What are the biggest leadership development mistakes you're making?

Focus too much on what is believed to be “right” rather than what it takes to influence business decisions. This is especially true for people with technical background.

When someone is not seeking feedback, it can lead to several potential problems: 1. Limited perspective: By not seeking feedback, individuals miss out on different viewpoints and insights. Feedback allows for a broad range of perspectives that can help to identify blind spots, identify new opportunities, and enhance decision-making. 2. Stagnation: Without feedback, there is a risk of becoming stagnant and failing to adapt or improve. Feedback can highlight areas for growth and development, fostering continuous improvement and innovation. 3. Missed learning opportunities: In my entire career, I always rely on Feedbacks. It is essential for success.

Not seeking feedback is a rookie mistake. It's time for us to reframe what feedback means. We may be fearful of feedback as we see it as a criticism of past performance. It is focused on the past so it feels static and self-limiting as there is nothing we can do to change past behaviors. I recommend that you leverage Marshall Goldsmith's "Feedforward." It's a reframe on feedback that focuses on the future. You ask for suggestions on what you need to do to achieve a future goal or outcome. It leaves you feeling empowered and it also helps those giving the advice/suggestions to speak freely and from a place of mentorship. They are now enroll in seeing you succeed.

3 changes you can do to avoid the trap of not seeking feedback in your leadership: 1. Create a feedback-rich environment: Start your weekly 1:1s by inviting feedback 2. Conduct frequent 360-degree leadership assessments facilitated by external experts 3. Role model vulnerability: Share recent failures and invite others to comment on them Remember: Everyone has blind spots. The inventor of management theory Peter Drucker pointed out: "The bottleneck is always on the top of the bottle." By not inviting feedback you slow down the success of your organization.

The biggest errors leaders make is to not openly and honestly communicate the needed information - need to know bases. Leaders are not able to leverage the powers of execution framework that enables the alignment of each individual at each level to the team's and organization's initiative. Hence there is no clear line of sight. Lack of trust and not focusing on DEI and psychological safety, untimely feedback and no cadence of coaching. Insecurity that creates a lacuna of not involving in decision making and not creating the required learning space. No focus on building and fostering EQ, Empathy and humility. Articulating the vision and involving your team to contribute and take them to another level is foremost job of a leader.

To avoid micromanaging (over checking) and abdication of responsibility (not checking enough), use this simple technique… When delegating, assume that the person you’re delegating to WILL FAIL. What’s the longest you could afford to wait before knowing that they’re failing but have time to react? That’s the point at which you should first check-in to see how things are going. Long enough that they feel trusted (and not micro-managed) and short enough that you have time to course correct.

Delegation is a triumph card for a leader. It made a leader's life easier and more successful. Not delegating causes huge impacts on a leader's life. Such as limited personal growth, overwhelm and burnout, reduced team morale, inefficiency and bottlenecks, poor time management, difficulty coping with change, etc.

We often don’t realise that we are micromanaging. Good indicators are that feeling of having to ‘step in and do everything’ or hearing yourself say ‘it’s faster if I just do it myself’. You might ask yourself ‘can anyone else do this instead if me?’ And answering ‘no not really’. Reframe the question and ask ‘who should be doing this instead of me?’ And then delegate. Remind yourself that if you are being the rescuer, you assigning the role of victim to your team. Expect mistakes and prioritise communication channels that support knowledge sharing and surfacing of issues.

Provide Clear Instructions. When delegating it is important to clearly communicate the task's objectives, expectations, and any specific guidelines. Ensure that the team member understands what success looks like and has all the information they need. In addition, Set Realistic Expectations. Define deadlines and priorities that are reasonable and aligned with the team member's workload. Avoid overloading them with too many tasks at once. Lastly, Empower Decision-Making. Delegate authority along with responsibility. Give your team member the freedom to make decisions within their expertise, which fosters a sense of ownership and accountability.

Delegation is always a challenge as leaders lack that trust in their team It is really important to trust your team and believe in their abilities to perform a task That belief will come from proper training . Under train staff builds that doubts Let your team make mistakes and that's the best way to learn

Depriving staff of developmental opportunities is organizational malpractice. Yes, it can be challenging to prioritize the time and effort, but well worth it to keep staff engaged and growth-focused. Leaders are wise to develop their own skills at mentoring team members. That means getting good and comfortable at an array of interpersonal skills: active listening, perspective taking (empathy), collaborative mindset, etc. Working with a coach of their own can help provide insights and build those aptitudes.

Exceptional leaders don't diminish talent. They are multipliers. Multipliers, inspire on average 2x the capability of someone they lead. How? Because they develop others through five roles they excel at: The Talent Magnet: Talent magnets get access to the best talent because they know their talents will be fully developed. The Liberator: Liberators create an intense environment that requires people's best thinking and work The Challenger: Challengers define opportunities that challenge people to go beyond. The Debate maker: Debate makers engage people to find sound decisions that people understand and can execute efficiently. The Investor: Investors give other people the investment they need to produce results.

In leading, we should realize that while it's on you . . . it's not about you! We need to realize the value of paying forward. Identifying others who can be moved into leadership positions. Allowing others to experience other responsibilities, can help round out the person and create bench depth. The leader should consider themselves a mentor, a coach, and a teacher, to develop others. Organizations do not function based on a singular person but rely on the work of many. Helping develop others, pointing them in the direction of the organizational mission, and allowing them to use their critical thinking, and humanity, and help them grow, can be of great benefit to the organization. My two cents.

Our job as a leader is to help develop our team members. There is nothing more gratifying than supporting the team, helping to further develop their personal development plan, and assisting in fulfilling their dreams.

In my experience a simple aptitude can make a difference - curiosity. When a Leader is sincerely interested in what the team members think, their strengths and development needs and their career aspirations, and they link these to the projects/roles/tasks that the team members are doing, it feels inspirational to the team members. It's far more inspiring to get involved in a task/project, when you know how it links to your development.

Resisting change can have several downsides: 1. Leads to organizational stagnation and falling behind competitors. 2. Risks making the organization irrelevant in fast-changing industries. 3. Lowers team morale by ignoring opportunities for improvement. 4. Causes loss of high-performing talent who seek more dynamic environments. 5. Results in missed opportunities and inefficiencies. 6. Hampers problem-solving by clinging to outdated methods. 7. Erodes trust within the team, affecting cohesion and performance. 8. Jeopardizes customer retention by failing to innovate or improve. Embracing change is vital for staying competitive and fostering growth.

As we learned from Marshall Goldsmith's well titled book, 'What got you here, won't get you there.' One of the biggest mistakes is assuming you can continue to operate as a manager in the same way you did as an individual contributor. It actually requires huge change. Being a superstar-high-achiever got you the promotion but it won't inspire followers. Learning the art of delegation is key to navigating this change.

Adaptability is the most in-demand capability of executives today. We live in a world full of volatility, complexity, uncertainty, and change. 20 years ago, companies wanted executives with - Technical expertise - Administrative skills - Track record of success - History at large corporate or consulting giants Times are different. The skillset needed for success has evolved. Now, companies are looking for executives who are: + Adaptable + People first leaders + Technically savvy + Able to drive environmental, social, corporate goals Technical & administrative skills + a track record of success still matter. They're just not enough if you're not adaptable.

This is why Leadership Development with your staff through effective Delegation is so important. In providing your staff opportunities to lead (manage resources and develop people) they will utilize the basic frameworks they have been taught but fill in real time gaps with their or their teams solutions. Which will be unique to them and their experiences. Since age and experience will vary, the variety of solution over time will develop into a progressively better solution set. One does not have to seek change for change sake the team will bring it forward. Also with a developed team one or more members will see writings on the wall of the greater shifts. They can act as your guides into these new eras.

Change is constant and as leaders, we have to model the way as our teams pay attention to us. We need to embrace change and realize that while not all change is positive, we can still grow through it.

Fix your own mask before helping others. One of the fundamental obligations of leaders is to prioritize their own well-being. 1- Set Boundaries and Manage Time: Leaders often face demanding schedules and numerous responsibilities. It's crucial to establish clear boundaries between work and personal life. Allocate specific times for work, relaxation, and personal activities. 2- Practice Mindfulness and Stress Reduction: Meditation, deep breathing exercises, and mindful walks can help you stay present and reduce stress. 3- Invest in Personal Growth and Learning: Continuous learning and personal growth contribute to a sense of purpose and fulfillment. Set aside time for activities that nourish your personal interests and passions.

Taking care of your health and well-being needs to be the #1 priority for all. We already know the consequences of not taking care of this. For leaders, it's important to lead by example and talk the talk such that your teams will then begin to take care of their health and well-being to be their best and perform their best. A good exercise is this: -Identify the current challenges you have across your whole body health. -Think about the dream state/optimal outcome for each challenge. -Write a set of actions on how you can improve each. - Take small steps daily to work on it. Get help from Coaches if you need it. Leaders are human too and need to take care of themselves in order to lead consciously and well.

One of the biggest leadership development mistakes I've seen is the leader's fear of demonstrating vulnerability. They worry that this will impede their perceived competence. This reluctance actually prevents them from building more authentic connections and fostering resilience and engagement in their teams.

Things break when they're not properly maintained. People too. If you "can't leave" or you're the only one who can do things.....that's a problem.

In my executive coaching practice, I firmly believe that a leader's effectiveness is intertwined with their mental health, well-being, and self-care practices. The demands of leadership can be relentless, and neglecting one's mental health can lead to burnout, diminished decision-making, and strained relationships. Self-care is not indulgence, but rather an essential strategy for maintaining resilience and clarity. By prioritizing mental and emotional well-being, leaders can model healthy behaviors for their teams and create a positive work culture. I emphasize that self-care isn't a luxury; it's a necessary investment in sustained leadership success. My coaching approach underscores the importance of self-awareness and stress management.

It seems simplistic but "Not Managing Time and Energy" is often the root cause of not doing other things effectively, like self-care or developing team members. Know where your time goes. Analyze your week. Identify what you are spending too much time on..or too little. Identify the opportunities for change and take small actions every week to increase your capacity. Invest the hours you get back on the things that really matter.

True leaders develop themselves. They understand that leadership is more about who they are and less about what they do. Therefore, personal development, not just professional development, is fundamental to your leadership development. Take time to learn more about yourself, develop your character, hone your character strengths, lead with a strong ethical compass and be in alignment with your values. Personal and professional development go hand in hand in leadership!

Mistake: Thinking your job is still to be "the expert." It's not. Knowing when to step in with your expertise and when to let others showcase their expertise is a big challenge for many leaders I work with. Most of us built our careers being the expert, which makes this even harder. It's not about you anymore, it's about the environment you are creating for others to step in with their expertise. Your job is now "obstacle remover."

One of the biggest mistakes as a leader is complaining about your team. When you complain about them, you actually complain about yourself. You are in charge of the team, you are the one who sets the example, you are the one who can make changes. So instead of blaming them, develop self-awareness and ask yourself what you need to change.

Mistake #6: Not knowing why you're doing what you're doing. Often, leaders pursue development activities - courses, stretch assignments, networking - because someone else suggested it or they think they should. Doing these things to "check the box" and without a clear purpose is a waste of time and energy. When my clients talk about engaging in leadership development activities, my first question is "what's important about that to YOU?" (My second question is often, "and what's important about THAT?") Focusing discretionary time and effort on something truly meaningful - a value, a personal goal, something they really want for themselves - will not only enhance their leadership performance but will also create greater fulfillment.