Leadership

Over the course of my career, I’ve learned to be okay with getting things wrong.       Not because it feels good (it doesn’t), but because every mistake creates an opportunity to learn and grow. And because it means someone trusted me enough to tell me when I missed the mark. That kind of honesty feels increasingly rare—especially in a world where AI is telling people exactly what they want to hear and where people increasingly gravitate toward information that confirms their beliefs.      That’s why I think one of the most valuable skills you can cultivate is this: Find people who will give you tough feedback.      Across my time at Microsoft, the Gates Foundation, and Pivotal, the moments that shaped me the most weren’t the wins. They were the times when someone I trusted pulled me aside and gave me feedback I needed to hear. These conversations helped me see what I’d missed and rethink how I was showing up, which made me a better leader. But they only happened because the people around me knew they could be honest, and in fact, I expected them to be. You can’t grow—or help your teams grow—if you act like you’re the only one with all the answers.      I’ve seen this in every place I’ve worked. The leaders who made the biggest impact weren’t the ones who got it right all the time. They were the ones who created the conditions for honesty. Their teams felt free to surface new ideas, ask tough questions, and admit their mistakes. And those leaders were humble enough to hear feedback about themselves—and then take the steps to do things differently.       My advice on how to build this skill? Seek out colleagues and mentors you can trust to give you honest feedback. Ask for it often. Be vulnerable—not defensive—and take the opportunity to understand what you didn’t see before. It will transform the way you learn, lead, and build teams that thrive. #SkillsontheRise 

IndiGo (InterGlobe Aviation Ltd) CRISIS WASN’T IN THE SKIES. IT WAS IN THE LEADERSHIP CABIN. Three things stood out. One: Employees were left alone to face furious customers. No leader should ever let that happen. If you don’t stand by your people in a storm, don’t expect them to stand by your customers in the sun. Customer experience collapses the moment employees feel abandoned. Two: In any crisis, honesty is the only strategy that works. This time, the communication wasn’t transparent. When leaders hide the full picture, years of goodwill can disappear overnight. A crisis can earn trust, but only if you tell the truth. Three: The belief that “we are too big to be ignored” has ended more companies than competition ever has. Customers always have a choice. And if they don’t, they will create one. We shouldn’t watch the Indigo crisis like spectators. This is a reminder for every leader to build their own crisis blueprint. Because crises will come, when they do, your response becomes your reputation. There is more to business than profits. There are people, trust, and how you show up when it matters most.

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

Stress isn’t always about the thing itself. It’s about our relationship to it. Two leaders can face the exact same challenge — a missed deadline, a difficult board meeting, a team conflict — yet their experience of stress is entirely different. Why? Stress often has less to do with the external event and more to do with the lens through which we view it. 👉 When we label something as unbearable, it grows heavier. 👉 When we approach it as a problem to be solved, it becomes manageable. 👉 When we see it as an opportunity to grow, it can even become empowering. This distinction matters because leaders carry tremendous weight. If everything feels like a “threat,” stress compounds. But if we learn to reframe — to shift our relationship to the pressure — we not only reduce stress, we increase our capacity to lead with clarity and resilience. As an executive coach, I work with clients on this every day. Here are a few practices that make a difference: ✅ Name it clearly. → Is it the situation itself that’s stressful, or the meaning you’ve attached to it? Naming the difference is the first step in reframing. ✅ Shift the narrative. → Instead of asking “Why is this happening to me?”, try “What is this asking of me as a leader?” ✅ Control the controllable. → Stress escalates when we fixate on what’s outside our power. Refocus on the small actions you can take. ✅ Build in recovery. → Even the strongest leaders need rituals that restore — whether that’s exercise, mindfulness, or simply 10 minutes of stillness. The goal isn’t to eliminate stress. The goal is to reshape our relationship to it so it serves us, rather than overwhelms us. Coaching can help; let's chat. Book Your Coaching Discovery Call Today  ↳ https://lnkd.in/eKi5cCce Enjoy this? ♻️ Repost it to your network and follow Joshua Miller for more tips on coaching, leadership, career + mindset. #executivecoaching #leadership #mentalhealth #coachingtips #wellness

90% of CEOs master spreadsheets and strategy. Only 10% master the skills that actually matter. The difference? They've developed 7 core competencies that separate leaders from managers. After coaching 100s of CEOs, I've noticed the same pattern: The struggling ones have impressive resumes. The thriving ones have these capabilities. 1. Emotional Intelligence Your IQ got you the job. Your EQ keeps you there. Reading rooms, managing reactions, navigating politics. This is 80% of leadership. 2. Critical Thinking Everyone analyzes problems. Few ask "What am I missing?" before deciding. That pause? That's where breakthroughs live. 3. Vision Setting Strategy without vision is just a to-do list. Great CEOs paint futures so compelling that people volunteer for the journey. They make tomorrow feel inevitable. 4. People Development Your job isn't to be the smartest person in the room. It's to build a room full of smart people. Coach by asking questions, not giving answers. 5. Managing Change Change fails when you start with process. Change succeeds when you start with why. People don't resist change—they resist being changed. 6. Accountability Weak leaders track activity. Strong leaders track outcomes. Make metrics visible. Let results speak louder than excuses. 7. Clear Communication Not just talking. Creating understanding. The best CEOs explain complex strategies like they're telling stories to friends. They repeat key messages differently until everyone gets it. Technical skills get you promoted. These competencies get you remembered. You can have the perfect strategy, flawless execution, record profits. But if you can't communicate clearly? If you can't read a room? If you can't develop others? You're not leading. You're just occupying an office. The CEOs who last don't just run companies. They master themselves first. Your legacy won't be your quarterly results. It'll be the leaders you created along the way. P.S. Want a PDF of my 7 Leadership Competencies cheat sheet? Get it free: https://lnkd.in/dvNZYvjT ♻️ Repost to help someone in your network. And follow Eric Partaker for more on leadership competencies. — 📢 Want to think & operate like the world's best CEOs? Then join my free training this week. "7 Steps to Become a Super Productive CEO" Thur, Aug 21 @ 12 noon Eastern / 5pm UK time: https://lnkd.in/dBcU-zHv --- 📌 Earlybird enrollment is open for the Oct cohort of The Founder & CEO Accelerator. OFFER ENDS Sep 7th Learn more & apply now: https://lnkd.in/d-EZtG3U

🤏🏼 It takes so little for men to be trusted as leaders 🤏🏼 And it takes so little for women to be questioned as one. When I took my first Senior Director role in Germany, deep in the male-dominated automotive world, my future boss and I had a quiet heart-to-heart. “Jingjin, in this world, women in power are seen in only two ways: The Victim or The Villain. There is no third option, at least not yet. Which one you choose will define your entire leadership path.” I said I’d be a Victor. Naively believing performance alone would protect me. It didn’t. Because Leadership isn’t just about competence. It’s about perception. And perception for women is often rigged. 🔻 Be firm → You're a bitch 🔻 Be soft → You're weak 🔻 Be nurturing → You're not tough enough 🔻 Be assertive → You’re intimidating 🔻 Be collaborative → You lack authority 🔻 Show ambition → You’re self-serving 🔻 Set boundaries → You’re difficult 🔻 Show emotion → You’re unstable Meanwhile, men doing the exact same things? They’re seen as confident, visionary, and decisive. The game isn't fair, but it can be hacked. 💥 Here’s how I’ve learned to play it smarter, not smaller: 1. Stop aiming to be liked. Aim to be trusted.    Likability is a moving target. Respect isn’t.     2. Use duality to your advantage.    Be warm in tone, cold in logic.    Kind in delivery, fierce in boundaries.    That’s power wrapped in emotional intelligence.     3. Make allies before you need them.    Don’t wait until you're under fire.    Visibility without relationship capital = exposure.     4. Own the label, then flip it.    “Yes, I’m intense. That’s how we hit targets others thought were impossible.” Say it before they do, and reclaim it.     👊🏽 We don’t need to lead like men to be effective. But we do need to stop believing the myth that doing good work will be enough. Until we shift the system, we must strategically shape how we're seen within it. So here’s my new leadership mantra: You can care deeply and lead fiercely. You can be emotional and effective. And power isn’t a dirty word, when it’s used to lift others up. What label have you been given that you’re ready to flip? #Leadership #WomenInLeadership #WorkplacePolitics #RealTalk #ExecutivePresence #RewriteTheRules

It takes one minute to damage a career you spent 30 years building. Because success isn’t about skill or intelligence. It’s about emotional regulation. Exercising restraint instead of: → Engaging in a heated debate with a client. → Exchanging a sharp word with a colleague. → Sending an angry email in the heat of the moment. The second you lose control, you’ve lost. Emotional regulation is the biggest marker of career success. The good news is it’s a muscle you can build. Here's how: 1. Know Your Triggers → Identify what sets you off. → Do you feel threatened when criticised? → Awareness is the first step to control. 2. Hit Pause → Before reacting, ask yourself: What are the consequences of my move? → Regret minimisation is critical. 3. Reframe the Experience → What else could this mean? → Maybe the person was having a bad day. → Chose an interpretation that serves you. 4. Create a Delay on Emails Sent → Set a 10-minute delay on all outgoing emails. → This in and of itself could save your career. 5. Breathe → When emotions rise, take three slow breaths. → It signals your nervous system to reset. → Simple, but powerful. 6. Speak With Emotional Intelligence → Once you’re ready to respond, choose your words carefully. → Ask: How can I create the right outcome in a calm way? Remember: → If you choose restraint, you win. → If you reframe, you grow. And every time you stay in control, you keep your power. How important do you think emotional regulation is for career success? ---- ☀️Follow Deena Priest for career, leadership and personal development insights.

Hire people BETTER THAN YOU and DIFFERENT TO YOU… Then LEARN FROM THEM. 🙏🏾 Sounds straightforward, doesn't it? Yet, why do so many leaders still struggle to grasp it? It’s because there's often hidden complexity beneath the surface. For example: 👀 Insecurity: Some leaders want to maintain the perception of being the smartest or most capable in the room. Therefore, surrounding themselves with highly skilled individuals could make them feel inadequate or threatened. 🔐 Need for Control: Hiring “less competent” team members could ensure that the leader remains the central figure, exerting control over important matters. 😱 Fear of Challenge: A diverse team can bring different viewpoints that might challenge the leader's ideas and decisions. 🧘🏾♂️ Comfort Zone: Some leaders prefer familiarity and ease, preventing them from being pushed out of their boundaries. ❤️ Misguided Loyalty: Leaders might adopt favouritism and hire people based on personal relationships or loyalties. 🤔 Short-Term Thinking: Hiring less skilled individuals could be a short-sighted approach to save costs or meet immediate needs, ignoring the long-term benefits of a talented and diverse team. 🤷🏾♂️ Lack of Awareness: Some leaders might just not fully recognise the value of diversity or the importance of surrounding themselves with skilled individuals. Leaders like the above ☝🏽are missing out on: 🧠 Amplified Intelligence: “Fuse Minds" Surrounding yourself with smarter people boosts team intelligence. Just like a puzzle, different pieces fit together to create a whole that's stronger than its parts. 🚀 Fast-Track Growth: “Learn from Experts" Learning from the best accelerates personal growth. Imagine being on a rocket powered by knowledge and experience – you'll reach your goals faster. 🤔 Constant Innovation: “Open Doors" Humility opens doors to innovation. Acknowledging that you don't know everything encourages openness to fresh ideas and creative solutions. 🏋️♂️ Informed Choices: “Embrace Thought Variety" Embracing diversity of thought leads to well-rounded decisions. Different perspectives catch what others might miss, reducing blind spots. 🤝 Unified Power: “Flourish in Collaboration” Collaboration flourishes when skills vary. Strength lies in unity, and a mix of talents creates a powerhouse of cooperation. 🌱 Trust Building: “Strengthen Culture" Inclusive leadership fosters loyalty and trust. Encouraging growth shows you value your team members, creating a supportive environment. 🚀 Ensured Continuity: “Smooth Transition" Passing the baton ensures continuity. When your team can carry the torch, you're free to explore new horizons without being tied down. In short, the aim of any great leader is to make your daily responsibilities redundant. This is best achieved by hiring people better than you, and those that share a different perspective. Empower them, learn from them and the rest will take care of itself 🦋

Risk is bad, isn’t it? Not always. Some risks are bad, but others you want to embrace. Why? Because they add value and allow you to serve your customers better. A little over a decade ago, in 2012, Robert S. Kaplan and Anette Mikes wrote a Harvard Business Review article “Managing Risks: A New Framework.” In this article they lay out a useful typology of three types of risk: Type 1: External Risk Definition: Risks outside your control, coming from external sources Examples: Climate change, recession, pandemic Mitigation: Reduce impact in case the event occurs  Tools: Scenario-planning, war games, stress-testing Type 2: Preventable Risk Definition: Risks arising from what happens within an organization Examples: accidents, mistakes, fraud Mitigation: Eliminate or prevent to minimize occurrence  Tools: Standard operating procedures, audits, norms and values Type 3: Strategic Risk Definition: Risks taken to create better strategic returns Examples: credit risk, R&D investments, location risk Mitigation: Reduce likelihood and impact in a cost-effective way Tools: Risk-maps, key risk indicators, Risk-based resource allocation In a nutshell: external risks you want to prepare for, preventable risks you want to avoid, and strategic risks you manage carefully. Of the three categories, I find Strategic Risk the most interesting type. Because, unlike the other two, it can add substantial value to a company and be an important part of its strategy. This means it comes with an interesting question: → Can we take on MORE risk to improve the performance of our organization? While seemingly unnatural from a risk management perspective, it’s more common than we might think. Because, taking over risk from your customers is a very common way of adding more value for them. Here’s some examples: - Any type of insurance - Any type of payment arrangement, especially no-cure-no-pay - Any type of leasing and renting model - Any type of X as a service approach To finalize, here’s a high-level risk approach based on the three types 1. List all the risks your organization faces 2. Categorize them in each of the three types 3. Reduce the possible impact of the external risks 4. Reduce the likelihood of the preventable risks 5. Investigate which strategic risks make sense to add 6. Manage likelihood and impact of strategic risks #riskassessment #forecasting #managementdevelopment

Growing as a leader, I’ve learned that expertise matters, but range is often what sets you apart. Over time, I’ve come to believe that career range is one of the most underrated assets a person can build. It helps integrate experiences across roles, ask better questions, and bring a broader perspective to the challenges you face. Leaders who combine depth with range and work across disciplines are the ones who move organizations forward. The ability to keep building new skills is a real competitive advantage – and curiosity is what makes it possible: staying open and continuing to learn, even when it would be easier to stay where you’re comfortable.