Tony Gambill

2 Levels Of Strategic Leadership 1) Strategically Leading Team • Alignment And Connection To The Organization's Strategic Priorities • Right Capabilities, Structure And Processes • Laser Like Focus On The Teams Fewest Most Important Tasks • Shared Problem-Solving Of Important Team Challenges And Opportunities 2) Strategically Leading Employees • Clear Individual Goals And Priorities • Regular Performance And Development Conversations • Ongoing Feedback Conversations • Frequent Coaching Conversations

Research has shown over and over again that empathy is a critical element for leaders to exhibit emotional intelligence, design thinking, high performance, effective teamwork, healthy relationships, and clear communication. But just like all strengths and habits, there can be a shadow side for leaders who express too much or the wrong type of empathy. Overly empathic leaders can lose their ability to make difficult decisions leading to poor performance and burnout. Healthy empathy requires that leaders pay attention to others’ needs without sacrificing their own needs. Healthy leadership empathy is taking time to understand others’ perspectives before making the harder decisions that serve the greater good.

More often than not, a lack of follow-through is because the leader did not create explicit agreements for next steps. Both parties walk away from the conversation assuming they are aligned but without taking time to make explicit agreements, there is no shared alignment. Unfortunately, this often results in frustration and lack of trust. Below are some examples of Quality Questions to help generate shared accountability for action. • How would you define success?  • What are we each committing to do moving forward? • What steps must you take to get there? • What support do you need from me? • How will we hold ourselves accountable? • How and when will we reconnect to check progress?

Teams must ask the right questions about their behaviors and environment for ongoing assessment, problem-solving, and meaningful action towards improvement. 𝟱 𝗘𝗡𝗩𝗜𝗥𝗢𝗡𝗠𝗘𝗡𝗧𝗔𝗟 𝗖𝗛𝗔𝗥𝗔𝗖𝗧𝗘𝗥𝗜𝗦𝗧𝗜𝗖𝗦 𝟭) 𝗖𝗹𝗲𝗮𝗿 𝗔𝗻𝗱 𝗠𝗲𝗮𝗻𝗶𝗻𝗴𝗳𝘂𝗹 𝗚𝗼𝗮𝗹𝘀 𝟮) 𝗔𝗴𝗶𝗹𝗲 𝗧𝗲𝗮𝗺 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀 𝟯) 𝗥𝗼𝗹𝗲 𝗖𝗹𝗮𝗿𝗶𝘁𝘆 𝟰) 𝗘𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗖𝗼𝗿𝗲 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝟱) 𝗔𝗱𝗲𝗾𝘂𝗮𝘁𝗲 𝗥𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 𝟱 𝗕𝗘𝗛𝗔𝗩𝗜𝗢𝗥𝗔𝗟 𝗖𝗛𝗔𝗥𝗔𝗖𝗧𝗘𝗥𝗜𝗦𝗧𝗜𝗖𝗦 𝟭) 𝗠𝗲𝗺𝗯𝗲𝗿𝘀 𝗔𝗿𝗲 𝗖𝗿𝗲𝗱𝗶𝗯𝗹𝗲 𝟮) 𝗠𝗲𝗺𝗯𝗲𝗿𝘀 𝗔𝗿𝗲 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗹𝗲 𝟯) 𝗘𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵 𝗣𝘀𝘆𝗰𝗵𝗼𝗹𝗼𝗴𝗶𝗰𝗮𝗹 𝗦𝗮𝗳𝗲𝘁𝘆 𝟰) 𝗗𝗲𝗺𝗼𝗻𝘀𝘁𝗿𝗮𝘁𝗲 𝗔 "𝗪𝗲" 𝗣𝗲𝗿𝘀𝗽𝗲𝗰𝘁𝗶𝘃𝗲 𝟱) 𝗟𝗶𝘃𝗲 𝗧𝗵𝗲 𝗩𝗮𝗹𝘂𝗲𝘀

During extended periods of challenge and setbacks, there are things leaders can do to develop and grow their well-being and guard against burnout. 1) Take Time To Recharge Research shows when leaders recharge and renew, they get more done in less time at a higher level of quality and in a more sustainable way. 2) Develop An Internal Locus Of Control If a leader believes that they have control over what happens in a specific situation, they have what psychologists call an internal locus of control. People who have an internal locus of control are more likely to: • Have a strong sense of self-belief about being able to succeed • Work hard to achieve the things they want • Feel confident in the face of challenges

1) Recurring Development Conversations If you and your manager do not have ongoing conversations about your career development, then it is your responsibility to initiate these conversations. Ask your manager if you can set up quarterly meetings to focus on your performance and development. 2) Advocate For Yourself The unfortunate truth is judgments that managers make about an employee’s performance are often inaccurate. It is important for you to be an advocate for yourself as long as it is balanced by acknowledging the work others have done. 3) Seek Feedback Giving feedback is risky, even for managers, because of the potential for defensiveness and relationship damage. Take time to ask for feedback and never respond defensively.