Here's how you can showcase your leadership skills to your superiors.

I would focus on leading the team authentically and effectively, inspiring and empowering them to achieve organisational goals and succeed as individuals/teams. Good senior leaders are not daft and they will soon learn of your leadership acumen and potential by talking to your staff and eliciting feedback.

Showcasing leadership skills to superiors involves several key actions. Firstly, take initiative by identifying and solving problems proactively. Communicate effectively, ensuring clarity and transparency in all interactions. Demonstrate reliability by meeting deadlines and exceeding expectations. Foster collaboration by encouraging teamwork and supporting colleagues. Finally, seek feedback and continuously improve, showing a commitment to personal and team growth.

Regardless who you are leading, teaching and mentoring they could see through you. Being genuine, honest and transparent are the key to leading by example. Don’t just tell them what to do, lead from the front.

To showcase your leadership skills to your superiors, take initiative, demonstrate accountability, communicate effectively, and display adaptability and resilience. Collaborate with others and foster a positive work environment while leading by example. These actions will earn you the trust and respect of your superiors, effectively showcasing your leadership potential.

In my role, leading by example is fundamental to my approach. I actively engage in every aspect of our projects, from strategic planning to the hands-on management of IT solutions, ensuring that we meet high standards of quality and efficiency. By demonstrating dedication and a thorough work ethic, I set a professional standard and tone that encourages my team to strive for excellence in all their endeavors. Additionally, I believe in keeping morale high by infusing a sense of fun and camaraderie into our environment. This balanced approach not only drives significant improvements in healthcare technology and operations but also fosters a positive and engaging team atmosphere, making our challenging projects more enjoyable and rewarding.

Communication is not just bottom to the top. It’s from the top to bottom as well. We always say it, but do it and expect it. It is not just your team letting you know the deadlines and the goals that are being met, but also about delays mishaps and everything in between. Approachability is also key from the team to as the leader they should not be afraid to tell you everything it’s about the mission, they should be able to come to talk to you at all times, not feel intimadated by you.

In addition to management to employees and employees to management communications, a good leader will be an active participant in communicating with customers, suppliers, organizations within and outside their enterprise, etc.; 360° communication.

In my experience, fostering teamwork is a great way to demonstrate leadership in IT. There are often polar opposites in IT organizations. The ability to bring the extroverted talent together with the introverted talent in in a productive way is key. Then in a way that both feel valued and contribute to hit the mark is sometimes artful in complex organizations.

Fostering teamwork is a cornerstone of my leadership style, essential for driving our complex healthcare technology projects to success. I actively promote collaboration by encouraging open communication and mutual respect among team members from diverse professional backgrounds. By facilitating regular strategy sessions and feedback loops, I ensure everyone feels valued and heard, enhancing collective problem-solving and innovation. This inclusive approach not only leverages the unique strengths of each team member but also creates a cohesive and supportive environment where everyone is committed to achieving shared goals.

I have found being calm and confident during a crisis enables your employees to do the same. The result is a strong, united team ready to work through the crisis and prevent reoccurrence or similar situations to occur. Degrees, titles, and corner office occupants are not what is important during a crisis. Key is a focused team which feels supported. This in turn provides senior management and peers with confidence in the team and encourages swift authorization of requirements (funding, personnel, flexibility, autonomy, etc.) required to address and resolve crises.

As a mentor, leader and innovator you’re also training others to be the same. When you are successful, they are successful. Since you made it to the top, now take them with you. Some will get it, some will not if you get one to lead, you did your job.

Mentoring others is a key aspect of my role, where I dedicate substantial effort to the professional development of my team. I am committed to nurturing the growth of team members by guiding them towards expanding their knowledge base and skill set in the IT and healthcare sectors. This includes providing support and resources to help them pursue and obtain relevant IT certifications, enhancing their capabilities and career trajectories. My approach to mentoring emphasizes continuous learning, encouraging team members to seek new challenges and educational opportunities that align with their professional goals and the broader objectives of our organization.

Forget pay scales, personnel appearances, and sometimes chain of command when searching for people who can assist you during a crisis. These individuals may not be within your division. Often, crisis planning and crisis management are done by a select group of individuals who provide action plans and command and control during crises. They are responsible for keeping senior leadership informed of the current situation, actions taken, path forward, and any support needed from leadership. By identifying key personnel to work directly with the team, sharing knowledge and experiences, is necessary for the team to have situational awareness of the effected area(s) of the enterprise which allows for tailored responses.