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Marsha Acker

Why Identifying Your Purpose is Critical to Leadership Development

Why Identifying Your Purpose is Critical to Continuous Leadership Development

Go to the Leader’s Edge Series

Time is where change happens

More often than not, participants in TeamCatapult programs reflect that, at the beginning, they didn’t fully understand what the outcome of their leadership development program would be — and that not having a clear understanding of the pay-off made it feel really difficult to participate in months-long leadership development work. Specifically, that not knowing made it difficult to invest the time and resources when they had clear deadlines and priorities demanding their attention.

Early on in our programs, there’s often a sense of impatience. Can’t we just speed up the process a bit? Can’t we just onboard the learning and go back to our teams armed with new thinking and see immediate results?

It’s often not until the halfway point of a program (or even beyond) that participants start to recognize the results. It can be four or five months into a nine-month engagement when it starts to really sink in that the investment of time IS where meaningful, sustainable change happens. That the commitment to staying in the process is HOW we develop the self-awareness and others-awareness to be able to show up differently as team leaders — and help our teams function better as a whole.

Investing intentional time is how we learn to surface the important conversations as a group and hold the space to work through difficult material effectively.

It’s a bit like the idea of saving for retirement. When we put away money for the future, it can feel like we are sacrificing the things that our money could be doing for us right now to invest in a future that has no guarantees. Some people commit to retirement savings anyways, and others prioritize the here and now only to have deep regrets about their lack of forward thinking.

Investing in your leadership and your capacity to change behaviors — your own and your team’s — means investing time and resources that could be expended in the here and now instead. It means rethinking what “high-priority” means. 

Is the next deadline the highest priority, or is it the ability to change a team’s culture and behaviors to meet all future commitments more effectively, more collaboratively, and with better results? 

What leadership development program participants learn is that it’s not actually an either/or. It’s an opportunity to make progress and move forward in ways that are unfamiliar or radically different from what has previously seemed to get results. It can feel unnerving, scary, and intensely vulnerable. And it takes a leap of faith. 

Welcome back to Horizons Tech

For those of you just joining us, The Leader’s Edge is a multi-part series showcasing a leadership development program initiated at Horizons Tech, a fictionalized organization struggling to capitalize on their potential.

This series is dedicated to exploring participants’ experiences when making the time and energy investment in their communicative competence as leaders — meaning, their ability to navigate complex behavioral patterns and interpersonal dynamics on teams. The goal is to reflect some of the “ah-ha” moments and see changes that participants might experience as they commit to a program when the process and outcomes may not be fully clear to them yet.

In this week’s episode, we’re exploring the idea of what makes staying in the work worth it — especially when things get difficult or confronting. Today, we’re meeting up with Mike and Angie,  two leaders at Horizons Tech who took a very different path when it came to investing their time and energy in developing their leadership.

Two leaders, two choices: the challenge of learning as a results-driven leader

“Mike”

Have you ever been offered what seemed like a fabulous opportunity for growth and development and said “yes” without hesitation — only to find yourself frustrated or challenged by how the learning was taking shape? 

Well, that’s what happened to “Mike.” He had just received a promotion to a senior leader position in Horizons Tech. He was well respected, sought after as a problem solver, and recognized for producing results — and he found his sense of his priorities deeply challenged by the leadership program. 

young male leader

Mike was still young in his role as leader when he was tapped by peers he respected to be part of the new leadership development program. The program was focused on helping leaders grow their range in their leadership by developing their communicative competence — a foundational skill for leaders today who are navigating the high stakes of uncertainty and change. The sponsor of the program was the COO, Dara, who had a vision for team-building at a senior-leader level. The goal was to help participants learn to navigate complex cross-organizational needs and politics more effectively by focusing on behavioral change.

Now, part of what Mike was known for was his spontaneity and action orientation. These traits had been serving him really well. They were how he delivered results in his role — by pivoting as needed, focusing on results, being reliable, and just “getting things done.” He’d also had previous experiences with professional development. It was learning that he found valuable. So it was no surprise, really, that he responded to his peers’ invitation with an easy “yes.”

On the first day of the program, Mike was all in. He was hopeful about the process, looking forward to the learning, and self-aware enough to name some of the challenges he expected to face in this program. His biggest challenge, he knew, would be feeling the weight of all his responsibilities while committing to a program that consisted of three rounds of 3-day workshops separated by six weeks in between. Those six weeks would include the ongoing work of practicing the concepts addressed in the workshops, bringing the new learning back to the team, individual leadership coaching, and consistent journaling to explore and grow through the process.

When Mike stepped into the first day of Session 1, he was enthusiastic. He was intrigued by the idea of communicative competence as the key to creating meaningful behavior change and cultivating highly effective teams. He was interested in what he was learning: 

  • There are different structures of communication that you can actually see and name
  • These structures have a direct impact (whether spoken or unspoken) on interpersonal dynamics and the overall outcome of the conversation
  • His own assumptions and beliefs as a leader were affecting the team culture in ways he might not be aware of — yet 

But as the day continued, he felt his other priorities sneaking in. He started getting distracted by the pressures he was feeling about his new role — especially the looming deadlines. By the end of the day, he began to seriously wonder how he would find time for this development work. 

He was not alone. 

On Day 2 of the first session, the group dynamics began to emerge in this group of leaders. And — as often happens — this was the day when the group as a whole started voicing various concerns about what their participation would do for them. What were they really getting for their time? 

Angie, a senior leader for another key vertical in the organization, asked, “What’s the purpose of this development learning? How will I actually use what I’m learning here with my teams?” 

Vijay, a senior leader who reported to Mike, built on her question. “Yes, when will we get to the part where we learn how to bring this learning back to our team?”

Mike, who had remained quiet for a while, finally spoke. In a very calm way, he said, “I’m just not sure I can commit to this program. It’s six months long and I don’t see how this will fit into my current set of priorities. There’s a lot being asked of me, and I’m realizing this does not feel like the best use of my time or my highest priority.” 

Mike’s voice and opinion carried weight in the group, and now that he had offered his perspective, the group dynamic shifted as everyone considered how they felt about his words. Some remained silent, while several others joined Mike in voicing concerns about the amount of time the program would require them to be “out of the office” or away from their daily tasks. 

And sure enough, on the day before the second session was to start six weeks later, Mike sent an email saying he was dropping out and would not be participating. He felt too much pressure in the new role and really needed to focus all of his time on a series of crises that were emerging in the organization. 

What I could see in that moment was that Mike was cheating himself out of the experience. Moreover, he was onboarding a very specific set of invisible costs. When he left the program, he lost the opportunity to really see and understand how specific patterns and behaviors —his own and his team’s — were impacting their collective ability to reach their full potential. Yes, they were able to get things done, but they were losing the chance to explore how to get things done so much better. 

Mike was focused on the short-term pressures, and he lost the chance to create and engage with a bigger vision for what he could help accomplish as a leader.  

I can’t help but wish he’d made a different choice for himself. So often, it’s the experience of working with and moving through material that challenges our sense of things — including our very sense of ourselves! — that we experience the most personal growth. Sticking with it through the impatience and frustration is where the real breakthroughs happen. 

Investing time and patience in the challenging and unfamiliar, especially when the status quo seems to be working well enough, takes a leap of faith. This is where things change in our thinking, where we unexpectedly catch sight of a well-worn behavior pattern, and where we have the space to realize that our intent in our behavior — no matter how well meaning — may be having a negative or unwelcome impact on others.

Still, like everything, it has to be an investment you are willing to make, and Mike simply chose not to.

“Angie”

What might have happened if Mike stayed?

To explore this question, let’s turn to Angie, who stayed in the program despite her initial misgivings.

Angie had been invited to join the program by the organization’s COO, Dara, who knew Angie played a critical role supporting many of the line organizations on a daily basis. Dara knew Angie to be someone who navigated internal politics exceptionally well most of the time. But she thought Angie would benefit from having deeper relationships with her peers — an idea that Angie felt unsure about from the get-go. 

Like Mike, she just wasn’t sure if the pay-off at this point would be worth the time spent. She was deeply aware of her other responsibilities and the difficulty of feeling like she was “setting them aside” to participate. Moreover, as the program unfolded on Day 1, she encountered material that she had heard before. It sounded familiar, and at times she was tempted to mentally check out. She found herself feeling impatient with the time spent away from her team.

But, unlike Mike, she found a reason to stay. 

Angie wound up having an experience the very first day of the program that was pivotal for her — and it challenged her deeply. It started when the group began to talk about patterns of communication and how they impact work. Angie’s ears perked up as a peer shared a story about a leader who was stuck in a pattern of making decisions without consulting others (a dynamic Angie later learned was called a “closed operating system” in the language of Structural Dynamics). In the story, the leader had a toxic effect on the team culture. 

As she listened, Angie quickly began to see herself in the story. As she processed her peer’s words, her mind drifted to a recent encounter in her own team where she became increasingly frustrated by the lack of progress the team was making on a critical deadline. Her reputation was riding on being able to get the product released on time, and she simply could not understand what was taking so long. One day, she showed up at a meeting angry — blaming the team, venting her frustration, and then, without further conversation, simply told them what she thought they should do. She told them to “make it happen” and invited no further conversation about it. 

In the end, the team did deliver on time, and up until this very moment she felt accomplished in the leadership she displayed that day. After all, there comes a time when you have to just make a decision and put some pressure on the team to make things happen — right? 

But now she was listening to a peer describe the impact this behavior had on others, and she had the bone-chilling realization that she might be acting exactly like the kind of leader she never wanted to be. 

She realized she had never really taken the time to pause and think about what might have been getting in her team’s way as they struggled toward their deadline. What was causing them to be slower about this particular task? Was it a one-off issue or a problem that could rear its head again at any moment to bog the team down and risk future deadlines? She simply didn’t know, because she had never taken a step back to inquire.

Thoughtful female leader

Moreover, she now understood with a sinking feeling that it was highly possible she had left a wake of misunderstandings or bad feelings in her wake — and that these might also show up to haunt the next task the team needed to accomplish.

In other words, Angie was catching sight of the  invisible costs she was risking by not exploring and addressing her impact on her team. 

When Angie first committed to the leadership development program, she wasn’t sure where it was going. Even after part one, she didn’t have complete clarity. But what she did recognize was that she clearly had learning to do as a leader if she wanted to lead in a way that aligned with her values. This became her purpose, and she was willing to stay with it and trust the process. 

It wasn’t easy. She found it difficult to speak or contribute much. She silently battled with herself: she wanted to make some changes in her leadership approach but was feeling shame and guilt about catching sight of her past behavior. It took her a while to feel willing to share any of her thinking with the group. 

But, unlike Mike, who caught sight of his discomfort and decided the program was not his priority, Angie made up her mind to push through and see what might come if she committed with curiosity. 

And over the course of the next six months, she found herself engaging more with the program. By the second part, she even shared her story about not liking the impact she realized she was having on her team (a topic we’ll explore in more detail in future episodes of The Leader’s Edge). She dove deep into the concepts and the reflective work, and she engaged her whole team in the process. 

Over time, as we’ll see later in this series, she made incredible strides in her leadership. And as she scaled her learning with her team, they were able to move forward faster than they ever had in the past.

Development takes purpose

When we find ourselves in situations that challenge, perturb, or frustrate us, chances are we are in “high stakes” mode. This is when our intentional and confident behaviors (the ones we express when the stakes are low) go out the window. Instead, the triggered, high-stakes behavior takes over. We are less in control of ourselves. We are more reactive; less intentional. We have less choice because our triggers have been flipped and our internal survival narratives have taken over. 

One of the major high-stakes behaviors is to abandon a situation. This is a mode that can happen for me, for example, if I’m not watching out. If I dislike something, I become frustrated with it and then abandon it — I head back to the more comfortable space of how I like things. 

Here’s one thing I will never know: did Mike leave the program or did he abandon the program? Did he make an intentional decision to leave well, or did he abandon ship the night before because he felt triggered or challenged by the idea of rethinking his priorities and exploring new dimensions of leadership? 

The thing about human developmental processes — including leadership development — is that it’s never a straight, predictable path. It looks different for everyone. We will all start at different places and see different sites along the way. And, more often than not, what we are seeking as we enter is very seldom what we actually need, especially if we are looking to bring about change — change in an organization, change in others, or change in ourselves. 

Are you looking to be comfortable and to have all your questions answered immediately? Or are you willing to explore to find your own answers? Are you willing to trust that everything you are thinking, feeling, and experiencing is data that allows you to learn something about yourself? Are you willing to see the feeling of frustration or impatience as something to learn instead of something to fix or make go away? 

Development, by its very nature, can and will be confronting. If it’s not, then you are not growing. You will only be repeating your same patterns. And, for better or worse, true insight and growth only happen when we stay in the soup and choose to invest our time.

reflective question

What do you need to believe will be true at the end of a process in order to invest in it and stay with it?

Why leaders should invest in developing “communicative competence” 

Why Communicative Competence Skills are of Utmost Importance for Senior Leaders

Go to the Leader’s Edge Series

By all external factors, the organization — let’s call it Horizons Tech — was knocking it out of the park. It looked very successful from the outside: they were wildly successful in delivering their product, they were seen as a cool, hip place to work, and they were growing exponentially. 

But, if you spoke to someone long enough, the real story of what it was like inside would start to surface. Everything was a crisis, so much so that most people’s work day seeped into their evenings and weekends. Everyone was tired, exhausted even. Many felt like they had to “always be on.” 

In no small part, this was because Horizons Tech had an unspoken leadership philosophy: if things were urgent, it meant people would step up and get amazing things accomplished. In other words, urgency was what brought out the highest performance in people. 

The goal was to grind it out and keep reaching for higher performance

“What I didn’t know at the time,” said one leader in retrospect, “is that we were actually wearing people out, and I believe that became one of the greatest causes of our inability to continue to scale. The pace we were working at was not sustainable. We were overly focused on our WHAT — getting our product out the door — and we undervalued HOW we were approaching the work process, including our attention to people.” 

This overinvestment in getting things done at all costs played out every day in very small ways: competitiveness among divisions, inability to make commitments without having to reschedule, constant small fires to put out…. At every turn, seemingly small subjects became huge mountains to cross, and there were endless meetings in which the same conversations were had over and over again without ever seeming to resolve the topic at hand. 

Something had to change

“Dara,” the COO of Horizons Tech, was exhausted. For the past few years, she’d seen the behavioral gap emerging throughout the organization’s leadership: an over-attention to results and an undervaluing of the people. She watched others, including herself, leave meetings feeling really misunderstood and like their ideas and concerns were not being heard. 

Intellectually, she knew this to be a leadership and relationship challenge, but she thought she could be the hero and fix it. She thought she could single-handedly course correct the underlying leadership philosophy by modeling a more people-first approach and inspire greater organizational investment in leadership development. At a certain point, though, she realized the truth: her individual efforts were not bearing fruit. 

She kept waiting for the Learning and People department to sponsor a leadership program, but it seemed they were overly focused on new hires and completing the standard “check the box” training that every large business finds themselves filling. And it had been years since she had seen any of the senior leaders do any kind of collective growth or development work. 

What she heard over and over was that there was only so much time in the day.

But Dara continued to believe that leadership development at a senior level was critical to getting the organization back on track. She felt certain that leveling up the organization’s leadership would enable it to meet the exponential growth goals it was striving for. 

So Dara began to form a new idea: she wanted a peer group of senior leaders from across the organization to join her in building relationships with one another, forming trust, and aligning on a shared vision. 

And to make sure this peer group got off the ground, Dara decided to sponsor it herself, beginning with a leadership development program that would help senior leaders learn to navigate complex cross-organizational needs and politics more effectively by focusing on behavioral change. She had experienced this kind of program at a different organization, and she was certain it would help in this setting. 

As Dara envisioned it, the program would be focused on helping leaders grow their range in their leadership by developing their “communicative competence” — a foundational skill for leaders today who are navigating the high stakes of uncertainty and change.

“Communicative competence” encompasses two main skills:

  1. Our individual ability to see the patterns in our language and behaviors that are serving and not serving us.
  2. Our individual ability to use different language — or language structures — as needed in order to change the nature of what’s happening in a conversation. 

In short, communicative competence is the ability to make ineffective conversations more effective. It ensures that conversations that need to happen do happen, and that they unfold in a way where participants can really hear and engage productively with each other. 

To be sure her vision for a leadership development program came into being, Dara realized she would have to be the one to get it funded. It would require her to deprioritize other things over the coming year, but it was not a hard decision. She met with her boss and shared her vision with him, and while he was skeptical about the investment and — more importantly — the time, she had been with the organization long enough that he had a high amount of trust in her ability to deliver results.  

Finally, she saw a real pathway for change, and she knew just the group of people to invite into the journey with her…  

The Leader’s Edge: A multi-part series to showcase the challenges and outcomes of investing in leadership development

I just recently met with a leader from Horizons Tech who I haven’t seen in three years — not since the end of the leadership development program brought together by Dara. He was reflecting on our past work together and noted that it had been really hard and often confronting. He had found himself tired. But, in the end, he had found it to be worth it.

The interaction got me thinking, as his words resonated with the kinds of reflections I often hear from individuals and teams who have gone through TeamCatapult’s leadership development programs.

  • It was hard.
  • It was confronting.
  • It was worth it.

team in conflict

In a world of constant change disruption, it can be hard to diagnose the issues that are holding us back. But among the leaders I speak with every day, there are some regular refrains I hear that capture the daily frustrations that prevent otherwise incredible organizations from meeting their full potential:

  • We keep having the same conversations over and over. 
  • We keep repeating the same actions and expecting different results. 
  • We make everything harder than it needs to be through redundancy and miscommunication. 
  • We’re stuck in old patterns of thinking, which leads to frustration and overwork. 
  • We are not aligned on a common vision. 
  • Our decision making takes too long and it’s unclear who’s making the decision.
  • Everyone has slightly different ideas about how to move forward and no time to sort out what’s different about each option. 
  • There are too many misunderstandings and debates. 
  • We don’t have time for one more meeting!
  • Seemingly small issues escalate quickly to major misunderstandings that require others to get involved and mediate. 

At the heart of all these commonalities are two core components: unhelpful behavioral patterns that are hard to break in complex systems, and the inability to communicate effectively in high-stakes situations where everyone has different perspectives and a lot of skin in the game. A big piece of what makes our programming “worth it,” participants tell me, is that it gets right at the heart of these two issues. 

But one thing we hear a lot at TeamCatapult is that not having a clear sense of process and outcomes in a leadership development program can feel difficult. We hear things like “what actually happens in the program?” or, “what will the outcome be?” 

These can be sticky barriers to overcome. The truth is that leadership development outcomes will be as unique as the individuals and cohorts who participate — and those outcomes only tend to become clear by participating. 

That’s why I’ve developed The Leader’s Edge, a multi-part series depicting one leadership cohort’s experience in a leadership development program. Designed to help leaders get a sense of the work to come, the series illuminates the individual and collective challenges facing a fictionalized organization (Horizons Tech) that was struggling to scale and repeat its meteoric initial success.

Like many organizations, the challenges at Horizons Tech were ultimately cultural — meaning that they stemmed from issues related to interpersonal dynamics, team processes, and a general inability to help teams produce at their full, innovative potential. And, like many organizations, a lot of the cultural issues hovered in the space of opposition and resistance.

The fictionalized story of how this organization’s leaders developed their “communicative competence” is a fable depicting the rewards of investing in leaders’ ability to navigate behavioral patterns and group communication dynamics — and the risks associated with not taking the time and resources to commit to this key component of leadership development.

Why this story matters NOW — for all of us

Since the pandemic, organizations are suffering from a range of now-familiar symptoms:

  • Quiet quitting
  • Lack of diversity and inclusion
  • Challenging “return to office” transitions
  • Downturns and layoffs

And yet, in this evolving context, we see organizations not only investing less in leadership development, we see them investing in treating the symptoms of upheaval and change rather than addressing the root cause of why morale is seemingly at an all-time low: organizational culture.

Organizational culture is the framework for success, and it starts with leadership.

Leaders bring the weather. When the organization is experiencing one crisis after the next, leaders need to look inside. What’s the role they are each playing in the outcome they are getting?

A 2022 Harvard Business Review study found that, of the organizations who are most successful at implementing leadership development programs, 35% reported an increase in revenue as a result of their efforts. According to a BetterManager’s study titled “The ROI of Leadership Development,” 42% of respondents observed an increase in revenue and sales as a direct result of leadership development programming; 47% of those who observed an increase in revenue and sales credited better-performing managers and/or their direct reports.

And there’s more data where that came from. The International Coaching Federation (ICF) found that 86% of organizations saw an ROI on their coaching engagements, and 96% of those who had an executive coach said they would go through the process again. 

Tangible factors included: 

  • Increased productivity
  • Higher levels of overall employee performance
  • Reduced costs
  • Growth in revenue and sales
  • Higher employee retention 
  • Higher employee engagement 

Intangible factors were increased, as well: 

  • Confidence-building in those being coached
  • Improved communication
  • More vital employee/peer-to-peer feedback
  • Improved key stakeholder relationships

So, what does this all mean for you? 

One of the big things that holds leaders back from committing to personal and collective leadership development is lack of clarity or certainty about what they will get as a result of investment — and if the result will be worth the time trade off. Especially because one of the most precious resources for any leader is that of time. 

But rather than asking what you will get or what it will cost, I’ll invite you to ask a different question: What’s the cost of continuing to behave and do things just as you’re doing them right now? 

If you are satisfied with your current results, then now’s maybe not the time for you to think about leadership development. But if you’re challenged in some way — it means that you’re on your edge. The way things have been going is taking more time and energy without yielding the results you’re looking for. If this sounds like you or your organization, then now’s your time. 

It’s time to take a strategic pause and begin to imagine a way that’s easier, more fulfilling, and more engaging. A version of your own leadership that achieves your desired results with ease and feels authentic to who you want to be as a leader. 

But, as The Leader’s Edge multi-part series will showcase over the coming weeks, this is not the work of a single day or a single workshop. There is no silver bullet. There are no simple promises that anyone or any program can make to say that if you “do X” you will “fix Y.”

The work is inner work and interpersonal work. And it’s hard, it’s confronting, it’s worth it — and you too can do it! You just have to make the choice to believe that going a little slower is worth it to go much, much faster.  

reflective question

What’s at risk if nothing were to change in your leadership right now?

Keep reading through the upcoming episodes of The Leader’s Edge to discover how
leaders in the fictionalized organization of Horizons Tech answered this question for themselves — and what they got as a result.

How to Deliver Results, Meet Increasing Demands, and Thrive as A Newly Promoted Senior Leader

How to Deliver Results, Meet Increasing Demands, and Thrive as a Newly Promoted Senior Leader

Go to the Leader’s Edge Series

What got you here…won’t get you there.

Today, we’re talking about the critical factors that contribute to effective leadership, productive teams, and high-impact results for senior leaders new to their role.

You’re here because you got it! Finally! That leadership role that once felt out of reach or unattainable — it has finally landed at your feet. Congratulations! You must be thrilled. 

But, if you’re really honest with yourself, you’re likely getting a bit nervous as you start settling into what’s expected of you. There is a lot riding on this position and the results you are expected to deliver. 

Luckily, you have a clear vision for what you want to achieve, and you’re passionate about where the team and the company are headed. In fact, it’s likely this clear vision and passion have landed you in your new leadership seat! But, if it hasn’t already, the excitement may start to wear off as the magnitude of your responsibilities start to sink in. 

This is normal. After all, you’ve never done this exact thing before. You were likely handed this new responsibility because of your excellent work delivering results. But this level of leadership responsibility? It’s a whole new set of skills and expectations — and there are no playbooks. Mentors, yes, but playbooks? Nope. 

So, how do you start? You’re not going to get it all right. You will make mistakes, and there will be failures. For many new leaders who have been promoted due to their consistently high performance, this is such a terrifying prospect that they live in a perpetual state of anxiety. And, counterproductively, their fears and anxieties often show up in their leadership in detrimental ways. They exhibit behaviors that they think signal “good leadership,” without ever stopping to assess the bigger picture of what would serve them, their team, and the organization as a whole most successfully.   

Your first step, therefore, needs to be committing to a journey of self-exploration and investing the time for critical self-awareness to build amidst the challenges that organizational leadership poses.

What kind of leader will you be?

The list of challenges that organizations are facing at the moment is long. As a leader, you’re probably swamped by critical questions, without the time or guidance to know where to start — much less how.

  • Will you focus on outcomes first, or will you focus on people first? 
  • How might you combine both approaches, instead of thinking of them as separate and distinct?
  • How will you weather challenging circumstances, mistakes, and failures? Will they be tolerated by others? 
  • Which challenges and mistakes are yours to own? 
  • Where will you need help from others? 
  • How will you enroll others in your vision? Will they get to have a say in that vision, too? 

There is an age-old debate in the leadership space. Some argue that if you focus on the product or outcomes and you get them right, the other issues will go away or become less important. Others advocate that if you get the right people on board, help them communicate well, and focus on your group process (your HOW, as I like to call it), the right product will emerge in a way that is more sustainable, resilient, and repeatable. 

Team in the office, gathered around a computer

What do you believe?

Here’s what we know at TeamCatapult: there are two kinds of successful leaders. Those who recognize that investing in themselves and their development as leaders is the only pathway to being successful in their role — and those who are getting ready to learn the value of investing in themselves and their leadership development.

It’s about people

Investing in your leadership is the only and best way to navigate the high-stakes landscape of leading people through the organizational challenges we’re facing in this moment. 

Here’s what a leader said to me recently: “I thought I was starting the job that I had dreamed of. But before I could get my feet under me and start to put my vision into action, I was confronted by the challenge of all challenges — a breakdown between two senior leaders in my team who were critical to my vision. Until I could help them solve their issue, we were not moving forward. I would go home at night thinking, ‘I did not sign up for this!’ I felt like I needed to send them out for counseling or therapy. How did I get into this? I just wanted to get back to what I enjoy doing and stop navigating this interpersonal drama. Can’t people just come to work and get their job done?”

It seems simple, doesn’t it? If only other people would pull themselves together, everything would go smoothly, right? But here’s the crazy thing about delivering amazing outcomes or products: unless you are a team of one, you will need to work with other humans. And working with other humans is neither straightforward nor linear. 

Four person team meeting where everyone is happy

Humans are complex. When we gather with others, there are so many dynamics at play in the room. As leaders, we will likely have deep technical expertise in our domain that our careers have been focused on — but most of us lack deep expertise in working with other humans. And that’s the real role of successful leaders. 

The ability to work with others and effectively navigate interpersonal dynamics and behaviors is table stakes for the successful leaders of today. 

We live in a world where change is a daily, hourly event. It is not going to slow down or stop. We cannot continue to be the hero — the single person who solves all the issues. We need others to join us, to fight alongside us, to be a team. And we all want to thrive. We want to do good work and live a life worth living outside of work. 

This doesn’t mean you need to become a therapist to be a leader. But it does mean you need a model that allows you to work with relationships and be able to see the visible and invisible dynamics that create ineffective conversations — as well as how to change the nature of the discourse when things are moving off track. 

At TeamCatapult, we offer programming to help you develop a leadership model for yourself, but we often hear things like “but what does that really mean?” or, “what will the outcome be?” The truth is that what it means and what the outcome will be are unique to you and can only become clear by participating in a sustained exploration. 

To help leaders get a sense of the work to come, I’ve developed a multi-part series depicting one leadership cohort’s experience in a leadership development program. I encourage you to read it!

We need skills for working with other humans. Individual and collective leadership development is the key for thriving at work and in life — no matter what obstacles show up.

reflective question

What kind of leader do you hope to be?

Unlocking the Secrets of Leadership: More Than Just Checking Boxes

In a recent episode of the Stronger Business Podcast, host Chad and I delved deep into the intricacies of leadership.

Chad found the conversation enlightening, as it revealed the challenges and nuances of leading a team and the importance of effective communication.

female leader in her element

Leadership: More Than Just Checking Boxes

Chad expressed his frustrations with the traditional approach to leadership, which often feels like ticking off boxes on a checklist. He shared his experiences with employees whose communication and quality of work didn’t meet his expectations.

I emphasized the importance of continuous improvement and commitment, suggesting that leadership is not just about managing but about guiding growth.

The Three Pillars aka Secrets of Leadership

Next, I introduced a holistic model for leadership that includes:

  1. Vision: Where the company is headed.
  2. Core Values: The principles that guide the company’s actions.
  3. Behavioral Characteristics: The attributes and behaviors expected from team members.

I emphasized the importance of the “space between” the leader and the team member, which is where relationships are built or broken. This space is where trust, respect, and understanding flourish.

Stronger Business Podcast Marsah Acker Episode all about Leadership

The Leadership Therapist

Chad humorously referred to me as a “leadership therapist,” highlighting the therapeutic nature of our conversation. My approach to leadership is about understanding and addressing the underlying patterns and behaviors that lead to communication breakdowns. I firmly believe that leaders should be clear about their values and expectations, but also be open to continuous learning and adaptation.

The Path Forward

For those looking to enhance their leadership skills, I recommend:

  1. Identifying repetitive communication patterns that lead to frustration.
  2. Building a clear leadership model that outlines vision, values, and behavioral expectations.
  3. Engaging in open and honest conversations with team members to understand their needs and challenges.

Connect with Me and Listen to My Podcast

TeamCatapult offers individual coaching, team training, and open enrollment programs through Team Catapult. My book, available at buildyourmodel.com, provides further insights into effective leadership.

Leadership Is an Art, Not Just a Science

Leadership is an art, not just a science. It requires understanding, patience, and the ability to adapt. As our conversation revealed, effective leadership is about building relationships, understanding communication patterns, and being clear about expectations. Whether you’re an entrepreneur or a seasoned leader, there’s always room to grow and learn in the realm of leadership.

The Stronger Business Podcast

Prefer to listen to the full episode?
Here is the link!

 

Common Pitfalls on the Path to Growth: How to Avoid Leadership Coaching Mishaps

In our journey to evolve as leaders, we often find ourselves on the precipice of significant growth, seeking that perfect balance between intuition and acquired knowledge. As we’ve delved into transformational leadership, the intricacies of team collaboration, and even the merits of Agile coaching certification in previous articles on this blog, we’ve witnessed firsthand the value of leadership coaching.

What Can Go Wrong Will Go Wrong in This Leadership Coaching Journey!

Like any path worth traversing, the leadership coaching journey is full of potential missteps. These pitfalls can undermine the very essence of what we strive to achieve.

Drawing from previous discussions on leadership and team dynamics on this blog, let’s dive deep into understanding these common coaching blunders and arm ourselves with strategies to sidestep them gracefully.

leadership coaching can prevent leadership mistakes and pitfalls.

1 The Pitfall of the One-Size-Fits-All Approach

In the world of leadership coaching, the assumption that a singular methodology can be universally effective is a significant misstep.

Every leader, team, and organization operates within a unique ecosystem, defined by its challenges, specific industry dynamics, and inherent cultural nuances.

By imposing a standardized coaching model, we risk overlooking these intricacies, leading to strategies that might be misaligned with the leader’s or team’s actual needs.

This approach not only diminishes the value derived from the coaching sessions but also might inadvertently exacerbate existing issues. The key lies in recognizing the distinctiveness of each leadership journey and crafting a tailored coaching blueprint that resonates with the leader’s unique context.

Only through such personalized strategies can we ensure that coaching translates into tangible, meaningful growth.

leader who made a mistake

2 The Oversights of Underestimating Emotional Intelligence

Leadership, often misconstrued as solely a domain of strategy and decisions, encompasses far more than just analytical prowess.

Emotional Intelligence (EI) stands as a cornerstone in the edifice of effective leadership. EI entails understanding, managing, and effectively expressing one’s emotions while also empathizing with and navigating the emotions of others.

Overlooking its significance can have far-reaching repercussions. Leaders who lack emotional acuity might find themselves detached from their teams, unable to foster genuine connections or grasp the underlying sentiments that drive their team members.

This disconnection can breed an environment where team members feel unheard or undervalued. The absence of empathy can lead to missed cues, resulting in decisions that might not resonate with the team’s collective ethos.

Embracing emotional intelligence is more than just a soft skill; it’s an essential tool that leaders must hone to truly understand, inspire, and lead their teams effectively.

3 The Peril of Neglecting Feedback

In the realm of leadership coaching, the exchange of feedback stands as a pivotal touchstone.

It’s a two-way street, encompassing both the offering and assimilation of insights. Leaders who shy away from providing feedback miss out on opportunities to guide and nurture their teams.

Leaders who are hesitant or defensive about receiving feedback deprive themselves of valuable perspectives that could catalyze their personal growth. Avoiding difficult conversations or sidestepping critiques not only stymies development but also sets a precedent for a culture where complacency thrives. Such an environment can diminish a team’s motivation, innovation, and commitment to excellence.

Feedback, when approached with an open mind and constructive intent, can be transformative. It fuels continuous improvement, fosters a culture of accountability, and ensures that leaders and key stakeholders on their teams remain aligned, engaged, and ever-evolving.

Feedback can look good or bad

4 The Imbalance of Overemphasizing Theory

Theoretical knowledge serves as the foundation of many learning journeys, offering frameworks, principles, and guidelines that inform decision-making. In leadership development, these theoretical constructs provide valuable insights into management styles, team dynamics, and organizational strategies.

An overindulgence in theory, without complementing it with hands-on experiences, can lead to a skewed understanding of leadership. Leaders might become well-versed in concepts but may find themselves at a loss when faced with real-world scenarios that demand adaptive thinking and practical solutions.

This imbalance can render them ill-equipped to handle the complexities and unpredictabilities inherent in leading teams and managing organizations. It’s akin to studying the mechanics of swimming without ever diving into the water.

For truly holistic leadership growth, it’s imperative to strike a balance: to intertwine theoretical knowledge with experiential learning, ensuring leaders are not just informed but also adept at navigating the multifaceted challenges they encounter in their roles.

5 The Hurdle of Resistance to Change

Change, despite its inevitable nature, often evokes apprehension and discomfort. Leaders, even seasoned ones, are not immune to the challenges of adaptation. Grounded in their tried-and-true methods and perhaps having achieved success through certain practices, some leaders may display a reluctance to deviate from their established paths.

This resistance becomes particularly evident during coaching sessions, where new perspectives and strategies are introduced. When leaders are reticent to embrace these fresh insights, the essence of coaching—growth and transformation—risks being lost.

Such resistance not only diminishes the value derived from the coaching process but also establishes a ceiling on potential growth.

For coaching to be genuinely impactful, it requires a symbiotic relationship: coaches offering expertise and leaders possessing an open mindset, ready to challenge their preconceptions and embrace change. Only then can the true fruits of personal and professional development be realized.

Resistance to change

6 The Importance of Sustained Support in Coaching

Coaching, in its true essence, is a journey rather than a singular event. It sets the foundation for growth, change, and transformation. However, like any journey, the path can be fraught with challenges, uncertainties, and moments of self-doubt.

Herein lies the significance of continued support. A one-off coaching session might provide a spark or introduce new concepts, but without consistent follow-up and reinforcement, these insights risk fading away. Leaders, despite their best intentions, may encounter obstacles when trying to integrate new learnings into their daily practices.

They might grapple with old habits that resurface or face new scenarios that weren’t covered in initial sessions. Continued support, in the form of follow-up sessions, provides leaders with an avenue to discuss these challenges, seek guidance, and refine their approach. This sustained engagement reinforces the commitment to growth, ensuring that the transformation initiated through coaching is not just temporary but becomes deeply ingrained in a leader’s professional DNA.

The longevity and success of a coaching endeavor hinge significantly on the continuum of support provided.

7 The Imperative of Goal Definition in Coaching

Embarking on a coaching journey is akin to setting out on a voyage. Without a clear destination in mind, the journey can quickly become meandering and directionless. Clear goals serve as the compass, providing direction and purpose to the coaching process.

When leaders enter into coaching conversations without well-defined objectives, sessions can lack focus, leading to discussions that, while potentially enlightening, might not align with the leader’s immediate needs or long-term aspirations.

Moreover, for a coach to truly provide value, they need an understanding of the leader’s desired outcomes. This clarity allows the coach to tailor their guidance, techniques, and feedback in a way that directly supports the leader’s journey towards their business goals. Without such alignment, the synergy between a coach and leader can wane.

Furthermore, well-defined goals provide a metric for progress. As the coaching journey progresses, both the leader and the coach can revisit these goals to assess advancements, make necessary adjustments, and celebrate milestones achieved.

Clear goal-setting at the outset of a coaching relationship is the foundation upon which successful, impactful, and transformative experiences are built.

Measurable goals

Avoiding Leadership Coaching Mishaps Starts with Knowledge and Mindset!

At the heart of any leadership journey is a robust foundation of knowledge. Just as a house without a solid base is vulnerable to the elements, a leader without a comprehensive understanding is susceptible to common coaching pitfalls.

This knowledge spans multiple dimensions – from understanding the intricacies of human behavior to grasping the nuances of organizational dynamics.

Knowledge of Psychology for Leaders

Being well-versed in psychological principles can help identify unconscious biases that may interfere with effective coaching. Familiarity with the latest leadership models and strategies, like those discussed in our article on building your leadership model, equips you with tools to navigate complex team transformations.

Recognizing the unique challenges of diverse industries and roles can prevent a one-size-fits-all approach. Indeed, just as an agile coach must deeply understand the agile mindset and principles, a leadership coach must be grounded in a vast body of knowledge.

Remember, while knowledge is the bedrock of business coaching, integrating it with the right mindset – one of openness, adaptability, and continuous learning – truly sets the stage for avoiding business coaching’ misadventures.

Psychology and leadership go hand in hand

A Growth Mindset for Leadership Coaching

At the core of leadership coaching lies the principle of a growth mindset – the belief that skills and knowledge are not static but can be nurtured and developed.

In contrast, a fixed mindset posits that intelligence is immutable. In our rapidly evolving world, adhering to a fixed perspective can present significant hurdles. Leadership coaches play a pivotal role in fostering a growth-oriented leadership mindset.

With this mindset, leaders are better equipped to view challenges not as insurmountable obstacles but as opportunities for growth and learning. Instead of dodging or fearing hurdles, leaders need to embrace them, understanding that every challenge is a stepping stone towards greater excellence.

What Are the Different Types of Leadership Coaching?

When delving into the realm of leadership coaching, it’s crucial to recognize that it’s not a one-size-fits-all endeavor.

Different types of leadership coaching cater to varied needs and contexts. If you’re keen on integrating leadership coaching within your organization or seeking a coach for personal growth, it’s invaluable to acquaint yourself with the most popular coaching programs available.

Here’s a brief overview:

  1. Executive Coaching: This is tailored for high-ranking executives, focusing on enhancing leadership skills, strategic planning, decision-making, and managing change at the organizational level.
  2. Team Coaching: Concentrates on improving team dynamics, collaboration, and overall team performance. This is ideal for teams that want to function more cohesively and efficiently.
  3. Transformational Leadership Coaching: Goes beyond skill enhancement to provoke deep-seated change in a leader’s approach, mindset, and behavior, leading to holistic personal and professional growth.
  4. Emerging Leader Coaching: Designed for individuals identified as potential future leaders within an organization. It aims to nurture their talent and prepare them for leadership roles.
  5. Skills-Based Coaching: This is more specialized and focuses on developing specific leadership skills, such as communication, conflict resolution, or strategic planning.
  6. Agile Leadership Coaching: Given the rise of Agile methodologies in businesses, this type of coaching equips leaders to guide Agile transformations and lead Agile teams effectively.

Understanding the distinctions between these programs will enable you to select the most fitting coaching style and type for your unique requirements. With the right match, you’re poised to unlock unprecedented growth and success.

The Profound Impact of Professional Leadership Coaching

Professional leadership coaching is not just a temporary intervention; it’s a catalyst for profound self-awareness and enduring change. Top-tier leadership coaches serve as both a mirror and a compass, reflecting our strengths, blind spots, and potential areas for growth. By doing so, they not only provide immediate clarity but also inspire future aspirations.

impact of leadership coaching can be scary!

Leadership Coaching: For Those Who Need a Guide

There’s an undeniable power in having an external perspective to guide us. Coaches, with their wealth of experience and objective vantage points, offer invaluable insights that can revolutionize our professional trajectories. Whether it’s one-on-one coaching sessions, for focused personal growth, group sessions to harmonize team dynamics, or organizational coaching to drive systemic transformation, the benefits of coaching are multifaceted and far-reaching.

The Art & Science of Leadership Coaching

The art of coaching isn’t just about receiving guidance. As leaders, developing our coaching skills is paramount. This not only amplifies our leadership capabilities but also positions us to uplift those around us. By honing our performance and coaching abilities, we can foster a culture of continuous growth, where team members feel empowered, understood, and poised to achieve their utmost potential.

A Leadership Journey Well Worth Traveling

The path to leadership excellence is seldom straightforward; it’s replete with challenges, moments of introspection, and growth opportunities. Leadership coaching serves as a beacon, illuminating the path and helping us navigate the intricacies of this journey. It acts as a bridge, seamlessly connecting our current selves with the leaders we aspire to become.

The value of having a seasoned executive coach cannot be understated. With these experienced executives and their guidance, our trajectory toward professional excellence is not left to chance but becomes a deliberate pursuit, marked by informed decisions, strategic interventions, and a renewed sense of vigor.

growth  in leadership

Five Key Benefits of a Leadership Coaching Program

  1. Enhanced Self-Awareness: Leadership coaching fosters introspection, allowing leaders to gain deeper insights into their strengths, areas for improvement, and unique leadership styles.
  2. Skill Development: Whether it’s communication, strategic thinking, or team management, coaching offers tailored strategies to hone specific leadership competencies.
  3. Organizational Growth: As individual leaders thrive, so do the organizations they lead. Effective leadership directly translates to increased team productivity, morale, and overall organizational success.
  4. Feedback and Accountability: One of the distinct advantages of coaching is the continuous feedback loop. Leaders receive constructive critiques, and with the coach’s support, they remain accountable for their growth objectives.
  5. Adaptive Leadership: In our ever-evolving business landscape, adaptive leadership is crucial. Coaching prepares leaders to manage change effectively, ensuring they remain agile and responsive to shifting dynamics.

Leadership coaching is not merely an investment in an individual leader. Its ripple effects extend beyond senior leaders, benefiting the teams they lead and the broader organizations to which they belong, fostering environments of continuous growth accelerated learning, and innovation.

Professional Leadership Coaching Elevates Development Beyond the Surface

Time and again, research underscores the powerful impact of coaching on leaders, highlighting that those who undergo coaching consistently outperform their peers.

Training not only enhances self-awareness and critical thinking skills but also fuels rapid development, fortifies team cohesion, and ensures enduring positive transformations within organizations.

How Does Leadership Coaching Amplify Leadership Performance?

Leveraging behavioral research in leadership coaching stands out as a potent strategy to elevate leadership competencies and overall performance.

This type of coaching is meticulously tailored, granting leaders a heightened sense of ownership and accountability for their actions and achievements.

The personalized nature of coaching ensures its relevance, enabling leaders to address current, real-world challenges during sessions and promptly implement learned strategies in their professional environments for immediate positive effects.

In contrast to many other developmental methodologies, the primary aim of coaching is to instill lasting behavioral transformations, ensuring sustainable growth and enhanced leadership over time.

amplyfy

The Benefits of Leadership Coaching

Engaging with a dedicated leadership coach offers a myriad of advantages. Such collaboration allows leaders to pinpoint specific areas that require enhancement, set tangible goals, and obtain constructive feedback tailored to their unique challenges.

More a coaching conversation than just a process, leadership coaching is a partnership that facilitates a leader’s journey towards refining their leadership acumen. It’s an invaluable opportunity for leaders to not only recognize their potential but also harness it fully, ensuring they lead with both confidence and competence.

Challenges & Problems with Traditional Leadership Development Programs

Traditional leadership development programs, while rooted in time-tested methodologies, often face criticisms in today’s dynamic and rapidly evolving business landscape. One of the primary challenges is their often generic approach.

Instead of catering to individual strengths, weaknesses, and unique organizational contexts, many traditional programs offer a one-size-fits-all curriculum that might not address specific leadership challenges pertinent to a particular industry or organizational culture.

Traditional leadership programs may lack the flexibility to adapt to the changing needs of modern organizations. With the advent of digital transformation, remote work, and cross-cultural teams, leaders today require new leadership skills, that might not have been essential a decade ago. Traditional programs might not adequately cover these emerging competencies.

Another issue lies in the absence of continuous feedback and real-time application in many traditional setups. Modern leadership coaching emphasizes the importance of iterative feedback, hands-on challenges, and real-world application to ensure that lessons aren’t just theoretical but have practical relevance.

Traditional programs often lean heavily on classroom-based learning and might not incorporate experiential learning, mentorship, or peer feedback effectively. While classroom learning has its merits, the complexities of leadership often demand a more holistic approach that combines theory with practice.

While traditional leadership development programs have paved the way and provided foundational knowledge for countless leaders, there’s a growing recognition of the need for more adaptive, personalized, and comprehensive approaches to leadership training.

Why Leadership Coaching is Crucial for Your Organization’s Success

In our digitally-driven era, the pace of change is unprecedented. Organizations face the relentless challenge of adapting swiftly, or risk falling behind their competitors. To remain at the forefront, it’s imperative for organizations to not just attract top-tier talent but to continually nurture and retain them. Consistent investment in leadership development becomes paramount.

By engaging a proficient leadership coaching team, organizations can ensure they’re offering top-notch executive coaching, that genuinely transforms their leadership talent. Think of it as a strategic investment: partnering with a seasoned executive leadership coach can yield remarkable outcomes, fortifying your organization’s position in an ever-competitive landscape.

Behavioral Aspects of Leadership Coaching

In the context of a leadership coaching program, a significant emphasis is placed on understanding and refining individual behaviors that influence a leader’s approach and effectiveness. By critically analyzing these behaviors, it becomes feasible to make strategic modifications. This enables leaders to communicate more effectively with their teams, ensuring not just individual growth but also a harmonious and more productive conversation and team dynamic communication Style

Leadership training can also help leaders better understand their communications. Coaching can change the way people communicate at work and help leaders communicate effectively. With coaching, leadership positions can be better equipped to provide constructive feedback to employees, define specific expectations, and understand how to communicate with nonverbal cues.

leadership coaching

The Power of Active Listening in Leadership Coaching

Mastering the art of listening is more attainable than one might think, yet its importance in leadership cannot be overstated. Leadership coaches serve as invaluable allies in highlighting areas where leaders might need to refine their listening skills.

Through personalized sessions and situational coaching, these coaches assist leaders in identifying and overcoming obstacles that hinder active and empathetic listening by effective leaders. Truly hearing and understanding their teams, helps leaders not only foster trust but also drive collaboration and innovation.

The TeamCatapult Coaching Program

Through our coaching programs, we aim to ignite leadership potential, empower leaders, and foster team synergy.

Our Leadership Coaching programs and Training craft a tailored learning journey for senior leaders in your organization. This approach ensures a clearer understanding of the entire organization it’s strengths, setting the stage for holistic growth and success.

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