Tag: personaldevelopment

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Leading Through The Chaos: Leadership Fire Fighting Training

Glenn Sommerville

Teams encounter unexpected challenges, projects veer off course, and crises arise when least expected. Many leaders find themselves caught in a perpetual cycle of “firefighting,” where they spend their days extinguishing problems within their teams, only to find themselves exhausted and unproductive by day’s end. This constant state of reaction leaves little room for proactive, strategic leadership—working on the business rather than just for it. Calling ourselves “firefighters” actually discredits real firefighters, as they have extensive training and the tools they need to do their job, while many leaders do not.

The “firefighting” mentality stems from a reactive mindset—a tendency to focus solely on addressing immediate issues rather than thinking strategically about long-term goals and objectives. While putting out fires is an essential skill for any leader, it should not dominate their entire approach to leadership. Leaders must learn to balance reactive problem-solving with proactive, strategic thinking.

Through many of my mentorship conversations with young leaders, I see they are in a chronic state of chaos. They spend most of their days running from one crisis to the next. Whether we meet once a week or every few months, their answer is always the same, “I’m just too busy, and I never have enough time to get my projects done.” This leaves me with one question: if chaos is the standard…. why do you not have standardized work for crisis management?

Sound crazy?

Consider professions in perpetual crises, like paramedics, firefighters, or military personnel. Anyone working in these industries is given extensive training and the proper tools and support to do their job. In addition, they have even been trained to make do without the right tools or when separated from their team. They improvise.

Why do we not adopt similar principles as leaders?

Call It What It Is!

I have said this many times, but I will repeat it: If you are in a crisis, call it a crisis! Identifying what state we are active in removes ambiguity about what we are experiencing and allows us to access the tools and skills we need to lead through these challenges.

Think of a natural disaster or a political movement when a city or province announces a state of emergency. By making this statement, those in trouble will have more access to the necessary resources to deal with the crisis immediately. We should be doing the same as leaders. So call a crisis a Crisis!

Now that we have established that we are in a crisis, what next?

My Top Tip In Crisis Management

My top tip is to schedule time to deal with the crisis. I used to call it the “Daily Critical Meeting.” Like a morning huddle, those necessary to deal with the crisis will gather at the start and end of the day. Twice a day is usually frequent enough for most issues, but if the situation changes rapidly, consider having three or even four standard times per day for critical meetings. This time is scheduled into everyone’s calendars and stays constant until the crisis has been dealt with. Doing so dramatically reduces the need to cancel other meetings at the last minute, reduces the risk of missing other tasks or responsibilities, and generally messes up everyone’s schedule for the day. These meetings are meant to be short and used to delegate tasks and give updates on the situation.

Only relevant team members should be included in these meetings. This means that if the whole team is scheduled for the crisis meeting, but the crisis only affects the marketing team, then only marketing team members should be present. This gives all other team members free time to work on different projects and streamline meetings as efficiently as possible. Be sure to let your whole team know who is required at the meeting and who isn’t. Respect their time and abilities, and don’t forget to let everyone know what is happening, with ample time to prepare. Otherwise, you will create an additional crisis over your preexisting crisis.

Use the morning meeting to delegate tasks and the afternoon meeting to regroup, assess your progress and make a tactical plan for the morning.

When You Are In The Trenches

You may be thinking, “But Glenn, this all sounds great, but there’s no way I can implement this stuff. It’s too hard!”

I understand. Change can be challenging, and often, when we are in crisis, the last thing we need is to add gasoline to a brush fire. However, the best thing leaders can do during a crisis is to create routines. This provides some much-needed stability. Maybe your team is busy troubleshooting, and no planned work is getting done, but you can rely on those two meetings daily as a foundation to cling to—a calm in the storm, sort of speak. It is a time when everyone knows they will have a chance to be heard and supported.

Ultimately, it comes down to the severity and scope of your crisis. When crises happen, allow them to be discussed and dealt with only during crisis meetings, not anywhere else. The reverse is also the same: don’t bring your crisis to your other meetings.

Depending on the crisis, this may be altered slightly based on time-sensitive information or action requirements. However, for the most part, the time between these crisis meetings should consist of your pre-planned work day.

This allows you to get other non-crisis work done while managing a crisis. In my experience, 90% of crises do not need your immediate action or reaction. They need rapid action, but typically, they can wait an hour or so until the planned crisis meeting time. It’s usually our internal adrenaline rush or subconscious need to feel important that drives the “drop what you’re doing mentality” more so than the actual urgency of the task. So, take a moment to stop and think critically. Can this wait until the next crisis meeting? Nine times out of ten, the answer is yes! So save yourself the headache and stop getting pulled off your work when you don’t have to.

Put On Your Oxygen Mask Before Assisting Others

Another key to dealing with the crisis is to allow time for you to do what you need to maintain at the top of your game. You can’t have it all, but what are your top three non-negotiables?

My top non-negotiables have always been:

  1. Time to talk to/see my family
  2. Respect for my team and my leadership
  3. Look after myself and my team

The first non-negotiable may seem strange. However, throughout my career, I travelled extensively and was away for extended periods or had to deal with extended, very busy periods. For example, when I was at Amazon, “Peak,” or the Christmas season, was a CRAZY busy time of year. It was definitely 24/7 and often felt like one perpetual crisis. In these situations, it’s too easy to get caught up in things and miss the opportunity to connect with your family. Particularly when different time zones come into play! I wish I could say I developed this proactively, but no, I had to learn it the hard way! That’s why non-negotiable #1 exists for me. No matter what, no matter where I am, I will take time every day to touch base with my wife and kids. Even if I only have 15 minutes for a phone call, I will make that call just to hear their voices and catch up with their day.

Non-negotiable #2 is important to me because, earlier in my career, I experienced some situations where, during a crisis, more senior-level leaders reacted to the situation by being abusive and overly demanding of me and my team members. I’m sure they thought they were doing the right thing and that it would “motivate” us to resolve the issue faster. As you might expect, however, it was a distraction and caused many other issues that did not help the situation. From then on, I ensured that I ran interference for my team from the above levels and did not allow anyone, regardless of their position, to treat my team poorly, even at the risk of my career. It may be hard to believe, but some intense interventions were required!

Lastly, you’ve got to look after yourself. Despite what you may think, you are not immortal. Sure, you may think you can get away with eating poorly, not exercising, and, most commonly, not getting enough sleep. However, these things catch up with you eventually. Unfortunately, when they do, it’s too late. Look after yourself; in so doing, you may even be looking after your team. It seems I’ve learned these non-negotiables the hard way. One particularly difficult new model launch at Toyota, I was working around the clock to demonstrate my support and commitment to the company and my team. Leading by example was my intention. With two shifts operating, I thought it was important that both shifts saw my dedication and presence, so I worked very long days, spanning both shifts. One evening around 10:00 PM, as we stood observing a problematic process, one of my team members said to me, “How long are you gonna keep this up? We can’t keep up with you. You’re killing the team!” It was a well-deserved and, frankly, overdue slap in the face.

Although I had the best intentions, I didn’t realize that other team members were putting in crazy hours, too, just because I was. They didn’t want to be perceived poorly in my eyes, which they wouldn’t have, but that was their thinking. I was devasted that I had burdened my team, which was working as hard as possible to resolve the issues. Not only was I killing myself and reducing my effectiveness by becoming worn out and exhausted, but I was doing the same to those who were working diligently on resolving the issues! Staying rested, energized, and clear-headed wins!

Recap

As a leader, unexpected challenges and crises are par for the course. Many leaders find themselves trapped in a cycle of “firefighting,” where they spend their days reacting to immediate issues, leaving little time for proactive, strategic leadership.

However, this reactive approach can be detrimental. Leaders must shift from firefighting to crisis management excellence, adopting structured protocols and prioritizing self-care. By acknowledging crises, scheduling dedicated crisis meetings, and maintaining non-negotiables for personal well-being, leaders can effectively navigate chaos and lead their teams to success.

Leading Problem Solving in Non-Manufacturing Series, Lean and Continuous Improvement, Personal Development

Continuous Improvement: The Heart of LEAN Philosophy

Glenn Sommerville

Continuous Improvement lies at the core of LEAN philosophy, serving as the driving force behind its principles and practices. I worked at TMMC (Toyota Motor Manufacturing Canada) for 10 years, and no one takes Lean as seriously as they do at Toyota! Although we never referred to or called it lean. It was TPS or Toyota Production System. While there, I had the unbelievable privilege to attend Lean (TPS) management training in Japan in preparation for opening the first Lexus manufacturing facility outside of Japan.

This experience was unlike anything else I have ever had. I was taught by Lean Sensis, with a specific focus on 1/10th of a second kaizens. Yes, you read that correctly: 1/10th of a second improvements and kaizens to production lines!

All of us in the program would spend all day looking for ways to improve specific parts of the process only to have these Sensis’ tare up everything we proposed over and over again until we finally got it just right. While this may not be the most encouraging form of teaching, we did learn a lot!

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Today, Lean is so much a part of my leadership toolbox that I often find it disconcerting to see other leaders not taking advantage of these practices. While Lean may have originated as a manufacturing concept, it can be applied in any function or industry.

Understanding Continuous Improvement in LEAN

Continuous Improvement, often referred to as Kaizen in the context of LEAN, is a concept rooted in the idea that small, incremental changes can lead to significant enhancements over time. It’s not just a methodology; it’s a mindset that permeates every aspect of an organization. At its essence, continuous improvement involves:

1) Incremental Progress:

One key tenet of continuous improvement is the emphasis on incremental progress. Instead of waiting for major overhauls, LEAN encourages organizations to focus on making small, consistent improvements in processes, systems, and workflows. This approach not only minimizes the disruption that can come with large-scale changes but also allows for a more agile and adaptive organization.

Incremental progress is akin to the proverb, “A journey of a thousand miles begins with a single step.” Small changes are more manageable, less risky, and easier to implement, fostering a sense of achievement and momentum within the organization. It’s about cultivating a mindset where everyone is encouraged to identify areas for improvement and take actionable steps toward positive change.

2) Employee Involvement:

At the heart of continuous improvement is the active involvement of every team member, regardless of their role within the organization. LEAN philosophy recognizes that those closest to work often have the most valuable insights into its improvement. Therefore, fostering a culture where employees feel empowered to contribute their ideas and perspectives is crucial.

To achieve this, organizations need to create an environment that encourages open communication and collaboration. This involves recognizing and rewarding employees for their contributions to continuous improvement, whether through formal initiatives, team huddles, or regular team meetings dedicated to discussing improvement opportunities. When employees are engaged in the improvement process, it not only leads to better solutions but also cultivates a sense of ownership and commitment to the organization’s success.

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3) Data-Driven Decision Making:

Another cornerstone of continuous improvement in LEAN is using data and feedback to inform improvement initiatives. This ensures that changes are based on evidence rather than assumptions. Data-driven decision-making involves collecting and analyzing relevant data to identify trends, problems, inefficiencies, and areas for enhancement.

Implementing key performance indicators (KPIs) and other metrics allows organizations to measure the impact of changes objectively. This data-centric approach enables teams to identify what is working well and needs improvement, leading to more informed and effective decision-making. It also provides a basis for setting realistic goals and measuring progress over time, contributing to the sustainability of continuous improvement efforts.

Ways To Implement LEAN

1) Waste Reduction:

In the LEAN philosophy, waste reduction is a cornerstone, targeting the elimination of waste in all its forms – be it time, resources, or effort. Continuous improvement plays a pivotal role in achieving this objective by systematically identifying and eliminating non-value-added activities. The process involves a meticulous analysis of workflows to identify activities that do not contribute to the end product or customer satisfaction. TIM WOODS is a great way to eliminate the seven areas of waste. For more info on how this works, please visit our TIM WOODS article.

Continuous improvement encourages teams to question the status quo, seeking ways to optimize processes and minimize unnecessary steps. This not only leads to more efficient resource utilization but also contributes to operational efficiency. Identifying and eliminating waste can take various forms, such as reducing excess inventory, minimizing waiting time, or optimizing transportation routes.

A key aspect of waste reduction through continuous improvement is the engagement of all team members. Employees are encouraged to be vigilant observers of their workflows, actively participating in the identification and elimination of waste. This collaborative approach fosters a sense of ownership and responsibility, creating a culture where continuous improvement becomes ingrained in the organizational DNA.

By systematically addressing waste, organizations not only enhance their operational efficiency but also create a leaner, more agile structure that is better positioned to respond to changing market conditions.

2) Enhanced Productivity:

Continuous improvement, as facilitated by the LEAN philosophy, is a catalyst for enhanced productivity within organizations. This is achieved by consistently refining processes, streamlining workflows, and identifying and mitigating bottlenecks that impede efficient operations.

As teams embrace the mindset of continuous improvement, they engage in a perpetual cycle of evaluation and enhancement. The best practice to adopt is PDCA, Plan, Do, Check, Adjust. This ongoing process allows for the identification of inefficiencies and the implementation of changes to improve productivity. It’s about not settling for the status quo but rather seeking opportunities to optimize the use of resources and time.

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Refining processes through continuous improvement eliminates redundant steps, adopts more efficient tools and technologies, and establishes standardized procedures. Collectively, these improvements contribute to a more streamlined workflow, reducing the time and effort required to complete tasks.

Quicker delivery of products or services to customers is a direct outcome of enhanced productivity. The overall production cycle shortens as teams become more adept at their tasks and processes become more efficient. This not only meets customer expectations but also positions the organization as more competitive in the market.

Moreover, enhanced productivity has cascading effects on employee morale. When teams witness the positive impact of their continuous improvement efforts on overall efficiency, it fosters a sense of accomplishment and pride. This positive feedback loop further motivates teams to actively engage in the pursuit of continuous improvement, creating a culture that values and prioritizes productivity.

3) Customer Satisfaction:

Customer expectations are dynamic and influenced by factors such as market trends, technological advancements, and competitors’ offerings. A commitment to continuous improvement requires organizations to stay attuned to these shifts, continually reassessing and recalibrating their processes to align with evolving customer expectations.

By actively seeking and incorporating customer feedback, organizations can gain valuable insights into areas that require enhancement. Continuous improvement methodologies, such as Kaizen in LEAN, emphasize the importance of involving customers in the improvement process. This engagement not only helps in identifying pain points but also allows organizations to tailor their offerings to better meet customer needs.

Proactive Problem Solving:

Continuous improvement encourages a proactive approach to problem-solving. Rather than reacting to customer complaints or issues after they arise, organizations adopting LEAN principles focus on anticipating potential problems and addressing them pre-emptively. This proactive stance not only mitigates negative experiences but also demonstrates a commitment to delivering consistent quality.

Teams engaged in continuous improvement regularly analyze customer feedback, identify recurring issues, and implement corrective actions. This proactive problem-solving approach contributes to a smoother customer experience, reducing the likelihood of disruptions or dissatisfaction.

Building Customer Loyalty:

Satisfied customers are more likely to become loyal brand advocates. Continuous improvement, by consistently delivering enhanced value, contributes significantly to building customer loyalty. When customers perceive that an organization is actively working to improve its offerings based on their feedback, it fosters a sense of partnership and mutual growth.

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Practical Tips for Fostering a Culture of Continuous Improvement

  1. Leadership Support and Commitment:
    • Begin with strong leadership support, emphasizing the importance of continuous improvement.
    • Leaders should actively participate in improvement initiatives and communicate their value throughout the organization.
    • Organize kaizen events and attend kick-offs, daily updates, and final-day report-outs to encourage, remove barriers, provide resources, and celebrate success.
  2. Establish Clear Goals:
    • Define clear and achievable improvement goals aligned with organizational objectives.
    • Break down larger goals into smaller, manageable tasks to facilitate incremental progress.
  3. Encourage Open Communication:
    • Create a culture where employees feel psychologically safe and comfortable sharing their ideas and concerns and learning from mistakes.
    • Implement regular feedback mechanisms and channels for obtaining employee suggestions and improvement ideas, ensuring everyone’s voice is heard.
  4. Provide Training and Resources:
    • Equip employees with the necessary skills and knowledge to identify improvement opportunities.
    • Invest in training programs that foster a mindset of continuous learning and development.
  5. Celebrate Successes:
    • Recognize and celebrate both small and large successes resulting from continuous improvement efforts.
    • This not only boosts morale but also reinforces the importance of the ongoing continuous improvement process.
  6. Utilize Lean Tools and Techniques:
    • Implement LEAN tools such as Value Stream Mapping, 5 Whys, and Gemba Walks to identify areas for improvement.
    • Regularly assess processes using these tools to pinpoint inefficiencies and opportunities for enhancement.
  7. Foster a Learning Environment:
    • Encourage a learning culture where mistakes are viewed as opportunities to learn and improve.
    • Share stories of successful improvements to inspire others and reinforce the positive impact of continuous improvement.

Continuous Improvement is not just a buzzword in LEAN philosophy; it is the heartbeat that keeps organizations alive and thriving. By embracing the concept of ongoing refinement, businesses can stay agile, reduce waste, and ultimately deliver greater value to their employees and customers. Cultivating a culture of continuous improvement requires commitment, leadership, and a genuine belief in the transformative power of small, incremental changes. As organizations navigate the complexities of the modern business landscape, they must recognize that the path to excellence is a journey marked by continuous improvement.

If you would like to take a course with me to learn more about Lean, sign up for my next Lean 4 Leaders Bootcamp!

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The Art of Goal Setting and Planning: How To Achieve Your Dreams

Glenn Sommerville

In the fast-paced world we live in, achieving personal and professional success requires careful planning and strategic thinking. A well-organized planner is an indispensable tool for individuals seeking to navigate the complexities of their lives and reach their goals. In this comprehensive guide, we will explore how to effectively use the free HPL 2024 Goal Planner that incorporates key elements such as SWOT analysis, SMART goals, brainstorming functions, short-term goals (1-2 years), and long-term goals (3-5 years), along with a goal breakdown to ensure a systematic approach to success!

Free Goal Planner Download

Why Goals, Instead of New Year’s Resolutions?

There are many statistics out there with some studies indicating that up to 80% of New Year’s resolutions fail.  Why?  Our view is they are usually just statements made without any real plan to achieve, lack support mechanisms, or don’t have new habit-formation actions.  It’s easy when you are sitting on the couch stuffed with good food and amply plied with booze to say “I’m going to be healthier next year!”, but what steps do you take to make that happen? How do you know when you have achieved that goal? what motivates you to work towards that goal? For these reasons, We believe that Goals and Objectives eat New Year’s resolutions for breakfast, every time!

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Understanding Your Strengths, Weaknesses, Opportunities, and Threats (SWOT Analysis)

The first step in crafting a successful plan is to conduct a thorough SWOT analysis. This strategic planning tool involves assessing your internal strengths and weaknesses, as well as external opportunities and threats. SWOT analysis is generally a tool used by organizations to set goals and bring teams together on issues. While it is a great tool to use in a professional environment, many may not consider it for personal goals as well. By understanding these factors, you can create a foundation for setting realistic and achievable goals.

  • Strengths: Identify your unique skills, attributes, and resources that give you a competitive advantage. What are you good at? Where do you succeed easily?
  • Weaknesses: Acknowledge areas where you may need improvement or additional support. Areas of strain or stress. This is not to beat yourself up about; this is a logical reflection of where you need to see improvements or change. Example: “I am always busy being busy”, “My Supervisor has mentioned I need to improve my communication on the status of my projects”.
  • Opportunities: Explore external factors and trends that you can leverage to your advantage. Training and development opportunities, as well as continuing education, networking, taking on special projects at work, or as simple as attending some webinars.
  • Threats: Recognize potential obstacles or challenges that may hinder your progress. These threats aren’t necessarily bad things, but in order to remove these threats, you need to know what you’re dealing with and make informed decisions. Example: “I would like to work in a specific country, but there are current political instability concerns,” or “I would like to get certified in this area, but I’m not sure how AI will impact this area of expertise.”

Utilizing Brainstorming

Next, you need to start brainstorming. What is your dream life? Where do you want to be, and what do you want to be doing in the next few years? Dreams don’t need to be earth-shattering, but these dreams also don’t need to be limited. This section is not for judgment or for you to ask “how”; this is a safe place to dream up the life you want!

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  • Explore new possibilities: Allow your mind to wander freely and jot down any ideas that come to you.
  • Are there new habits or personal changes you want to see?
  • Plan for the future: Generate ideas for future projects, collaborations, or personal development opportunities. Where do you see yourself in a year, 3 years, 5 years?!

Setting SMART Goals

Now, place your SWOT analysis next to your brainstorming sheet. Compare the two pages and decide if they work together, against, or are completely different. Do you have new goals you want to add to your dream board based on your SWOT analysis? Do your dreams seem unachievable next to your SWOT? If so, don’t panic! Begin to look for ways to break down these dreams into SMART Goals.

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SMART goals are Specific, Measurable, Achievable, Relevant, and Time-bound. They provide a structured framework to guide your efforts and ensure that your objectives are well-defined and attainable. This makes goals like “I want to be healthier” impossible. Goals like this are very common, but they are unachievable because they are much too vague. Try framing your goals as smart goals.

  • Specific: Clearly define what you want to achieve, avoiding vague or ambiguous language. Example: I will lose 5 lbs off my current weight through daily activity and exercise.
  • Measurable: Establish criteria to track your progress and determine when the goal has been successfully accomplished. Example: To lose 5lbs I will go for a walk daily and a spin class twice a week. I will also switch my daily MacDonald’s lunch to a salad. All of these things are measurable and can easily be tracked.
  • Achievable: Set realistic goals that stretch your abilities but are within the realm of possibility. Example: Can I afford to take Spin classes? Where will I get my new daily salad that is closer or the same distance as MacDonald’s? Where will I go for my daily walk?
  • Relevant: Ensure that your goals align with your values, vision, and long-term objectives. Example: Is this goal important to me? Do I really need to lose 5 lbs, or is that what everyone around me is doing?
  • Time-bound: Set a deadline for each goal to create a sense of urgency and maintain focus. Example: When will I have lost 5lbs? What time of day is my daily walk? What days are my spin classes?

Crafting Short-Term and Long-Term Goals

Now that you have your SMART goals laid out, you can see how large a goal they are and if they may require further breakdown. For example, a long-term goal might be getting a master’s degree, while a short-term goal will be achieving an 85% in your current classes. The short-term goals add up to or contribute towards the long-term goal over time.

Differentiating between short-term and long-term goals is crucial for effective planning. Short-term goals provide stepping stones toward your larger, long-term objectives. Consider the following when crafting these goals:

  • Short-Term Goals: Focus on achieving objectives within the next 1-2 years, breaking down larger aspirations into manageable tasks. You can break these goals down even further into quarterly, monthly, weekly, and even daily.
  • Long-Term Goals: Envision where you want to be in 3-5 years, providing a roadmap for sustained success and personal growth. Break these down into yearly (long term), quarterly (short term), monthly, weekly, and daily.

Goal Breakdown

A goal breakdown is a detailed analysis of each goal, helping you understand the “why,” “how,” “when,” and the actionable steps required to achieve success. While many of these steps have already been discussed in the SMART goals section, these pages are very helpful in making your plan actionable and organized all in one place.

Free Goal Planner Download
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  • Why: Clearly define the purpose and significance of each goal, aligning them with your values and long-term vision. Why is this goal important to you? What is the motivation behind it?
  • How: Outline the strategies and approaches you will employ to accomplish your goals. Create bite-size daily or weekly actions that take you a step closer to your goal consistently. This is a great time to review your Prioritized Leader Actions and incorporate your goals into your daily and weekly routines.
  • When: Set specific deadlines and milestones for each goal, creating a sense of urgency and accountability. How do you plan on staying accountable? Is it a person, a checkbox or an app notification? Block time in your calendar or schedule events/meetings with yourself to work on these goals.

Don’t forget to add in rewards for yourself at milestones or look for ways to stay motivated and encouraging! Celebrate consistency and small wins. Looking back at your original SWOT analysis, are there any threats to your goals? How can you overcome them? Look for more ways to break it down and problem solve. Just remember that you can plan and break things down as much as you want, but to achieve your goals requires action. Don’t analyze your goals to death, but fail to start out on the first step.

New beginnings take place every day, not just on January 1st!

By incorporating SWOT analysis, SMART goals, brainstorming, short-term and long-term goal planning, and a detailed goal breakdown into your planner, you empower yourself with a comprehensive roadmap for success. Regularly revisit and update your plan to adapt to changing circumstances and ensure continued progress toward your aspirations. Remember, the ultimate planner is not just a tool; it’s your personal guide to mastering success in every aspect of your life!

Another way to help keep you on track with your goals is to put them somewhere visible, like at your desk or in your kitchen. Somewhere, you can see them and be reminded daily of what you are working towards. This is not meant to be a bat for when your plans/goals go off the rails; it is a motivator and a reminder to continue pushing forward.

It’s also important to track your progress. If you have daily action items, make sure you have a way to measure your progress. Check out our other post on Prioritized Leader Actions on how this works!

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Let us know if you have any questions or if you have a way to plan your goals more effectively. If all of this seems overwhelming, please feel free to book a coaching session, and we will help you every step of the way to achieve your 2024 goals!

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Building Leadership Confidence: Three Strategies for Success

Glenn Sommerville

Leadership self-confidence is a vital attribute that empowers leaders to effectively guide and inspire their teams.  However, it’s not uncommon for leaders to struggle with moments of self-doubt and insecurity.   Everyone, at some point in their leadership career, experiences some self-doubt.  If we don’t, we’re not being challenged, or our egos might be inflated!

The pressure to exude confidence can overwhelm today’s fast-paced and competitive business landscape. Building self-confidence as a leader is essential for your personal well-being and effectively leading and inspiring your team. Team members can smell a lack of confidence a mile away!

Many want a quick fix or think there is a “silver bullet” to be self-confident suddenly. Unfortunately, leadership isn’t like that!  Fortunately, there are concrete steps you can take to boost your leadership self-confidence and start building it today.  This article will explore three practical strategies to help you develop and maintain the self-assurance necessary for effective leadership.

1. Self-Awareness and Reflection

Understanding oneself is the foundation of building leadership self-confidence.  Self-awareness is the ability to recognize your strengths, weaknesses, and areas for growth.  It involves honest introspection and an acknowledgment of your accomplishments and the challenges you’ve overcome.  Here’s how self-awareness and reflection can contribute to your confidence as a leader:

a. Acknowledging Achievements: Reflect on your past achievements, both big and small.  Often, we underestimate the significance of our accomplishments.  Think about what specific actions or attributes led to the accomplishments so that you may repeat or double down on them going forward.  Recognizing your successes can remind you of your capabilities and instill a sense of pride and self-worth.

b. Seeking Feedback:  Don’t hesitate to seek feedback from peers, mentors, or team members.  Constructive feedback can provide valuable insights into how others perceive your leadership style.  This external perspective can help you identify areas for improvement and validate your strengths.   A simple but very effective way to obtain useful feedback is to ask them to answer these three questions:

  1. What should I start doing?
  2. What should I stop doing?
  3. What should I continue doing?

c. Focusing on Growth: Embrace the idea that leadership is a journey of continuous improvement.  While celebrating your accomplishments, also acknowledge that there’s always room for growth.  This balanced approach to self-awareness allows you to appreciate your existing skills while remaining open to development.

Frequent reflection is the key to developing higher levels of self-awareness. It doesn’t have to be difficult or time-consuming. One way I reflect is each day I set an “intention.” A few words that describe an intentional and specific learning, personal focus, or growth action I will take. Then I “reflect” on the previous day by writing a few words to describe my most impactful reflection. It can be something positive or constructive. It might be based on interactions with people, things I learned, frustrations I experienced, or challenges I faced. These help me understand what I want to do more that works for me or what I need to do differently.

2. Continuous Learning

Leadership is not static; it evolves with time and changing circumstances.  I often use the professional athlete analogy for leadership.  Becoming a professional athlete takes some basic skills and abilities that are developed and honed to high performance levels over time and with lots of early training.  Once they achieve professional levels, athletes train even harder, develop new skills, stay current, and continually improve themselves and their techniques to continue succeeding and performing at those levels.  It is the same for leadership as with professional sports!  Leaders must continue to learn and develop new skills to be prepared and capable of handling their challenges, most of which they have yet to experience.

Investing in personal and professional development is a powerful way to enhance your leadership self-confidence. Here’s how continuous learning contributes to your confidence:

a. Expanding Knowledge:  Attend workshops, seminars, and training sessions that are relevant to leadership and related skills. Often in training and development sessions, there is more material than you can retain long term.  You may hear or read some concepts that you’ve heard before; however, a periodic refresher reminds us of concepts and techniques we may not have had an opportunity until now to utilize fully.  Acquiring new knowledge and expertise both motivates and equips you with the tools to confidently navigate complex challenges.  Networking opportunities at these types of sessions also can be a source of a confidence booster as you quickly learn that you are not alone with your challenges, have much to offer and coach others on, and can equally learn from others’ experiences.

b. Skill Development:  Learning new skills, such as effective communication, conflict resolution, or strategic planning, can significantly boost your self-assurance.  As you apply these skills in real-world scenarios, you’ll gain confidence in handling various leadership situations.  Look and seek out opportunities within your current team or organization that will provide you with new opportunities to develop new skills.  Assignments, projects, or just supporting and helping out others are great ways to develop new skills.

c. Staying Informed:  In a rapidly changing world, staying informed about industry trends, technological advancements, and market dynamics is crucial. Being well-informed bolsters your confidence and enables you to make informed decisions as a leader.   A great way of staying informed is to get out of your company a few times a year to benchmark other businesses.  These businesses don’t necessarily have to be in the same market as you.  Look for consortiums, organized benchmarking events, or utilize your professional network to request visits to other organizations.  Leverage your professional network to schedule periodic coffee or lunch meetings with other leaders to see what they are working on and their challenges or seek their advice or opinion.   Benchmarking and networking are awesome ways to stay informed about what is happening outside your immediate company’s four walls.

3. Celebrate Small Wins

Leaders are often focused on motivating their teams and celebrating collective successes. However, it’s equally important to celebrate your personal achievements as a leader, no matter how minor they may seem. Celebrating small wins forces you to occasionally step off that hamster wheel and realize what you have accomplished and where you have succeeded. Otherwise, it’s too easy just to keep running to the next challenge or getting whacked by one without appreciating what we have achieved. I am one who has always been so focused on the goal that I too often miss the smaller achievements on the journey to the ultimate goal. When we do this, we may have a tendency to see the obstacles and challenges being faced, set-backs experienced, and future risks without recognizing just how far we have come, what we have learned and where we have developed, the problems we have solved, new skills picked up, and not appreciating that we are ready for what lays ahead and face them with renewed confidence.

Here’s why celebrating small wins is essential for leadership self-confidence:

a. Reinforcing Competence:  Acknowledging your individual successes reinforces the belief that you are competent and effective as a leader. It serves as a reminder of your ability to make a positive impact and what you do well. 

b. Setting Personal Goals:  Establish personal leadership goals and milestones. When you achieve these goals, celebrate them. This practice boosts your self-confidence and provides a sense of purpose and direction in your leadership journey.  It’s amazing the difference setting goals can make.  Not only are you more likely to achieve more, it gives you concrete achievements to celebrate!

c. Creating a Positive Feedback Loop:  Celebrating small wins creates a positive feedback loop. The more you recognize your achievements, the more motivated and confident you become. This positivity can radiate to your team, creating a more inspiring leadership presence.

Conclusion

Leadership self-confidence is not about being flawless or never making mistakes.  It’s about knowing your strengths, recognizing areas for growth, and continuously developing your skills.  You can steadily enhance your leadership self-confidence by practicing self-awareness and reflection, investing in continuous learning, and celebrating small wins.

In addition to the three strategies mentioned above, there are several other techniques and practices that should also be considered in support of leadership self-confidence. Leadership often comes with its share of challenges and setbacks. Developing resilience in the face of adversity can help you bounce back stronger and more confident. View obstacles as opportunities for growth and learning. Surround yourself with mentors and coaches who can provide guidance, perspective, and support. Having a trusted advisor can help you navigate difficult situations and provide valuable insights to boost your confidence. Taking care of your physical and mental well-being is crucial for maintaining confidence. Engage in mindfulness practices, exercise regularly, get enough sleep, and make time for activities that bring you joy and relaxation.

Remember that building self-confidence is a journey that takes time and effort. Embrace the growth process, and don’t be discouraged by occasional setbacks.  As you consistently apply these strategies, you’ll become a more self-assured and effective leader who can inspire and lead confidently.  So, start today on the path to becoming the confident leader you aspire to be.  Your team and your organization will benefit from your newfound self-assured leadership style.

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Leadership, Personal Development

HPL’s Fall 2023 Leadership Development Lineup! Registration Open!

Glenn Sommerville

As the leaves begin to change and the air fills with the crisp scent of autumn, it’s the perfect time to embark on a transformative journey to enhance your leadership skills. We are thrilled to announce that registration for High Performance Leaders’ (HPL) highly anticipated fall programs is now open!