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How Can 360-Degree Feedback: Activate Leadership ExcellenceFeedback is a gift for leaders. Whether leaders proactively seek feedback with a GROWTH MINDSET to embrace new learning or ignore it with a FIXED MINDSET anchoring them in the status quo determines whether their leadership excellence will be activated as an individual, with their team, or across their enterprise.

360-Degree Feedback—Why it Matters!Today, leaders are in a “fishbowl” with all eyes on their every move. What they say and how they say it impacts the environment they are creating as well as the emotional mood of their team. With so much at stake, it is important for leaders to understand “what it is like to be with them” and “how they are showing up.”

The biggest personal risk leaders have today is “Blind Spots.” Not seeing or realizing how their behavior is impacting a situation, what is really happening around them or not understanding the interpersonal dynamics at play with their teammates can affect enterprise growth and performance. These are risks that can be mitigated by receiving ongoing objective feedback.

Great leaders proactively seek out feedback, realizing its value. Most leaders, however, do not seek feedback out of fear. When they receive feedback on their Blind Spots, many unfortunately choose to “turn a Blind Eye,” ignoring the situation and causing exponential problems in their organizations that can take years to turn around.

360-Degree Feedback—A Structured vs. Informal ApproachWhile leaders need to consistently seek informal feedback, structured feedback approaches also exist, which can offer leaders insights for meaningful behavioral changes while ensuring confidentiality from those providing the feedback. This structured approach, often referred to as a 360-Degree Feedback Assessment, can be a game-changer for leaders looking to enhance their influence and impact in positive ways.

The fundamental approach in a structured 360-degree feedback assessment is to involve resources you regularly interact with in a holistic way. So beyond input from your supervisor or, in the case of a CEO or your board of directors, which may take place in a year-end performance review, 360-degree feedback typically also includes direct reports, peers, client stakeholders, as well as a self-assessment. Grounding your own perspective relative to the insights of others is a powerful way to uncover your blind spots!

Multi-Rater Assessments for Executive 360-Degree Feedback—A Closer Look!The best way to structure a 360-degree assessment is to have (5) perspectives included, as outlined below. While the self and supervisor assessments will include only one individual, the peer, direct report, and stakeholder groups can typically include between 5-7 individuals in each area.

Self-Assessment

An Executive begins the process by evaluating their own performance. This personal and honest assessment helps to set the stage for a relative comparison between self-perception and external perspectives. These gaps will point to potential blind spots.

Peer Feedback

Colleagues at the same level in the organization can offer valuable insights given their day-to-day interpersonal interactions and observations. Feedback obtained through this lens can identify challenges and opportunities for enhancing collaborations together. This lens also helps identify potential communication and relationship gaps that are holding back increased performance and productivity in cross-functional areas.

Direct Report Feedback

Direct reports, if offered safe space and confidentiality through a 360 assessment, can contribute valuable perspectives on an executive’s leadership style, communication, and ability to inspire a positive work environment. This lens of feedback can enhance a leader’s understanding of their impact on an individual level and with team dynamics.

Supervisor Feedback

Superiors evaluate an executive’s performance, typically through the lens of goals, outcomes, and results. Providing insightful feedback on the softer skills and behavioral impact a leader is having tends to get less focus. A structured 360 feedback assessment, which blends both types of feedback, can be an entry point for both the leader and the supervisor in terms of strengthening their relationship as well as ensuring alignment on the leadership behaviors required to “live into” the organization’s cultural expectations.

Stakeholder Feedback

Depending on the industry and organizational structure, external stakeholders such as clients, partners, or board members may also contribute feedback. This external perspective can be instructive for leaders with a broad organizational impact. It can also uncover strengths to leverage or gaps to be filled that can have a significant enterprise impact beyond the executive receiving direct feedback.

360 Degree Leadership Assessment—Design ChoicesWhile many organizations will select an “off the shelf” standard 360 assessment for their executives, utilizing a custom-designed approach can offer significant advantages to both the executive and the company.

Your organizational culture has a language, models, and tools that it uses to get work done.

Each organization is unique. Enterprises that are invested in leadership development with structured programs can benefit most from a targeted, custom-designed 360-degree assessment that specifically measures performance against targeted company behaviors. When outcomes are shared back to an executive with a common language and contextual insights in a meaningful way, the impact is significantly greater for stimulating changes.

In our Customized Leadership Journey work, cultural surveys and 360-degree assessments are designed to reinforce the language, values, and lifecycle approaches that an organization is currently emphasizing. Over the course of multiple years, these assessments evolve to meet the changing needs of the organization, so they are always contemporary and, therefore, maximally effective.

360 Degree Leadership Assessment—The (2) Critical Approaches on DeliveryThere are (2) practices that are essential in terms of how best to deliver the process of conducting a 360-degree executive leadership assessment.

Ensure Confidentiality

The first is to communicate and ensure that confidentiality will be applied. This means that sub-groups such as direct reports or peers have at least 5 participants so that comments made cannot be directly identified.

Administer the Results through an Outside Coach

The second is to ensure objectivity in discussing results by using an outside coach if possible. The value of the 360-degree assessment lies in the discussion, design of an action plan, and ensuring that it is a learning experience without judgment.

360 Degree Feedback Tools for Leaders—Accelerates Talent DevelopmentOne of the most significant benefits of a 360-degree assessment for executive leaders is that when blind spots are uncovered, and an action plan is put in place to address them, performance and development are often accelerated.

Tracking the themes and insights over a multi-year process through coaching, one to ones and supplemental informal feedback can take a leader to a whole new level in terms of how they are showing up as well as influencing others.

For C-Suite and Executive team leaders, giving a voice to critical stakeholders, embracing and appreciating the feedback you receive, and sharing your personal action plan for change could ignite a new level of engagement across your enterprise.

Pros + Cons of 360 Appraisals—-How You Use the Results Matters!Used with the intention of providing an opportunity for learning and development, 360-appraisals offer valuable insight.

Alternatively, if used for the intention of “corrective action” or to validate the decision to remove an executive from their current role, it is a potential misuse of this tool.

Benefits to Expect from an Executive 360-Degree Feedback Exercise Comprehensive Insight*

The multi-faceted nature of 360-degree feedback provides a comprehensive and holistic view of an executive’s performance, helping to uncover blind spots and areas for improvement.

Enhanced Self-Awareness

By comparing self-perception with external feedback, executives gain a deeper understanding of their strengths and weaknesses. This increased self-awareness is a fundamental step toward personal and professional growth.

Improved Team Dynamics

Identifying and addressing interpersonal challenges highlighted in peer and subordinate feedback can lead to more engaged and cohesive teams.

Tailored Development Plans

With a detailed understanding of their strengths and weaknesses, executives can create targeted development plans to enhance their leadership capabilities over time.

Organizational Alignment

Supervisor feedback helps ensure that an executive’s performance aligns with the organization’s overall strategy and performance goals as well as leadership behavioral expectations for their culture and talent community.

In the quest for activating leadership excellence in their cultures, organizations increasingly recognize the value of Executive 360-Degree Feedback.

While a structured Executive 360-Degree Feedback exercise offers numerous advantages, it is essential to navigate potential challenges. Ensuring the confidentiality of responses, providing constructive feedback in a non-judgmental way, and fostering a culture of trust and openness are critical elements in successfully implementing this tool.

A Complimentary Offer for C-SUITE Leaders—Try Our Leadership Rigor ® Assessments.In our Customized Leadership Journey work with Private and Family Businesses, we design and deliver survey assessments on Cultural Engagement as well as various levels for 360-degree feedback.

Our Learning and Partnership Site (ericapeitler.com), has extensive resources for you to tap into, including a NEW Executive Assessment Center with (8) C-Suite level surveys to calibrate where you might currently be performing in this type of role.

Invite your executive leadership team to take them. Once completed, reach out to me and schedule a complimentary coaching call to review your results.

How to Leverage these Leadership Insights in Your OrganizationIf your organization is considering the need for transformational changes in your business model, your executive leadership team, your culture, or your talent bench, we can be your change partner.

Leadership training and skill-based learning have become a critical priority for CEOs given the dynamic challenges organizations are struggling with, including uncertain market conditions, employee turnover, and, most importantly, a lack of personal and cultural engagement.

We can offer you an opportunity to BREAKTHROUGH these struggles with a UNIQUE solution customized for your organization and focused on building Change-Ready leaders who can facilitate progress and align action across your organization for your business growth and talent growth.

In addition to great content that utilizes whiteboard animation and cutting-edge micro-learning techniques, our easy-to-use learning platform and high-touch program design + delivery are achieving levels of engagement that are off the charts!

Invite your organization to engage in a customized leadership learning journey where the future of work, an amazing employee experience and collaborative peer-to-peer learning all converge to accelerate your Business and Talent Growth!

Start your journey today at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

The post How Can 360-Degree Feedback: Activate Leadership Excellence appeared first on Erica Peitler & Associates, Inc.

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Your Company Culture is Your “Special Sauce”The word “culture” is often mentioned in articles and blogs as something many CEOs have feared losing in a post-COVID remote work environment. In fact, many CEOs have taken a hard stance in “mandating” employees back to the office to preserve or re-ignite their company culture.

So, what exactly is “culture,” and how does it work in today’s New World of Work? In short, culture can be defined as “the way we do things here.” The most important words being WE and HERE. Every company culture is unique and is often described as a “special sauce” or a unique blend of approaches only found “Here in the US.”

The fact that culture is “embedded” in how work is done together, how communication takes place, how we make decisions, and how we generally behave with each other confirms that it is alive and well whether we are in the office together, working remotely or in a hybrid environment. So, as leaders, we need to consistently reinforce the fundamentals of what our culture is and how to “live into” it, regardless of physical geography. After all, how many of us remember the days (which may still exist) when silos were so prevalent that colleagues sitting next to each other in cubicles or on different floors did not even know each other!

For 20 years, I was a Transformational Change Executive in the Healthcare Industry. Now, as a leadership performance coach and change partner who works with private/family businesses to navigate the changes in their lifecycle dynamics, my signature engagement is designing customized learning journeys that focus on achieving organizational excellence®, with culture being the first priority.

If a company culture is not clearly communicated through its core values, universally understood, consistently role modeled by leaders, and emotionally “bought into” as well as behaviorally demonstrated by everyone—there is a problem that must be addressed. In fact, many new or outside leaders can underestimate the impact of company culture as their first priority when first arriving on the scene, and as a result, fail to get their agendas or change initiatives adopted. Your company culture surrounds all that your organization does or will try to do, so not embracing the power it has is a mistake.

Strong company cultures unify their employee community, have a sense of pride and belonging, have an inherent GPS system to guide them in decision-making based on clear values and understand what makes “talent” fit or not fit in their organization, which is a critical part of their recruitment as well as retention efforts. Company culture represents the “beliefs and behaviors” that create your “special sauce,” and it is responsible for attracting the right talent to you because they have the same shared beliefs. If they don’t, walk away. The same holds true when I am coaching leaders. If the culture of the organization is not a fit for you based on shared beliefs, walk away.

Your Company Culture—-The ingredients in your Special Sauce!

Whether you are creating a company culture for a newly launched firm or stewarding the culture of a 100-year-old family business, it all starts with your values! Your values will shape the way you interact, communicate and form relationships both internally and externally with company stakeholders. Importantly, your company values are more than just a word or phrase. They are expressed intentions of how you want to impact each other as well as the world around you.

(3) LENSES for looking at the Core Values Defining Your Company Culture:1. Are they based on PRINCIPLES or Trends?

Principles are long-standing and will endure over time, while trends may become obsolete. For example, if “working at the speed of business” is a core value for your company, this will look different today than it did 5, 10, and 15 years ago as we have evolved from snail mail, voicemail, faxes, texting, etc. Yet the timelessness of SPEED is always relevant as a principle.

Are they Positively based on a North Star?

Your company values should bring out the best in your people and your organization. It needs to be a “high bar” of demonstrating what is important to you and WHY. For example, if having integrity is a value, you need to give it context and meaning. Expecting people to do the right thing is having integrity while stating “doing the right thing even when nobody is watching” is a core value that goes beyond a simple definition and calls forth a higher level of personal accountability.

Are they Important Enough to Integrate into Daily Interactions?

Your company values are meant to be “lived” each day. They are insightful guides for how work gets done together and what it is like to be with each other in our company. When leaders integrate what they are doing, how they do it, and why, along with communicating their values, they are “consciously” ensuring that their talent bench develops not only the technical skills required but the softer behavioral skills as well. This is what creating stewardship of the business means through reinforcing your company culture.

Today, more than ever, employees want a positive company culture that is supportive of their needs and lifestyles. To fully reach your potential as an organization, you will need the right talent. The right talent will be attracted to you based on your culture. Working for merely a paycheck is no longer enough. Your talent wants to feel motivated, appreciated, and connected to the organization’s values and goals.

Company culture is a powerful force that can drive employee engagement, productivity, and overall success. Some of the most critical components that can contribute to a vibrant and positive company culture are:

Communication and TransparencyA cornerstone of a healthy company culture is effective communication. Transparent communication builds trust between and across your employees as well as your enterprise. Regular updates, open forums, and a “safe space” environment where feedback is encouraged all contribute to a culture where information flows freely, reducing uncertainty and fostering a sense of inclusion.

Employee Engagement and RecognitionA positive company culture gets a disproportionate amount of “discretionary” employee engagement, which is “over and above” just getting the job done. Achieving this requires leaders to create opportunities for employees to be involved in the decision-making processes, provide avenues for professional development, and recognize as well as reward achievements. Employees who feel valued and appreciated are more likely to be motivated and invested in the company’s success.

Work-Life Balance and Well-beingOrganizations that prioritize their employees’ well-being tend to cultivate a positive culture. This includes promoting a healthy work-life balance, offering wellness programs, and creating a supportive environment. Organizations that actively demonstrate that they care about their employee’s mental and physical health through meaningful actions, not just words or proclamations, are more likely to foster loyalty and satisfaction.

Diversity and InclusionA genuinely inclusive company culture values diversity in all its forms. Embracing various perspectives, thinking styles, personality preferences, backgrounds, and experiences all contribute to a more creative work environment. Companies that actively promote diversity and inclusion create a sense of belonging among employees, and this encourages everyone to bring their best selves forward in the work your company does.

Adaptability and InnovationEmbracing a culture of adaptability and innovation is crucial in today’s dynamic business landscape. Companies encouraging experimentation, risk-taking, and continuous learning are better equipped to navigate change and stay ahead of the competition. Embracing a mindset of innovation contributes to a forward-thinking culture.

Purpose and Social ResponsibilityCompanies with a strong culture often have a clear sense of purpose beyond profit. Engaging in social responsibility initiatives and community contributions can instill a sense of pride among employees. Aligning the company’s mission with a broader societal impact enhances the overall feeling of purpose and meaning in the workplace.

Here are examples of companies with a thriving corporate culture:Google – Embracing Innovation and CollaborationGoogle is renowned for its innovative and collaborative company culture. The tech giant encourages employees to use a percentage of their work hours on personal projects, fostering creativity and experimentation. The open office layout promotes communication and teamwork while strongly emphasizing diversity and inclusion. Google’s commitment to a positive work environment has contributed to its reputation as one of the best workplaces.

Zappos – Putting Employees FirstZappos, an online shoe and clothing retailer, emphasizes putting employees first. The company offers unique perks like a pet-friendly office, nap rooms, and a strong focus on work-life balance. Zappos believes that happy employees lead to satisfied customers, and this customer-centric approach has been a critical factor in its success. The company also practices a flat organizational structure, encouraging open communication and a sense of equality among team members.

Salesforce – Values-Driven CultureSalesforce is known for its values-driven company culture. The company has established a set of core values, including trust, innovation, and equality. Salesforce actively promotes philanthropy through its 1-1-1 model, where the company donates 1% of product, 1% of equity, and 1% of employees’ time to charitable causes. This commitment to social responsibility has positively impacted communities and strengthened the sense of purpose among Salesforce employees.

Netflix – Freedom and ResponsibilityNetflix has a culture that emphasizes freedom and responsibility. The company trusts its employees to make decisions and encourages them to take calculated risks. Netflix’s culture deck, a document outlining its corporate values, is widely regarded as a model for transparent communication. The company’s approach to talent management and its focus on hiring and retaining high-performing individuals contribute to its success.

HubSpot – Culture Code and Employee GrowthHubSpot is known for its transparent and inclusive culture. The company’s Culture Code, a document outlining its values and expectations, is openly shared with the public. HubSpot invests in employee development and growth, providing ample opportunities for learning and advancement. Their commitment to transparency and continuous improvement has fostered a positive, collaborative work environment.

How to Leverage These Insights in Your OrganizationPreserving, promoting and nurturing the positivity of your unique company culture requires intentional effort and a commitment from everyone in the community. The strength of your culture will determine the strength of your organization’s future!

If your organization is considering the need for “CHANGES” in your business, whether it centers around evolving the readiness of your next-generation talent bench, your current executive leadership team, or your culture, we can be your Change-Partner.

We can offer you an opportunity to BREAKTHROUGH these struggles with a solution that is customized for your organization and focused on building Change-Ready leaders who can facilitate progress and align action across your organization—for both your business growth and your talent growth.

Introducing The Leadership Rigor Academy, an enterprise-level program designed for private and family businesses that can give you the competitive advantage you need to secure cultural connectivity and talent engagement and build contemporary skills for today’s hybrid work environment.

In addition to great content that utilizes whiteboard animation and cutting-edge micro-learning techniques, our easy-to-use learning platform and socially high-touch program design + delivery are achieving levels of engagement that are off the charts!

Start your journey today at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

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Transformational Leadership: Igniting Change and Inspiring SuccessThe language used to describe leadership approaches is important because clarity drives understanding and commitment while eliminating confusion. For example, a leader’s declaration of a change initiative needs to be explicit about being evolutionary, transitional, or transformational.

By getting the targeted expectations right, leaders can then appropriately harness the rational and emotional energy needed to achieve the outcomes they are seeking.

While evolutionary change means an accumulation of smaller changes over an unspecified longer-term timeframe, transitional change is more specific with respect to a process or product initiative over a defined period.

These words are often used incorrectly due to their “softer emotional impact” compared with declaring what may be the real need for “transformational change,” which implies a more significant, consequential and fast-moving experience.

As an organizational change partner to CEOs and their Executive teams, one challenge I often see is “Matching the Right Leader to the Challenge” at hand. What’s required for transformational changes is a unique “temperament” and skill set relative to making bold moves, taking risks, and engendering followship relative to those required for evolutionary or transitional changes.

This is one reason why many change efforts fail. Leaders who cannot handle the rigor of transformational change will not be able to secure the commitment of their organization to achieve what is necessary.

Let’s explore the definition and requirements of transformational leadership as well as why it is a crucial set of skills to master in today’s dynamic and competitive business environment.

Defining Transformational LeadershipTransformational leadership emphasizes inspiring followers to achieve their full potential and exceed their previous expectations in service of a new organizational outcome that has significant importance or magnitude.

This type of change dynamic goes beyond the traditional expectations for strong functional performance in a role and instead seeks to secure passionate alignment for a new ADVENTURE where pioneering is potentially necessary, so it includes creating a shared vision and a sense of collective purpose.

Transformational leaders demonstrate composure while fearlessly addressing VUCA (volatile, uncertain, complex, and ambiguous) environments. They must be able to act with speed and empathy while offering clear communication messages continuously that provide a framework for “where we were, where are we now and where are we going next” in the change process.

In role modeling these transformational leadership behaviors, trust will build in the change initiative and will fuel the collaboration, drive as well as a commitment to deliver the targeted outcomes.

Requirements for Transformational Leadership1. Creating an Inspiring Vision

Transformational leaders create a clear and compelling vision for the future. This “next new world” will look, feel, and sound different than the world of today. Transformational leadership requires the ability to paint vivid pictures of success while placing their teams “in the picture” to drive home both the experience of the journey as well as the destination.

“Being” Charismatic

Transformational leaders possess an ability to engage others rationally and emotionally with their passion for the challenge at hand, having the veritas to say what needs to be said and the gravitas to empathetically connect to those directly in the crosshairs of the change experience.

While “having charisma” means that we are attracted to you, the leader, “being charismatic,” in contrast, implies both that we are attracted to you and you, the leader, demonstrate your attraction to leading us as well. Developing this critical 2-way dynamic is what creates the trusting relationship, shared commitment and engagement required to deliver the people who will ultimately deliver the transformational change.

Realizing Talent Potential by “Going Beyond” with Expectations

Transformational leadership seeks to achieve a result with significance and magnitude that is seismically different from the current state. This outcome requires talent to go beyond where they have historically been with performance expectations and aspire to reach their full potential in terms of skill application.

Transformational leaders will set high expectations that can initially appear out of reach, yet with training, coaching and encouragement, your talent bench will stretch into new spaces they did not believe were possible! It’s important to remember that transformational changes, once achieved, can only be sustained by a skilled talent bench that can consistently deliver these new levels of performance and productivity over time.

The Impact of Transformational Leadership1. Empowerment that Inspires Engagement

Transformational leaders understand that creativity and innovation are unleashed when employees are empowered to take risks in service of the growth they seek. Creating a learning environment where mistakes are viewed as opportunities for course corrections vs. being judged negatively inspires engagement across your employee base. This, in turn, will encourage them to go above and beyond in their roles compared with holding back out of fear and just doing what is minimally required.

Building a Change-Ready Organizational Culture

When an organization experiences transformational leadership during a phase in its growth lifecycle, it can provide an entry point for truly building a Change-Ready culture that can have lasting benefits.

Many organizations plod along with flat or low levels of incremental growth only to find themselves one day disrupted by a competitor without the necessary skills to respond quickly enough to the challenge.

In contrast, organizations that have successfully navigated transformational changes, either proactively or responsively, have potentially fortified the skills to be agile in the face of emerging threats or challenges.

These cultures will not only be able to address the challenge of disruption, they are also more equipped to seek, see, and seize being a disruptor who creates a competitive advantage for their organization.

Instilling Positivity and Optimism for the Future

Transformational leadership creates an atmosphere of positivity and optimism in the face of what can appear to be daunting challenges. Positive words, along with an optimistic outlook alone, however, will not be enough.

Transformational change requires cultural skill building at the organizational level. When new skills are applied with competence and confidence across the enterprise, the change process is accelerated. This, in turn, further turbocharges the optimism of your talent bench regarding their capabilities and the organization’s future!

Transformational leadership deploys a powerful set of skills that can drive organizational success in a rapidly changing world. Leaders who have the temperament and capability to skillfully use this approach can inspire their teams to higher levels of performance and productivity, which can exceed not only their expectations but will also transcend their imaginations as they reach their full potential!

How to Leverage These Insights in Your OrganizationIf your organization is considering the need for transformational changes in your business model, your executive leadership team, your culture, or your talent bench, we can be your change partner.

Introducing The Leadership Rigor Virtual Academy, an enterprise-level program that can give you the competitive advantage you need to secure cultural connectively, talent engagement, and build contemporary skills for today’s hybrid work environment.

Start your journey today at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

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Change Leadership: People-First Skills That Inspire ActionWhile the speed of change is accelerating, organizational leaders face a wave of employee “change fatigue,” resulting in less active engagement and more active resistance to enterprise change initiatives.

So how can leaders influence their organization’s cultural “mindset” and inspire them to embrace the reality that change is not an event; it’s an ongoing series of experiences that will now be a part of everyday business life?

Addressing the answer to this question is at the crossroads of (2) leadership requirements that are people-first priorities: * The FIRST is that Executive Leaders must now demonstrate solid “Change Leadership Skills” that are in service to their organization, starting with communication that is transparent and “trajectory focused” and ending with a relentless commitment to nurturing a collaborative community capable of innovating for the future. * The SECOND is that CEOs need to urgently invest in training and development to build Change-Ready leaders across their enterprise to ensure they can deliver performance today and develop their next-generation talent bench to sustain their business growth in the future.

When BOTH the Executive Team and Talent Bench are equipped with the necessary Change Leadership skills to take on the challenges and seize the opportunities that today’s dynamic business environment provides transformational change and growth can be embraced and successfully navigated.

Understanding the Dynamics of ChangeChange is an inevitable part of life, and the realm of leadership is no exception.

We are operating in a VUCA (volatile, uncertain, complex, and ambiguous) business world where geopolitical, economic, social and technological changes are dynamically creating waves of anxiousness as we all try to assess, digest and respond appropriately.

While this is often a natural part of a business lifecycle, it all feels a bit more uncomfortable than usual. And, when things are uncomfortable, our instincts encourage us to “retreat and protect” ourselves. Yet, at this moment, that unconscious reactive instinct can put businesses and people at risk for “extinction,” whether on a business solvency level or a personal skill set deficit level.

This is why CEOs in survey after survey report that they are losing sleep about whether their organization has the skills needed to compete effectively in the future.

The reality is that business lifecycle changes, natural or otherwise, must be met with consciously being a “Change-Ready” Leader. To be Change-Ready, you must be skilled in the leadership fundamentals of leading yourself, so you have high levels of emotional intelligence and can demonstrate composure.

Applying “teaming skills,” whether as a team leader or individual contributor and collaborating to get work done horizontally across your organization is critical. Organizational level change readiness requires working ON the business and shaping the macro-dynamics of culture, talent, strategy, and performance. The ultimate definition of being Change-Ready requires facilitating progress and aligning action as a leader in all the roles you play.

So, with that context established, let’s explore what your people want regarding change leadership and how organizations can develop “Change-Ready Leaders” who can productively capitalize on transformative “entry points” to shape their future.

Transparent Communication with TrajectoryChange initiatives can be scary and challenging and may only sometimes work smoothly, and not surprisingly, and your people know this. So, right out of the gates, there is a low level of trust and a high level of skepticism around organizational changes.

Applying change leadership skills that secure organizational engagement includes building trust through transparent communication with a “progressive cadence.” This means sharing “where we were, where we are, and where we are going next” up front as well as throughout the change process.

In our leadership learning journeys, we call this communication approach having a “progressive mindset.”

When people understand the journey’s trajectory and are given both rational and emotional messages on the reality of what they are facing and how it will feel, their fears of the unknown decrease while their willingness to ‘take risks’ increases. For growth to occur, changes must be made, and risks must be taken.

Change Leadership requires that executive leaders demonstrate outstanding communication skills. With this in place, trust in the process increases, as do your chances of successful outcomes.

Inclusive Decision-Making with Shared OwnershipProactively involving stakeholders in decision-making enhances weigh-in, buy-in, and commitment, which are critical steps in the change leadership process. Leaders who “genuinely seek input” and intentionally listen to employees, customers, and other relevant parties to gather diverse perspectives will not only deliver better decisions but also create shared ownership.

Stakeholders who see their fingerprints on the approaches taken will feel like they were “being composers vs. being imposed upon” concerning the changes being made. This, in turn, promotes community responsibility for executing the changes and ultimately delivers the organization’s collective success.

In our leadership learning journeys, we invest time in identifying the personality hardwiring preferences of participants. In the process, we uncover those who are “change resistant” or “change embracing.” With this information, a team or organization can engage productivity in empathetically understanding what is needed for change-resistant individuals to feel more comfortable.

It also provides insights into what change-embracing individuals might see earlier in the process as the possibilities available to the organization in engaging in this change initiative. Armed with this level of awareness, empathy, compassion, and curiosity can be fully leveraged to gain team alignment on the path forward.

Organizational “Innovation” Through People Powered “Innervation”Successful Change Leadership practices are well SEQUENCED!

The dynamics of sequencing can be seen at the Organizational level with the need FIRST to create internal “innervation.” This speaks to developing a robust “central nervous system of integration,” which includes your cultural footprint, talent bench strength, and communication forums being in place and working well across the enterprise.

Once your “innervation” is in place, the organization can then focus its internal energy force on applying creativity and imagination externally and designing a strategy to create competitive advantage through “innovation.”

In our leadership learning journeys, we introduce our Signature Model called Organizational Excellence®, which defines the critical areas that a CEO and their executive team must focus on.

We share versions 1.0, 2.0 and 3.0 with our client partners. In version 1.0, we introduce the (6) fundamental parts of the model. In version 2.0, we share (3) dynamic couplets that have skill-based enterprise applications. In version 3.0, we bring it all together with the (2) macro parts of the model, which split innervation and innovation initiatives so leaders can focus on each of the component drivers critical for creating their action agenda for success.

The Time is Now to Skill Build a Change-Ready Culture and Talent BenchThe solution for “change fatigue” is Change Readiness!

When your people have the skills and capabilities to ACT, empowerment becomes the operative energy force in your organization. A breakthrough insight we share with our client partners is that leadership skills are not only life skills but also cultural skills for organizations.

The ability to communicate, build healthy relationships, give “confrontational” feedback, engage in socializing ideas with productive conflict, use critical thinking in decision-making, hold accountability, and secure alignment so progress can be made are all skill sets associated with Change-Ready Leaders!

To build cultural skill sets, organizational leaders must invest in a leadership learning journey that includes their entire employee community. Only when your organization utilizes a common language, tools, and techniques to work together will your employee community be able to work at the speed of business with greater ease and productivity.

The old-school approach of providing leadership development to “the few” and hoping they can either individually change your future or magically teach everyone else what they have learned is ridiculous in today’s business world. Progressive leaders know what has yet to work; the question is whether they genuinely know WHY and whether they are now READY to engage in contemporary learning approaches that have been proven to work in delivering Change Leadership!

How to Leverage these Change Leadership Insights in Your OrganizationFor CEOs and their executive leadership teams who are struggling with changing leadership practices or who want to leap forward and use leadership development as a competitive advantage, there are solutions that you can provide to your organization.

However, there is one watch-out that you DO NOT want to fall victim to believing “you have time.”

Building cultural skills takes an investment of resources. While the rewards in our experience are breakthrough and breathtaking, most leaders who ultimately engage in this work with us all have the same response— “We wish we did this sooner!”

Introducing, The Leadership Rigor Virtual Academy, an enterprise-level customized learning journey specifically designed for private companies and family businesses. Finally, the competitive advantage you need to secure cultural connectively, talent engagement and build contemporary skills for today’s hybrid work environment. Beyond providing great content that utilizes colorful whiteboard animation, interactive activities, and cutting-edge micro-learning techniques, our user-friendly learning platform and high-touch program design and delivery are achieving levels of engagement that are off the charts!

Invite your organization to become Change-Ready leaders where the future of work, an amazing employee experience and collaborative peer-to-peer learning all converge to accelerate your Business and Talent Growth!

Start your journey with The Leadership Rigor Virtual Academy by emailing erica@ericapeitler.com today!

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Leadership Qualities Required For Developing A Strong Talent Bench!If you read last week’s blog, leadership qualities relate to an individual’s inherent hardwired preferences. So, while some leaders are thoughtful, patient, and kind, others can be demanding, impulsive, or critical. These various leadership qualities create the experiences of “what it’s like to be with you,” which can be negative in the case of being overly critical or not productive as in the case of being perhaps too patient and kind. Becoming self-aware of our inherent preferences and learning to self-manage or flex to the preferences of others is essential for leaders who want to develop a strong talent bench.

Dancing Together—Leadership Qualities and Leadership SkillsInterestingly, leadership qualities are typically our unconscious behaviors. Leadership skills, on the other hand, are consciously learned and applied. Here we will focus on how leadership qualities and skills “dance together” as we explore the requirements for developing a strong talent bench on Teams and Organizations.

Before we dive deeper, there is an interesting connection between leadership qualities and leadership skills that have important implications for organizational leaders. If someone has Leadership Qualities that negatively impact the team dynamics and the individual is aware, has been given feedback, yet is unwilling or unable to flex to the preferences of others, would any degree of Leadership Skills they have to share be attractive? Would they be a person you would want your talent to be supervised by and responsible for their learning and leadership growth?

There is an important insight here to notice. The ability to develop others requires a level of not only capability but also respect and permission where vulnerability and openness to learning are believed to be safe. In short, having a relationship that is grounded in TRUST.

Those who understand their own Leadership Qualities along with how to self-manage them and possess valuable Leadership Skills that can enhance the application of practices that successfully drive desired outcomes will be followed. With followship, a leader has their official invitation to build a strong talent bench. Without this, someone in a “leadership position” can, at best, create compliance in their team members, though talent development will likely suffer over time.

Talent is an ASSET that either “appreciates” or “depreciates” over time. The best Organizational leaders understand this and set the right conditions for talent development, including selecting or de-selecting supervisors who are given the role of people leadership.

The Leadership Qualities and Skills Your Talent Wants from LeadersRole Modeling Integrity and TrustworthinessBeing a person with integrity is often considered a Leadership Quality, given that it is typically considered a part of someone’s natural hardwiring. Integrity, however, is a word that needs to be clearly defined in the context of leadership. It is beyond the expectation of ethical behavior, though this is critical. It is also a lens that talent looks through to see if a leader is consistent with “walking their talk,” meaning do they do what they say? This is a Leadership Skill that must be actively role modeled. If a leader does not have integrity with their words/deeds, how can they expect their talent bench to believe and follow what they say?

Without role modeling integrity, your talent bench will not trust you. In effect, any excellent leadership skills or insights you may have will be viewed with skepticism and cynicism, rendering it virtually useless by your talent. This is one example of how a leadership quality and a leadership skill “dances together.”

Demonstrating Emotional Intelligence (EQ)Understanding and managing one’s emotions (self-awareness and self-management) as well as the emotions of others (social awareness) is a learned leadership skill. Emotional intelligence is the true differentiator between those who excel in leadership roles and those who struggle. Research shows that most executives are selected for their high levels of EQ when asked to take on organizational leadership roles.

Emotional intelligence is taking on even greater importance today with mental health, well-being, burnout, and talent retention at the top of the priority list for CEOs and their Executive Leadership Teams. Beyond enabling a leader to navigate complex interpersonal relationships and empathize with team members individually, it also enhances the ability to make decisions with consideration for the emotional well-being of the broader community.

An individual’s temperament (natural hardwiring) is a leadership quality. Emotional intelligence is a learned leadership skill, and a composed leader who can handle pressure fosters a positive and supportive workplace environment.

Utilizing A Range of Leadership Styles to Coach for PerformanceLeaders with limited exposure to training + development, who have worked for only one company, or who have been reared by unskilled supervisors, often adopt the styles and behaviors they have been surrounded by in their careers. Historically, getting the work done and achieving results was all that mattered. Today, progressive leaders and organizations understand that behaviors are equally important if they are seeking to build a robust talent bench of future leaders.

Demonstrating the leadership qualities of getting results at all costs, being focused only on delivering tasks, or telling/demanding others to comply with “their ways of doing things” is considered “old school” and creates a hostile environment with a weak talent bench.

Alternatively, progressive leaders understand that getting work done with and through others requires influencing skills, applying leadership style diversity as well as an investment of time and energy if they are going to develop a competent and confident talent bench of future leaders.

These progressive leaders understand the difference between the “golden rule” and the “platinum rule.” Treating others, the way YOU want to be treated, what we have considered the golden rule, is today viewed as a myopic and selfish leadership quality. Understanding the hardwiring, motivations and goals of others allows for a leader to use the right style for the right person at the right time. This is the platinum rule in action, and it reflects a leaders skilled ability to treat others the way THEY want to be treated. This leadership practice is a game-changer for accelerating talent development and ensuring individuals reach their full potential as leaders.

Being Empathetic and CompassionateMirror Time! You cannot give to others what you do not have yourself. If you are not empathetic and compassionate to yourself this is likely visible in your work environment and can represent an integrity gap if your intention is be viewed as a leader who demonstrates this to others. The impact could be that you may not be considered genuine or authentic when attempting to show empathy or compassion to others. Instead, it can be seen as merely gratuitous, which feels insincere and manipulative. This is a problem for leaders!

Understanding the needs, feelings, and perspectives of others is table stakes in our business world now. Being empathetic demonstrates a leader’s ability to connect with individuals on an emotional level so they can see and feel their colleagues’ experiences. Beyond empathetically connecting, when we have compassion for our colleagues we can use our leadership skills to partner with them on solutions, options or support requirements that can get them through a particular challenge or situation.

Empathy and compassion deepen leaders’ relationships with their talent bench and help them create a more inclusive workplace culture where people are inspired to be themselves and give their best to the team/organization.

Gaining Alignment and Holding AccountabilityIn our leadership journey work, we ask: Are you a giver or an earner of trust? The answer reveals a leadership quality or hardwired preference.

Leaders who are earners of trust can slow down talent development by withholding independence through a lack of confidence and requiring more direct oversight due to their concerns about the consequences of mistakes being made. Alternatively, Givers of trust tend to accelerate talent development by instilling confidence and treating mistakes as learning opportunities.

While both leadership qualities are prevalent in the business world today, there is a big difference between giving trust and ASSUMING accountability and giving trust and SECURING accountability. The leadership skills of securing Alignment and holding accountability are fundamental requirements for organizational performance and productivity. Talent will thrive when their supervisors demonstrate these leadership skills and provide a roadmap for their technical and behavioral development.

One of the tools we integrate into our leadership training is the Alignment and Accountability Conversation. We ground participants in the fact that accountability is a two-way street. It must be both GIVEN and TAKEN, which requires a “negotiation” to secure Alignment. The leadership skills required here include:

Establishing expectations.
Ensuring appropriate resource availability and role clarity.
Being clear on a mutual deliverable.
The parties are aligned and committed to shared accountability once these are discussed, negotiated, and agreed to. The leader has set the conditions, and the direct report has decided to deliver the work within those parameters. If things change, another conversation must occur to recalibrate the commitment.

Many leaders fear and avoid holding accountability. As a leadership performance coach, I often remind them that having accountability is not a “negative” act. It is the positive act of REMINDING a colleague of their commitment to themselves and you! This is an opportunity for that talent to demonstrate the leadership skill of integrity by walking their talk!

How to Leverage these Insights For Building YOUR Talent BenchLeadership training and skill-based learning has become a critical priority for CEOs and their Executive Leadership Team given the dynamic challenges organizations are struggling with including uncertain market conditions, employee turnover and most importantly a lack of engagement.

We can offer you an opportunity to BREAKTHROUGH these struggles with a customized solution for your organization and focused on building Change-Ready leaders who can facilitate progress and align action across your organization—for both your business growth and your talent growth.

Introducing The Leadership Rigor Virtual Academy, an enterprise-level program that can give you the competitive advantage to secure cultural connectivity and talent engagement and build contemporary skills for today’s hybrid work environment. In addition to great content that utilizes whiteboard animation and cutting-edge micro-learning techniques, our user-friendly learning platform and high touch program design + delivery is achieving levels of engagement that are off the charts!

Invite your organization to engage in a customized leadership learning journey where the future of work, an amazing employee experience and collaborative peer-to-peer learning converge to accelerate your Business and Talent Growth!

Start your journey today at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

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Leadership Qualities Required For Running A Successful BusinessLeadership qualities is a popular term plugged into search engines thousands of times each month when trying to answer the question of what makes a “good leader.” What the searchers might not realize, however, is that the definition of Leadership Qualities refers to an individual’s personality traits or “hardwiring.” Examples of leadership qualities or “unconscious” personal preferences can include being introverted or extroverted, big picture or detail-oriented, objective or subjective in their problem-solving approach, and whether they are rigid or relaxed regarding time.

Leadership Skills, however, relate to a leader’s ability to learn and “consciously” apply techniques or approaches to achieve a desired outcome. Many people are searching for leadership qualities when it may be more beneficial to search for leadership skills, especially when understanding what’s needed in a leader for running a successful business today.

In our customized leadership learning journeys with private and family businesses, we invest time in understanding participants’ personality preferences or leadership qualities. Once we know our hardwiring, we can better understand each other and learn how to work collaboratively. With this as a foundation, we then turn our focus to BUILDING and APPLYING leadership skills while always staying alert so we can FLEX to the leadership qualities or hardwired personality preferences of others. Leadership roles are mainly skill-based and require individuals to be “consciously competent” (knowing what they are doing, how to do it and why they are doing it) and not merely reliant on their personality preferences or innate leadership qualities.

Leadership Qualities and Leadership Skills for Running a Successful BusinessWith self and social awareness, we can FLEX to the leadership qualities of our colleagues. On the other hand, leadership skills must be LEARNED to be appropriately applied.

Even with this distinction between leadership qualities and leadership skills clarified, one of the challenges a leader faces is determining whether they are more interested in running the business or developing people. Many organizational leaders attempt to achieve an integration of both. However, it is more likely that they will ultimately need to flank their weaker side with additional leaders on their teams who can provide these supplemental strengths to balance each other as well as the needs of their organization. Your organization needs a mix of leadership qualities and skills for both running the business and developing the talent bench.

Here are (5) Requirements Leaders Must Demonstrate to Run A Successful BusinessVisionA strong business leader needs to develop a compelling vision for the future. They must understand the external dynamics of the marketplace and see how their organization can compete and innovate to win! This vision becomes the guiding light, inspiring others to achieve a common goal. The leader’s ability to clearly articulate this vision and make it resonate with their team is crucial for fostering a shared sense of purpose and securing alignment to successfully execute it in the marketplace with operational excellence so the business succeeds.

CommunicationBeing a strong communicator is mandatory for a business leader’s success, and communication is what we call a Leadership Currency or Master Skill Set. A leader must convey ideas, set clear expectations, give appropriate feedback, and demonstrate effective body language to engage with and influence others. Leaders also need to be equally adept at effectively listening to their team members to hear what is being said as well as what is NOT being said, given there are powerful messages conveyed in both approaches regarding business risks and consequences. Open, transparent, and consistent communication, along with embracing healthy, productive conflict to debate ideas, fosters a positive work environment with trust. If leaders are not skilled in this area, their potential blindspots can sabotage business success.

Decision-MakingRunning a successful business requires making tough decisions. A strong leader understands that “Being Decisive,” being able to choose from options quickly, is a leadership quality or preferred behavior that may be too often relied on with less than desirable outcomes. Alternatively, “Decision-Making” is a learned leadership skill that requires information gathering, insightful debate using critical thinking to consider possibilities and probabilities, and an ability to make smart choices that are on-strategy for your business and can be executed with excellence. Leaders skilled at decision-making use process and structure to work through their assessments instead of relying on gut-driven, impulsive actions

AdaptabilityThe business landscape is ever-evolving with technological advancements, market shifts, and unforeseen challenges. It is often referred to as a VUCA (volatile, uncertain, complex, and ambiguous) world today. A strong leader must have the ability to adapt to these changing conditions. We call it being Change-Ready. Now, while some individuals have leadership qualities or natural hardwiring preferences for being more open to embracing changing dynamics vs. being reluctant or resistant to them, adaptability can be a learned leadership skill, especially at the enterprise level.

Successful businesses today are run by leaders who embrace a “Pilot, Learn and Pivot” approach. They encourage their organizations to “test hypotheses” at lower levels of risk and then quickly scale up those that work. The VUCA solution for running a successful business includes staying focused on your (V)ISION, (U)NDERSTANDING that these fluctuating dynamics are just a normal part of the environment today, (C)OMMUNICATING the path forward consistently, including an acknowledgment of the bumps in the road, and embracing the need for organizational (A)GILITY so the chances you take are a just a first or next shot in your ongoing process and not your last or only shot at success.

ResilienceA strong leader will demonstrate resilience in the face of setbacks and challenges. Resilience is the ability to bounce back from adversity and establish a leadership quality of toughness or the capacity to get up and get back in the game. The leadership skill required to fully demonstrate resiliency is being open to learning from your mistakes and failures to inspire an appropriate next-step approach for your team or organization with an informed perspective.

Leaders who impulsively jump back into the game doing more of the same are not resilient; as Einstein said, they are practicing “insanity” because they are potentially repeating mistakes vs. raising their level of play by applying new insights.

To run a successful business, leaders must be willing to stop and reflect. Using tools like a lesson-learned discussion or “after-action review” can assist leaders in assessing what went right, what went wrong, and where we go from here. This conscious approach can cultivate a culture of tenacity and determination grounded in insightful learning and purposeful pivots. Leaders who consistently practice reflective learning increase their organizations’ likelihood of future success.

How to Leverage These Insights For Your Business SuccessLeadership training and skill-based learning have become a critical priority for CEOs and their Executive Leadership Teams, given the dynamic challenges organizations struggle with, including uncertain market conditions, employee turnover, and, most importantly, a lack of engagement. We can offer you an opportunity to break through these struggles with a customized solution for your organization and get “rave reviews” from those who have been among the first to experience it!

Introducing The Leadership Rigor Academy, an enterprise-level program that can give you the competitive advantage to secure cultural connectivity, talent engagement, and contemporary skills for today’s hybrid work environment. In addition to great content that utilizes whiteboard animation and cutting-edge micro-learning techniques, our user-friendly high-tech platform and high-touch program design and delivery are achieving levels of engagement that are off the charts!

Start your journey today at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

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Motivated Employees WANTED: Here’s the Roadmap Leaders Need to FollowHow do I motivate my employees? This is a common question that leaders ask themselves. Well, the answer may surprise you! Motivation is hardwired within each of us INTRINSICALLY. While some of us are motivated by money, achievement or learning, others are motivated by recognition, teamwork, or challenges.

So, as a leader, what’s the best approach for addressing the challenge of employee motivation? The reality is you can only consciously influence what you understand. Here are two steps you can take as a leader to ensure your approach is tailored to the motivational needs of everyone.

Step #1 directly engages with your employees to understand their unique motivations. It sounds obvious, yet most leaders don’t know—unfortunately, they assume. Being genuinely curious here, asking questions, and deeply listening to the answers will likely be a positive experience for both of you. Once you have this information, you are set up to do the actual work of Leaders. Step #2— Create the EXTRINSIC Conditions for your employees to realize their internal motivations. When leaders do this, it is the classic definition of being an INSPIRATIONAL Leader!

Ensuring your employees are motivated is a multi-step process, and for those leaders who learn to do it effectively, the rewards are significant. A motivated individual, team, or organization is more engaged, resulting in higher energy, creativity, innovation, and productivity. In turn, these higher levels of employee satisfaction will consequently show up in your positive cultural engagement survey results, your favorable talent retention levels, and your employee community proactively assisting in recruiting new talent to join your organization. A triple Win, Win, Win!

With the business case for employee motivation clear, let’s explore some proven leadership approaches to inspire your employee community for optimal performance.

Connecting Company Purpose to Everyone’s Roles and GoalsEmployees motivated by understanding the bigger picture context will appreciate you communicating the company’s mission, vision, and goals. Helping them see how their contributions fit the larger organizational objectives will enhance their role clarity. While setting specific, measurable, achievable, relevant, and time-bound (SMART) goals is a best practice in many organizations, you can add a twist to this with what are referred to as SMART(ER) goals. Going beyond SMART to ensure the goal is also (E) exciting and (R) resonant for your employees will enhance their motivation and fortify their commitment.

Emphasizing Recognition and Appreciation Beyond YOUR Comfort ZoneEmployee recognition is a powerful motivator for many employees. Regularly acknowledging and appreciating the efforts and achievements of your team members can make them feel valued and boost their motivation. You may publicly recognize a job well done through a simple thank-you email, a shout-out in a meeting, or a more formal recognition program, which will foster a positive and encouraging work environment. Here’s a vital watch-out: if you are a leader not personally motivated by recognition, you may shy away from offering it or dismiss it as unimportant—this is a mistake! Being in service of others as a leader means tapping into our social awareness to provide what is needed for our employees, not what is needed for ourselves.

Investing in Technical and leadership Skill-Building for Professional GrowthLearning is a significant motivator for many employees, especially, aspiring future leaders. Investing in the development of your employees by offering professional growth opportunities enhances their skills and demonstrates your commitment to their long-term success. Discussing career paths and providing coaching, mentorship, and structured learning programs to help them build their skills for the future will be both a motivator for them and a win for you as a leader.

Creating a Positive Work Environment that Embraces FlexibilityHuman beings are inherently social, so leaders who create a positive workplace environment that addresses hybrid flexibility, inclusion and belonging can drive employee motivation significantly. Encouraging teamwork and open communication and designing a comfortable physical workspace atmosphere reduces stress and fosters creativity and collaboration, which create enterprise value while building healthy relationships. Leaders who can appropriately structure in-office time to be meaningful on a community level will inspire motivation in those employees who crave social connections in their work experiences.

Utilizing Leadership Styles that Empower Autonomy and OwnershipEnlightened leaders know that certain styles can be positive or negative depending on their employees’ personal preferences and hardwiring. Inspiring leaders have style versatility and use it to encourage employee motivation. Compared with a disempowering directive style, an empowering leadership style gives employees motivated by autonomy in their work a sense of ownership and personal accountability. Encouraging these individuals to take on challenging tasks and make decisions within their job scope boosts creativity and builds problem-solving skills as employees feel more engaged.

Designing a Transparent Philosophy on Compensation and BenefitsThe intrinsic motivation of fairness is a strong driver for many employees and in their careers; this is often expressed in their salary, bonus, and promotional opportunities. Leaders must be transparent about their company practices and transparent in communicating them. Ensuring that your team is compensated competitively within the industry and rewarding outstanding performance through bonuses, incentives, or promotions can be a solid way to satisfy this motivation. Leaders often underestimate the feeling of financial security in terms of how significantly it contributes to their employee community’s overall well-being and motivation.

Giving Continuous “Carefrontational” Feedback and Performance CoachingYounger generations of employees are significantly motivated by continuous and constructive feedback that focuses on their growth and development. Scheduling one-to-ones or coaching sessions to discuss achievements, opportunities, and goals is a best practice for inspirational leaders. Providing carefrontational feedback that uses a lens of seeing greatness in your employee while offering insightful performance coaching to get them there can turbocharge their motivation and engagement. This ongoing dialogue helps employees understand their progress, fosters continuous improvement, and demonstrates your personal commitment to their success.

Delivering Well-Being Benefits that Go Beyond Work-Life BalanceHow much you genuinely “care” about people is a tremendous motivation for many employees. The last few years have unleashed a new level of expectations for leaders to demonstrate empathy, compassion, and understanding about health and well-being that are unlikely to recede any time soon. Burnout is an organizational challenge, not just a personal one, and it can erode motivation and productivity on a massive level and affect your company’s morale. Leaders can inspire their employees by encouraging a healthy work-life balance by respecting reasonable working hours, promoting time-off policies, and providing support services that can assist those who are struggling. Employees who feel supported in managing their personal and professional lives are more likely to be motivated and committed.

Inspiring employee motivation is both an art and a science. You can create an environment that ignites performance across your organization by combining a clear vision, effective communication, recognition, professional development, a positive work culture, and fair compensation. Remember, the key is understanding your employees’ unique needs and aspirations and tailoring your approach to cultivate a motivated and high-performing workforce.

Now, Organizational Leaders can have a structured turn-key solution for inspiring the many aspects of employee motivation through an online leadership training platform that offers the most comprehensive leadership content available while delivering an interactive social learning experience that covers a broad range of personal and community learning preferences.

The Leadership Rigor Virtual Academy is a customizable leadership training platform that will take your organization to the next level of performance and productivity. Finally, the code has been broken on why most leadership training fails and how to deliver real success on the ground that you can see, hear, and feel immediately.

By providing a fully customizable experience or “Journey,” the Leadership Rigor Virtual Academy will energize your culture and develop your talent bench so individual motivations are unleashed, and the true potential of your entire organization can be realized. Let the “Journey” begin. Visit The Leadership Rigor Virtual Academy or email erica@ericapeitler.com.

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Why Leadership Training Typically FAILS: A Roadmap to SUCCESS!Companies spend millions of dollars each year on training programs that fail to deliver a meaningful return on their investment. The positive attitudes and “let’s do this” enthusiasm at the beginning of a leadership training program can fade quickly if they are not set up correctly.

Leadership Training is a Cornerstone of Organizational DevelopmentLeadership training needs to be designed to ensure individuals and teams acquire and apply the skills and behaviors they are learning. Only then can they achieve the ultimate goal of delivering performance and productivity at the enterprise level. To achieve this, leadership training must provide a learning experience that professionals will fully engage in and feel inspired to utilize in their daily work.

Let’s explore the common pitfalls that often undermine leadership training initiatives and present a clear roadmap for organizations to overcome these challenges.

Here’s why most leadership training programs derail and what you can do about it:

Lack of Customization to Your Cultural NeedsOne of the primary reasons leadership training falls short is that it is not tailored to the lifecycle stage and cultural needs of the organization’s talent bench. Customization of program design and delivery is critical for success. Every company has a unique culture and way of operating. Sometimes, the company is entrepreneurially driven and needs more processes and a common language to solve problems. Other companies may need to be more flexible and unlock their talent bench’s voices and creativity.

Generic, one-size-fits-all training often needs to pay more attention to the cultural skills gaps, operational readiness, and marketplace challenges that leaders face. To address this, companies should invest in customized leadership development programs, recognizing that their culture and talent bench have unique strengths and areas for improvement.

Disconnection from Real-World Challenges Your Company Is FacingLeadership training often fails when it is detached from the practical realities of your specific workplace. Traditional training modules focus on theoretical concepts and offer generic actionable approaches for “hypothetical” real-world challenges. Unfortunately, the dynamics of every organization are different, so leadership training that will genuinely make a positive impact will specifically connect learning content to your unique company context.

This can only happen by integrating real company challenges into experiential learning, real case studies from your successes and failures, and structured role-play simulations considering the personalities of real people in their leadership programs. This ensures that leaders can skillfully and confidently apply their leadership training directly to their daily responsibilities.

Insufficient Follow-Up and Support to Ensure Realized BenefitsA fundamental element of successful leadership development is the ongoing support and reinforcement of learned skills. Many training programs are single or multi-day “events” that take place annually and leave the organization without a structured follow-up mechanism to provide leaders with the necessary guidance to continuously practice applying their new skills and behaviors “on the ground” in their day-to-day roles.

Organizations must establish mentorship relationships, peer-to-peer support networks, and continuous learning opportunities to sustain leadership growth beyond the initial training period.

Underestimating the Impact of Emotional IntelligenceLeadership is more than just having the technical skills required for a position. It requires high levels of emotional intelligence or soft skills to coach, influence, and inspire the performance of others. Unfortunately, many companies not only narrowly invest in technical training programs but also need to pay more attention to the impact of weak, soft skills in their leaders and underestimate the longer-term adverse effects this has on their next-generation talent bench development and future growth.

Leaders today must be skilled in communication, building healthy relationships, demonstrating empathy, inspiring others and working through the challenges of productive conflict to secure alignment across their enterprises. This requires leadership training that emphasizes the skills of emotional intelligence.

Overlooking Talent and Generational DynamicsOrganizations now have up to 5 different generations of talent in their workforce. This, coupled with the dynamics of hybrid workplace expectations, has created environments where securing clear and consistent communication and building healthy relationships is more challenging. Leadership training that fails to consider the diverse needs and styles of the different generations at work will not have the required engagement and impact. Today’s bar is higher, and leadership training needs to meet the talent’s individual and social needs so engagement is secured and collaboration is nurtured across your enterprise.

Your Roadmap for Success with Leadership TrainingTo overcome the challenges associated with failed leadership training, your company can take proactive measures to revamp its approach:

Invest in a Customized Learning Journey at the Enterprise Level:
- Invite your organization to engage in a leadership learning journey together.
- Your organization is a System—and real change happens together in systems.
- A Leadership Journey that involves everyone will build cultural skills.
Integrate Real-World Application into Your Program Design:
- Your learning content must be linked to how to apply it in your company.
- Integrate actual challenges and opportunities your company currently faces.
- Use your leadership training forums to discuss and address potential solutions.
Ensure Support Mechanisms Are in Place to Create Ongoing Learning Experiences:
- Integrate Mentors into your program design.
- Establish Peer-to-Peer learning groups for knowledge sharing.
- Schedule the rhythm of personal learning along with social reinforcement.
Prioritize Emotional Intelligence in Your Criteria for Leadership Advancement:
- Emphasize emotional intelligence in all aspects of leadership development.
- Focus developmental feedback on self-awareness and self-management.
- Ensure leaders have the temperament to inspire others before being promoted.
Activate What Makes Your Organizational Culture Unique:
- Identify the cultural dynamics you want to gap-fill and leverage with training.
- Create expectations for what success looks, sounds and feels like with training.
- Ensure you include FUN elements in your training program design and delivery!

TAKE Immediate Action: GIVE Your Organization the Gift of Leadership DevelopmentTwo things are probably true if you are considering investing in leadership development.

First, you already know your organization needs leadership training to realize its growth potential. Second, your organization probably needs to act and implement something to address the current leadership gaps. So, make the bold and courageous moves you need!

We can be your change partners. Working with CEOs and their Executive leadership teams, we co-create customized leadership learning journeys that take performance and productivity to new levels. We go beyond team building and focus on enterprise-level leadership training that builds a stronger and more cohesive community.

Based on the best-selling book Leadership Rigor, we have the language, models and frameworks that will allow you to successfully progress your enterprise through 3 levels of leadership development—Leading Yourself, Leading Teams and Leading at the Organizational level.

Introducing the Leadership Rigor Virtual AcademyUntil now, there has never been an online platform specifically targeted to the needs of Private/Family Businesses.

The Leadership Rigor Virtual Academy specializes in designing and delivering Enterprise Level Customized Leadership Learning Journeys. This newly launched online academy is a comprehensive program integrating personal deep-dive learning and social community experiences to ensure our content is connected to your unique company context. The result is meaningful conversations, insights, and changes that your current and next-generation leaders identify and execute together!

This program design and delivery will advance you through learning and leading in a fun and engaging way! We have “cracked the code” on a leadership training that can accelerate your talent development and provide your organization with competitive leadership advantages to secure your future growth.

Start your journey today! Learn more at The Leadership Rigor Virtual Academy or Email: erica@ericapeitler.com

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Emotional Intelligence in LeadershipUnderstanding How Emotions Affect Everyone Around YouLeadership is a complex and dynamic set of skills that extends beyond the “historical old school” approaches of authority and control. Today’s progressive leaders are role models for demonstrating their emotional intelligence — the ability to understand and manage their own emotions as well as respond appropriately to the emotions of others.

Emotional intelligence, or behavioral soft skills, is integral to effective leadership because it shapes how leaders consciously engage, inspire, and coach their teams to higher levels of performance and productivity.

Let’s take a closer look at why leadership is inherently emotional and explore the significance of emotional intelligence in becoming an inspiring Leader others will want to follow.

Connection and TrustEstablishing authentic connections with team members is at the heart of demonstrating emotional intelligence as a leader. Leaders who can genuinely empathize and connect with their team members on an emotional level build trust and commitment. This is critical because trust is a foundation for open communication, collaboration, and creating a shared sense of purpose.

When leaders demonstrate social awareness, a core element of emotional intelligence, they are attuned to the emotions of their team, allowing them to respond appropriately and not react selfishly or impulsively, so they foster an environment where individuals feel safe, understood and valued.

Motivation and InspirationEmotionally intelligent leaders understand the differences between the concepts of motivation and inspiration, so they skillfully create the conditions for individual and team success.

The reality is everyone is hardwired to be motivated by their internal drivers. Some people are motivated by learning, achievement, or recognition, while others are motivated by money, challenges or team participation. Emotionally intelligent leaders invest time and energy in learning about the unique motivations of their teammates and then create targeted opportunities for them to live into what motivates them.

While external logic and reason are essential, internal emotional motivations are powerful drivers of behavior. Leaders who can appeal to the emotions of their team members can ignite passion commitment, and inspire a shared vision.

Emotionally intelligent leaders create positive workplace environments by celebrating successes, acknowledging hard work, and addressing challenges with empathy. The impact is that their team members feel included, a sense of belonging and personal recognition. These experiences are what talent is looking for in their organizations.

Resilience and AdaptabilityChallenges, setbacks, and continuous change are a part of everyday business, so leaders need to be prepared to roll with them or navigate through what is referred to as a VUCA (volatile, uncertain, complex and ambiguous) world.

Strong emotional intelligence in self-management enables leaders to navigate these hurdles with resilience and adaptability. Emotionally intelligent leaders successfully manage their stress, remain calm in high-pressure situations, and effectively guide their teams through change. By acknowledging and addressing the emotional impact of challenges, leaders can foster a culture of resilience and adaptability within their organizations.

Effective CommunicationCommunication is a master skill set in leadership. When leaders have high levels of emotional intelligence, they are often excellent at finding the words, stories and insights that can touch their colleagues’ hearts and minds.

By socially recognizing non-verbal cues and emotional nuances, leaders can tailor their communication style to be in service to others. Tapping into the emotional energy of empathy and compassion, or drive and determination, assists leaders in tailoring their messages to land with a positive impact that inspires action.

Relationship ManagementHealthy relationships are the goal or “end game” in developing emotional intelligence. Leaders with high levels of Emotional Intelligence bring together self-awareness, self-management and social awareness practices that secure strong relationships.

People will never forget how you make them feel regardless of whether the work gets done or the outcomes are achieved. Team members can also sense whether you are attentive and compassionate toward them or distracted and dismissive when engaging.

Being sincere is always a best practice for building solid relationships. The quality of our relationships is based on the time and energy we invest in creating shared experiences on things that matter to us. Making memories and having breakthrough moments together based on emotional connections keeps us vibrant and healthy as human beings.

Emotionally intelligent leaders understand that healthy relationships create well-being in work and life!

Conflict ResolutionConflicts are inevitable, and to ensure your organization has the broadest range of ideas and options available, emotionally intelligent leaders encourage “productive conflict” as a healthy and necessary dynamic.

How leaders engage with conflict can significantly impact the team’s dynamics. Avoidance creates unrest and distraction in teams. Emotionally Intelligent leaders who excel in encouraging productive conflict also have the courage to engage in conflict resolution when necessary by approaching disputes with empathy, active listening, and a solutions-oriented mindset. Rather than escalating tensions and allowing things to get personal or destructive to relationships, emotionally intelligent leaders seek common ground, facilitating resolutions that strengthen personal connections and team cohesion.

The Big Takeaway on Emotional IntelligenceLeadership can be learned, is in service of others and is undeniably emotional! Emotionally Intelligent leaders have a growth mindset that continuously builds their self-awareness and skill sets. This allows them to strive to reach their full potential while also unlocking the potential of their teams. Leaders who effectively learn how to harness the power of emotions, build trust, inspire the motivations of their teams, navigate challenges with resilience, communicate effectively, and resolve conflicts with finesse will reach the highest levels of performance and productivity. And others will want to follow them!

Are you looking to build Emotional Intelligence in your organization?Suppose you are looking to raise the skill level of your leadership bench and are ready to address the powerful potential of emotional intelligence in your organizational culture. In that case, consider reaching out to learn more about The Leadership Rigor Virtual Academy.

Designed with input from CEOs of Private Companies and Family Businesses, this unique enterprise program will progress your organization through 3-levels of learning, all of which include tools and techniques on emotional intelligence– Leading Yourself, Leading Teams and Leading Organizations.

Leadership is a competitive advantage in many private companies. WHY? Because it requires a profound understanding of the Human Experience, and CEOs in private/family business are passionate about their people and nurturing them to reach their highest levels of performance and productivity.

If this resonates with you, remember there is no better gift than leadership development to advance your organization’s talent development and future business growth. The Leadership Rigor Virtual Academy is the only online academy customizing your leadership journey to your company context, culture and lifecycle challenges. With both personal deep-dive learning and social team-based engagement, this dynamic journey will accelerate your enterprise to the next level of performance and productivity.

Learn more at The Leadership Rigor Virtual Academy or email erica@ericapeitler.com

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The Leadership Mindset that Secures Your Organization’s FutureLeaders must be inspiring coaches capable of skill-building their Organization’s Talent Bench. This is critical to the future growth of any business, most especially for private or family companies. And yet, most leaders lack the coaching and time management skills to invest in their #1 role appropriately—developing other leaders. Unfortunately, most are focused on “doing tasks” to cross off their personal list instead of playing their role at the right “altitude” where they work on the business, managing and leading others.

This is a common challenge resulting in a weak leadership succession plan for your talent that can affect businesses for years or, in the case of family businesses, generations!

Leaders today need to have a mindset of being in service to others so they can build the skills of their next-generation talent and prepare them for future leadership roles. Over the last 15 years, we have partnered with CEOs and executive leadership teams to transform their organizational cultures into collaborative communities and build their talent benches into Change-Ready Leaders who are “Consciously Competent.” Now, this may sound obvious, simple, or even “offensive,” so let’s look closer together.

A Consciously Competent leader knows and consistently communicates (3) essential things:WHAT— they are doing.HOW—- they do it.WHY—– it is important.Being Consciously Competent as a leader enables you to accelerate the growth of your organization by investing in your most valuable enterprise asset—Your TALENT! Helping your next generation understand the context of WHY and the What/How is fundamental to their training and development so they can be READY to lead in the future and coach others to grow.

Again, it sounds simple and evident that leaders must be Consciously Competent. Yet, if you are not fully consciously competent, you are in one of (3) alternative mindsets, and each represents significant risks with consequences for your organization and its future growth.

Being Unconsciously IncompetentWhen leaders are unconscious and incompetent, they are like the cartoon character Mr. Magoo—wandering through their day, causing disruption that results in lost time and energy, all while being completely unaware of their negative impact on their team’s environment. These leaders are “oblivious” to the world around them and suffer from blind spots.

These leaders need feedback to help them understand their negative impact on others and how their behaviors are impeding work getting done by others. Imagine an unconsciously incompetent leader being given direct reports to manage and develop. It happens every day in organizations! And if you have been unlucky enough to work for or with an unconsciously incompetent leader, you know how frustrating it can be. If you are a confident, high-potential talent, you have likely left that organization for better development opportunities vs. stagnating under this supervisor. A smart move!

Being Consciously IncompetentLeaders with technical or behavioral shortcomings who have been given feedback are Consciously Incompetent in certain areas. These growth areas are a priority for them to develop further so they, in turn, can ensure they can perform fully in their roles and develop and grow others. The question is whether they accept this feedback and make the required changes to grow in their careers.

Most leaders have gaps they need to fill, and this is expected. The key challenge in most organizations is not promoting people with significant leadership gaps into supervisory roles where they will inhibit the accelerated growth of others. These leaders need training and development to appropriately develop others before ascending into these roles.

Yet we all know these promotions happen way too often because many “old school” senior executives prioritize technical expertise over people development capabilities, which they consider a distant secondary requirement. This ends up causing them more significant harm in the mid-to-longer term when they realize they don’t have the next-generation bench strength they need to continue to grow their company to the next level. Their current leaders can also not attract and retain strong talent due to a lack of people development or softer skills.

Being Unconsciously CompetentMany leaders are “competent” in knowing the what, how and why of getting things done, yet they unfortunately are not good communicators. They falsely believe that a newcomer can watch them in action and pick up the skills they are demonstrating by osmosis, or what they might refer to as “leading by example,” which is unfortunate. In many organizations, young talent is mistakenly thought incapable when working for these unconsciously competent supervisors. In reality, we have someone who is not a good coach or developer of people. If you ask an unconsciously competent leader to explain what, how or why they do things, they are often entirely caught off guard and have no idea how to explain it, conceding that it just comes naturally to them.

While seemingly less offensive because these leaders are “competent” on some level, their lack of ability (and desire) to share it makes them ill-equipped to lead or develop others. A talent bench will undoubtedly stagnate under these leaders for prolonged periods, which is an executive leadership challenge.

Your Next Steps to Becoming a Consciously Competent Leader and OrganizationThe first step is to be aware of the expectations for your role as a Leader. You must be willing, able, and ready to develop the skills of your talent bench. You must break down and communicate the learning steps required to coach and train others. This will take time and energy, so if this excites you, please choose not to be a leader of people but a thought leader or technical expert instead!

While this may sound harsh, the reality is that leaders must be skilled coaches who are focused on securing the future of their organizations through actively building and developing the skills of their next-generation talent bench.

If you believe and embrace the importance of this first step, the second step is to select a change partner who can assist you in providing the structure for securing this outcome for your business. This is a process that requires skills and capabilities as well.

We specialize in designing and delivering Customized Leadership Learning Journeys for our client partners. Our newly launched Leadership Rigor Academy is a comprehensive program that integrates personal deep-dive learning and social community learning to ensure our content is connected to your context. The result is meaningful conversations, insights, and changes that your current and next generation leaders identify and execute together!

Our program design and content advance you through learning to lead yourself, lead teams, and lead at the organizational level in a fun and engaging way!

Give your organization the gift of leadership development. We believe we have “cracked the code” on a program design that can accelerate your talent development and provide your organization with competitive leadership advantages to secure your future growth. Start your journey today! Learn more at The Leadership Rigor Virtual Academy or Email: erica@ericapeitler.com

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It’s that time again…YES…the chance to make RESOLUTIONS for a better YOU, Business, Tomorrow…whatever! As a leadership performance coach I am extremely interested in BETTER everything! Life is about changes, growth and continuous incremental as well as occasional transformational shifts that lead us to new pathways on our professional or personal journey! Practically speaking though, […]

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Season 7 Episode NINE of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Consequences of Good and Bad Timing Are you willing to invest time in #timemanagement? Or is your #poortimemanagement turning into a major disruption?Click To Tweet SEASON 7 EPISODE NINE: The Consequences of Good […]

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Season 7 Episode EIGHT of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Business and Language of Time #Managing our time is KEY – we must be in control of our own #time before we can manage and lead othersClick To Tweet SEASON 7 EPISODE EIGHT: […]

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Season 7 Episode SEVEN of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Timing Toolset Making the most of your #time requires #planning and intention – listen in for more on how to achieve this!Click To Tweet SEASON 7 EPISODE SEVEN: The Timing Toolset In this […]

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Season 7 Episode SIX of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Time of Your Life and Career Don’t get trapped into operating under rules of a different generation. Know YOUR team, know YOURSELF and manage YOUR #TIME!Click To Tweet SEASON 7 EPISODE SIX: The […]

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Season 7 Episode FIVE of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Strategy of Time #Listen in for a 4 part model to help you measure and visualize an effective #strategy for making the most of YOUR #time!Click To Tweet SEASON 7 EPISODE FIVE: The […]

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Season 7 Episode FOUR of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Timing Skillset Are you INVESTING, SPENDING or WASTING your #Time? #Listen in to see how to make the most of YOUR Time!Click To Tweet SEASON 7 EPISODE FOUR: The Timing Skillset In this […]

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Season 7 Episode THREE of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick Time – The Ultimate Resource #Time is the ULTIMATE RESOURCE – #listen in to learn how to manage and leverage it!Click To Tweet SEASON 7 EPISODE THREE: Time – The Ultimate Resource Leaders manage […]

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Season 7 Episode TWO of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick The Obsession With Time We ALL have the same 24 hours in a day – listen in NOW for the insights YOU need to make the most of YOURS!Click To Tweet SEASON 7 […]

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Season 7 Episode ONE of the Intrepid Way podcast series, Leadership on the Ground, with Erica Peitler and co-host Todd Schnick Welcome to Leadership on the Ground Season 7 – The Timing of Leadership! The TIMING of #Leadership is all about answering the question of ‘WHEN?’Click To Tweet SEASON 7 EPISODE ONE – An […]

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