A few weeks ago we created a very important article that discussed all the ins-and-outs of why 1:1 leadership coaching can be a huge success.


For those looking for the cliff notes:

What is 1:1 Leadership Coaching?

1:1 Leadership Coaching is a personalized development process where a coach works with a leader to enhance their skills, decision-making abilities, and overall effectiveness. This personalized approach focuses on the specific needs and goals of the leader.



Top 10 Frequently Asked Questions About 1-on-1 Leadership Coaching

  1. How does 1:1 Coaching differ from traditional training? Unlike group training programs, 1:1 coaching is highly individualized, focusing on the unique challenges and objectives of the leader. It offers tailored guidance and feedback, allowing for deeper personal and professional growth.
  2. What can I expect to achieve through this coaching? Leaders can expect to gain improved self-awareness, enhanced leadership skills, better decision-making abilities, and increased effectiveness in managing teams and projects. It also often leads to improved communication skills and stronger relationships with peers and subordinates.
  3. How long does a typical coaching engagement last? The duration varies but typically ranges from a few weeks to twelve months, depending on the goals and needs of the individual. Regular sessions, often weekly or bi-weekly, are common.
  4. What qualifications should a good leadership coach have? A proficient leadership coach should have a blend of relevant educational background, certifications in coaching methodologies, and practical experience in leadership roles. They should also possess strong interpersonal and communication skills.
  5. Is 1:1 leadership coaching suitable for all levels of management? Yes, it can benefit managers at various levels, from new supervisors to seasoned executives. The coaching is tailored to the individual’s current role and future aspirations.
  6. How is progress measured in 1:1 coaching? Progress is typically measured through a combination of self-assessment, feedback from peers and subordinates, and tangible improvements in work performance. Coaches also set specific, measurable goals at the outset.
  7. Can leadership coaching help with career transitions? Absolutely. It can be particularly helpful for leaders moving into higher roles, shifting to different areas of responsibility, or even transitioning to new organizations.
  8. What topics are typically addressed in 1:1 leadership coaching? Common topics include strategic thinking, emotional intelligence, conflict resolution, team building, communication skills, and personal productivity. However, the focus is always customized to the leader’s needs.
  9. How confidential is the information shared during coaching sessions? Confidentiality is a cornerstone of the coaching relationship. Coaches are committed to maintaining the highest levels of discretion with the information shared by their clients..
  10. How much does 1-on-1 Leadership Coaching Cost? Well, it can vary depending on your coach, scope, duration, and other elements (it can even be a continuous endeavor). Get a personalize quote for 1-on-1 leadership coaching »



As you reflect on these top 10 FAQs about 1:1 leadership coaching, remember that your journey as a leader is unique and ever-evolving. Each question here opens a door to deeper understanding and personal growth. Embrace the insights and tailor them to your own leadership path. Whether you’re just starting out or are a seasoned executive, these answers provide a foundation for a transformative coaching experience that can significantly amplify your leadership capabilities and impact.

Keep these questions and answers as a guide, and let your journey of leadership growth be as dynamic and rewarding as the effort you invest in it.

In the vast realm of leadership, one aspect remains profoundly personal yet universally impactful: a Personal Leadership Philosophy. Just as a captain relies on a compass to navigate the tumultuous seas, a leader leans on their leadership philosophy to guide them through challenges and uncertainties. This intrinsic compass isn’t just about leading others; it’s primarily about understanding oneself. In this article, we delve into the essence of crafting a unique leadership philosophy, its undeniable importance, and actionable steps to formulate one. Whether you’re a budding leader or a seasoned executive, understanding and articulating your leadership beliefs can pave the way for increased trust, consistency, and clarity in your journey. Let’s embark on this introspective expedition and help you chart a leadership path that resonates deeply with who you are and what you stand for.


The Importance of a Personal Leadership Philosophy

Guidance in Decision Making:

In the midst of leadership challenges, having a clear personal philosophy can be likened to a lighthouse guiding ships through stormy seas. When confronted with tough choices or unforeseen circumstances, this philosophy offers a reference point, allowing leaders to align their decisions with their core beliefs and values. Instead of being swayed by temporary emotions or external pressures, leaders can rely on their philosophy to provide clarity and direction.


Credibility and Trust:

Trust is the bedrock of any effective leader-follower relationship. When leaders articulate and demonstrate a clear leadership philosophy, it offers transparency to their team. Team members are no longer left guessing the motives behind decisions; they understand the foundational principles guiding their leader. This predictability and transparency foster a sense of trust, making it easier for followers to buy into the leader’s vision and approach.


Self-awareness and Growth:

The process of formulating a personal leadership philosophy is, in itself, a journey of introspection. It pushes leaders to dig deep, confronting their strengths, vulnerabilities, aspirations, and fears. This heightened self-awareness not only aids in identifying areas of growth but also nurtures a deeper understanding of one’s intrinsic motivators and values. By confronting and understanding oneself, leaders pave the way for both personal and professional evolution.


A distinct leadership philosophy serves as an anchor, ensuring that actions and decisions remain consistent over time. Regardless of external changes – be it team dynamics, market conditions, or organizational shifts – a steadfast philosophy ensures that a leader’s approach remains constant. This consistency further reinforces trust within the team and assures members that, regardless of the changing tides, the leader’s core remains unshaken.


Recognizing and embracing the significance of a personal leadership philosophy is paramount for any leader. It not only offers a strategic advantage in decision-making but also nurtures an environment of trust, growth, and consistent leadership.



The Core Elements of a Leadership Philosophy

  • Values: At the heart of any leadership philosophy lies a set of core values. These values are the bedrock principles that a leader stands for, shaping every facet of their leadership journey. When one ponders, “What do I stand for?”, they’re essentially diving into their values. Common leadership values might include integrity, where a leader upholds honesty in all dealings; empathy, which reflects a genuine concern for the well-being of others; or resilience, demonstrating a commitment to persevere in challenging times.
  • Beliefs: Beliefs go hand in hand with values, representing a leader’s core convictions about leadership itself. They provide context to values, illustrating how one perceives the role and responsibilities of leadership. For instance, a leader might believe that “Leadership is not about being in charge, but about taking care of those in your charge.” Such beliefs act as the framework, determining how values are put into action and guiding the decisions a leader makes.
  • Behaviors: If values are the foundation and beliefs the framework, behaviors are the tangible manifestations of both. They are the actions that give life to a leader’s values and beliefs. For instance, if a leader values collaboration, their behavior might involve promoting team brainstorming sessions or seeking input from various team members before making decisions. It’s crucial for these behaviors to be in harmony with stated values and beliefs. Any discrepancy between what a leader says they value and how they act can erode trust and credibility.
  • Vision: A leadership philosophy isn’t just about the here and now; it’s also about the horizon. Vision encapsulates the long-term perspective, answering the question, “Where do I see myself, my team, or my organization in the future?” Whether it’s achieving industry leadership, pioneering innovative solutions, or cultivating a workplace culture of continuous learning, a leader’s vision provides direction and purpose. It not only inspires but also ensures that daily decisions align with long-term aspirations.


Crafting a leadership philosophy requires an intricate weaving of these core elements. It’s about understanding what you stand for, how you perceive leadership, ensuring your actions mirror your principles, and setting a direction that aligns with your future aspirations. Together, these elements create a holistic philosophy that serves as a guiding star for any leader.



Steps to Develop Your Personal Leadership Philosophy

  1. Self-Reflection: The journey to a personal leadership philosophy begins inward. Take time to ponder your life’s experiences, the challenges you’ve faced, the successes you’ve celebrated, and the lessons each has taught you. Reflecting on these can shed light on your core beliefs and values. To facilitate deeper introspection, consider tools like journaling, which provides a platform to articulate and organize your thoughts. Meditation can also be invaluable, offering moments of clarity and helping to connect with your innermost feelings and beliefs.
  2. Seek Feedback: While self-reflection provides insight into your perception of yourself, understanding how others see you is equally crucial. By seeking feedback, you gain a more holistic understanding of your leadership style. It helps identify strengths to amplify and areas requiring growth. One of the most comprehensive tools for this is the 360-degree feedback method, where peers, subordinates, and superiors provide feedback, offering a well-rounded view of your leadership demeanor.
  3. Draft Your Philosophy: With a clearer understanding of your values, beliefs, and the perceptions of those around you, you can begin drafting your leadership philosophy. This document should encompass your values, beliefs, behaviors, and vision. As you pen down your philosophy, prioritize clarity and conciseness. While it’s vital to be comprehensive, it’s equally important that your philosophy be easy to comprehend and remember, ensuring it truly encapsulates your essence as a leader.
  4. Review and Revise: Leadership, like life, is dynamic. As you grow and encounter new experiences, your perspective may evolve. Recognize the importance of adaptability. Make it a habit to revisit your leadership philosophy at regular intervals. Whether it’s annually or bi-annually, this review ensures your philosophy remains relevant and resonant with your current state of leadership. As you change and adapt, so too should your guiding philosophy.


Creating a personal leadership philosophy is a journey, not a destination. By introspecting, seeking feedback, articulating your philosophy, and ensuring its dynamism, you lay the foundation for leadership rooted in authenticity and self-awareness.



Tips to Make Your Leadership Philosophy Effective

  1. Keep It Authentic:
    Your leadership philosophy is a reflection of your personal journey, values, and beliefs. While it can be tempting to adopt the admirable traits or philosophies of renowned leaders, it’s essential to remember that genuine leadership stems from authenticity. Borrowing insights or being inspired by others is natural, but ensure your philosophy isn’t a mere replica of someone else’s. Embrace your unique experiences and insights, and let them shine through in your philosophy.
  2. Simplicity is Key:
    A powerful leadership philosophy is not one that is laden with jargon or complex ideals, but one that can be easily grasped and remembered. It’s the straightforward messages that resonate most and are easy for both you and others to recall in times of decision-making. When crafting your philosophy, aim for clarity and simplicity. If it can be communicated succinctly and clearly, it’s more likely to guide your actions and be understood by those you lead.
  3. Share It:
    A personal leadership philosophy holds power not just as an internal guiding document, but also as a shared vision. Once you’ve articulated your philosophy, share it with your team and peers. This open communication builds transparency, helping others understand your leadership perspective, the reasons behind your decisions, and the values that drive your actions. Sharing also invites dialogue, fostering deeper connections and mutual understanding within your team.
  4. Live It:
    A leadership philosophy isn’t just words on paper; it’s a commitment to action. The true test of an effective philosophy is its consistent application in real-life scenarios. Ensure that your actions align with the values and beliefs you’ve articulated. Walking the talk not only reinforces your credibility but also instills trust among those you lead. When your team sees your philosophy in action, it underscores its relevance and importance.


Crafting an effective leadership philosophy is more than just an exercise in writing; it’s about creating a living document that resonates with who you are as a leader. By staying authentic, embracing simplicity, openly sharing, and living out your philosophy daily, you establish a strong foundation for genuine and impactful leadership.



Charting a Personal Leadership Odyssey

A personal philosophy stands as a beacon, lighting the path and guiding one’s journey. By understanding its importance, dissecting its core elements, and ensuring its effectiveness through authenticity and action, leaders equip themselves with a robust tool for decision-making, growth, and influence. Crafting a leadership philosophy is not about confinement to a specific ideology but rather about grounding oneself in a clear vision and set of values. As you navigate the multifaceted challenges and joys of leadership, let your philosophy be your compass, ensuring that each step taken resonates with purpose and authenticity. Remember, it’s not just about leading others; it’s about understanding and leading oneself first. Embark on this introspective journey, and may your leadership philosophy illuminate your path to excellence.


We know that physical activity plays a vital role in our lives. But some of us don’t realize it has the potential to help us develop and become better leaders too. Below, we’ll explore how physical activity can be linked to leadership and the benefits of incorporating exercise into your daily routine.

Leadership is a complex concept that encompasses qualities such as effective communication, problem-solving, decision-making, and conflict resolution — all of which are essential for successful management. It stands to reason, then, that if leaders can incorporate more physical activity into their daily lives, they may enjoy increased productivity and improved performance in their roles.


Physical Activity & Leadership Performance

Various studies have explored the link between physical activity and leadership performance. Results indicate regular physical activity can improve concentration and focus, reduce stress, and increase self-esteem. All of these attributes are essential to being an effective leader.

Conjunctively, a study by the Center for Creative Leadership found that physical activity has the potential to boost creativity and imagination in leaders. This opens up a range of opportunities for individuals in managerial roles to think more innovatively and develop creative solutions for complex issues – something often required from successful business leaders.

Furthermore, physical activity contributes to improved decision-making skills and increased self-awareness by providing a platform for introspection and reflection on oneself. Leaders with good self-awareness can identify their strengths and weaknesses and effectively delegate tasks to others. As a result, they can better lead their teams and make informed decisions that benefit the company.


Physical activity and stress reduction

Physical activity is known to reduce stress, which can be especially important for leaders who often face high-pressure situations. Reduced stress levels can lead to improved decision-making and interpersonal skills. It also offers both short-term and long-term benefits for mental well-being. Engaging in regular exercise stimulates the release of endorphins, which are natural mood elevators, helping to reduce stress levels and promote a sense of calmness. Exercise also provides a healthy outlet for channeling negative emotions and serves as a distraction from everyday stressors. Additionally, physical activity improves sleep quality and helps regulate the body’s stress response system by lowering cortisol levels. Over time, these combined effects contribute to a more resilient and balanced state of mind, allowing individuals to better cope with stress and maintain optimal mental health. For leaders and individuals alike, incorporating physical activity into daily routines can significantly enhance their ability to manage stress, ultimately leading to improved decision-making, interpersonal skills, and overall well-being.

Physical activity and being disciplined or organized

Participating in physical activity often involves setting goals, maintaining a routine, and developing self-discipline. These skills can be transferable to leadership roles, helping leaders stay organized and focused on their objectives. Think about the commitment to consistent routines and objectives. By engaging in regular exercise, individuals learn the importance of setting achievable goals, breaking them down into smaller steps, and persistently working towards their targets. This process not only helps improve physical fitness but also cultivates mental fortitude and self-discipline, as individuals must overcome challenges and maintain motivation despite setbacks. Furthermore, the satisfaction derived from accomplishing fitness goals can bolster self-confidence and encourage the pursuit of other objectives in various aspects of life. The discipline and goal-oriented mindset developed through physical activity can be invaluable in leadership roles, as these skills are transferable to managing teams, setting organizational targets, and navigating complex challenges in the professional sphere.

Physical activity and being disciplined or organized

Regular physical activity can boost self-confidence and self-esteem, both of which are important qualities for leaders to have. A confident leader is more likely to inspire trust and respect from their team. As individuals experience personal growth and development through the consistent pursuit of fitness goals, a confidence boost is usually achieved. Engaging in regular exercise not only improves physical strength and appearance but also instills a sense of accomplishment and self-efficacy. As individuals witness their progress and overcome obstacles in their fitness journey, they gain confidence in their abilities to tackle challenges and adapt to new situations. This heightened sense of self-assurance extends beyond the realm of physical fitness, positively influencing various aspects of life, including professional and social interactions. A confident individual is more likely to take calculated risks, assert themselves effectively, and inspire trust in others. In the context of leadership, the confidence fostered through physical activity can contribute to effective decision-making, strong interpersonal relationships, and a commanding presence that motivates and galvanizes team members to achieve their collective goals.

Physical activity and team building

Engaging in group physical activities or sports can help leaders build strong relationships with their team members, fostering collaboration and teamwork. Engaging in shared physical activities creates opportunities for individuals to work together towards common goals, fostering collaboration, trust, and camaraderie among team members. Through these experiences, participants develop a better understanding of each other’s strengths and weaknesses, allowing them to effectively support one another and adapt to various roles within the team. Moreover, group physical activities can also provide a platform for healthy competition, which can motivate individuals to push their limits and strive for excellence. Participating in team-based physical activities can help break down barriers and improve communication among team members, leading to a more cohesive and harmonious working environment. For leaders, taking part in these activities alongside their team members can strengthen interpersonal relationships, bridge hierarchical gaps, and demonstrate a commitment to the overall well-being and success of the team.



The Role of Exercise

Exercise is an essential part of maintaining physical activity. It helps reduce stress levels, release endorphins (the body’s natural reward system), increase focus and concentration, improve problem-solving skills, and develop greater self-awareness. All these qualities are crucial to being an effective leader.

Furthermore, exercise provides leaders with an opportunity for social interaction — which can be difficult when working in isolated environments such as corporate offices or remote locations. Social interaction allows people to share ideas, build relationships with peers, and gain insight into different perspectives. This can help leaders develop better problem-solving and decision-making skills essential for successful management.


Enhance Your Leadership Skills Through Physical Activity

Seeing a pattern? There’s a strong link between physical activity and leadership performance. Regular exercise helps reduce stress levels, increase focus and concentration, boost creativity, improve decision-making skills, and develop greater self-awareness — all of which are essential qualities in a leader. Furthermore, it provides an opportunity for social interaction, which can help build relationships with peers and gain insight into different perspectives.

By incorporating physical activity into their daily lives, leaders have the potential to become more effective managers and enjoy increased productivity in their roles.


The verdict? It’s clear that exercise should be an integral part of any leader’s routine.

How The Best Leaders May Already Work Inside Your Organization

Strong leadership is one of the best assets to any organization, facilitating employee productivity and morale. When people often quit due to weak management, bolstering your team with managers coached in leadership is an investment that can pay back dividends.


How the best leaders might be inside your organization already

Managers make or break an organization. With high-quality managers, employee production and morale increase dramatically, but a lousy manager can bring productivity to a screeching halt or even chase good employees away. Google attempted to prove that managers don’t matter beyond being a necessary evil to oversee workplace productivity, using manager performance ratings and manager feedback from annual employee surveys. The result?

Teams with great managers had better productivity and higher morale.

The study resulted in a log of ten behaviors that the best managers so great:

  1. Strong coaching skills
  2. Empowers their team without micromanagement
  3. Are concerned for the success and well-being of the team and work to create an inclusive environment
  4. Results-oriented and productive
  5. Strong communication skills, both listening and speaking
  6. Discusses team performance to support career development
  7. Shows clear vision and strategy for the team
  8. Has the relevant technical skills to advise the team
  9. Collaborative
  10. Decisiveness

In other words, the best managers have strong leadership skills that help them to guide their teams to success. They play the role of coach to ensure everything gets done while facilitating the growth and development of their teams.

This is often done by focusing on the individual needs of team members in conjunction with the needs of the team and the job. Strong leaders and coaches can unlock their team’s potential while assisting as needed.

High-quality coaching managers are among an organization’s most significant assets, and the best leaders may already be hiding in plain sight, working quietly behind the scenes to ensure the success of their teams. By looking for the abovementioned traits in your management team, you may find your organization’s best leaders and spot those who need support to reach their fullest potential.

How to use leadership coaching to turn your managers into great leaders

The old adage that people quit bosses, not jobs, seems to ring true. According to a 2019 Society for Human Resource Management (SHRM) survey, several concerning statistics come to light:

  • An estimated $23 billion has been lost by US companies because of culture-caused turnover.
  • 25% of US employees dread going to work each day.
  • 57% of US employees believe workplace managers require additional training to improve management skills.
  • A staggering 84% of US employees believe poorly trained managers make their jobs unnecessarily more demanding and stressful.

If your management team isn’t performing as well as you would like, there’s good news: With leadership coaching, they can learn the behaviors and habits needed to improve these skills and boost performance and productivity. Leadership Choice offers leadership training to managers to increase leadership effectiveness.

In our Connecting for Leaders program, we teach managers five essential skills to transform managers into great leaders:

  1. Connecting With People: Emphasizes communication skills for effectiveness, teaches conflict resolution, and improves team dynamics.
  2. Delegation: Improves time management and efficiency while strategically delegating tasks to cater to team members’ performance and talent.
  3. Performance Coaching: Teaches managers how to provide team members productive performance feedback to facilitate improvement and growth of team members
  4. Influencing: Teaches elements of charisma, including confidence in expressing ideas while overcoming resistance.
  5. Inspiring Trust & Confidence: Teaches leaders to create their own leadership brand to facilitate team confidence and respect.


Much has been written about the qualities a great leader ought to possess. Some say leaders should be confident, assertive, self-assured, humble, authentic, courageous, empathetic, and more. Trying to embody all of these qualities can seem like an impossible task, especially considering some of them can appear to contradict each other. Here we’ll discuss one of these apparent dichotomies — being both analytical and conscious. We’ll show that these qualities are not in opposition and it’s possible for a leader to have both.

What Exactly Is Conscious Leadership?

A conscious leader exemplifies qualities such as empathy, authenticity, and social awareness. While these attributes have always had a positive connotation, recently they’ve been increasingly appreciated as the qualities of a great leader. Nowadays, people are increasingly more focused on topics such as mental health, job satisfaction, and burnout. Conscious leaders can create a healthy workplace culture, make work more enjoyable for employees and thus increase productivity and worker retention. They improve the business and improve revenue. This aids the business is remaining so for a longer period of time.

Are There Negatives to Being a Conscious Leader?

Conscious leadership has faced criticism. Critics claim it’s a soft approach that ignores the realities of work. They might feel that it’s too “soft” as an approach or that it detracts from “real work.” Others claim that conscious leadership can have the opposite effect and create tension and workplace drama. However, these critiques can be a bit misguided. Being a kind and considerate leader doesn’t mean allowing resentment to fester in the workplace — quite the opposite, it usually helps resolve tension. Similarly, you don’t need to forgo using your business acumen and ignore the realities of work. In fact, being both conscious and highly analytical is often the most solid approach.


So, How Can You Be Both Conscious and Analytical?

Business research shows that decisiveness is one of the key elements of being successful as a leader. Nobody imagines a leader as an unsure, anxious person — we expect them to analyze available information and arrive at a solid conclusion quickly, determine the best course, and assign everyone a task. The question here is what do we consider valuable information that’s worth analyzing?

This is when many people can heavily focus on the material reality of the problem. They think about costs, profits, time, and other measurable components. However, a conscious leader is aware that these are only a part of the equation. They know that they should start off by managing their own emotional response. They need to think about the feelings they’re experiencing and be aware of the way their judgement might be clouded. This is even more important because emotions can be contagious and employee’s ability to perform well may be influenced by leadership’s reaction. That’s why a good leader pays attention and manages the emotional side of a situation as carefully as they manage their analysis.

Many leaders have no specific training or experience in leadership. Their promotions came as a result of their hard work, ability to think on the fly, and their value to the organization. Unfortunately, these same leaders can unintentionally develop bad habits over time. The upside is that these habits can usually be corrected with the right methods.

Poor leadership habits can be trained out of a good leader if he/she recognizes them, understands how they affect others, and changes his/her environment so that better habits are encouraged.


Understand the goals and habits of a good leader

A good leader is someone who guides by example. The best leaders know how to handle challenges, delegate responsibility, and motivate their team. The most effective leaders also have strong communication skills and an ability to inspire others. Good leaders are humble, but they are also confident. They can admit when they’re wrong and apologize, but they don’t make excuses. They have high standards for themselves because they know that their actions set the example for everyone else in the organization.

The most successful leaders are willing to learn and listen. They encourage employees to take responsibility for their actions, whether it’s fixing mistakes or implementing new ideas. Employees who take ownership for their work are more likely to do their best and achieve positive results than those who don’t feel like they’re empowered to make decisions or improve processes on their own — even if it means making mistakes along the way.


Focus on the problem, not the person

In many cases, bad habits are caused by misunderstandings or confusion about what’s expected from a leader. If you can identify the reason for the bad habit, you’ll be able to address it more quickly and effectively.

For example, if an employee is constantly late because they’re not clear on the required reporting time, you can sit down with them and clarify expectations. If their lateness stems from a poor attitude toward their job, then you may need to take a more direct approach. It’s important to tailor your approach based on what’s causing the problem behavior and how long it’s been going on for.


Change the environment to encourage good leadership habits, and prevent bad ones from forming

A bad habit can be formed if the work environment is unsuitable. Employers should change the environment of the organization so that it encourages positive thinking, problem-solving, and communication that will lead to better leadership skills.

To start enacting positive changes for leaders in the workplace, consider the following:

  • Give employees autonomy over their work, so that they have more control over their time and less stress
  • Hire people who are self-motivated, tolerant of ambiguity and open to new ideas
  • Give employees regular feedback on their performance
  • Schedule meetings for a specific purpose; don’t let them drag on unnecessarily or become side conversations about other topics


Develop and model new leadership behaviors

It’s not enough for a leader to simply decide that they don’t want a particular bad habit anymore. They have to develop new leadership behaviors that will replace the quality or action they’re trying to eliminate. Good leaders are often created by example, so it’s important that employers set a good example when it comes to leadership.

Start by writing down the behaviors that you’d like your leadership team to improve. Try focusing on one at a time, so it’s easier to see progress. Then look for examples of those behaviors in real life, whether it’s in your personal or professional life.


With all the news we hear about leaders in our country and beyond, it might be easy to think we’re at a low point in our society. The truth is, we have some of the greatest leaders of any time in history right here, today. The problem is that we need our great leaders to work together to achieve amazing things for the world. How do we do that?


1. Set Egos Aside

Many great leaders look out for the best interests of our world, but some come at the situation with an ego. They feel like they have the best ideas and that no one else could be as smart as them. Unfortunately, this can lead to a lot of clashing among leaders who are not interested in working together. By setting aside ego, everyone can look at the situation in the best interest of humanity rather than who will get the credit.


2. Start with a Joint Problem

Some leaders might be looking at global warming. Others might be studying equality, while another set of leaders is trying to remedy food scarcity. People in the world deal with many issues, and the only way to get these leaders to really work together is to find one issue they’re willing to focus on first and then grow from there. A focus group can talk to each leader about their top three, five, or even 10 concerns so they can find a topic that most agree is a high-level issue.


getting great leaders to solve problems together


3. Leave the Route Open to Interpretation

We want our great leaders to develop ideas independently because the ideas we already have are not working. That means we don’t need to push leaders onto a specific path.

Instead, we need to leave leaders free to approach the issue with their own levels of creativity and their own knowledge base. Task ambiguity is one of the hallmarks of success when it comes to leaders working together. Giving a goal while leaving the route up to the team is an excellent way of getting results.


4. Take Some Action

It can be discouraging when leaders talk about changes and improvements day after day without delivering results. Instead of waiting until the very end of a collaboration event to take action, leaders could take small steps immediately.

What small things could they communicate to the general public to start making an impact immediately? Communication helps the general public feel more involved and allows leaders to see that working together is, in fact, making a difference. This makes them even more likely to continue their collaboration and build on the ideas and plans that they create.


5. Encourage Our Best Leaders to Seize Opportunities

The world is filled with intelligent and extraordinary people. Often, those people don’t have the opportunity to meet or do not take the time to sit down and discuss what they could do about some of the most significant issues facing our world.

If they did, however, they could make a drastic difference. Whether it’s poverty, healthcare, refugees, or any other issue, bringing together the best and brightest minds could help us create the world we all want to live in. All it takes is the right situation and the right people willing to put aside their differences to achieve something extraordinary.


What if I’m not there yet with my Leadership Team?

Checkout our leadership training programs »

For any enterprise, acquiring and fostering talent plays a pivotal role in the company’s growth strategy and eventual success. This is especially true when it comes to nurturing the type of talent that will be retained three, five, or ten years down the road. While both high-performing and high-potential talent are crucial for an organization’s leadership pipeline, focusing on developing high-potential talent (HiPo) offers a greater organizational return, more effectively buffering against future organizational uncertainty and ensuring long-term leadership.

While high-performers outperform the average employee by up to 400%, HiPo talent is 91% more valuable to an organization, according to SHL research, as it tends to have a multiplier effect on an entire team’s productivity. Both HiPo’s and high performers are highly adept at their job function; however, while high-performers are typically more specialized and have a deep understanding of their role, HiPo’s demonstrate a greater degree of adaptability in both the knowledge and the skills they learn.

High-performers are described as self-starters in that when they want to learn a new skill, they seek out the resources or help they need to do so independently. HiPo’s, while also self-starters in their own right, seek new opportunities rather than just skills—a lack of perceived growth trajectories within a company is a primary reason these individuals leave a company. Knowing how to target these employees, communicate career opportunities and foster leadership development is how best to leverage HiPos as enterprise assets.

How to Identify High-Potential Talent


Some characteristics to look for in a potential HiPo include:

  • Willingness to take on responsibilities beyond their job description
  • Collaborative work ethic and commitment to company values
  • Demonstrated ability with their current position and hunger to improve
  • Problem-solver that can prioritize tasks under pressure
  • Desire to progress to leadership or specialist roles


While some organizations rely on performance reviews and observations to conduct analysis on high-potential employees, others use more data-based, robust methodologies such as the High-Performance Trait Indicator (HPTI) and 9-Box Grid to develop talent resources for the leadership pipeline. The HPTI measures an employee’s personality traits against the optimal amount for a current or future position, whereas the 9-Box Grid measures an employee’s current contribution to an enterprise against their potential. Successful organizations focus both on placing high-potential talent in suitable roles for the short term and have medium- and long-term career paths in mind for that individual within the company’s future.

Leadership Development for High-Potential Talent


Over 75% of HiPo’s feel the need to be recognized by their employers, and by doing so formally and directly, employers can expect greater loyalty and talent retention. There are a variety of channels and means to recognize this talent, through shout-outs, performance reviews, or other incentives. But recognition is only the first step. By soliciting input (needs and desires) from HiPos, organizations can begin to foster their development and plan their career path within an organization, through mentorship programs, leadership training, or other forms of professional development.

Leadership Training

As future leaders, HiPos are critical assets requiring proper investment. While some employers worry that engaging HiPos in leadership training only makes them more attractive to competitors, inaction with regard to these individuals will almost certainly cause churn. Maintaining a healthy pool of talent for leadership vacancies is critical for long-term organizational stability. Retention and employee happiness aside, companies with the highest levels of employee engagement are 22% more profitable than those that don’t invest in talent.

Building and leading successful teams is essential for any business leader. However, creating high-performance teams is easier said than done. These six steps will help you build a more effective team.

Define Roles and Responsibilities

One of the first steps to creating a successful team is to define the roles and responsibilities of each team member. Designating job functions helps everyone understand their part in the team’s success and ensures that tasks are completed efficiently and effectively.

For example, maybe the team leader is responsible for setting goals and coordinating activities, while individual members are responsible for specific tasks or projects. Clearly defining roles and responsibilities helps teams avoid confusion and duplication of effort so they can work together more efficiently to achieve their team goals.

Set Clear Expectations

Effective teams have leaders who set clear expectations.

  • What exactly do you expect from each team member regarding their contribution to the team’s success?
  • What are the team’s goals and objectives?
  • What ground rules are the team expected to follow?

If you want your team to reach its full potential, ensure that everyone knows what leaders expect.

Communicate Effectively

Effective communication is essential for any team to function well. Team members need the ability to give and receive constructive feedback, have open communication channels, and respect one another.

Good communication skills help team members identify areas of improvement and work together to find solutions, ensure that everyone is on the same page and that no one feels left out or misunderstood, and fosters productive collaboration.

Encourage Creativity and Collaboration

Encouraging creativity and collaboration among team members is essential to producing the best work. The whole group produces better results when everyone is encouraged to share new ideas and work together towards a common goal.

Creativity fosters innovation and helps team members see problems from new perspectives. It also allows team members to tap into their unique skills and talents, making the team more effective. Collaboration ensures that everyone’s voice is heard and they all work towards the same goal.

Lead by Example

Being a great leader isn’t just about giving orders and delegating tasks. A good leader must lead by example and contribute extra effort when needed.

A leader can encourage their team to do the same by setting the tone and demonstrating the desired behavior. Leading by example often results in better team performance and morale. Of course, there is no one perfect leadership style. The best leaders are able to adapt their approach to fit the needs of their team.

Celebrate Successes

One way that business leaders can boost morale and team effectiveness is by celebrating successes. Celebrations could involve acknowledging a job well done in a team meeting, hosting an event to mark a critical milestone, or simply taking the team out for lunch.

Celebrating successes is a good way to show employees that their hard work is appreciated, and it helps build team spirit. When employees feel like they are part of a winning team, they are more likely to feel motivated and engaged in their work.

Start Building a Strong Team Today

Through defining roles and responsibilities, setting clear expectations, communicating effectively, encouraging creativity and collaboration, leading by example, and celebrating successes, you’ll help your team thrive.

If you want to become a more effective team leader, check out our leadership training resources today.

Leadership style is a critical factor in the success of any organization. How the leadership operates will affect employee morale, productivity, innovation, and decision-making, so getting it right is imperative. In recent decades, the mechanics of leadership have been analyzed in academic and business circles, styles have been labeled and defined, and debates have raged over which are most effective. In this piece, we look at two leadership styles that are most often used—transactional leadership and transformational leadership—and analyze their differences, including their strengths and weaknesses.

What is Transactional Leadership?

Transactional leadership is one of the more traditional leadership styles and was first described academically by German sociologist Max Weber in 1947. In this model, leaders apply a “carrot and stick” philosophy based on exchanges between the leader and follower. The leader provides rewards and punishments to followers based on their performance, such as bonuses, salary increases, or disciplinary procedures.

To use this method effectively, the leader must recognize progress and achievements quickly and take action. Subordinates in this situation are not expected to behave innovatively or move outside the boundaries of their defined roles. The risk with this approach is that ineffective transactional leaders either do not respond quickly enough or fail to monitor employee performance adequately, leading to poor morale and decreased productivity. On the positive side, subordinates know precisely where they stand; their roles are clearly defined, and they are fully aware of the criteria they must meet to advance.

What is Transformational Leadership?

The concept of transformational leadership was first introduced by James MacGregor Burns in 1978 and describes a leadership approach centered around inspiring subordinates with charisma or a strong vision. Leadership extends outside of traditional concepts of exchanges and rewards. Examples of this method include Steve Jobs and Oprah Winfrey, who both built successful organizations by creating a clear vision of what that organization could do to transform the world and people’s lives.

This type of leadership works best with subordinates who share the leader’s vision and have the capability to regulate their own work to some degree. Unfortunately, transformational leaders tend not to monitor the performance of their employees and subordinates closely, which can lead to problems with performance going unnoticed. The best transformational leaders avoid this by selecting subordinates who closely align with their vision and working consistently to inspire them.

But Which Works Better?

Both of these leadership styles have their advantages and disadvantages, which depend on the leader’s personality and the type of organization they are running. For example, large businesses with clearly defined goals, such as financial or manufacturing companies, work very well with a transactional model; after all, it is not easy to inspire a machine operator with a vision for your business, but it is easy to motivate them with productivity bonuses. A transactional approach also works well in team sports, rewarding the best team members and benching those who don’t perform—although you could argue that the best coaches are transformational, too, inspiring their athletes to perform with their vision of becoming the best team.

Transformational leadership works well in areas where subordinates are not necessarily motivated by their own gain. This can include politics, where unpaid interns motivated by ideology are common, or education, where the best teachers want to improve the lives of their students. Tech startups are also a common place to find transformational leaders, inspiring their subordinates to create the next world-changing product.

The Best of Both Worlds

Although both transactional and transformational leadership have environments in which they work best, there is usually some overlap, as we indicated earlier in the case of sports teams. The best leaders will find a blend of the two that works best for their organization, inspiring subordinates when necessary and using rewards and punishments when required.