Shrijith Krishnan💎’s Post

My leadership journey is like many middle managers. I performed well at my job and was promoted to a higher position. I now had new responsibilities that were nothing like the role I originally excelled at. I had to manage people, not just myself. With that came a lot of lessons learned. 1. You don’t need to know everything The pressure I put on myself, thinking I needed every answer to any possible question, was incredible. How could I lead people in positions I didn’t fully understand myself? I learned that a leader’s position is not to excel in everyone else’s job, but to excel at leading itself. Support your team, ensure they have what they need to succeed, keep them happy, and hold them accountable when necessary. If I spent more time on ensuring everyone’s priorities were aligned and resources were allocated efficiently, instead of figuring out what everyone was doing, we would’ve been ahead of the game. 2. It’s okay to be wrong It’s okay to not know something. New leaders may feel the pressure to be infallible. It’s a new position, and there’s a lot to prove. Being driven is a good thing, but giving yourself grace when you fail is key. Bouncing back from inevitable failures and keeping your team from getting dissuaded is essential. Lifting spirits and easing the pivot to the next project can make the difference in steering an organization through uncertainty. Be vulnerable and open about your failings. The worst thing you can do is fake it. It erodes trust and faith in your leadership and you as an employee. If you’ve screwed up, or you’re not the best person for a job, admit it. Ask for development opportunities to level up. An executive would rather have a workforce based on honesty and desire for growth over people hoping to pass under the radar. 3. Shift judgment to curiosity My first two points were about being understanding and accepting of yourself. Now, it’s important to reflect that mindset onto those you lead. Change how you approach conclusions about your team’s performance. Be curious about the contributing factors to someone’s performance, whether good or bad. If someone is showing up late, perhaps they have something going on outside of work (People have lives outside of the office? It’s true). Fostering an environment where the workplace can be a safe space that allows for vulnerability, honesty, and support pays off in spades. As I figured these things out, I quickly began seeing a change in myself and my team. I wasn’t a ball of stress worrying about every little thing anymore. I let go of the reins, allowing my team to succeed at what they are good at. They felt trusted, empowered, and no longer on the verge of burnout. Work felt creative and fun. We still work hard, but relieving the pressure allows the work to become enjoyable. An organization consists of people striving for the same goals. Maintaining healthy expectations of yourself and your team will create an environment ripe for success. Scott M.

𝑾𝒉𝒂𝒕 𝒕𝒉𝒆 𝑯𝒆𝒄𝒌 𝒊𝒔 𝑺𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒄 𝑻𝒉𝒊𝒏𝒌𝒊𝒏𝒈 𝑻𝒊𝒎𝒆? You're constantly putting out fires. Moving from one urgent task to the next, and never getting a moment to step back and think. As a leader, it can be a struggle to carve out space for strategic thinking, yet it's one of the most impactful things you can do for your team, org, and yourself. 𝘐𝘵'𝘴 𝘰𝘯𝘦 𝘰𝘧 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘳𝘦𝘲𝘶𝘦𝘴𝘵𝘦𝘥 𝘴𝘬𝘪𝘭𝘭𝘴 𝘧𝘰𝘳 𝘭𝘦𝘢𝘥𝘦𝘳𝘴 𝘵𝘰 𝘥𝘦𝘷𝘦𝘭𝘰𝘱 𝘢𝘵 𝘵𝘩𝘦𝘪𝘳 𝘤𝘶𝘳𝘳𝘦𝘯𝘵 𝘭𝘦𝘷𝘦𝘭 𝘢𝘯𝘥 𝘢 𝘳𝘦𝘲𝘶𝘪𝘳𝘦𝘮𝘦𝘯𝘵 𝘧𝘰𝘳 𝘵𝘩𝘦 𝘯𝘦𝘹𝘵 𝘭𝘦𝘷𝘦𝘭. So what is Strategic Thinking Time (STT)? It is dedicated, distraction-free time to zoom out from the day-to-day and focus on the bigger picture: 🕛 Where are we? 🕒 Where are we going? 🕞 What's most important right now? 🕘 What challenges can I anticipate and mitigate? It's a time to align (or realign) actions with long-term goals. When was the last time you made time for this? Here's the thing: Strategic Thinking Time doesn't just happen, you have to be intentional with it. Schedule it, protect it ... Treat it like the essential leadership tool it is. When I ask clients: 𝑊ℎ𝑒𝑛 𝑤𝑎𝑠 𝑡ℎ𝑒 𝑙𝑎𝑠𝑡 𝑡𝑖𝑚𝑒 𝑦𝑜𝑢 𝑠𝑡𝑒𝑝𝑝𝑒𝑑 𝑏𝑎𝑐𝑘 𝑡𝑜 𝑡ℎ𝑖𝑛𝑘 𝑎𝑏𝑜𝑢𝑡 𝑠𝑡𝑟𝑎𝑡𝑒𝑔𝑦? I usually get, “𝐼 𝑠ℎ𝑜𝑢𝑙𝑑 𝑝𝑟𝑜𝑏𝑎𝑏𝑙𝑦 𝑑𝑜 𝑡ℎ𝑎𝑡 𝑚𝑜𝑟𝑒…” Here's the transformation that happens when you commit to STT: ✅ You stop reacting and start leading. ✅ You know where to focus your time and energy. ✅ You make better decisions. You might be thinking: 1️⃣ "𝑰 𝒉𝒂𝒗𝒆 𝒕𝒐𝒐 𝒎𝒂𝒏𝒚 𝒎𝒆𝒆𝒕𝒊𝒏𝒈𝒔 𝒂𝒏𝒅 𝑰 𝒅𝒐𝒏'𝒕 𝒉𝒂𝒗𝒆 𝒕𝒊𝒎𝒆 𝒇𝒐𝒓 𝒕𝒉𝒊𝒔."  You are in too many meetings 𝘣𝘦𝘤𝘢𝘶𝘴𝘦 you haven't made time for this. Since you haven't determined which meetings are the best use of your time, you go to all of them. 2️⃣ "𝑰𝒕'𝒔 𝒉𝒂𝒓𝒅 𝒕𝒐 𝒃𝒍𝒐𝒄𝒌 𝒐𝒖𝒕 𝒕𝒊𝒎𝒆 𝒇𝒐𝒓 𝒎𝒚𝒔𝒆𝒍𝒇." Blocking out time with no distractions is necessary for growth and development. Leadership requires forward thinking and planning ahead. 3️⃣ "𝑰 𝒉𝒂𝒗𝒆 𝒂𝒏 𝒐𝒑𝒆𝒏 𝒅𝒐𝒐𝒓 𝒑𝒐𝒍𝒊𝒄𝒚 𝒂𝒏𝒅 𝒘𝒂𝒏𝒕 𝒕𝒐 𝒃𝒆 𝒂𝒗𝒂𝒊𝒍𝒂𝒃𝒍𝒆 𝒘𝒉𝒆𝒏𝒆𝒗𝒆𝒓 𝒔𝒐𝒎𝒆𝒐𝒏𝒆 𝒏𝒆𝒆𝒅𝒔 𝒎𝒆."  Your team needs a leader who can demonstrate setting boundaries. 4️⃣ "𝑰’𝒎 𝒎𝒐𝒓𝒆 𝒑𝒓𝒐𝒅𝒖𝒄𝒕𝒊𝒗𝒆 𝒘𝒉𝒆𝒏 𝑰’𝒎 𝒃𝒖𝒔𝒚." Busyness and productivity are not the same thing. Slowing down to think might be uncomfortable, and it can help you be productive with the right things. 5️⃣ "𝑺𝒕𝒓𝒂𝒕𝒆𝒈𝒊𝒄 𝒕𝒉𝒊𝒏𝒌𝒊𝒏𝒈 𝒅𝒐𝒆𝒔𝒏’𝒕 𝒄𝒐𝒎𝒆 𝒏𝒂𝒕𝒖𝒓𝒂𝒍𝒍𝒚 𝒕𝒐 𝒎𝒆." No worries. It is a skill and it can be developed. And it can only be developed if you do it! Challenge: Find ONE HOUR this week, block it on your calendar, turn off notifications and think. #leadershipdevelopment Need help figuring out how to make this work for you? Schedule a call — helping leaders like you carve out space for big-picture thinking is one of my favorite parts of coaching.

𝗜𝗻 𝗮 𝘄𝗼𝗿𝗹𝗱 𝗼𝗳 𝗰𝗼𝗻𝘀𝘁𝗮𝗻𝘁 𝗰𝗵𝗮𝗻𝗴𝗲, 𝗼𝗻𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘀𝗸𝗶𝗹𝗹 𝘀𝘁𝗮𝗻𝗱𝘀 𝗼𝘂𝘁 -- 𝘁𝗵𝗲 𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝘁𝗼 𝘁𝗿𝘂𝗹𝘆 𝗹𝗶𝘀𝘁𝗲𝗻. This insight unveils a critical aspect of effective leadership during turbulent times. Let's explore how we can harness the power of empathetic listening to navigate change: • 𝗔𝗰𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 𝘁𝗵𝗲 𝗛𝘂𝗺𝗮𝗻 𝗘𝗹𝗲𝗺𝗲𝗻𝘁: Change isn't just about processes or strategies - it's deeply personal. Recognizing this is the first step to effective leadership. • 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗘𝗺𝗽𝗮𝘁𝗵𝘆: "We need to feel listened to, like somebody is hearing us and empathizing with whatever is going on for us." Empathy isn't just nice to have; it's essential for guiding teams through transition. • 𝗔𝗻𝘁𝗶𝗰𝗶𝗽𝗮𝘁𝗲 𝗥𝗲𝘀𝗶𝘀𝘁𝗮𝗻𝗰𝗲: "You're going to have members of your team who are not going to manage to change well." Expect and prepare for varying levels of adaptability within your team. • 𝗖𝗿𝗲𝗮𝘁𝗲 𝗦𝗮𝗳𝗲 𝗦𝗽𝗮𝗰𝗲𝘀: "You need to find a way to hear them and you need to find a way so that they feel heard." Cultivate an environment where team members feel safe expressing their concerns. • 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗲 𝗔𝗰𝘁𝗶𝘃𝗲 𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴: "Really listening to them and feeding back some of their words to them." This technique ensures your team members feel truly understood. • 𝗩𝗮𝗹𝗶𝗱𝗮𝘁𝗲 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝘀: Recognizing and validating emotions can be incredibly powerful in building trust and resilience. • 𝗘𝗺𝗯𝗿𝗮𝗰𝗲 𝗘𝗺𝗽𝗮𝘁𝗵𝘆 𝗮𝘀 𝗮 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝘆: Far from being a 'soft' skill, empathy is a crucial tool for effective leadership and team cohesion. 𝗪𝗵𝗮𝘁 𝗺𝗮𝗸𝗲𝘀 𝘁𝗵𝗶𝘀 𝗮𝗽𝗽𝗿𝗼𝗮𝗰𝗵 𝘀𝗼 𝗽𝗼𝘄𝗲𝗿𝗳𝘂𝗹 𝗶𝘀 𝗶𝘁𝘀 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻 𝗼𝗳 𝘁𝗵𝗲 𝗵𝘂𝗺𝗮𝗻 𝗮𝘀𝗽𝗲𝗰𝘁 𝗼𝗳 𝗰𝗵𝗮𝗻𝗴𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Using empathetic listening, leaders can build the trust and understanding necessary to guide their teams through even the most challenging transitions. In a business world that often prioritizes speed and efficiency, your ability to slow down and truly listen could be the differentiator that sets your leadership apart. 𝗔𝗿𝗲 𝘆𝗼𝘂 𝗿𝗲𝗮𝗱𝘆 𝘁𝗼 𝘁𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺 𝘆𝗼𝘂𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘁𝗵𝗲 𝗽𝗼𝘄𝗲𝗿 𝗼𝗳 𝗲𝗺𝗽𝗮𝘁𝗵𝗲𝘁𝗶𝗰 𝗹𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴? P.S. Can you recall a time when feeling truly heard made a significant difference in your ability to navigate change? 𝗥𝗲𝗮𝗱𝘆 𝘁𝗼 𝗱𝗶𝘃𝗲 𝗱𝗲𝗲𝗽𝗲𝗿? 𝗪𝗮𝘁𝗰𝗵 𝘁𝗵𝗲 𝗳𝘂𝗹𝗹 𝘃𝗶𝗱𝗲𝗼 "𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺 𝗬𝗼𝘂𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽: 𝗙𝗶𝘃𝗲 𝗘𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹 𝗠𝗶𝗻𝗱𝘀𝗲𝘁𝘀 𝘁𝗼 𝗔𝗱𝗼𝗽𝘁 𝗡𝗼𝘄" 𝗼𝗻 𝗟𝗶𝗻𝗸𝗲𝗱𝗜𝗻 𝗳𝗼𝗿 𝗺𝗼𝗿𝗲 𝗴𝗮𝗺𝗲-𝗰𝗵𝗮𝗻𝗴𝗶𝗻𝗴 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗼𝗻 𝗲𝗺𝗽𝗮𝘁𝗵𝗲𝘁𝗶𝗰 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗮𝗻𝗱 𝗴𝘂𝗶𝗱𝗶𝗻𝗴 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝗰𝗵𝗮𝗻𝗴𝗲. https://lnkd.in/eRn5mdpY

Ever wonder how some leaders manage to turn adversity into advantage? Let me share a real-life example from one of my clients who turned a challenging situation into a success story. After a significant company reorganization, my client's team found themselves in disarray. Productivity had dropped, morale was low, and the sense of purpose that once drove the team was now clouded by uncertainty. The pressure was mounting, and so was his stress. He was determined to turn things around but didn’t know where to start. We started with a leadership development program, focusing on emotional intelligence, effective communication, and emphasizing the importance of reaffirming the team’s purpose and vision. ↓↓↓↓↓↓↓↓ ⏩ Rebuilding trust and relationships was the starting point: Understanding that trust had been eroded, my client fostered open and transparent communication. He organized a team meeting where he transparently discussed the reorganization's impact and the future direction of the team. ⏩ Addressing Workload and Resource Concerns: He assessed the current workloads and redistributed tasks to ensure a fair and manageable distribution. By providing the necessary resources and tools to help team members perform their tasks effectively, he alleviated stress and potential burnout. He also made himself approachable and available to address potential issues: regular check-ins to identify obstacles or resource gaps became a regular part of his leadership approach. ⏩ Setting Short-Term Goals and Celebrating Wins: To provide a sense of accomplishment and progress, he set short-term, manageable goals with clear deadlines. Celebrating each milestone reached, no matter how small, became a new norm. He recognized and rewarded team efforts and individual contributions, using positive reinforcement to build momentum and encourage continuous progress. ↓↓↓↓↓↓↓↓↓ The true test came with a critical project that threatened to derail. Drawing on the skills he developed, my client led his team with newfound confidence and clarity. His leadership transformation had a ripple effect. The team’s productivity has recovered and they began meeting deadlines with ease, as well as their work quality improved significantly. ↳ One team member shared, “It’s like we’ve rediscovered our passion. We’re not just doing our jobs; we’re driving towards something bigger.” ↳ My client summed it up well: "Engaging in this leadership program was the catalyst I needed. It didn’t just equip me with tools; it reshaped my entire leadership philosophy. Now, I see challenges as opportunities to lead and learn." His story is a reminder of the impact effective leadership can have on a team’s spirit and performance. Are you ready to go to the next level in your leadership? Let's have a talk about how I can help you on your way. #leadershipdevelopment #careercoaching #leadershipcoaching

The First 90 Days: How to Build Trust and Deliver Quick Wins in a New Leadership Role Starting a new leadership role can feel like drinking from a firehose. New people, expectations, and processes – all coming at you fast. But here’s how we should plan : your first 90 days offer a unique opportunity to make a lasting impact. If you focus on two things—building trust and delivering quick wins—you’ll set the foundation for long-term success. Here’s a simple, actionable 3-phase plan I recommend for any leader stepping into a new role: 🗓️ Phase 1: Listen & Observe (Days 1–30) “Seek first to understand, then to be understood.” Conduct 1:1 meetings with key stakeholders—your team, peers, and managers. Ask open-ended questions: “If you could change one thing about our team/process, what would it be?” Take notes, listen more than you talk, and avoid offering solutions too soon. Goal: Earn trust by showing empathy. People support leaders who genuinely listen. 🗓️ Phase 2: Set Priorities & Build a Roadmap (Days 30–60) Now that you’ve gathered insights, it’s time to act. Focus on small but meaningful wins that address key pain points. Identify 2–3 quick changes that deliver visible improvements (e.g., streamlining processes or enhancing communication). Involve your team in building the roadmap. When they feel ownership, they’ll be more invested. Share your plan with leadership to align expectations. Goal: Quick wins build momentum and establish your credibility. 🗓️ Phase 3: Execute & Recognize (Days 60–90) Execution is where the magic happens! This phase isn’t just about delivering results—it’s about giving credit where it’s due. Highlight progress updates with both the team and upper management. Publicly recognize contributors—small shoutouts can build strong connections. Goal: Foster trust by delivering results and creating a culture of collaboration and appreciation. ❌ Mistakes to Avoid in Your First 90 Days: 🚫 Coming in with pre-made solutions without listening to the team. 🚫 Changing too much too soon—this creates resistance. 🚫 Focusing only on tasks and neglecting relationship-building. Leadership isn’t just about KPIs—it’s about inspiring others to achieve them with you. If you can build trust early and show quick wins, your team will see you not as a boss, but as a partner in their success. 💪 Over to you: What’s the most effective strategy you’ve used during your first 90 days in a new role? Comment below—I’d love to hear your thoughts and insights! Your advice could inspire someone else. 😊 #LeadershipTips #First90Days #TrustBuilding #BusinessConsulting #QuickWins

Leadership Challenge: Switching Hats Great leadership requires adaptability—knowing when to step up as a mentor, when to listen as a coach, or when to guide as a strategist. Can you seamlessly shift between leadership roles to meet the diverse needs of your team? Switching Hats as a leader is key to… 🏃Increased Agility ♟️Enhanced Strategic Thinking 🌊Stronger Influence This week, I’m excited to introduce the Switching Hats Leadership Challenge, where we’ll practice shifting between different leadership roles to meet the unique challenges and opportunities our teams face Effective leaders must navigate between various leadership styles and responsibilities, adapting to dynamic circumstances while maintaining focus on the organization’s goals. Some important elements of switching hats that stand out to me include: 👂Contextual Awareness: Assessing the situation, the team’s needs, and the challenges at hand to determine the most appropriate role to play. 💡Strategic Thinking: Switching between focusing on the big picture and dealing with the immediate tactical needs of their team. 🗣️Coaching and Mentoring: Knowing when to focus on guiding others toward growth and development. Other components of switching hats in leadership include, adaptability, self-awareness, emotional intelligence, clear communication, delegation, empathy, problem-solving, crisis management, role modeling, conflict resolution, and flexibility. Challenge Instructions: Here’s how you can participate: 🎯 Identify the Roles You Play: Reflect on the different “hats” you wear as a leader—whether it’s motivator, mediator, strategist, or coach. Acknowledge the variety of leadership styles you already utilize.  🔄 Adapt to the Situation: Challenge yourself to wear different hats depending on the context. In one-on-one meetings, take on the role of a listener or coach. In a crisis, step into a decisive, action-oriented role.  💬 Communicate Your Shift: Let your team know when you’re switching roles. Clarity helps your team understand what you’re aiming for and why the change in approach is necessary. Are you ready to take on this challenge and boost your leadership versatility❓ Capturing the Learning: Throughout the week, share your learning and insights in the 💬 comments 👇 below, inspiring others to practice switching hats in their leadership journey. You might consider sharing: ➡ Experiences ➡ Insights ➡ Inspirations Mastering the art of switching hats allows leaders to be more versatile and responsive, meeting the evolving needs of both their team and the organization. Let’s embrace our adaptability together! #SwitchingHatsLeadershipChallenge #LeadershipVersatility #AdaptiveLeadership #LeadershipDevelopment #LinkedInChallenge #Coaching #LeadershipCoaching ➕ Follow me for more challenges ♻️ Repost this challenge to your network 🔗Connect to dive deeper

𝐅𝐢𝐫𝐞 𝐨𝐫 𝐃𝐨𝐧’𝐭 𝐅𝐢𝐫𝐞? What should a leader do when: - A team member consistently misses their responsibilities? - There’s always a reason - an excuse - but no accountability? - I feel like I’m walking on eggshells to avoid upsetting them? It’s frustrating, especially when I can’t afford to lose them, and taking on their role myself isn’t an option. 𝐒𝐭𝐞𝐩 𝟏: 𝐀𝐬𝐬𝐞𝐬𝐬 𝐭𝐡𝐞 𝐒𝐢𝐭𝐮𝐚𝐭𝐢𝐨𝐧 - Are the accountabilities clear? Do they know what’s expected of them? - Is this a matter of skill, motivation, or external factors? - What’s the impact on the team and organizational goals? 𝐒𝐭𝐞𝐩 𝟐: 𝐄𝐱𝐩𝐥𝐨𝐫𝐞 𝐎𝐩𝐭𝐢𝐨𝐧𝐬 - Invest in Development: Provide training or coaching to address gaps. - Reassign and Restructure: Can we redistribute tasks or hire support? - Set Clear Boundaries: Establish non-negotiables and monitor progress. But moments like these aren’t just about the other person. They’re an invitation for me, as a leader, to reflect: 𝐖𝐡𝐨 𝐚𝐦 𝐈 𝐢𝐧 𝐭𝐡𝐢𝐬 𝐝𝐲𝐧𝐚𝐦𝐢𝐜? - Do I avoid conflict or hesitate to confront performance issues directly? - Am I enabling this behavior by accepting excuses instead of driving accountability? - What unspoken messages might my communication or actions send to the team? 𝐖𝐡𝐚𝐭 𝐬𝐡𝐨𝐮𝐥𝐝 𝐈 𝐚𝐝𝐣𝐮𝐬𝐭 𝐢𝐧 𝐦𝐲 𝐚𝐩𝐩𝐫𝐨𝐚𝐜𝐡? - 𝐂𝐥𝐚𝐫𝐢𝐭𝐲: Am I setting crystal-clear expectations and holding people accountable? - 𝐄𝐦𝐩𝐚𝐭𝐡𝐲 𝐯𝐬. 𝐁𝐨𝐮𝐧𝐝𝐚𝐫𝐢𝐞𝐬: Am I balancing understanding their challenges with protecting the organization’s goals? - 𝐂𝐨𝐮𝐫𝐚𝐠𝐞: Do I face difficult conversations confidently, or delay them? 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬𝐧’𝐭 𝐣𝐮𝐬𝐭 𝐚𝐛𝐨𝐮𝐭 𝐨𝐭𝐡𝐞𝐫𝐬 - 𝐢𝐭’𝐬 𝐚𝐛𝐨𝐮𝐭 𝐰𝐡𝐨 𝐰𝐞 𝐚𝐫𝐞 𝐚𝐧𝐝 𝐡𝐨𝐰 𝐰𝐞 𝐬𝐡𝐨𝐰 𝐮𝐩. These situations often mirror unspoken dynamics: - 𝐓𝐡𝐞 𝐟𝐞𝐚𝐫 𝐨𝐟 𝐥𝐨𝐬𝐬: What if I lose this person and can’t replace them? - 𝐓𝐡𝐞 𝐧𝐞𝐞𝐝 𝐟𝐨𝐫 𝐡𝐚𝐫𝐦𝐨𝐧𝐲: Am I over-prioritizing avoiding conflict? - 𝐓𝐡𝐞 𝐫𝐞𝐟𝐥𝐞𝐜𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐞 𝐥𝐞𝐚𝐝𝐞𝐫: Sometimes, the behavior I see in my team points to changes I need to make in my leadership style. This is more than a practical dilemma; it’s a chance to grow as a leader. What do you think? When faced with a challenging team member, how do you balance personal growth, team needs, and organizational success? I’d love to hear your thoughts. #LeadershipChallenges #TeamManagement #ExecutiveCoaching #OrganizationalPsychology #CareerGrowth

Self-awareness is all it takes to be an effective leader. Is this true? You may have taken personality, strengths or, work values assessments at work. You’ve had a deep discussion about your self-awareness. You start having an open discussion about your strengths and possible areas, in need of improvement. This required you to look internally. To accurately, judge yourself, with your thoughts and feelings that impact your behaviour at work. To validate this, you were asked questions such as: “Tell me about a time when this behaviour had an impact on your performance" If you gave a positive impact. They asked: “Tell me about a time when this ability had a negative impact on your performance" Doing this, we relate your personal experience to validate your level of strategic self-awareness. You now understand, there is no right or wrong personality style. You passed the test of self-awareness. You now go back to your day-to-day job, leading the strategic business division. You’re in charge of transformation and have a team of 17. You know that accountability will be a more collective effort, as opposed to individual efforts. You know that you passed the self-aware test. You know your team requires: 1)a strategic style of leadership, 2)an empowering style of leadership, and 3)you’re going to have to get team to operate and function as a collective. Your validation of self-awareness, combined with your ambition and technical expertise. You take charge and start getting the team to work together delivering on your business objectives. 6 months later, you decided to take 360 assessments, the Leadership Versatility Index. As well as choosing a team model, the Rocket Model and use the Team Assessment Survey to measure TQ, Team Effectiveness Quotient. The results: -Your TQ score was 51/100 -Your technical expertise turned into, at times, tunnel vision -Drive and Initiative turned into, at times, rude and intimidating -Your style of inclusion and consideration turned, at times, too eager to please This came to you as a big surprise as you thought everything was going fine. 6 months later, you took the assessments again. The results: -Your TQ score was 91, and the team became role models for other teams. -Your team made huge positive in supporting change and innovation -Your team set the company into a positive direction and revenues doubled. -Your team had the right balance of autonomy and you brought out the best in them. You understood that being an effective leader requires not only self-awareness, but versatility and your ability to build teams. Exactly, combining self-awareness with versatility and TQ, will not only make you an effective leader, but it also brings out the best in the team too.

Think back to the last big decision you had to make at work. Maybe it was about how to handle a difficult conversation with a colleague, or a call on whether to push forward with a risky project. Whatever it was, you probably weighed the pros and cons, looked at the data, and tried to make the best possible choice for your team or company. That’s how leadership is supposed to work, right? We act based on the facts in front of us. Or do we? Most of us think that leadership decisions are largely driven by external factors. We look at deadlines, resources, and demands from higher-ups. It’s easy to feel like we’re simply responding to what’s happening around us—focusing on what needs to be done and how fast we can get it done. Leadership advice typically centers on efficiency, decisiveness, and staying one step ahead of challenges. There’s plenty of guidance on how to lead effectively: stay calm under pressure, delegate wisely, listen to your team, and communicate clearly. These basics show up in every leadership book or webinar. We’re told that strong leaders are responsive, pragmatic, and good at handling the unexpected. In fact, most leadership strategies are built on the assumption that the leader is constantly reacting to outside forces. I’ve had a nagging feeling that there’s something that doesn’t get talked about enough. 𝐈𝐭 𝐬𝐞𝐞𝐦𝐬 𝐭𝐨 𝐦𝐞 𝐭𝐡𝐚𝐭 𝐨𝐮𝐫 𝐚𝐜𝐭𝐢𝐨𝐧𝐬 𝐚𝐬 𝐥𝐞𝐚𝐝𝐞𝐫𝐬 𝐞𝐜𝐡𝐨 𝐭𝐡𝐞 𝐰𝐨𝐫𝐥𝐝𝐯𝐢𝐞𝐰 𝐰𝐞 𝐡𝐨𝐥𝐝, 𝐰𝐡𝐞𝐭𝐡𝐞𝐫 𝐰𝐞’𝐫𝐞 𝐚𝐰𝐚𝐫𝐞 𝐨𝐟 𝐢𝐭 𝐨𝐫 𝐧𝐨𝐭. Every decision, interaction, and small choice reflects our deeper beliefs—and those actions shape the culture and environment we lead. When we constantly make snap decisions under pressure, it likely stems from a view that urgency is more important than thoroughness. If we always take on more than our share, we may be driven by the belief that our worth is tied to how much we can do. These beliefs seep into our actions, often without us noticing. Recognizing this connection is crucial because our behaviors shape our team’s culture. Every choice leaves an imprint. If we aren’t aware of the worldview driving our actions, we risk building environments that don’t align with what we truly want for our teams. When we value constant output, our teams can feel overwhelmed, believing busyness is more important than effectiveness. If control is the focus, collaboration and creativity can suffer. But by leading with awareness, we can align our actions with our values. Prioritizing balance influences how we manage workloads and set boundaries. Trusting in autonomy shows in how we empower our teams. Understanding the beliefs behind our actions allows us to shape the culture we want to create. Your leadership is always building something—make sure it’s the culture you truly believe in.

"𝐑𝐚𝐝𝐢𝐜𝐚𝐥 𝐂𝐚𝐧𝐝𝐨𝐫" by Kim Scott: 𝐓𝐡𝐞 𝐋𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐒𝐤𝐢𝐥𝐥 𝐌𝐢𝐝-𝐂𝐚𝐫𝐞𝐞𝐫 𝐏𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐂𝐚𝐧'𝐭 𝐀𝐟𝐟𝐨𝐫𝐝 𝐭𝐨 𝐈𝐠𝐧𝐨𝐫𝐞 As a mid-career professional: You're likely balancing between being a trusted team member and stepping into more prominent leadership roles. The challenge: 𝘏𝘰𝘸 𝘥𝘰 𝘺𝘰𝘶 𝘨𝘪𝘷𝘦 𝘵𝘰𝘶𝘨𝘩 𝘧𝘦𝘦𝘥𝘣𝘢𝘤𝘬 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘣𝘦𝘪𝘯𝘨 𝘩𝘢𝘳𝘴𝘩, 𝘢𝘯𝘥 𝘣𝘶𝘪𝘭𝘥 𝘵𝘳𝘶𝘴𝘵 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘢𝘷𝘰𝘪𝘥𝘪𝘯𝘨 𝘩𝘢𝘳𝘥 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯𝘴? At the heart of Radical Candor is the idea that the best leaders are both empathetic and assertive.Scott uses a 2x2 framework to illustrate different communication styles: ✥ Radical Candor (caring personally + challenging directly) ✥ Ruinous Empathy (caring personally but not challenging directly) ✥ Obnoxious Aggression (challenging directly without caring personally) ✥ Manipulative Insincerity (neither caring nor challenging) The sweet spot is 𝘙𝘢𝘥𝘪𝘤𝘢𝘭 𝘊𝘢𝘯𝘥𝘰𝘳, where feedback is honest but delivered with genuine care for the individual, which helps both the leader and the team grow. 𝐊𝐞𝐲 𝐥𝐞𝐚𝐫𝐧𝐢𝐧𝐠𝐬 𝐟𝐨𝐫 𝐦𝐢𝐝-𝐜𝐚𝐫𝐞𝐞𝐫 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 𝐟𝐫𝐨𝐦 𝐑𝐚𝐝𝐢𝐜𝐚𝐥 𝐂𝐚𝐧𝐝𝐨𝐫: 1. Build Trust Through Honest Communication ↳ Honest, direct conversations build trust and respect, essential for professionals transitioning into leadership roles. 2. Master the Art of Giving and Receiving Feedback ↳ Giving tough feedback with care is a critical leadership skill, improving team performance and cohesion. 3. Develop High-Performing Teams by Encouraging Growth ↳ Challenging team members directly fosters a learning culture, helping leaders develop their teams and enhance their own leadership brand. 4. Avoid the Pitfalls of Miscommunication ↳Avoid holding back feedback out of fear; Scott provides a framework for delivering compassionate yet effective feedback that promotes growth. 5. Leadership is About Relationships, Not Power ↳ By genuinely caring about team members, leaders can inspire loyalty and drive exceptional results, rather than relying on authority. By adopting the principles of Radical Candor, mid-career professionals can lead with authenticity, foster stronger relationships, and create high-performing teams that drive results—setting you apart as leaders ready for the next level Start practicing Radical Candor today. __________________________ 👉 Don’t wait to lead—join the The Career Excellence League and fast-track your growth! 👉 Follow Shrijith Krishnan💎 ____________________________ #Leadership #midcareer #executivecoaching #kimscott