In leadership, it’s not just about what we say; what truly matters is how others interpret and internalise our words and actions. Similarly, how we perceive others, based on ingrained assumptions can heavily influence our decisions and interactions. For example, consider a workplace scenario involving diversity bias. A woman of colour applying for a leadership position might be overlooked because decision-makers unconsciously associate leadership qualities with traits they've historically observed in male leaders from similar cultural backgrounds. Despite her strong qualifications, the cognitive dissonance between their stereotype of a "leader" and her identity as a candidate may prevent them from recognising her potential.
This highlights why it's essential to challenge our biases and broaden our perspectives to ensure fairer, more effective leadership practices. How are you dealing with your biases?
Building resilience
Leadership is more critical than ever as leaders face unprecedented challenges. In these moments, it’s essential to stay present, even when you feel unsure about finding the right words. Take a moment to process, and remember to remain grounded, unaffected by the behaviour or framing of your coachee (client). This approach enables clarity and authentic leadership.
It's not their fault
When a top player on the team suddenly finds themselves in charge, their instinct is often to tell everyone what to do. I think this approach is exhausting and unsustainable. It’s not the new leader’s fault, though as they are rarely given proper training or a coach to guide them through the transition. Leadership involves three key responsibilities: coaching, motivating, and inspecting, depending on the situation. Inspection, in my view, includes activities like forecasting and setting quarterly goals.
Leaders often feel the urge to step in and be the saviour. It feels concrete and actionable: “We have an issue? I’ll handle it with the client. There’s a problem with a deal? I’ll tell you the next three steps to win.” Leaders leverage their experience and knowledge, while team members rely on their facts and research. But the more leaders step in, the more they create dependency. Team members will return to the leader’s office even sooner next time, seeking direction earlier in the process. Over time, this dynamic makes the team worse, not better. I call this “learned helplessness.”
I like being a sounding board
c/o GETTY IMAGES
Why do organisations promote someone who’s not good with people?
Many people are promoted for their expertise rather than their ability to connect with others. I think promoting someone who doesn’t genuinely like people is a mistake. Often, resistance to change stems from a fear of losing one’s identity as the “expert.” People worry, “If I’m not the one who knows everything, who am I? Will I still be valued, or will people think I don’t deserve this position without all the answers?”
In reality, employees don’t expect their leaders to have all the answers. In fact, they often wish their leaders would ask, “What do you think?” Yet, many leaders are held back by the fear that asking this question might make them seem less competent. Ironically, the act of inviting input adds tremendous value, as it encourages collaboration and helps leaders process ideas more effectively by thinking out loud with their team.
Moving up the ladder
Transitioning from personal success to achieving results through others is one of the most rewarding and challenging phases of leadership. It’s a shift from focusing on your own contributions to building, leading, and nurturing a successful team. Leadership is not just about excelling individually but about developing managerial skills that elevate those around you. It’s about ensuring every team member feels empowered, motivated, and recognised.
What leadership skill have you been honing lately?
The culture of trust
Transitioning from personal success to achieving results through others is one of the most rewarding and challenging phases of leadership. It’s a shift from focusing on your own contributions to building, leading, and nurturing a successful team. Leadership is not just about excelling individually but about developing managerial skills that elevate those around you. It’s about ensuring every team member feels empowered, motivated, and recognised. What leadership skill have you been honing lately? Send me an email with your thoughts.
Societal pressures
Women are often socialised to prioritise agreeableness and conflict avoidance, which makes the experience of being disliked particularly challenging, especially in high-pressure leadership roles. Research shows that women in leadership positions are more likely to face negative reactions when asserting authority or making unpopular decisions. A study from the Harvard Business Review found that women leaders are disproportionately criticised for behaviours that are seen as acceptable in their male counterparts. I think women who advocate for kindness and justice must also be willing to confront the challenges of standing firm in their values, even when it means facing opposition, retaliation, or bullying. And this aligns with findings from the Korn Ferry Institute, which suggests that women leaders often face a “double bind,” where they are expected to be both empathetic and assertive, a combination that can be difficult to balance in environments where these traits are not equally valued.
Leadership credibility
I think status means nothing without credibility. Research shows that leaders who lack credibility are far less effective at gaining trust and inspiring their teams. For example, a study by Kouzes & Posner found that credibility is the cornerstone of leadership, with 89% of respondents saying they follow leaders they trust. If people don’t believe you belong in a leadership role, it becomes difficult to lead effectively. Credibility is built through competence, which comes from consistently performing at a high standard over time. Leaders like Angela Merkel and Satya Nadella earned respect by demonstrating expertise and making decisions that consistently yielded positive results.
Looking through the lens
Illustration by Ruby Taylor ©
We need to tell the story not just of the outcome, but of the journey it took to get there. What challenges were overcome, and what progress did the individual or team make to achieve the goal? By sharing these stories, we can inspire others without creating a sense of threat or unhealthy competition. It also highlights the strategies that were most effective in reaching those outcomes and the strategies that, as a leader, you want to celebrate and promote. When we set up internal collaborative competitions, we need to be clear about the dimensions on which we are competing and how we reward and recognise success. I think this helps everyone understand the pathways to achievement in a way that fosters collaborative learning, growth, and development, showing others how they can follow suit.
Open the door
It’s always inspiring to hear about organisations where leaders encourage their teams to speak up. I know that some leaders can seem intimidating because of their title or position. What I want to encourage people to do is start small and develop new habits that break the patterns of indoctrination we've absorbed over years of schooling and work. As we have been conditioned to focus on questions like:
Will this be on the test?
How do I get an “A”?
Where’s my promotion?
What I really want people to see is that we are like fish swimming in water who never think about the water. We often don’t recognise the environment we’re in. I think the key is to start questioning: “Is there any part of my life where I’m following the same patterns without thinking? Where could I have a conversation about getting to where I truly want to go?” Start by finding one person with whom you can have these meaningful conversations, and then expand from there. These discussions don’t come naturally. We need to encourage both team members and leaders to engage in them, to foster a culture where everyone can thrive, both at work and at home.
Shining the light on the problem
Leaders aren’t born; they are made. Recognising the power of movement can get us through almost anything and this is a fundamental truth. I think it’s not about speed; it’s about starting. Sometimes, it’s someone else’s responsibility, privilege, or role to help a friend or colleague see what they may not have been able to recognise on their own. For example, instead of asking your company or team to take on large, overwhelming initiatives, start small. When working on leadership development, one of the things I often recommend is for people to do less than they would usually expect. Rather than making a long, heavy list of tasks, start with something simple and manageable. For instance, instead of aiming to master delegation right away, set a goal to ask one follow-up question each day. Even if this feels small or insignificant, starting in this way builds momentum. Over time, the small, consistent actions lead to meaningful progress. It’s the act of starting, not the size of the action, that creates momentum and allows us to achieve more substantial goals in the long run.
Mindset matters
What are the triggers that influence where we fall on the fixed versus growth mindset continuum?
Mindset is shaped by a set of beliefs, and those beliefs are influenced by the people around us and the environment we’re in. It's important to understand that mindset isn’t just about effort. Simply telling ourselves to "try harder" doesn’t lead to true growth. A genuine growth mindset involves putting in effective effort - understanding whether the work you're doing is moving you towards your goals. I think it also means being open to seeking help, guidance, or coaching from others and being willing to pivot or adapt to learn, grow, and achieve the goals you’ve set.
Anticipate shifts in the market
Leaders with advanced pattern recognition and strategic thinking skills are three times more likely to pioneer industry change. These abilities are not just leadership traits but essential ingredients for long-term success. Harnessing the power of strategic insights is crucial for leaders who aspire to drive transformation and leave a lasting mark.
Strategic insight occurs when you spot something before others do, whether it's a trend, anomaly, or a spike in data that signals an industry shift. To succeed in today’s business environment, it’s not enough to adapt; you must anticipate and create shifts in the market.
Unforeseen factors may impact your strategy, but staying agile in times of change requires actively listening to customers, analysing industry trends and competitors, and using that data to make informed decisions. Just because your plan may change doesn’t mean you shouldn’t have one.
Style never goes out of fashion
Have you mastered the art of non-verbal leadership?
Your personal style is more than just a reflection of your brand, it's also a powerful leadership tool. When your appearance aligns with the values you uphold, it amplifies your leadership message and strengthens both your personal and professional identity.
Here are a few ways you can harness the power of style as a form of non-verbal leadership:
• Just like a well-thought-out strategy, a perfectly curated outfit commands attention and respect. It signals precision, intentionality, and a commitment to high standards—projecting leadership without needing to speak.
• A consistent personal style communicates trustworthiness, and it conveys reliability and stability, which are critical qualities in leadership. When others can predict how you present yourself, it fosters a sense of dependability in your leadership.
• Your wardrobe can skillfully balance authority with approachability. Choosing relaxed attire in the right context can make you more relatable, encouraging open dialogue and collaboration within your team.
• Incorporating modern trends while staying true to your personal style shows flexibility and a forward-thinking mindset, which are both vital leadership attributes.
Before you speak, your appearance sets the tone, shaping perceptions and reinforcing your leadership presence. Style, when used effectively, is a silent yet impactful leadership trait. I think ultimately, personal style is a form of influence.
Setting a compelling vision
As a leader, you need to maintain the right balance between distance and closeness. When giving instructions, be clear and direct about what needs to be done, and when explaining how to accomplish the tasks, be approachable and supportive. I think it's also essential to provide your team with a clear understanding of both the tasks at hand and the underlying purpose behind them. This clarity helps them see the value in their work and understand why it matters, motivating them to fully commit to the goals you set.
Are you a risk taker?
I think entrepreneurship lies within everyone, though not all possess the discipline it requires. While anyone can become an entrepreneur, not everyone aspires to be one; some prefer to rely on others, thinking it means less effort. I believe true entrepreneurship demands leadership, and a genuine leader never delegates tasks they wouldn't undertake themselves. Contact me via email for short discovery meeting when you are ready to take the next step on your journey.
According to the Oxford English Dictionary, an entrepreneur is defined as "a person who sets up a business or businesses, taking on financial risks in the hope of profit."
““The caterpillar does all the work but the butterfly gets all the publicity.””
The power of silence
A seed grows with no sound, but a tree falls with a resounding crash. The quiet, persistent process of growth contrasts starkly with the loud, sudden act of destruction. This stark difference illustrates a profound truth: destruction has noise, but creation thrives in silence. True growth happens quietly, away from the spotlight. I think those who seek to lead should embody this principle, nurturing progress through steady, silent effort. Leadership is not about loudly pointing out the flaws and weaknesses of others; it is about fostering growth and strength with patience and humility. Real leaders understand that the most impactful changes often happen quietly, beneath the surface, and their actions speak louder than their words.
““The most basic function of leadership is to tell people what needs to be done and help them do it.””
Five key attributes
The world is becoming increasingly interconnected, I think future leaders must possess these five key attributes to navigate the complexities of a globalised landscape effectively.
1. Global thinking
2. Cross-cultural appreciation
3. Technology savvy
4. Building alliances and partnerships
5. Shared leadership
“The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.””
Create a pathway
c/o LinkedIn
I think leaders need to take ownership of this dynamic and commit to seeking guidance from experts like “myself” to navigate and implement effective policies. And by doing so, they will ensure that their employees feel valued. When employees feel valued, they contribute diverse experiences and perspectives to decision-making and problem-solving, which provides a significant competitive advantage.
Making people feel valued
c/o LinkedIn
Genuine leadership is not about asserting authority; it’s about earning the trust and respect of others through your words and actions. Inclusive leadership, in particular, is the foundation of Diversity, Equity, and Inclusion (DEI). I recently heard that 70% of employees’ sense of being valued comes from what they observe and hear from their leaders. I think that while leadership can implement policies and programs, the essence lies in the leader's ability to create an inclusive environment.