The Exclusive Career Coach

This quarter, we’ve talked about leadership from several different perspectives. My guest today is Peter Berry, whose leadership experience is varied and fascinating; particularly interesting in light of his undergraduate degree in Fine Arts. Peter is a perfect example of how a liberal arts degree can be a great springboard for moving into leadership roles. Peter talks about what employers are looking for in today’s workforce, both for entry-level positions and as Millennials step into leadership roles. We talk about emotional intelligence, managing employees, critical thinking skills, communication skills, the ability to articulate a vision and enroll others in that vision, and the ability to offer solutions as being the skills employers seek to move employees into the leadership ranks. One of my favorite concepts from our conversation is what Peter calls “Life/Work Balance,” because Millennials put their quality of life before their job. Sure, they want to work hard and are willing to give their all at work…they just don’t want to work 60 hours a week at the expense of their lives. Peter talks about some of the best practices he’s helped build in the companies he’s led…and how those practices serve to engage and motivate Millennials. To reach Peter Berry, connect with him on LinkedIn at linkedin.com/in/peter-berry-9b466041   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon! 

Throughout this quarter, the episodes have been centered on leadership. In many cases, the focus has been on the “doing” aspects of leadership. Today, we’re talking about the “being” aspects of leadership. Today’s guest is Licia Berry of Daughters of Earth. Her signature talk, “Leading By Being,” discusses the inward aspects of leadership and purpose. When you don’t listen to your inner voice, the consequences can be painful. Dreading going to work every day, a malaise, a sense of being on a treadmill and walking as fast as you can, yet going nowhere. Being on track with your purpose is a joyous, energizing experience. For many people, job dissatisfaction centers around job title, salary, their boss. Today, we talk about job satisfaction in terms of fulfilling your purpose on this earth. Licia talks about the indigenous people’s practice of going on a vision quest – getting away from civilization to hear the messages about who they really are and what they were put on this earth to do. They then bring this newfound knowledge back for the betterment of the entire tribe. Many of the clues of our purpose can be found in our childhood fascinations and fantasy play. However, somewhere along the way we often lose sight of those early indicators of our purpose. Society doesn’t necessary encourage us to listen to ourselves, instead encouraging us to rely on experts and authority figures. When we are clear on our purpose, we vibrate in such a way as to attract people to us. People will be drawn to our energy. Leading By Being is that natural, outward expression of our connection with our inner connection. In her work, Licia helps women leaders clear up any blockages or confusion they have about their purpose. As a result, they catapult their leadership capacity and show up as the best leader they are capable of being. You can find Licia at www.liciaberry.com Her new Women’s Leadership Institute has just launched! It’s an online library of courses around leadership. To learn more: http://liciaberry.com/doe_learning email her at licia@liciaberry.com   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon! 

Let’s assume you aspire to a leadership role, either with your current employer or a new employer. Many people mistakenly believe that to ACT like a leader, you must be IN a leadership position. Quite the opposite is true: To GET a leadership position, you must ACT like a leader. Right now. Today. Wherever you are, and in whatever position you are in. You’ve heard me say this before: Leadership is attitudinal, not positional. Today, I want to touch on the Top 10 Leadership De-Railers. Those subtle “mistakes” you may be making that are delaying, or preventing, you from becoming the leader you desire to be. I got some of this information from businessworlddaily.com and Inc.com Mistake #10: Not having faith in your abilities. Consistently second-guessing yourself rubs off on others, and before you know it, that trust is gone. Don't be afraid to trust your gut instinct. "While it's important to listen to others, employees and clients alike, sometimes this can be very dangerous. If you truly believe in what you are doing, it's OK to listen only to yourself sometimes. (Be) loyal to your internal compass," says Moran Zur, founder and CEO of SafeBeyond. Second-guessing yourself results in you presenting yourself as not confident, unsure, and wishy-washy. Leaders are decisive, confident, self-assured people. Mistake #9: Being reactive rather than proactive. With the pace of business today, it is important you are on the cutting edge. Whether it’s technology implementation, business strategy decisions, or hiring decisions, it is important to see around corners and make decisions based not on today’s information, but tomorrow’s. Reactive employees get a reputation as either playing it safe, or constantly putting out fires that could have been avoided by taking a proactive stance. Mistake #8: Not being strategic about what you take on. There’s a balance with this one: You want to be seen by your boss as a go-to employee, but you also don’t want to get stuck consistently doing scut work that doesn’t hone your skills or show what you are capable of. My best solution for this is to communicate clearly with your boss about projects you’re interested in working on, strengths he/she may not have yet seen you demonstrate, or skills you want to develop. You boss will still assign your fair share of scut work, but this type of communication is likely to minimize it while maximizing your chances for meaty assignments. Mistake #7: Not setting personal goals. Beyond the goals set for you by your boss, department, or corporation, effective future leaders set personal goals that typically exceed or extend beyond what is expected of them by their employer. Not only do goals give you direction and purpose, they also ensure you are making measurable progress towards the overall goals of the organization. Once you are in a leadership position, you will be setting goals with your employees, so setting personal goals early in your career is a tremendous conditioning practice. One last word about setting personal goals: Don’t just set them. Make sure you calendar in time to achieve these goals, with specific action steps that virtually guarantee your success. Mistake #6: Avoiding conflict. One of the most difficult adjustments a new leader has to make is learning how to handle disagreements or issues. You want to be fair and balanced while avoiding potential conflict, but, sometimes, that's difficult. "Managers often veer away from confrontation and try to avoid it at all costs," said Mark Feldman, vice president of marketing at Stynt. "But when performance or personality issues go unaddressed, they fester and set an overall tone that minimizes the urgency of correcting mistakes. If there is (an) issue, it's best to address it right away when the situation is fresh." Feldman noted that many issues blamed for incompetence or poor performance are actually a result of misunderstood expectations. "Create an environment that encourages continuous feedback, and be exact with dates and expected outcomes," he said.   Mistake #5: Needing to be liked. Often, employees avoid conflict because of an overwhelming need to be liked. Leaders are people first, and it's natural that they want to be liked, said David Scarola, chief experience officer of business resource The Alternative Board. But the need to be in everyone's good favor can sometimes cloud solid business judgment. "A common mistake with new managers and new business owners is that they make decisions that are popular, which are often not the best decisions for the business," Scarola said. "[Leaders] need to sometimes make unpopular decisions. That comes with the territory." Instead of trying to be well-liked among your employees, seek instead to be understood and respected. Learn how to communicate openly and frequently with your team, and always keep staff members in the loop about the reason behind any decisions, popular or not.    "The best leaders have learned that if they make the right decisions for their business, even if unpopular, and also take the time to explain their reasoning, they will earn the respect of their employees," Scarola said. "In the long run, this is the best outcome a leader can aspire to." Mistake #4: Gossip and Lying. This one’s straightforward: DON’T GOSSIP. Don’t be known as the two-faced employee who says one thing to one person and something entirely different to someone else. And don’t say anything about someone that you wouldn’t say to their face. No exceptions. This one can be a real career-killer. Mistake #3: Failing to grow and learn. If you’re under the misguided notion that your learning ended with college graduation, welcome to the real world. Your college degree is, in fact, the beginning of your lifelong learning and growth process. You might or might not want an advanced degree, but be assured that you will need to continuously learn and grow throughout your career. One of the biggest teachers you will have throughout your career is your mistakes. Or, more specifically, how you respond to your mistakes. Do you learn from them, or do you try to place blame elsewhere? My coach says “If you aren’t making mistakes, you aren’t taking enough risk.” Mistake #2: Communicating poorly or not at all. I cannot possibly overstate the importance of well-developed verbal and written communication skills. I’ve talked about this in a number of different ways on this podcast, but I want to drill down on a couple of specifics here. #1: If written communication is not your strong suit, find a course, program, mentor, SOMETHING that will bring this skill to at least average. If writing isn’t going to be your strong suit, at least make sure it’s not your weak suit. #2: If verbal communication is a weakness for you, same suggestion: find a way to bring it to at least average. I highly recommend Toastmasters as a way to practice your public speaking skills. Also, record yourself – it can be very revealing, particularly in regards to speech habits (um, uh) and annoying speech patterns (like ending every sentence by going up, which sounds like you are asking a question). Here’s why this is critically important: As a leader, you will be tasked with keeping your employees in the loop as efficiently and quickly as possible. Don’t expect a secretary or well-meaning co-worker to do this for you. Mistake #1: Lack of follow-through. I saved the best for last, because I think this mistake has de-railed more potential leaders than any other. I’ve said it before, many times: To be considered for a promotion, you must excel where you are at today. I’ve seen so many employees over the years that decide the circumstances of their job mean they can’t possibly excel.                             They are in the wrong job. Their boss doesn’t appreciate them. They aren’t being recognized enough. They are underpaid. These kinds of thoughts are career-killers. You get to decide what you want to think about your job, your boss, your contributions, and your pay. It will never serve you to think these things, but that’s where your brain will want to go. Your brain thinks it’s keeping you safe. It isn’t. Excel in your current position regardless. No excuses. No limitations. Kill it at work, each and every day. Not for your boss or your employer. Do it so you can smile at yourself in the mirror at the end of the day. So you can sleep well at night.   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon!   

Today, my guest, Jane Springer, and I talk about dressing for leadership roles for both men and women. Hear her insights for the dressiest work environments down to casual Friday faux pas. You can find Jane at http://www.janespringer.com or email her at jane@janespringer.com     To visit my website: www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me: www.timetrade.com/book/D6KLN. Hope to see you soon!  

For the first quarter of 2019, I’m covering several aspects of leadership. For some of you, you are already holding a leadership position, so these strategies will be immediately useful for you. Others of you aspire to leadership roles, and today’s topic of Taking on Stretch Assignments to Boost Your Leadership Creds will be particularly useful for you. Whether you are currently in a leadership role or aspire to be, keep in mind that true leadership is not positional, but attitudinal. That is to say, you can be a leader within your organization regardless of whether or not you actually lead people in your job. Conversely, I’m sure we can all think of someone who had a leadership role within an organization, but in no way was a leader. In previous episodes, I’ve talked about the importance of taking on stretch assignments so you can be considered highly promotable. Today, let’s focus on the strategy of taking on these types of assignments so you can be seen as a leader. So, in essence, you have the opportunity to flex your leadership muscles. Step 1 is to determine what you want to show, grow, or know as a result of your stretch assignment. This will help you determine what type of stretch assignment to take on. Show. Are you underutilizing a talent at work, and you want your superiors to see you shine in that talent? Are you particularly effective in project management, yet have no opportunity to utilize that skill in your current job? Show the powers that be what you can do with the right stretch assignment. Grow. What fledgling skill do you have that you want to further develop? Do you want the opportunity to go from managing an intern to managing a small team of full-time employees? Do you want to take your event planning skills to the next level by playing a key role in a major companywide event? Know. This “know” can be a “who” or a “what.” Perhaps there is a leader in another area of your company you would love to work with. Perhaps you want to learn about your company’s risk management processes or loss prevention practices. Be strategic with where you want to go in the company, and what or who you need to know to get there – then create a stretch assignment accordingly. This advice is from provisional.com: If your employer doesn’t formally offer the opportunity for stretch assignments, then try to create your own opportunity. For instance, are there areas within the company where you’ve noticed inefficiencies or dysfunction? Are there certain projects or tasks your boss is having a hard time with? Once you’ve identified an issue or project you’d like to take on, talk to your boss and suggest how you’d work to rectify the situation. Some examples of common stretch assignments include: § Managing a volunteer or intern § Executing a new or important company project § Participating in the company’s strategic planning process § Turning around a failing project, department, or operation § Organizing and leading an important company event or meeting Sure, there’s always a risk when taking on a stretch assignment. For instance, it might not work out like you planned or you may fail at the task. However, if you don’t ever challenge yourself professionally, you won’t develop your leadership abilities and other important skills necessary for career advancement. As a result, your career will eventually grow stagnant. From Forbes, here are recommendations on how to execute your stretch assignment like a rock star: 1. Bring A Beginner’s Mind-Set Allow yourself to be new at it. When we're asked to do something new, many of us want everyone to believe we know exactly what we're doing. When we have questions or we're unsure about how something works or whom to call, we keep it to ourselves. We just try to figure it out. Whatever you do, don’t try to go it alone, or you’ll deny yourself a rich learning experience. Starting something new is the perfect opportunity to ask all the questions that you have.” 2. Be Inquisitive Be as curious as you can possibly be and speak to a wide cross-section of those involved. Ask management why they felt it was important for you to devote time to this issue and what a successful execution of this assignment looks like to them. Also, speak with colleagues and stakeholders on the project to identify shared goals and challenges you may encounter. And seek contacts beyond the specific assignment you've been given. For instance, you can also speak to people who have done this type of work before. Being curious will only make you smarter and give you a much better perspective on what you're trying to achieve. 3. Over-Deliver Don’t lose sight of the opportunity that’s been entrusted to you. Many people don't get stretch assignments or, at least, highly visible ones. If you are selected for a special assignment, it means someone took a risk on your behalf and put his or her reputation on the line to advocate for you. This person, along with your organization, is invested in your success and will be watching to see how you perform. When someone gives you the opportunity to stretch, don't just hit the status quo. Give it your absolute all. 4. Utilize the Springboard Stretch assignments can become important stepping stones on the way to your next big career milestone, so it helps to be clear on what you hope to gain from an assignment. Whether it is to develop new technical or leadership skills, strengthen relationships with colleagues and influencers, raise your profile or assure your organization you’re ready for your next role, keep your personal goal firmly in mind as you execute on the assignment. Look at stretch assignments as springboard opportunities. Use this moment to your fullest advantage. You can go on to do bigger and better things, meet more people, broaden your network and expand your knowledge base. Take this opportunity and do amazing things with it. Finally, be sure to leverage your stretch assignment according to your career goals. Examples of how you might leverage your achievement include: 1. A write up in the company newsletter or the city paper 2. A write up in your industry or professional journal 3. A written commendation from your stretch assignment supervisor 4. A conversation with your current boss about a) your next stretch assignment, b) a promotion, or c) a lateral move to another area of the company. 5. Inclusion on your resume and LinkedIn profile   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon!   

    All this quarter, I’m talking about various aspects of leadership. Today, I want to talk about Speaking with Leadership Authority. An important piece of your leadership strength is in the presence you have when communicating, either one-on-one or to a group. Here are five top tips according to Inc.com: 1. Replace "Um" With Stronger Filler Words In the moment, it's hard not to say "uh, um," while you try to gather your thoughts. Great speakers rarely use the distracting sound. But if you listen close, it's not that they avoid pauses all together. They instead replace "uh” and “um" with stronger filler words. When you need to gather your thoughts, use words such as "Now; You See; However," etc. The sentence, "Um…I was thinking..." suddenly sounds much more definitive and powerful when slightly adjusted to "You see, I was thinking...". It sounds intentional, and intention instills confidence. 2. Know the Power Of Silence The best speakers know the power of silence. They are unafraid of letting the room wait for a moment. These speakers can sit calmly for a breath or two in total silence and feel comfortable--and actually use it to their advantage. Unintentional silence can be seen as a mistake, or a sign of uncertainty. Intentional silence, however, is seen as dramatic and even more important. Instead of seeing moments of silence as issues for concern, turn them to work for you by making your next statement that much more poignant. Use silence to lean into your points and your audience will hear you much more clearly. 3. Do Not Make Things Complicated The quickest way to know whether or not someone knows what they're talking about is to pay attention to how many industry-specific words they use. If their vocabulary is a fashion show of insider adjectives, chances are they are speaking more from a place of theory and less from a place of experience. Great speakers and people who carry themselves well know how to get to the point. They don't dance around it. They don't throw around handfuls of buzzwords. They say what needs to be said and leave it at that. If you use language that leaves your audience confused, you aren't impressing them. You are frustrating them. Keep it simple. 4. Don't Curse Unless you've built a reputation or a persona around your "edgy" delivery, it's best to leave the sailor's mouth at home. When it comes to leading a room, it is in your best interest to keep the energy and the flow as positive as possible. Unless you know your audience very well, you never know where a misplaced word could lead. Don't add in an extra variable that doesn't need to be there. This doesn't mean you have to keep your language G rated. Say what you need to say, in the way it needs to be said. 5. Tell A Story I have watched so many rooms turn the corner after a well-told story. Stories are how we relate to each other. Stories are what ignite our imagination and turn a thought into a feeling, an idea into reality.  Whether you are explaining a data point, or hinting at the outcomes of a campaign, be descriptive. Use sensory words--touch, taste, smell, a feeling, a sound. Bring what you are talking about to life and let the people in the room be part of it.   Forbes Magazine adds the following advice: Get to the point. Your competition is the attention span. Rambling, unfocused speeches will earn you few supporters. A powerful presentation stays on message, is made up of short sentences and few asides, and gets to the point quickly.   Slow down and breathe. When PepsiCo chief Indra Nooyi first travelled from India to the U.S. to attend the Yale School of Management, she spoke so fast that she barely paused to breathe. Nooyi had to learn a slower, more effective pace that leant more authority to her ideas. Broadcasters usually speak at a pace of 150 words per minute, which is conversational yet metered.   Utilize your vocal tools. The worst thing you could do is drone on using a flat monotone with no variance in pitch or pace. The voice is one of the most underused tools and can be manipulated to project power and incite interest. Optimize it by using a mid-range pitch, inflection to offer emphasis and variety, a volume that attracts attention but is not overly loud, pauses after important sentiments and clear pronunciation so that words are not lost.   Inject humor and warmth. Female leaders like IMF chief Christine Lagarde and Facebook COO Sheryl Sandberg are excellent examples of women who are articulate and well-spoken but also utilize humor to connect with the audience. They project an ease and optimism that invites in listeners and establishes credibility. There are also non-verbal components to communicating like a leader. According to Forbes:   Stand like a champion. Giving presentations and making speeches is very physical. When on stage or standing before a group of people, use the champion stance: position one foot in front of the other, place your weight on the back foot, hold your head up, drop your shoulders back, lean your torso slightly forward and smile. I would add to place your hands in the power pose – in front of you, in a pyramid, facing the audience. Avoid the “I have to go potty” stance with your hands in front of your crotch; hands behind your back can negatively impact they way your outfit hangs.   Sit with your elbows on the table. When sitting down, get your elbows on the table. Don’t put just your hands on the table; it looks too lady-like. Instead, sit up straight, lean forward and place your forearms on the table-top. Whether in person or on camera, maintain eye contact with fellow speakers or the camera lens.   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon!   

I want to come at this from a few different angles today. First of all, let’s define “leadership style.” Leadership is a noun, defined as follows: the position or function of a leader, a person who guides or directs a group:He managed to maintain his leadership of the party despite heavy opposition. ability to lead: As early as sixth grade she displayed remarkable leadership potential. an act or instance of leading; guidance; direction: They prospered under his strong leadership. the leaders of a group: The union leadership agreed to arbitrate. Here’s how dictionary.com defines “style”: A particular, distinctive, or characteristic mode of action or manner of acting: When put together, “leadership style” is defined as the ability to lead with a particular, distinctive, or characteristic manner of acting. There are some aspects of leadership that are universal: no matter your personality, industry, background, or audience, true leaders show up in certain ways.   Here are seven common traits of leaders, according to Entrepreneur Magazine: 1. Self-control 2. Stay clear of drama 3. Seekers of truth 4. Place courage over fear 5. Empathy towards self and others 6. Self-aware 7. Maintain and nurture their reputation Forbes adds the following traits: 1.      Self-managing 2. Acting strategically 3. Being an effective communicator 4. Being accountable and responsible 5. Setting clear goals and persisting in achieving them 6. Having a vision for the future 7. Managing complexity 8. Fostering creativity and innovation 9. Teambuilding and promoting teamwork 10. Creating lasting relationships 11. Learning agility So, based on these two business publications, here’s my summary of the common traits of leaders: 1. They have their own house in order – they are self-aware, have self-control, and manage themselves effectively. They are accountable for their actions and hold themselves to a very high standard. 2. They treat others with respect – they avoid gossip, show empathy, and create strong, mutually beneficial relationships 3. They create a positive working environment – by communicating effectively, setting clear goals, creating and disseminating the vision, facilitating creativity, and promoting teamwork 4. They are brave – they don’t let fear stop them from moving forward, they are strategic, they flourish in the complexity of the business environment, and they are continually learning Now let’s drill down to your leadership style. Think of this as the specific way in which you lead. As a master practitioner of the MBTI, I want to talk about leadership style in the framework of your personality first. Of course, you need to take the MBTI to know your type, but you probably have a good idea of at least some aspects of your personality. The first preference pair in the MBTI is Extraversion vs. Introversion. This has to do with where you get your energy, and extraverts get their energy from people and activities. Introverts get their energy from being by themselves. In general, Introverts will be quieter leaders, more difficult to get to know, and will often bring forth fully formed plans. In general, Extraverts will be more talkative, easier to get to know, and will often throw out ideas they’ve just thought of. The next preference pair in the MBTI is Sensing vs. Intuition. This has to do with how you take in information. Sensers take in information by way of the five senses, and Intuitives take in information by the way of their sixth sense. In general, Sensers will be slower to change and will lead by specifics. That is to say, Senser leaders will have a very specific plan for how to proceed and will want to share those details with the team. In general, Intuitives love change and will lead by inspiration. Intuitive leaders will lay out the vision and will allow the team to achieve the goals in the way they see fit. The next preference pair in the MBTI is Thinking vs. Feeling, which has to do with how you make decisions. Thinkers make their decisions using their head, and Feelers make their decisions using their heart. In general, Thinking leaders will always stick to the rules no matter what. They can come across as critical, because they aren’t as concerned with how someone feels as they are about telling the truth. In general, Feeling leaders will consider the circumstances when making a decision, and may bend the rules depending on those circumstances. Feelers will create a sense of belonging and will be kind to their employees, but may not be as honest with employees as to their weaknesses and areas for improvement. The final preference pair in the MBTI is Judging vs. Perceiving. This has to do with how you organize your environment. Judgers will maintain structure and organization, and Perceivers prefer to maintain openness and be spontaneous. In general, Judging leaders will create deadlines, stick to a schedule, and get their work done well ahead of time. In general, Perceiving leaders will wait until the last minute to complete projects, prefer not to have schedules, and often have a messy workspace. If you know your personality type and would like a copy of my “Leadership and Type” handout, email me at lesa@exclusivecareercoaching.com. Next, let’s talk about leadership style in the context of my synthesis of the Entrepreneur Magazine and Forbes lists. I’m giving you some thought-provoking questions to ask yourself; I recommend you pick one question from each of the following to work on over the next 90 days. 1. They have their own house in order. a. On a scale of 1-10 with 10 being perfect, how well do I take constructive feedback? What can I do to move that needle? b. On a scale of 1-10, how well do I manage my own schedule? Do I plan my days out and achieve the goals for that day, or do I allow outside influences to set priorities for me? What can I do to move that needle? c. On a scale of 1-10, how self-controlled am I in the face of emergencies, conflict, or everyday frustrations? What can I do to move that needle? 2. They treat others with respect. a. On a scale of 1-10 with 10 being complete avoidance, how well do I avoid gossip? What can I do to move that needle? b. On a scale of 1-10, how empathetic am I? What can I do to move that needle? c. On a scale of 1-10, how good am I at building professional relationships? What can I do to move that needle? 3. They create a positive working environment. a. On a scale of 1-10, how effective am I at communicating in professional settings? What can I do to move that needle? b. On a scale of 1-10, how effective am I at fostering creativity in others? What can I do to move that needle? c. On a scale of 1-10, how well do I promote teamwork? What can I do to move that needle? 4. They are brave. a. On a scale of 1-10, how brave am I in the face of fear in my work? What can I do to move that needle? b. On a scale of 1-10, how good am I at strategic planning? What can I do to move that needle? c. On a scale of 1-10, well do I perform in complexity and ambiguity? What can I do to move that needle? Finally, let’s talk about leadership style in the context of your industry. Several of these questions assume that you currently lead others, so if you don’t, you may have to think about a time when you did lead others. Here are seven questions to ask yourself related to the specific industry you work in: 1. Do I relate to my peers in a way that fits for the industry I work in and the personalities of my peers? What could I do differently to improve my ability to communicate better with them, support them more effectively, and engage in more collaborative efforts? 2. Are there people I lead that don’t seem to respond well to my overall leadership style? Are they a good fit for the job they are in and our company? If so, how can I adjust my style to be more effective with those individuals? 3. Am I providing the people I lead with the right type of motivation for them to achieve organizational and department goals? Have I asked them what motivates them, and how they like to be rewarded/recognized? How can I do better in this regard? 4. What does creativity and innovation look like in my industry and company? What am I doing to foster creativity and innovation in my team? Is it working? How can I do better? 5. What teambuilding activities have I engaged in with my team, and have they been effective? How do I know? What is one activity I could plan in the next 90 days that would move the needle? 6. What is my strategic planning style, and is it appropriate for my industry and company? What could I do different in this regard? 7. Am I providing the kind of feedback that actually helps my team improve? Do they know what they are doing well and where they need to improve at the time I see it happen, or do I wait for annual performance reviews? In summary, there are several common traits of superior leaders, but how those traits manifest themselves can vary widely. Don’t try to be someone else, just have a goal to be the best version of yourself you can possibly be.   To visit my website:  www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me:  www.timetrade.com/book/D6KLN. Hope to see you soon!  

This week's guest is college senior, Melizza Black. As the editor in chief of hercampus, Melizza has great advice for college students wanting to develop their leadership abilities while in school. Her advice is also applicable to recent graduates who may be new to an area and wanting to get involved in the community.     To visit my website: www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me: www.timetrade.com/book/D6KLN. Hope to see you soon!  

This week's guest is Denise Wilson, Vice President of Capital City Bank in Tallahassee, Florida. Capital City Bank has a formal program to identify and train high-potential employees. In my interview with Denise, I asked her to define a high-potential employee, talk about Capital City's high-potential program, and provide advice for anyone seeking to be identified as a high-potential employee within their organization. Whether or not your company has a formal program like Capital City's or not, these tips will help you stand out as someone worth considering for stretch assignments, promotions, or employment with other organizations.     To visit my website: www.exclusivecareercoaching.com Follow My YouTube channel (Lesa Edwards); it’s chocked full of value career management content is easily digestible bites.  Want to speak with an expert about your career/job search goals? Need help figuring out what’s holding you back from achieving your dream career? Let’s talk. Here’s the link to schedule a 30-minute consult call with me: www.timetrade.com/book/D6KLN. Hope to see you soon!