I used to be a mediocre leader.
Actually, mediocre might be generous. I struggled. After suffering through way too many sleepless nights and unproductive conversations, one mindset shift and two practices helped me get better quickly.
When I was a kid, I fell off my bike over and over again. My dad tried to help me learn, but my frustration grew as the scrapes and bruises added up.
I remember him picking me up off the ground one day and saying, “Don’t panic once you get moving. Just trust that you’re going to stay upright and you will.”
A manager told me she cared deeply about her team. I believed her.
Then we looked at her calendar.
Grant was consistent and proud of it. He told everyone he treated all his employees the same way.
Lately, I’ve been thinking about how often organizations set out to change something and, despite good intentions, end up right back where they started.
Lately, I’ve been thinking about the idea that leaders should handle situations on a case-by-case basis.
Lately, I’ve been thinking about who feels the strain first when something isn’t working inside a team. It’s rarely the lowest performers. In my experience, it’s your best people.
Last month, I had the opportunity to attend the Wall Street Journal’s “Future of Everything” conference in New York City. It was an enlightening event that featured guest speakers discussing the future of “everything” from banking to healthcare to entertainment to nutrition. I learned a lot from every presentation, but I walked away reflecting on the impact of AI on how leaders influence others.
Good intentions won’t keep your best people from leaving — but better leadership will.
I recently coached an executive named Dan, a smart, compassionate leader who was frustrated. Despite his long hours and genuine care for his team, he felt like he was losing control — and losing good people.
Everyone wants to feel connected to their company culture.
I did too.
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