Exercises for improving leadership skills

Each individual's leadership skills fall somewhere along a broad spectrum from truly terrible to incredibly inspiring. I believe that wherever we are in our leadership development, there are simple, daily exercises that we can do to improve our skills-- in between courses, trainings, coaching, and just doing the hard work of leading and motivating staff.

Here are 5 exercises with accompanying questions and examples to spark some reflection and self-assessment.

  1. Make conscious choices: lead, follow, or watch from the stands. In the very next meeting on your calendar several issues will be raised. Some actions will be agreed to and assigned. And still, there will be a larger or more complicated issue that will go unmentioned or unresolved. This happens in every single meeting- you just have to train yourself to see them. Each of these bigger issues is an opportunity to consciously choose your role. Can you lead your organization out of this bigger problem? Is someone better suited to lead and needs supportive followers? Or, is it best to watch this one play out? All three can be appropriate responses. The important thing is that you choose. You make a choice instead of passively going with the flow. Making a choice, taking a stand is empowering. So, speak up for those you want to take on and lend support to those you want to help. For everything else, make it clear that you’re sitting on the sidelines—because it’s not your leg of the race.
  2. Listen closely for other people’s perspectives. Are you able to hear someone’s point of view without assessment or judgement?  It’s difficult for me and I’ve wondered in the past why I should bother. It gets easier, and opens up more productive conversations, if you can reserve judgement and action until after hearing someone else’s point of view. Specifically, listen for times when people start with “I think” or “I feel” or “we should.” These are clues that they’re about to provide some insights into they’re processing the issue. They’re also words that trigger our subconscious and queue up a response of “well…I think, I feel, or we should…”
  3. Step up to solve today’s problem today. People I believe and respect* say credentials don’t matter as much as we previously believed. But they must matter, right? It’s a tough belief to shake. It’s been drilled into us since the beginning and the foundation higher education is based on. What matters instead are the results you can produce. This makes sense but putting all of the education and experience stuff on the back burner isn’t easy (at least for me) to do. What is more practical though, is resisting the tendency to not speak up because you presume that you don’t have the right credentials to contribute. There is so much important work to be done in our businesses and so much is going undone because the few in titled leadership roles couldn’t possibly get to all of it. They’re a bottleneck to brilliance—and rarely do they shut down good work intentionally. Never once in the history of all of my professional experience was a good idea turned away when someone offered to actually do the work too.
  4. Get the feedback you need—not just what your boss or team is offering. As a leader, you need to know not only if you're hitting targets, but also whether your team is content under your leadership. There's only one way to find out — ask them to tell you how you're doing and if there's anything they wish they could change. They’re likely to be really uncomfortable with this request at first. Reassure them that it’s not a trick and no one is going to get in trouble for speaking about their honest perceptions and experiences. You then back this up by thanking everyone who offers feedback, making adjustments in your approach (if needed), and continuing to enthusiastically lead forward.
  5. Pick yourself to be on the team.  Leaders create project teams and assume that everyone knows that they (the leaders) will fill a review and approval role. A more unique approach is to pick yourself for the team and make that clear upfront. State your role and how you’d like to work with everyone else. It's difficult to lead well if you don't consider yourself part of the group hashing through the tough challenges. What makes the project successful and the team look good is all of the same stuff that makes you look good too.  So, being an actual team player first while leading is a pretty novel and effective approach.

three steps lead down a better path

So, you’ve hatched an idea. That’s great! Now what do you do with it?

The challenge now is figuring out how to share that idea in an interesting, intriguing, or compelling way and start the process of achieving buy-in. To start, you have to get ultra-clear on precisely what problem you’re solving, what the impact will be, who will need to be consulted, and whether it’s an idea even worthy of being said out loud to begin with.

To sort, shape, and validate the idea, ask yourself (or your team) the following questions:

  1. Sort the idea by problem solved: What issue does this idea solve? What pain does it eliminate? Is it a total or partial solution? How do you know that this is a problem? Include the supporting the data, trend, or feedback that not only speaks to the existence of the problem but its magnitude.
  2. Shape: To shape your idea, examine how known culture, attitudes, resources, spending sensitivities, and anything particularly polarizing should be considered. What about external conditions, such as the economy, public perception, customer/market surveys, industry trends and so on? Will they have an impact? Make adjustments or shape your solution to account for (or acknowledge) these factors.
  3. Validate: Do you have a confidante or trusted adviser whom you can safely bounce ideas off of? Ideally, this is someone who isn’t directly affected by the proposed outcome but who has some understanding of the organization and purpose. Someone like this can be invaluable and, such these relationships really blossom when they’re reciprocal. Touch base with a trusted adviser to float your concept and get a gut reaction. Based on their feedback, decide if tweaks are needed, additional people should be pulled in, or if you’re good to go.

Disciplining yourself to take these three early steps for each idea you’re passionate about pursuing helps lay the foundation for success in the future.

this is your career

Available on Amazon!

Available on Amazon!

This is your career. Whether you have your dream job or “just a job,” you owe it to yourself to bring your best ideas forward. If you’re doing work today in exchange for money, it all counts toward the body of work that is your experience, your contributions, your career.

Waiting to do your best work until a better role comes along is a lost opportunity regardless of whether you plan to stay in this line of work in the future.

Once you make the decision to fully participate in your career (and if you’re reading this, my guess is that you made that decision a long time ago), getting leadership buy-in and support for your ideas is essential. Not taking action because you can’t (or because you don’t want to try) to earn your boss’s buy-in is, ultimately, an excuse and one that completely impedes your ability to meaningfully contribute.

Don’t you owe it to yourself—and your ideas—to share them?

Today, I'm launching my first book, Flock: Getting Leaders to Follow. It's the why and how to gain leadership buy-in and support for your ideas so that you can have the kind of impact you want in your career.  Click here to download a copy and let me know what you think!