Alliance for Leadership Acceleration

As we delve deeper into 2024, the landscape of leadership continues to evolve rapidly, shaped by technological advancements, societal shifts, and global challenges. In this month's newsletter, we explore the emerging trends in leadership and how our LEAP (Leadership Acceleration Program) aligns with these developments. Read on for insights and strategies for consultants to stay ahead in navigating the dynamic world of leadership. 

1. Embracing Digital Leadership: In an era defined by digital transformation, leaders must adapt to new ways of working and leading in virtual environments. From remote team management to leveraging data analytics for decision-making, digital leadership skills are in high demand. Coaches can capitalize on this trend by integrating technology-driven coaching tools and remote (or hybrid) leadership development programs into their offerings, helping leaders thrive in the digital age. LEAP made the pivot to remote learning early in 2020 and we now have more than 20 learning topics available to deliver remotely allowing many more managers to make the LEAP to leader regardless of their geographic location.  

2. Fostering Inclusive Leadership: Diversity, equity, and inclusion (DEI) have taken center stage in organizational discourse, emphasizing the importance of inclusive leadership in driving innovation and engagement. Consultants and coaches can support leaders in cultivating inclusive mindsets, facilitating courageous conversations, and embedding diversity into talent development strategies. LEAP's emphasis on empathy, authenticity, and cultural competence aligns perfectly with the principles of inclusive leadership. 

3. Nurturing Resilient Leadership: In a volatile and uncertain world, resilience has become a non-negotiable trait for leaders navigating complex challenges. Consultants can equip leaders with resilience-building techniques, such as mindfulness practices, stress management strategies, and scenario planning exercises. By integrating resilience training into leadership development programs, consultants and coaches can help leaders thrive amidst adversity and uncertainty. 

4. Elevating Purpose-Driven Leadership: Millennials and Gen Z are driving a shift towards purpose-driven leadership, seeking organizations and leaders aligned with their values and social impact goals. Coaches can guide leaders in articulating their purpose, aligning their actions with their organizational mission, and fostering a culture of purpose-driven innovation. LEAP's emphasis on values-based leadership and ethical decision-making resonates deeply with the aspirations of today's emerging leaders. We often hear our LEAP members/graduates say “I’m not only a better leader, but I’m a better person/parent/partner, as a result of going through LEAP.” 

5. Cultivating Agile Leadership: In a fast-paced and ever-changing business environment, agility has become a critical leadership competency. Consultants and coaches can help leaders develop agile mindsets, adaptability skills, and collaborative practices to navigate uncertainty and drive organizational agility. By incorporating agile methodologies and design thinking principles into leadership development initiatives, you can empower leaders to thrive in dynamic and complex environments. 

As a professional consultant and coach, it is essential to stay abreast of the latest trends and developments shaping the field of leadership. By aligning our offerings with emerging leadership trends, such as digital leadership, inclusive leadership, resilient leadership, purpose-driven leadership, and agile leadership, we can better support our clients in navigating the challenges and opportunities of the future. LEAP provides a comprehensive framework and turnkey toolkit for consultants and coaches to stay ahead in driving leadership excellence and organizational success in 2024 and beyond. 
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We’ll share more insights and updates in our next newsletter, and we welcome your feedback!  ​

In this article, we'll delve into the art of crafting an excellent strategic planning meeting. I'll share insights on turning mundane sessions into dynamic forums, where ideas flourish and goals align. Get ready to elevate your planning game!

Get the most out of a strategic planning meeting.No one gets off the hook when it comes to strategic planning. Whether you’re the leader of a for-profit business, a nonprofit, a government agency or any other type of organization, strategizing for the future comes with the job. Failing to do so can leave you vulnerable to competitors or flat-footed when changes hit your industry, the economy or the world in general.

There are many ways to go about strategic planning, and obviously much depends on what type of organization you work for, but there’s one common factor to the process: At some point, you’ve got to have a meeting. And to get the most out of a strategic planning meeting, it can’t be an impromptu affair. The more you prepare, and the more organized the proceedings, the greater the likelihood you’ll walk away with consensus and a solid action plan.

Craft an engaging agenda.Arguably, the most important part of a strategic planning meeting happens before anyone settles into a boardroom chair or fires up a videoconferencing app. That part is crafting the agenda. And the word “crafting” is key there. Like the recipe for a really good beer or bar of chocolate, your agenda should be a carefully curated list of ingredients that, when executed during the meeting, will result in an engaging, positive experience for everyone involved.

To achieve this, you’ll typically need to gather input from other members of the leadership team. If only one person dictates the terms of a strategic planning meeting, the interest and engagement levels of other attendees will likely be limited. Start planning the agenda as early as possible. Consider using a survey to gauge which aspects of your strategic plan are most critical to discuss in depth. Although doing so may sound funny, you might even want to hold a “pre-meeting meeting” to iron out the agenda.
Think of each agenda item as either a statement or a question. Statements will simply be critical information that you or another attendee needs to share. Examples might include “Here are our annual sales numbers,” or “These are the results of this consultant’s study.”

Questions need to be as specific as possible and related to the objectives of your strategic plan. You can usually spark insightful conversation by asking things such as:
• How were we able to accomplish this objective?
• Why are we struggling to accomplish this one?
• Would doing ___ enable us to gain more ground on this objective?
Generally, strategic planning meetings aren’t the ideal place for extended brainstorming. That’s an activity better suited for an organizational retreat or separate “committee-type” meetings. This doesn’t mean you should discourage attendees from sharing ideas, but you want to keep the discussion focused on the stated items.
A couple more important points about the agenda:
1. Identify who will be leading the discussion for each item; unless yours is a very small organization, ask a different person to handle each item so the meeting has a variety of voices and personalities.
2. Allocate a specific amount of time to each item; at some point, attendees’ attention will inevitably start to wander, so you want the periods to be relatively short and equal.

Master moderation.

A strategic planning meeting is an event, not unlike a concert or variety show. As such, the meeting needs to move along at a crisp pace. Even if your agenda clearly specifies a time limit for each discussion topic, don’t be surprised if the conversation starts to go off on tangents that threaten to exceed the allotted time.
Assuming you’re the one moderating the meeting, step in as necessary to redirect the discussion or even shut it down so you can move along. Naturally, doing so will entail some decisiveness and diplomacy. Always give attendees the option of sharing additional thoughts and ideas in an email (or some other appropriate way) after the meeting.
Then again, you may also encounter the opposite problem. An agenda item is brought up and the response is... crickets. In this case, you or the item’s presenter should have a short list of backup questions designed to spur conversation if necessary. Alternatively, you could move the meeting along with the knowledge that one of the other agenda items could get more discussion time.
Finally, when it comes to meeting moderation, consider outsourcing. There are consultants who specialize in running strategic planning meetings. One of these individuals can bring specialized expertise and experience to the proceedings, enabling you and your fellow leaders to focus on the content of the meeting rather than the more performative aspects of it. Naturally, you’ll need to vet an outside moderator carefully and weigh the value versus the cost. That said, I’ve heard over and over again that having an outside facilitator can be worth every penny and the value exceeds the cost.

Put in the work.If you and your leadership team are exceptionally busy (and who isn’t?), scheduling a strategic planning meeting may be difficult—and dedicating the time and energy to preparing for one is even more difficult. Yet, as mentioned, this is a critical activity for every organization. By putting the work in, you’ll get much more out of it.

"A level playing field." We’ve all heard or read this cliché countless times. Yet there’s truth to it, particularly when confronting the tricky but critical issue of pay equity. Think about two football teams playing on a steep hill. One lucky squad gets to run downhill to score a touchdown, while the other, less fortunate group must run uphill. Clearly, the first team has an advantage.

This is the crux of the issue regarding pay equity. It's not about making sure everyone gets paid equally. Rather, it’s about leveling the playing field so everyone—regardless of demographic factors such as age, race, gender identity, disability, national origin and sexual orientation—receives equitable compensation upon hire and through pay raises based on objective, work-related factors. Indeed.com shows that such factors include (though aren't limited to) education, experience, skills, job performance and tenure with the employer.

All of that might sound perfectly logical and reasonable on paper. However, most leaders would probably agree that devising ways to address pay equity and communicating with employees about it isn’t easy.

Research And Education
In my experience, organizations often run into trouble with pay equity when they take an ad hoc approach to the issue. Different leaders in different departments may handle it in different ways. Or it could go largely ignored altogether.

Optimally, an employer’s leadership team should come together to craft a cohesive statement and set of strategies regarding pay equity. For that to happen, everyone involved usually needs to first educate themselves on the history of the topic, as well as common best practices and current thinking.

Some larger organizations may be able to put together an in-house learning program on pay equity. Otherwise, you could explore engaging outside consultants. For example, consider holding several weekly "lunch and learns" on various aspects of the issue.

Another critical move to strongly consider is a pay equity audit. This is a comprehensive statistical analysis of an organization’s pay history and structure, designed to identify gaps, discrepancies and inconsistencies. Any results that can’t be rationally explained should be addressed.

The bottom line is that to communicate effectively about pay equity, leaders need the background, training and expertise to understand the subject thoroughly and discuss it meaningfully with employees.

The Importance Of Communication
How important is it to communicate with employees about pay equity? A recent study by Gartner Research found that only 32% of employees believe their pay is fair. The study found that communicating clearly about pay equity builds trust and is just as important for employee retention and engagement as talking about competitive compensation and benefits. They found that, while "only 38% of the employees we surveyed report that they understand how their pay is determined... when organizations educate employees about how pay is determined, employee trust in the organization increases by 10% and pay equity perceptions increase by 11%."
The lesson of this study is clear: Communicating about pay equity is important and, if your organization isn’t exactly knocking it out of the park in this difficult area, you’re not alone. So what can leaders do to step up their pay equity games?

Key Discussion Points
First, once you’re familiar with the topic and have clear guidelines regarding your organization’s pay equity policies, identify appropriate scenarios in which to address the issue. Hiring, of course, is a natural starting point. Many employers now include salary ranges in job postings to be more transparent and even-handed about compensation. These ranges also help candidates set a starting point for negotiations.

During job interviews, it’s generally not advisable to ask candidates about their compensation history. Focus the conversation—particularly during the first one or two interviews—on the skills, responsibilities and expectations of the role in question. Defer the salary discussion until the last interview, and be sure to keep it within the context of your organization’s stated salary range for the position.

Once employees are hired and on-boarded, regularly revisit the subject of pay equity as appropriate and necessary. Many employers fold discussions about compensation into annual or semi-annual performance reviews. Although this is a predictable and efficient way of handling things, I believe it's best to separate the two conversations. This helps keep both interactions more objective and less emotional.

During discussions about pay, leaders should be trained and prepared to answer common questions. The specific answers to these queries will naturally depend on your organization’s compensation strategy and policies. But here are some questions to be ready for:

• How does the organization choose its salary ranges?
• Why does my salary fall where it does within the range?
• Why are co-workers or recent hires making more money than I am?
• What is the organization doing to ensure my pay is equitable and competitive?

As you can see, these aren’t always easy questions to answer. That’s why it’s important for leadership at the highest level to address pay equity as a strategic priority, set clear policies about it and then equip leaders farther down the organizational chart with the training and information they need to discuss the topic clearly and confidently with employees.

An Evolving Issue
The issue of pay equity isn’t going away. If anything, it’s becoming more important as employers respond to calls from the workforce and general public for greater transparency and social responsibility. Indeed, in a study released in January 2023 by WorldatWork and Fidelity Investments, 70% of the 534 organizations surveyed reported acting on pay equity. That’s a 4% rise from 2021.

If you and your leadership team are just getting started on the issue, it’s not unusual to feel overwhelmed. Remember to start with the basics: your organization’s historical and current compensation data. And if you’re well on your way with a pay equity strategy, that’s great. Just bear in mind that it’s an evolving issue, requiring regular monitoring and reconsideration.

In the dynamic landscape of learning leadership, confidence is the cornerstone upon which impactful decisions and transformative growth are built. As we delve into the heart of 2023, let's explore five indispensable tips for cultivating confidence in the realm of learning leadership, featuring our cutting-edge "Leadership Impact Measurement of Confidence and Competence" – the C+C assessment.

1. Embrace the C+C Assessment: A Mirror to Your Leadership Soul
The C+C assessment serves as a powerful mirror reflecting both confidence and competence. As a learning leader, acknowledging and understanding your strengths and areas for development is the first step towards building unwavering confidence. This self-awareness empowers you to tailor your leadership approach, leveraging your strengths and proactively addressing areas that may benefit from further refinement.

2. Continuous Learning: A Catalyst for Confidence
In the ever-evolving landscape of learning leadership, the pursuit of knowledge is a never-ending journey. Stay abreast of industry trends, educational advancements, and emerging leadership methodologies. Engage in continuous learning opportunities, whether through workshops, conferences, or curated learning platforms. The more you invest in your own development, the more confident you become in navigating the dynamic challenges of the learning leadership domain.

3. Cultivate a Growth Mindset: Embrace Challenges as Opportunities
A growth mindset is the fertile ground in which confidence blossoms. View challenges not as roadblocks but as opportunities for growth and learning. The C+C assessment, aligned with the principles of a growth mindset, encourages you to see setbacks as steppingstones to success. Embrace a mindset that values effort, resilience, and the pursuit of mastery, fostering an environment where confidence becomes a natural byproduct of continuous improvement.

4. Seek Constructive Feedback: A Pillar of Leadership Development
Confidence thrives in an environment where feedback is not feared but welcomed. Actively seek constructive feedback from peers, mentors, and team members. The C+C assessment provides a structured framework for feedback, enabling you to gain valuable insights into your leadership impact. Embrace feedback as a tool for refinement, recognizing that each piece of input is a step towards becoming a more confident and effective learning leader.

5. Mentorship and Coaching: Guiding Lights on the Leadership Journey
In the world of learning leadership, the value of mentorship and coaching cannot be overstated. Connect with experienced leaders who can serve as mentors, providing guidance and insights based on their own journeys. The C+C assessment becomes a valuable tool in these relationships, fostering meaningful conversations around leadership development. Additionally, consider engaging with a LEAP-certified coach who can provide personalized guidance, helping you navigate challenges and amplify your confidence as a learning leader.

In Conclusion: Confidence is a Journey, not a Destination
Building confidence as a learning leader is an ongoing journey, and the C+C assessment is your compass. Embrace the insights it provides, leveraging them as fuel for continuous learning and growth. Remember, confidence is not about being infallible; it's about being resilient, open to feedback, and committed to your own development.

As you embark on this transformative journey, consider the words of Eleanor Roosevelt: "You gain strength, courage, and confidence by every experience in which you really stop to look fear in the face."

May your journey as a learning leader be marked by continuous growth, unwavering confidence, and a lasting impact on those you guide.

#LearningLeadership #ConfidenceBuilding #C+CAssessment #LEAPLeaders #LeadershipJourney

As we stand on the threshold of a new year, it's both a privilege and a responsibility to reflect on the leadership journey that 2023 has been. This year, like every other, brought its unique set of challenges and triumphs, unveiling invaluable insights that continue to shape our approach to leadership at LEAP.

Navigating Uncertainty with Resilience
In a world marked by uncertainty, the importance of resilient leadership became glaringly evident. The ability to adapt and guide teams through turbulent times emerged as a defining trait. As LEAP coaches and leaders, we witnessed firsthand the transformative power of resilience. Leaders who embraced change with an open mind, learning from setbacks and inspiring their teams to do the same, stood out as beacons of stability.

Empathy: The Cornerstone of Effective Leadership
In the tapestry of leadership, empathy emerged as the golden thread weaving through every successful interaction. Leaders who took the time to understand the unique challenges faced by their team members fostered a culture of trust and collaboration. At LEAP, we believe that empathy isn't just a soft skill; it's a strategic tool that bridges gaps, fosters inclusivity, and enhances overall team dynamics.

The Rise of Remote Leadership
The seismic shift towards remote work forced leaders to reimagine their approach. Successfully leading remote teams required a delicate balance of trust, communication, and the use of innovative technologies. Our LEAP coaches adapted swiftly, recognizing that distance should never hinder the strength of leadership. The ability to maintain team cohesion and inspire individuals from afar became a defining skill for leaders in this digital age.

Learning from Failures: A Leadership Superpower
In the pursuit of success, leaders encountered failures that served as steppingstones to growth. At LEAP, we celebrate the leaders who turned setbacks into opportunities for learning. The willingness to acknowledge mistakes, coupled with a commitment to continuous improvement, became a hallmark of effective leadership. After all, it's often in the face of adversity that true leadership shines.

Diversity and Inclusion: Not Just Buzzwords, but Imperatives
As we delved into 2023, the call for diversity and inclusion echoed louder than ever. Leaders who championed diversity not only in words but in actions created environments where every voice mattered. At LEAP, we emphasized that diverse teams are not just a reflection of society but a wellspring of creativity and innovation. In the coming year, we challenge leaders to embrace inclusivity as a guiding principle, recognizing that it is not just a moral imperative but a business imperative.

The LEAP Community: A Collective Force for Change
The power of our LEAP community lies in its shared commitment to transformative leadership. Through licensing and certifying independent coaches and consultants nationwide, we have expanded our reach, creating a network of leaders dedicated to bringing positive change to workplaces. The synergy within this community fuels our collective mission of saving the work-world, one leader-manager at a time.

Looking Ahead: Leadership Resolutions for 2023
As we gaze into the future, let's crystallize our leadership resolutions for 2023:

1. Cultivate Resilience: Embrace change with grace and resilience, viewing challenges as opportunities for growth.
2. Deepen Empathy: Foster a culture of empathy, recognizing the unique experiences and perspectives of every team member.
3. Optimize Remote Leadership: Hone the skills necessary to lead remote teams effectively, leveraging technology without compromising human connection.
4. Embrace Failure: See failures not as setbacks but as essential milestones on the path to success. Learn, adapt, and evolve.
5. Champion Diversity and Inclusion: Actively promote diversity and inclusion, understanding that it is not only a moral imperative but a strategic advantage.
6. Harness the Power of the LEAP Community: Engage with and contribute to our growing community of leaders and coaches. Together, we can amplify our impact.

In conclusion, let's carry the lessons of 2023 forward, infusing our leadership with newfound wisdom and purpose. As we continue our journey, remember that leadership is not just a title; it's a commitment to inspire, empower, and create positive change.

Here's to a transformative year ahead, filled with leadership excellence and the unwavering pursuit of a better, more inclusive work-world.

Greetings, fellow coaches and champions of leadership growth! As we navigate the dynamic landscape of coaching, each interaction presents a canvas upon which we paint transformational journeys. With our shared passion for cultivating exceptional leaders, it's imperative that we equip ourselves with the finest tools and practices.

Join me on this exploration as we uncover the art and science of coaching, empowering us to sculpt remarkable leaders, one coaching session at a time. My first best practice article, which I published on my company blog, was about 360-degree surveys and when not to use them.

I’m continuing the exploration with a deeper dive into best practices when using a 360-degree survey.

Best Practices When Using 360-Degree Survey Feedback
First: What is a 360-degree survey? Imagine a panoramic view of leadership insights—that's what a 360-degree leadership survey offers. It's like taking a comprehensive X-ray of a leader's impact from all angles.

This tool involves gathering feedback from not just leaders' direct reports, but also peers, supervisors and even leaders themselves. By compiling this multi-perspective feedback, a clearer picture emerges of strengths, areas for growth and overall effectiveness. It's akin to assembling the pieces of a puzzle to reveal a fuller picture of leadership potential.

Coaching a leader using a 360-degree survey requires a thoughtful and strategic approach. There are many reasons this type of survey could be the wrong tool and do more damage than good, so take care and choose wisely. That said, in many situations, 360-degree feedback is an incredibly powerful tool and one that I use often to support a leader’s growth and development.
Here are five best practices to consider and how I and my team achieve each of them.

1. Establish trust and confidentiality.
​Begin by assuring the leader that the 360-degree survey results are confidential and meant to foster growth, not criticism. Never use it as a "Performance Evaluation" tool. Create a safe space for the leader to discuss the feedback openly and with a curious rather than critical mindset.

One tool I always use at the start of the process is the "SARA model," which helps prepare for the emotional process that occurs when receiving feedback: Surprise, Anxiety/Anger, Resistance and Acceptance. I do this with the leader before sharing their 360-degree feedback and it really helps them prepare to receive and use the feedback to make improvements. Many times, clients have commented that they were glad I told them about the SARA response and that it helped them get to "acceptance," where they could use the information productively.

2. Always review results together.
I once had a coach tell me that she sent a leader her 360-degree feedback in advance of their meeting because the results were so intense, she wanted the leader to "deal with her emotions" before they met! I was horrified and dumbfounded that an executive coach would do that, so I always have my coaches sit down with the leader to review the survey results comprehensively. Never send the report/results to the leader in advance of the meeting.

Also, make sure the 360-degree survey instrument you’re using helps focus the discussion on both strengths and areas for improvement and reports the data in a way that is easy to understand. Discuss specific feedback patterns and anecdotes to provide context for the leader's understanding. Encourage them to reflect on the feedback and ask clarifying questions. Help them move through the SARA stages if needed.

Close the meeting with encouragement and a summary of two to three key development areas and ask the leader how they are feeling.

3. Set clear development goals.
Help the leader identify specific development goals based on the feedback received. These goals should be actionable, measurable and aligned with their role and responsibilities. Guide them in choosing areas where improvement would have the most impact on their leadership effectiveness.
I and my team provide our clients with a development plan "template" to help them think through these steps. I always recommend selecting relative strengths to make stronger rather than choosing their greatest weaknesses as development goals. Another framework or tool we use with clients is the KSS model—Keep Doing, Start Doing, Stop Doing—because it helps them focus directly on actionable behaviors that they can visualize doing.

4. Create an action plan.
Collaborate with the leader to create a structured action plan for achieving their development goals.

Break down each goal into smaller steps and define clear timelines. Use the KSS model. Determine the resources and support they might need, such as training, mentoring or specific projects that align with their goals. At this stage, I also ask the leader to circle back to the people who responded to their 360-degree survey to thank them for their participation and input, so these respondents know that their anonymous feedback was received and appreciated.

5. Schedule regular progress check-ins.
Schedule regular coaching sessions to track the leader's progress. These sessions are used to discuss challenges they're facing, celebrate achievements and make any necessary adjustments to the action plan. Provide ongoing encouragement and guidance to keep them motivated and on track. After six to 12 months, I do another 360-degree survey to compare and measure the results achieved from the coaching.

Final Thoughts
Remember that effective coaching is a personalized process, and the approach might need to be adapted based on the leader's personality, learning style and the specific feedback they received. The ultimate goal is to support the leader's growth and help them become a more effective and impactful leader within the organization.

In the wake of the global pandemic, the world of work has undergone a profound transformation. As a leadership expert, I've observed this shift closely and have some thoughts and opinions to share. Let's explore what we've learned about leadership in this post-pandemic landscape and how it can shape a brighter future for organizations and their leaders.

Adaptability Reigns Supreme
One of the most striking lessons from the pandemic is the need for leaders to be adaptable. The old playbook no longer suffices in a world where change is the only constant. The pandemic forced organizations to pivot rapidly, and those with adaptable leadership thrived while others struggled.
Imagine a leader named Alex who, before the pandemic, stuck to rigid plans and strategies. When COVID-19 hit, Alex was unprepared, and the team floundered. Meanwhile, another leader, Sarah, had cultivated adaptability in her team's culture. She encouraged her team to embrace change, stay agile, and seek innovative solutions. Sarah's team not only weathered the storm but also found new opportunities in the chaos.

Empathy and Well-being Matter
The pandemic spotlighted the importance of empathy and well-being in leadership. Employees faced unprecedented challenges, from remote work to personal health concerns. Leaders who demonstrated genuine empathy and prioritized their teams' well-being fostered trust and loyalty.
Picture a leader named Chris, known for being task-oriented and somewhat aloof. During the pandemic, Chris took the time to connect with team members on a personal level. He asked about their well-being, listened to their concerns, and provided support where needed. This small shift in leadership style had a profound impact, as Chris's team felt valued and supported, leading to increased productivity and morale.

Remote Work Is Here to Stay
Remote work, once a rare perk, became the norm during the pandemic. As organizations now transition to hybrid or fully remote models, leaders must adapt to this new reality. This shift requires a different approach to leadership, one that focuses on trust and results rather than physical presence.

Consider a leader named Taylor, who initially struggled with the idea of remote work. However, Taylor recognized the need to trust team members and focus on outcomes rather than micromanaging their every move. This shift in perspective allowed Taylor's team to thrive in a remote environment, leading to increased productivity and a healthier work-life balance for all.
Communication Is Key Effective communication has always been essential in leadership, but the pandemic underscored its significance. Leaders who communicated transparently and frequently with their teams created trust and maintained a sense of connection, even in remote settings.

One leader we worked with named Jordan, recognized the importance of regular communication during the pandemic. Jordan held weekly video conferences to update the team on the organization's status and provided a platform for team members to share their thoughts and concerns. This open line of communication kept everyone aligned and engaged, even when separated by physical distance. Other leaders found it helpful to have a ‘daily huddle’ remotely to keep their team aligned and engaged.

Resilience and Preparedness
The pandemic taught us that leaders must be resilient and prepared for the unexpected. Crisis management became a core leadership skill as leaders navigated lock-downs, supply chain disruptions, and economic uncertainty.

Many leaders like Alex have never faced a crisis of this magnitude before. However, Alex had prepared for various scenarios, including a pandemic, by developing a crisis response plan and assembling a dedicated crisis management team. When the pandemic hit, Alex's organization was well-equipped to respond swiftly and effectively, minimizing disruptions.

In conclusion, the post-pandemic world has reshaped our understanding of leadership. Adaptability, empathy, remote work, communication, resilience, and preparedness have emerged as crucial elements of effective leadership in this new era. As we work with leaders in our LEAP-Leadership Acceleration Program and coaching them throughout the pandemic, we’re finding that leaders who embrace these lessons not only survive but thrive, shaping a brighter future for their organizations and their teams.

In the words of a wise leadership parable, "Just as a tree's roots grow stronger after a storm, so do leaders become more resilient and capable through the challenges they face." Let us all be those resilient leaders, forging a path to a better, post-pandemic world.

Love in the workplace, often referred to as "compassion," "empathy," or "caring," plays a crucial role in creating a positive and productive work environment. Here's why it's important:

1. Employee Well-being: When employees feel cared for and valued by their colleagues and superiors, their overall well-being improves. This emotional support reduces stress, increases job satisfaction, and contributes to better mental and emotional health.
2. Motivation and Engagement: When employees feel that their efforts are recognized and appreciated, they are more motivated and engaged in their work. This leads to higher levels of productivity, creativity, and dedication to achieving company goals.
3. Trust and Collaboration: A workplace that encourages empathy and compassion fosters a culture of trust and collaboration. When people feel safe sharing their ideas and concerns, they are more likely to work together effectively, leading to better problem-solving and innovation.
4. Retention and Loyalty: Employees who experience a sense of caring and connection are more likely to stay with a company for the long term. This helps reduce turnover rates and save on recruitment and training costs.
5. Positive Organizational Culture: Love in the workplace contributes to a positive organizational culture that values people as individuals, not just as employees. This culture attracts top talent and enhances the company's reputation.
6. Conflict Resolution: Compassion and empathy play a significant role in resolving conflicts. When people genuinely understand each other's perspectives and feelings, they are more likely to find common ground and work toward solutions.
7. Customer Satisfaction: When employees feel cared for, they are more likely to extend that care to customers. This leads to better customer service and stronger customer relationships.
8. Leadership Effectiveness: Compassionate leadership is known to be more effective in motivating and inspiring teams. Leaders who show genuine care and concern for their team members build stronger relationships and are more likely to be respected and followed.
9. Stress Reduction: A compassionate workplace helps mitigate the negative effects of stress. Knowing that they have the support of their colleagues and superiors during challenging times helps employees cope more effectively.
10. Overall Happiness: Love and compassion contribute to an overall sense of happiness and fulfillment in the workplace. Employees are more likely to enjoy coming to work, and this positive atmosphere can have a ripple effect on their personal lives as well.

Incorporating love and compassion into the workplace does not necessarily mean romantic love, but rather a genuine care and consideration for the well-being of colleagues. It creates an environment where people can thrive, collaborate, and contribute their best, leading to a more successful and harmonious organization. We’re here to share the love through creating great leaders and organizations!

Most every employer comprises various teams. The large versions are often called business units or departments. Of course, they can also be smaller assemblages of employees—committees, workgroups or simply project teams.

Whatever the name or type may be, every team starts somewhere. And its success or failure very much hinges on the knowledge and skill of its leadership. When leaders allow teams to form and develop with unrealistic expectations or too little oversight, bad things can happen. Conversely, when leaders recognize that every team needs some time and TLC to grow into a functional unit, good things tend to follow.

High-Performing Teams
No matter what type of team you’re forming, you probably shouldn’t expect its members to instantly bond and quickly reach the level of a high-performing team.
For our purposes, a high-performing team is one with a clearly stated purpose, an identifiable leader with decision-making authority, well-defined roles, mutual accountability and shared goals. It has an additional characteristic as well: a high-performing team consistently produces good results.

The Tuckman Model
Few teams hit the ground running as high performing. Most undergo a multi-stage development process; among the most time-honored ways to measure this is the Tuckman model. It was created by psychologist Bruce Tuckman way back in 1965 and still holds value for leaders today. The model breaks down team development into four essential stages:

1. Forming
The initial stage is usually marked by a mixture of attitudes and feelings. Some members will be excited and optimistic about joining, while others will be anxious or perhaps skeptical about their roles. Meetings and other interactions will generally involve cautious attempts to get acquainted and discussions of big-picture concepts, as members determine norms and, in some cases, form cliques.

When forming a team, leaders need to build trust, set expectations and encourage involvement. You want to develop a keen sense of belonging in every member. Creating a team charter is a great tool to help your team, as is conducting different kinds of "get to know you" activities.

2. Storming
This is when things "get real." Having found some level of comfort on the team, some team members may begin to distrust others—whether because of interpersonal clashes, past experiences or other reasons. Resistance to assigned tasks and bristling at certain rules or methods may occur. At this stage, members often begin to question the wisdom of the project at hand or even the purpose of the team itself.

Leaders can weather this storm by welcoming, confronting and resolving the inevitable conflicts that arise. Don’t quell open disagreements, as long as they’re civil. Make time for healthy dialogue. Conducting personality, conflict or team-styles assessments and upskilling team members in areas such as communication and problem-solving will help the team sail through the storm.

3. Norming
Barring a total disaster, most teams make it through the storm. Eventually, a sense of cohesion develops, and the team enjoys a relatively open climate of productive communication. Boundaries are set and interactions are generally friendly. Constructive criticism can occur without fear of retribution. Some people even have fun!

A leader’s role at this stage is to encourage cooperation, leverage the strengths of each individual and, again, identify and resolve conflicts before they get out of hand. Encourage members to roll up their sleeves and work collaboratively. At this stage, having the skills to facilitate open dialogue and enforce accountability is critical.

4. Performing
Welcome to the promised land. It's upon reaching this stage that a team can become high performing. Members will generally be excited about their work and find satisfaction in the results. They’ll also trust each other and interact with a high degree of openness. Best of all, teams at this stage will largely be able to manage themselves, resolve their own conflicts and act collectively, as a whole. You may even be able to turn over some of the day-to-day leadership to a team member.

You might still have to put out the occasional fire, but on high-performing teams, leaders can generally focus on monitoring progress, measuring results and celebrating achievements. Helpful tools include having the right technology and accurate metrics to measure team performance—as well as knowing how to throw a good party.

The Ultimate Objective
Bear in mind that, in some cases, you might need to reform and relaunch a long-standing team to reap the benefits of all four Tuckman stages. And to be clear, the Tuckman model is only one way of looking at team development. But it’s been around a long time and I believe it still serves as a good jumping-off point for the concept of seeing teams as organically evolving entities rather than "plug and play" machines.

Ultimately, whether a group is newly formed or has been around a while, your objective should be to develop it into a high-performing team that enjoys working together and produces positive results for your organization.