Challenge This week, choose one challenging situation and approach it with radical curiosity: List your current assumptions Craft three genuine questions that could challenge those assumptions Have a conversation focused purely on understanding Notice what shifts in your perspective The Path Forward Remember: The goal isn't to eliminate judgment – it's to pause long enough to ensure our judgments are well-informed. Every time you choose curiosity over assumption, you create space for innovation, connection, and growth. As leaders, our questions often matter more than our answers. They signal what we value, what we notice, and how we think. By developing our capacity for curiosity, we don't just solve today's problems better – we build cultures where creativity and innovation naturally flourish. What assumptions will you question today? Consider sharing this article with your team and discussing: When has curiosity led you to a breakthrough understanding? What assumptions might we be making as a team that deserve deeper investigation?

After months of this pandemic experience, many people are all yearning to get back to normal . And, we are not going back, but forward .  The question is to what? That question is what is haunting most Superintendents and CEOs that we talk with. Are you a CEO? Click here to join the conversation Even the idea of creating the new normal is seductively reassuring, and dangerously inaccurate; like somehow there will be some normal state that we can just invent and then go on with life.  The changes ushered in by this pandemic experience will alter the nature of work and organizations forever. The immediately obvious changes; remote work, the need for connectedness, new technologies, and altered mindsets are just the tip of a very large, unknown iceberg.  We are not going forward to a normal, steady state. Instead, we are taking a quantum leap toward an ever-increasing rate of constant change .  None of us know what those changes will be. The new reality calls for a whole new level of creativity . There are many barriers to creativity in our nature (which we’ll explore in an article later this week). As leaders of our organizations, we are called upon to orchestrate the co-creation of new cultures with some distinctly different characteristics. Here are some of the characteristics that we suspect will be required based on what we have learned over the last three decades of partnering with CEOs to create high performing cultures: Personal Purpose: The extent to which people take personal responsibility for their ownership of the purpose of the organization.  Courage : The propensity to take risks and to grow beyond our comfort zone. Trust : The extent to which people feel that their colleagues share a mutual commitment to one another’s success.  Psychological Safety : How freely can people make and admit mistakes without the fear of ridicule? Distributed Authority : Are we trying to tell people how to do their jobs or giving them a result to produce and allowing discretion to choose their approach? Distributed authority is no longer an esoteric management theory, in a remote workforce, it’s just the reality.  Role clarity : Clear, unrestrictive responsibilities rooted in commitment to producing results. Openness to Coaching : How freely can people accept challenges from others without becoming defensive? Together, these characteristics produce creativity, teamwork, engagement and innovation. Embodying these cultural characteristics may be the ultimate form of creativity, which requires leaders to equip themselves with a whole new set of tools to lead, manage and coach. There is another important set of human characteristics that will destroy such a culture: drama condescension selfishness blame … these unconscious motivations all spring forth from human nature and must be consciously inoculated against. We refer to these as Universal Detractors because regardless of the industry you are in, they detract from effectiveness. As a leader , how will you inoculate your organization against the Universal Detractors? And how will you develop the conscious awareness to nurture creativity, teamwork and innovation? JOIN THE CONVERSATION:  We are assembling a group of mission focused CEOs, Superintendents, Executive Directors, & Presidents who value integrity and personal growth to share their ideas about the post pandemic world we must adapt to in order to thrive.  If you are interested and have questions or comments , please email one of us: tom@phoenixperform.com or brad@phoenixperform.com Or if you’d like to chat about it, click here ( Brad or Tom ) to set up a 30-minute appointment. www.phoenixperform.com/interchange

From the time we were young in school, we were taught that success is a function of our ability to get stuff done.   Most of us have been promoted to leadership positions because of a demonstrated propensity to get stuff done.  Unfortunately, getting stuff done is no longer job #1.  To be effective in these leadership positions, we need to shift our approach from getting stuff done to leading, managing, and coaching others to get stuff done. If we don’t make that mental leap, we end up being like super-Heroes… except we often end up working long hours, never catching up, and risking burn out.  CEOs & School Superintendents come to us to help themselves and their teams make this leap. The changes ushered in by the pandemic experience of 2020 will change the nature of work and organizations forever. Our societal values, consumption patterns, distribution logistics, personal needs (and lots of other aspects of life) are all changing and will continue to change.   As leaders of our organizations, we are called upon to ensure the creation of innovative approaches that meet those changing needs.  If we approach the task of creating the innovative changes required like a “Super-Hero,” we will fail. In order to benefit from the vast reservoir of creative ideas within our teams, and gain the buy in of those teams, leaders must become facile at Orchestrating co-creation.  Rather than a Super-Hero, this role is more like the conductor of an orchestra. An orchestra plays a symphony as one entity. Each member must play their part and be responsive to what the other members do but primarily to the conductors’ direction. Together they produce a rich, complex performance. Without a conductor, such coordination of masterful individual performances could never be merged into such a harmonious, coordination of sound.  Conducting a classic symphony requires coordination, but the music already exists and has been played and perfected over time. The challenge we have today is more akin to improvisational jazz. Great creativity is required on the part of each member of the jazz ensemble. In addition, each member must be responsive to the others, follow or support that direction, then skillfully know when to lead in a new direction or rhythm. It is a creative effort that occurs between the members of the team, and it occurs organically rather than as a carefully controlled effort.  The role of the conductor or CEO in co-creation is to provide an environment or culture in which this sort of performance can occur. Rather than controlling, perfecting, or even coaching the team, it is the CEO’s job to foster an environment in which the team can improvise, and like a jazz ensemble, do so in ways that produce great performances that may be unique, and get the job done, every time. Join other CEOs:  We are assembling a group of mission focused CEOs who value integrity and personal growth to share their ideas about the post pandemic world we must adapt to in order to thrive.  If you are interested, you can simply reply to this email with questions or comments. Or if you’d like to chat about it, click  here  ( Brad  or  Tom ) to set up a 30-minute appointment. The Interchange : phoenixperform.com/interchange

There are times in life/work when things are just hard. Really hard. Overwhelming. Exhausting. It can even feel like a swamp. A dark swamp of despair. And in those moments we need the help of others so we can keep going . If you are a CEO and are looking for a group of fellow CEOs who are committed to helping each other, we have established a culture with this group where CEOs come to learn from peers and to contribute to peers. We call this group the Interchange . Learn more here: https://www.phoenixperform.com/interchange What resonates with you in the image above?