How Great Leaders Unleash the Best in Others

leadership

When it comes to someone developing into the best version of themselves, we’ve been tricked into believing a common myth: It’s the idea that people grow into this version of themselves on their own. 

We have all thought about this or even tried it. If you just read enough, practice enough, watch enough or get enough reps, your growth and development will take of itself. 

There is one big problem with this mindset; you are only going to be able to take yourself so far on your own, and it’s not going to be the best version of yourself. 

This is where leadership comes in. As Alex Judd, CEO of Path for Growth, reminded me in a recent episode of The John Eades Podcast, “The highest calling of a leader is to unleash the best in others.” He continued, “If you’re going to pursue that calling of leadership, you have to believe the best is possible.”

A leader’s highest calling is to unleash the best in others.

Why Most Managers Don’t Do It

There are many reasons leaders stop short of helping unleash the best in others, but to put them in the most common order, it would be:

  1. They don’t think they are good enough or worthy enough to do it
  2. They don’t know how to do it
  3. They are concerned about losing team members to turnover
  4. They are fearful team members will surpass them (thus the leader becomes less valuable)

If you have ever felt these or experienced any of these from a previous boss, know these are unhealthy and faulty beliefs. And before anyone can change how they do something, it begins with their beliefs. If you take nothing else away from this article, please remember this; the things you believe determine how you behave.

The things you believe determine how you behave. 

So how do you change your beliefs and unleash the best in others? Here are four tips to keep in mind:

1. You Can’t Do it For Them.

I know this sounds counterintuitive, but you have to start with the correct mindset that you can’t do the self-disciplined work for anyone else. You should model the behavior and demonstrate to your team the kind of effort and discipline it takes to unleash the best version of yourself, but you shouldn’t force them to do the same.  

It reminds me of the old quote; “you can lead a horse to water, but you can’t make it drink.” A leader’s job is not to do the work for someone else. Instead, it’s to be a vehicle to help them develop. 

A leader’s job is not to do the work for someone else. Instead, it’s to be a vehicle to help them develop.

2. Discover What They are Trying to Achieve

The best and easiest way to unleash the best in others is to have a solid grasp on what they are trying to achieve and where they are trying to go. Too often, leaders assume people want to arrive at the same or a similar destination as they do.  

For example, a salesperson may want to be a VP of Sales, but not every salesperson wants to go on to be a VP of Sales. It’s possible for a college basketball player to have a vision of playing in the NBA, but not every college basketball player wants to play professional basketball.  

The only way to unleash the best in others is to uncover their personal goals, dreams, and aspirations and tie your coaching to helping them achieve those things. 

3. Challenge Their Growth

If you settle for the same opportunities, output, or effort people give on a day in, day out basis; there won’t be much growth. One of my favorite quotes on the subject comes from Fred DeVito, “if it doesn’t challenge you, it won’t change you!” Often what leaders must do is to challenge their team healthily. 

If it doesn’t challenge you, it won’t change you.

Challenging people in a healthy way comes in many forms. For example, you can do it verbally in coaching interactions or with development opportunities such as industry events, distributing books, sharing blogs, or bringing in a speaker. Instead of getting caught up in how you do this for your team, the key is that you are doing it.   

Essential Reminder

The danger of this kind of challenging approach is if the people you are trying to develop don’t know you care about them, you risk challenging them having the opposite of your intended effect. So keep in mind one of my favorite leadership lessons, “connect before you correct.”

“Connect before you correct.”

4. Be an Uber Coach

One way a leader separates themselves from being a manager is the mindset they take to coaching others. A coach, by definition, trains and instructs. Coaching comes from the word “carriage,” meaning to take someone from point A to point B.  

In our Coaching for Excellence workshops, I teach leaders to embrace the mindset of an “Uber Coach.” Much like an uber driver, leaders must be willing and able to coach team members anyplace and anytime when needed or required.  

Coaching once a year in a performance review isn’t coaching, it’s negligence.

If you are going to unleash the best in others, you must coach them like crazy. While outside professional or executive coaches can provide tremendous perspective, they can’t coach daily. If you lead a team, it’s your responsibility to make coaching your people a top priority. 

Closing

Doing these things will not work on 100% of the people you pour into. But it will work on individuals who are coachable and desire to get better.

This is when your leadership efforts will propel them to unleash the best version of themselves and allow them to move onwards and upwards to bigger and better things.  

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About the Author John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

Why the Best Leaders Look at Challenges as Opportunities

Business challenge and risk concept

Overcoming complex challenges can be tough. You’ll have moments when you feel your only option is to give up. Doubt, stress, and obstacles can come in intense waves. Challenges, especially as a leader, are a journey with many steep mountains. 

But if you want to be a successful leader- the sort you were created to be, it requires looking at challenges as opportunities. Because the best leaders know challenges are opportunities wrapped in ugly wrapping paper. 

The best leaders know challenges are opportunities wrapped in ugly wrapping paper. 

To take this idea even a step further, approach challenges not as something you have to deal with, not even as something you get to deal with, but as something you choose to solve. 

In research by LearnLoft, we have found that there are a set of common challenges that leaders face regardless of industry. While they are typically described differently with varying symptoms and players, the root of the issues remains the same. These eight challenges are faced by middle to upper managers pretty uniformly. 

So what are these opportunities wrapped up as challenges in ugly wrapping paper?

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1. Inspiring Others

This challenge is number one because inspiration is the core difference between managers and leaders. Managers use authority and titles to demand behavior while leaders inspire action. 

2. Redefining Culture 

Another challenge facing leaders today is redefining their culture amidst remote & hybrid work. Redefining and maintaining an elite culture is difficult but ultimately attainable. 

3. Meeting the Needs of Team Members

The challenge of consistently trying to meet every team member’s needs and expectations is wildly complicated. If that weren’t enough, the number of direct reports leaders now are responsible for has increased by 25% or more on average. This means devoting adequate time to more people is hard. 

4. Enabling Change

The challenge of opening people’s hearts and minds to different ways of thinking and behaving than they are previously accustomed to is difficult because we are wired to resist change. However, every industry is in a state of transformation, so change is required to stay ahead or advance past the competition. 

5. Developing Skills

Whitney Johnson, Author of Smart Growth, highlighted developing people as a significant leadership challenge. She told me, “People want to grow. They want more because the Great Resignation is really the Great Aspiration. Leaders have the humility to grow themselves to grow their people.” There is nothing easy about coaching skills and creating new opportunities for people to develop. If this is a struggle for you, check out the upcoming Coaching for Excellence workshop. 

6. Recruiting Talent

The challenge of recruiting talented people is evergreen. However, there isn’t a leader I have coached or trained in the last twelve months that isn’t concerned with recruiting more than they used to be. The labor shortage has hit nearly every industry.

7. Creating an Excellent Team 

A challenge for any leader is to bond people together to accomplish more than they can on their own. A team, by definition, is a group of people that come together to achieve a common goal. While it might sound simple, it’s anything but, especially in remote work and mental health crises. 

8. Unlocking Elite Execution 

A significant opportunity for any leader is improving daily execution. Monte Peterson, Principle of CDA Group and expert in all things execution said it well, “For as much as people talk about execution and claim it as the reason their organization’s plan was met with failure for yet another year, it just proves that not many really understand it.” 

9. Avoiding Burnout 

The most emerging challenge facing leaders today is avoiding burnout in themselves and their team. There is immense pressure from the C-Suite to increase results faster. While speed is essential, it also causes burnout. 

When leaders solve these nine challenges they will have more fulfilled, engaged, and productive team members. 

How to Begin to Solve These Leadership Challenges

Solving some or all of these will require ongoing effort, strategy, and modifications. Here are a few solid ideas to help you in the short term. 

Earn Trust and Strengthen Relationships

Leadership has always been about relationships, but trust-based relationships are more important than ever. Remote and hybrid work has made it increasingly difficult to have authentic and genuine relationships built on the bond of mutual trust.  

Great leaders build authentic and genuine relationships built on the bond of mutual trust. 

In Building the Best, I wrote about a way to build trust called “The Trust Compound Theory.” This means you get the opportunity to develop stronger bonds of mutual trust by sharing your competence, showing you care, and exposing your character. 

Empower Others to Solve Problems

You will solve more problems and overcome challenges faster and more effectively if you empower others to make decisions. The word empower means “to give control over another’s life and the authority to do something.” So often, managers do the opposite of empowering. They micromanage when challenges arise. 

Suppose you want to get better at empowering your people and inviting them into the problem-solving process. In that case, it starts with making them aware that solving problems is a part of their job responsibility regardless of their title. 

Make team members aware that solving problems is a part of their job responsibility regardless of their title. 

Come up with a Maximizing Mantra for the Year

There will always be priorities and market changes that grasp your people’s attention. With as fast as the business world is moving, we are past the point of being able to have a one-item execution list. 

However, you can create a maximizing mantra to create consistent energy on a team or company. A Maximizing Manta is a short and simple phrase that provides clarity, is action-oriented, and is fun. A few of my favorite examples include:

  • Let’s Go
  • Move the Needle
  • Row the Boat

When you or your team come up with a Mantra for the rest of this year, please put it on walls, T-shirts, or slack channels. Use it to keep it in the forefront of your people’s eyes and hearts. 

Recommit to Core Values 

Take a lesson from Meta’s CEO, Mark Zuckerburg. After two decades of running one of the largest tech companies in the world, they have reset and added new core values to help prepare for a more distributed, more honest, and faster future. 

On a recent episode of the Tim Ferris Podcast, Zuckerberg said, “One of the things that I’ve always found is you can … get an organization and a team through almost any challenge as long as you can maintain good cohesion.”

He outlined five refreshed core values and precisely what they meant to him and his team at Meta. 

Reward and Recognize Effort

One of the biggest reasons teams consistently face the same challenges is because leaders are too critical of their team. Instead of encouraging them to persevere and looking for new and better ways to solve problems, they judge.  

People tend to shut down and give less than their maximum effort when this happens. While there are places for critical feedback and tough conversations, more leaders must start rewarding and recognizing the positive effort team members demonstrate daily. 

Leaders must start rewarding and recognizing the positive effort team members demonstrate daily. 

A great trick for this is to give at least three positive comments to every critical one.  

Closing

If there has ever been a time to turn challenges into opportunities, it’s right now.  

It’s my hope these strategies will help you turn your team or organization run toward these opportunities because that’s precisely what the best do.  

Coaching for Excellence Workshop Ready to develop your coaching skills to help others reach their full potential? Learn more about Coaching for Excellence

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

About the Author John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

Why It’s More Important Than Ever to Be Coachable

Business Coach

Do you remember how it felt when you were unsure how to do something, and someone stepped in to coach you through it? Whether it was to finish a big project, accomplish something meaningful, or learn a new skill, chances are, you felt thankful, grateful, and empowered.

While these are natural human emotions, figuring out how to consistently seek help from others and learn from those around you isn’t easy. The reason is simple; most people want to do it independently. They want to believe the false narrative of being a “self-made man or self-made woman.” One’s ability to put ego and pride aside and be coachable is often is the difference between success and failure. 

One’s ability to put ego and pride aside and be coachable is often is the difference between success and failure.

Take Mike Grier as an example. He grew up in Massachusetts with dreams of playing in the National Hockey League (NHL). 

Thanks to some success in high school, Grier got the opportunity to play at Boston University. The problem was he was too big and slow at over 250 pounds to make a significant impact on the ice. While fans loved watching his big hits on the opposing team, most didn’t believe he had any long-term future in hockey.

However, others didn’t know the advice his parents had given him before starting his collegiate career. “We only ask one thing of you, and that’s to be coachable.”

They were right. The college coaches told him he would need to follow a rigorous offseason conditioning program. He lost 27 pounds and started his sophomore year as a sculpted athlete. And he became committed to becoming a better defensive player.

The rest was history in more ways than one. He emerged as a collegiate superstar that year. With the blessing of his coach, he left college early and went directly to the NHL. After being born and trained in the United States, he became the first-ever African-American player to make the NHL. He was never a superstar, but he had a long and successful career in the NHL. 

While Mike Grier’s story is unique to sports and him, being coachable is essential, especially for you and me.

What’s Coachability and Why is it Important?

More often than not, a person’s ability to say or do something significant is built on the backbone of hard work, dedication, and being coachable. A mentor of mine always told me:

Being coachable is how you show the world that you have a hunger to get better and are willing to put in the work and effort.

According to Leadership IQ, if you aren’t coachable, it’s also tough to make a successful job move. They conducted a three-year study of 20,000 hiring decisions and asked, Why do 46% of new hires fail within a year and a half? The number one reason from hiring managers was lack of coachability. If you have big career advancement goals, you had better learn to be coachable and show that trait to others.

What’s interesting about coachability is that it’s not technical skill or inherent to us. It’s a mental mindset that anyone can embrace.

Take Nick Saban, the legendary head football coach at Alabama constantly preaches to his players and coaches to “respect the critical eye.” Instead of getting defensive, embrace when someone is coaching you with a critical eye because they are trying to make you better.

Reject Your Natural Instincts

What’s interesting about coachability is it tends to follow our instincts. The less experienced and less mature you are, the harder it is to be coachable. (No better example than teenagers). Then on the opposite end of the scale, as you get older and have more success, your results will tell you that you have figured it all out and don’t need to be coachable. But what’s most impressive are those professionals at both ends of this spectrum who remain coachable and seek coaching. 

What I have learned studying and coaching some of the best and worst leaders on the planet is the best leaders don’t define their coachability by learning alone. Instead, they define it by their ability to apply what they learn.

The best leaders define their coachability not by learning alone, but by their ability to apply what they learn. 

Unless you lack the skill of coachability altogether, you can probably keep your mouth shut for long enough to listen to someone else. The trick is to ask yourself the following question: 

  • “Are you genuinely interested in learning from someone else and applying what they teach you, or are you just thinking about how you will respond to what they say to demonstrate all you know?”

Coachable vs. Uncoachable

You would think most people would know the difference between being coachable and uncoachable, but that wouldn’t be the case. Here is a simple way to think about it:

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So the natural question becomes, how do you “respect the critical eye” and develop the skill of coachability.

1.Stay on the Path of Growth

I saw TD Jakes speak one time, and he summed up the best way to stay on the path of growth, “The world is a university and everyone in it is a teacher. Make sure when you wake up in the morning, you go to school.” These aren’t just wise words; they are brilliant words. It’s a reminder to never stop learning and seeking growth on your personal and professional journey. Since you are reading this, I know you are on a growth path. The challenge for you is to stay on it. I wrote in Building the Best about a patten around personal development called AOL, an acronym that stands for Action, Outcome, Learning. Embrace AOL on your path of growth. 

“The world is a university and everyone in it is a teacher. Make sure when you wake up in the morning, you go to school.”

2. Get a Coach

If you are lucky enough to have a manager or boss that acts as a coach, consider yourself in an elite class. If you don’t, get someone with outside expertise and experience to help you on your journey. If budget is a problem, try to leverage someone close to you, such as a friend or group of colleagues. The best part is coaches aren’t like a marriage, it doesn’t have to be forever.  

3. Be Willing to Accept Feedback Responsibly

There is an old saying that’s it’s tough to read the label from the inside of the jar. Often we get so close to things or people that it’s hard to accept that we have blind spots or need help. Leave your ego at the door, put the excuses in the drawer, and take any criticism or feedback as a vehicle to help you grow.

Closing

A few keys to being coachable are staying on the path to growth, getting a coach, and accepting feedback responsibiliy. I will leave you today with the exact words I tell my 7-year-old daughter when I drop her off at dance. “There are only two rules today. Be coachable and be competitive.”

I hope you will be in a relentless pursuit to be both coachable and competitive. Here is the best part, if you and your team stay coachable, results are right around the corner.

Coaching for Excellence Workshop Ready to develop your coaching skills to help others reach their full potential? Learn more about Coaching for Excellence

John’s New Book Sign up to get early access to John’s new book. By doing so, you will be entered to win a free signed copy when it’s released Sign up here.

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

About the Author: John Eades is the CEO of LearnLoft, a leadership development company helping executives and managers to lead their best. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

How to Develop The Most Underrated Leadership Skill

Conceptual image of business vision and leadership

Leadership, in many ways, is a journey of learning, refining, and applying a multitude of essential skills. From the moment you embrace the responsibility to lead, you’re bound to this cycle whether you know it or not. 

Skills like communicationcoachingaccountability, and relationship building show their importance rather quickly. Then others fly under the radar like emotional intelligence, empathy, and positivity that most learn through the school of hard knocks.  

As important as all these skills are to being a successful leader, there is one attribute that most people overlook and undervalue. That skill is vision. 

The most underrated and often overlooked leadership skill is vision.  

The reasons most leaders overlook vision as a leadership skill is typically one of three reasons:

  • Assume people are born as visionary
  • Assume its only for executive leaders like CEO’s
  • Have never been taught how to develop a vision

While these are common, none of these beliefs are helpful or true. However, what we have found in our research is when leaders lack vision, it limits results, reduces energy, and creates a culture that struggles to embrace change.  

When leaders lack vision, it limits results, reduces energy, and creates a culture that struggles to embrace change.  

What is Visionary Leadership?

In Building the Best, I defined leadership as inspiring, empowering, and serving in order to elevate others over an extended period of time. I want to emphasize “over an extended period of time.” It is extremely difficult to create an improved state for a long time without first delivering a vision of a vastly better future than exists today.  

The best leaders are visionaries. They have in view what is possible in the future. They rarely know precisely how their team or organization will get there, but that’s what elite execution is for. The late great Dr. Myles Munroe used to say, “vision is the capacity to see beyond what your eyes can see.”  

“Vision is the capacity to see beyond what your eyes can see.”

While this may sound funny, your eyes are actually the enemy of you becoming a better visionary leader. This is because they are limited to what you can physically take in. 

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Examples of Visionary Leaders

In 1961, President John F. Kennedy was visiting NASA headquarters for the first time. While touring the facility, he introduced himself to a janitor who was mopping the floor and asked him what he did at NASA. The janitor replied, “I’m helping put a man on the moon!”

The janitor got it. He understood NASA’s vision and his part in it even though most others would say he was just mopping the floors.

In modern times, there is no better example of a visionary leader than Elon Musk, founder of Tesla and SpaceX. While astronauts have ventured into space for decades, Musk and his team at SpaceX are fervently working on space travel for the citizen population. Elon set out a beautiful and bold vision for his team, “We are going to land people on Mars by 2025.” Imagine coming to work every single day working to put human beings on Mars!

How to Develop Your Leadership Vision 

You don’t have to be the President of the United States, a janitor, or a tech titan to have a vision people can get behind. While it is true, some people may have an easier time thinking in the future tense, every single person can develop a vision and learn to see beyond what is right in front of them.

Every leader can develop their vision and learn to see beyond what is right in front of them. 

Here is how I coach leaders to lean into their vision. It starts by asking these questions: 

  • What does the future look like? 
  • What is happening on the team or in the company? 
  • How many people are joining you on the journey? 
  • What kinds of people? 
  • What is the celebration going to look like? 
  • How are you going to feel when it happens? 
  • How is your team going to react?  
  • What is your family going to say? 
  • How will the world be different? 
  • How will the lives of the people you touch in the process be different?  

Closing

Whether you have proactively thought about a vision for yourself, your team, your organization, or your family before, it’s time to leverage something I learned from one of the best visionary leaders I have watched speak, Mike Whan. Whan is the CEO of the United States Golf Association (USGA) and he puts his vision into action by calling it, “Big Bold Leadership Initiatives” 

Here is the exercise to come up with your own Big Bold Leadership Initiatives.

Find yourself a quiet place. Put on an inspiring playlist (here is mine on Spotify), close your eyes, and envision big, bold possibilities in the future. If you need to ask yourself the questions from above. Regardless of what comes to mind, write them down. Do this exercise at the rhythm and cadence that you require. The more often you do it, the more comfortable you will get. Of course, you always know you are becoming a visionary leader when you communicate these big bold leadership initiatives and you hear people say, “No way, that is just not possible.”

Do you agree vision is the most underrated leadership skill? Tell me in the comments

John’s New Book Sign up to get early access to John’s new book. By doing so, you will be entered to win a free signed copy when it’s released Sign up here.

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

How the Best Leaders Are Handling the Return To the Office

Remote work

For many people, March and April are the beginning of the end of remote work.  

Whether you love remote work or hate it, most people have been amazed at the performance and productivity of employees. Several studies over the past few months show productivity while working remotely from home is better than working in an office setting. On average, those who work from home spend 10 minutes less a day being unproductive, work one more day a week, and are 47% more productive.

If productivity wasn’t enough, saving hours a day from a commute and having more time for exercise and family are enormous benefits. But after two years of working from home, the return to the office is now upon you. Companies of all sizes and industries have communicated their return to the office policy.  

Take Google as an example. They announced a mandatory three-day-a-week return to the office for most employees. In an interview with the Wall Street Journal, CEO Sundar Pichai said, “A set of our workforce will be fully remote, but most of our workforce will be coming in three days a week. But I think we can be more purposeful about the time they’re in, making sure group meetings or collaboration, creative collaborative brainstorming, or community building, happens then. I’m excited. I think people and teams are going to figure this out, but overall I feel energized that we get to rethink for the next 10 years.”

While I am sure not all of Google’s employees are thrilled with the decision, Pichai demonstrated outstanding leadership and thoughtfulness in his approach by looking beyond just having employees back physically in an office. 

I was a guest of Tyler Dickerhoof on a recent episode of The Impact Driven Leader Podcast, and I said this about the return to the office, “In many ways, a return to the office is a great thing. However, if we are going to go back into the office to work exactly like we are working at home, that is a terrible policy.”

Don't just bring people back to the office to do the same work they are doing at home.

See, most companies and leaders have been so focused on defining their return to the office policy they have forgotten the most essential part: “What team members are going to do differently while they’re there.” So you might as well take this moment to answer the question for yourself:

“What are team members going to do differently while they are in the office versus working remotely?”

Go Beyond the Screen

Having interviewed and coached hundreds of professionals in the last year, the overwhelming priority employees mention in a job search is “flexible and remote work options.” The scary part is they say this before their salary or compensation desires. The organizations and leaders who embrace this demand will win the talent war.  

Leaders whose return to the office policy is anchored in trust and focuses on work beyond a screen will be most successful. 

If you are interested in going beyond the screen and making sure the time you are in the office with your colleagues is more purposeful, make sure these are on the agenda:

1. Team Building Activities

Zoom, Microsoft Teams, Slack, and email are great ways to communicate and get work done collaboratively. What these tools often lack is mechanisms to build stronger relationships and more cohesive teams. However, being back together in person allows teams to be authentic and vulnerable with each other. 

Being in person allows teams to be authentic and vulnerable with each other. 

But here is the kicker, this doesn’t happen by accident. Team building activities could be a planned event like playing pickleball or a tough roundtable question like, “what does each person need to do better to help us be more successful?”

Regardless of the activities that work best for your team, to be authentic and vulnerable requires leaders to craft time and safe spaces for teams to open up, get to know each other, and say what needs to be said. 

2. Purpose Sessions 

I wrote in Building the Best “people persevere because of purpose, not pay.” Fully remote work makes it hard to engrain a more profound purpose like mission, vision, and core values into a team.  

People persevere because of purpose, not pay

Now is the time to double and triple down on the core values of your team or organization and highlight precisely what it means to live them out daily. 

3. Role and Skill Audits

The majority of organizations have performance evaluations yearly. Now is the time to Conduct “Role and Skill Audits.” Role and skill audits have three essential parts:

  1. Ask team members, “Are you in the right role?” or “Are there any other roles or skills you want to explore?”
  2. Ask managers, “What team members aren’t in the right role” or “What skill gaps do you have on the team?”
  3. Shift employees to better align with their interests and gaps that exist

4. Strategy Symposium

Strategic alignment is one of the essential things any organization or team can achieve. However, doing it well online is difficult. Block three days to solely focus on strategy, competition, and the current market. This will be time well spent because most people like to work in the business versus on the business.  

There has never been a time to schedule a strategy symposium. Here is the kicker: whether you plan to return to the office or not, don’t wait another month without blocking an offsite strategy symposium. 

5. Development Workshops

As someone who has taught hundreds of virtual leadership development workshops through the pandemic, I have learned a few things. First, virtual workshops are more cost-effective and easier to host attend. Second, they are tougher to develop meaningful skills.  

If that wasn’t enough, it’s challenging for managers to keep a finger on the pulse of their team’s skill development with a fully remote workforce. So, unfortunately, most managers default to looking solely at short-term results instead of coaching long-term skills.

Most managers default to looking solely at short-term results instead of coaching long-term skills.

The point is, if you are going to bring people back together in person, focus on meaningful skill-building and development. 

A few additional ideas include: 

  • Mentoring Meetings
  • Innovation Conference
  • Employee Ted Talks About Lessons Learned From the Pandemic

Closing

Whether April is the beginning of the end of remote work for you or not, the reality is every team should be focusing on being more purposeful with the time team members are together in person. 

The stakes are high, and getting the return to the office right could make or break the future of your company. So focus more on what people will be doing together versus how many days they will be doing it.

John’s New Book Sign up to get early access to “The Leadership Lens” By doing so, you will be entered to win a free signed copy it’s when it’s released Sign up here.

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

How to Overprepare But Not Overthink

be prepared

Anyone who truly cares about performance takes their preparation seriously. Unfortunately, most professionals don’t show up to a big meeting or make a significant decision with their preparation optimized. At best, you get people who rely solely on their previous experience. While popular in approach, it’s not always the best plan. 

Experience and expertise seem like reliable sources for preparation, yet they often cause us to wreck future success. Benjamin Franklin said, “By failing to prepare, you are preparing to fail.” Many managers can finish this quote, but few live it out daily. 

The best leaders are passionate about their preparation because consistent preparation is the precursor to performance.

Consistent preparation is the precursor to performance.

In coaching and developing leaders, I have identified four different ways leaders demonstrate consistent preparation. They are what I call “Preparation Zones”: Oblivious, Overvalue, Optimum, Overthink.

The Oblivious Zone is when you show up by accident instead of excellence. There is a good chance you don’t even realize you are in this zone because it’s the only way you have ever done things. You also rely on other people’s preparation to carry you and the team forward. 

The Overvalue Zone is when you show up and solely rely on previous experience and expertise. You don’t do any additional work in advance to help set yourself up for success. There are plenty of times where this prior experience is enough to carry you through, but it’s not a sustainable competitive advantage because everything changes. 

The Optimum Zone is when you show up overprepared and ready to perform. When you are in this zone, you don’t think a lot about your prior preparation, but it’s evident the work has been done. The best athletes in the world tend to get in this zone more frequently than their competitors.

The Overthink Zone is when you show up overprepared, but cannot detach yourself from the mechanics of your preparation. This causes you to overanalyze and can create outcomes that are even worse than the overvalue zone. 

It’s hardly a surprise that most professionals (managers in particular) fall into the overvalue zone. However, it’s the Overthink Zone that we must lean into. 

Preparing to Thrive Not Survive

Preparation is defined as the action or process of making ready. I like to think that one’s readiness for a future event increases the odds of a successful outcome. Each person might have slightly different methods for being adequately prepared, but they all have hard work in common. Jocko Willink said it well, “People who are successful decide they are going to be successful. They decide to study hard.”

Preparation is one's readiness for a future event to increase the odds of a successful outcome.

Coming over-prepared may be enough to survive as a leader, but it isn’t enough to thrive. On an episode of the Flying Coach Podcast, Kyle Shanahan, the head coach for the San Francisco 49ers, joined host Peter Schrager and Sean McVay, the head coach of the Los Angeles Rams. He said, “You don’t just want a leader who is trying to survive. You want someone who has confidence, preparation, and a clear mind to do what’s right even though it doesn’t always work out.”

These words are wise and highlight one critical leadership truth you must carry with you moving forward: Great leaders over-prepare but don’t overthink. 

Great leaders overprepare but don't overthink.

There is a fine line between over-preparing and overthinking; this is why leadership is as much art as science. Allow your preparation to dictate the pressure decisions, but don’t be afraid to make them. 

The Rule of “Three And One”

I wish there were a secret formula that worked for every leader to show up overprepared, but not allow them to overthink. Unfortunately, that doesn’t exist. However, you can focus on a few tactical takeaways to help you. It’s what I call the Rule of “Three and One.”  

First, you must engage in focused work (practice, rehearsal, research, role plays, etc.) for three times the amount of time you will be performing the action. Then, while participating or performing, you only focus on one small thing in front of you.  

For example, if you have a big hour-long speech or presentation coming up. To live out the Rule of “Three and One,” you would rehearse the talk for a minimum of three hours; while giving it, you would only focus on the next topic ahead of you. Under no circumstance would you allow your mind to race to the outcome or how others perceive your talk. 

While this might seem easy, living it out is one of the hardest things any leader can do. Rarely do we have enough time to prep for 10 minutes, much less three times longer than the interaction. If that weren’t enough, training your brain to stay process-focused instead of outcome-focused is a skill very few master. 

Closing

I don’t know what is ahead of you where the ideas of the Preparation Zones or the rule of “Three and One” will be helpful. However, I do know that consistent preparation is the precursor to performance.  

I hope you will use this as your nudge to overprepare; not overthink. 

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

John’s New Book John is finishing a brand new fable story about leadership and looking for volunteers to read or listen to the first four chapters and provide feedback.  By doing so, you will be entered to win a free signed it’s when it’s released.  If you are open to help, sign up here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

Why Leadership is So Powerful on the Front Lines

Some leaders emerge in the most trying times that inspire a whole new generation of leaders. These leaders don’t choose, they are chosen. It’s as if they have molded themselves and been shaped by their experiences to lead in moments and situations where most would run or crumble.  

Enter Ukrainian President Volodymyr Zelenskyy. The former actor and comedian turned wartime symbol of courage and leadership. When Russian President Vladimir Putin began invading Ukraine, most people assumed the smaller country wouldn’t put up much of a fight. If that weren’t enough, the much less experienced leader Zelenskyy would flee his homeland for safety in the West.  

Insert a plot twist. 

Zelenskyy has taken a much different leadership approach, one that we all need to learn from. He chose to lead from the front lines, and it’s inspired millions of people worldwide, including his fellow Ukrainian citizens. 

Not only did he reject the offer to flee, but he told the US, “The fight is here; I need ammunition, not a ride,” In a video posted last Saturday morning, Zelenskyy revealed that he is still in Kyiv. “I am here. We are not putting down arms. We will be defending our country because our weapon is truth, and our truth is that this is our land, our country, our children, and we will defend all of this.” 

Ukrainian or not, Zelenskyy is courageous and brave for staying with his people and fighting on the front lines while risking his own life. 

There is no telling what the next few weeks, months, or years will have in store for Ukraine, Russia, and the world. However, the leadership lesson is clear:

A leader's willingness to be on the front lines is inspiring and powerful because it moves people to action.

Now, this isn’t to say that every leadership situation requires the President of a country to fight on the front lines or the CEO of a company to be working in the weeds. However, their willingness to do it demonstrates their commitment to the mission and their people.  

Front-Line Leadership is Brave

I wrote in Building the Best about five unique leadership styles, with the “elevate style” being the best. I have never been more sure that leaders whose style is Elevate would be willing to lead from the front lines. When leaders make courageous decisions like suiting up, working long hours, or solving big problems with their people, it makes them authentic and relatable.  

When leaders make the courageous decision to lead from the front lines, it makes them authentic and inspiring.

When former US President Donald Trump was asked about Zelensklyy, he said, “You never know about bravery. Some people think they are brave and they aren’t brave. Other people don’t think they aren’t very brave, and they step up. You never know until you get tested. Zelenskyy is being tested at the highest level, and so far, he has shown great leadership and bravery.” 

Whether you think of yourself as brave or not, one way to increase your bravery is by thinking about others instead of yourself. That’s exactly how the best leaders think because they know they work for their people instead of the other way around.

Closing

Today Ukraine and Russia are meeting for the first time at the border of Belarus to discuss peace talks. While the outcomes of these meetings are unknown, there is a leadership lesson to take away.

Be willing to lead like a Zelenskyy.

John’s New Book Sign up to get early access to “The Leadership Lens” By doing so, you will be entered to win a free signed copy it’s when it’s released Sign up here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

The Communication Technique That Will Make You a Better Leader

Why is it that a professional will be fully engaged in a youtube video for 20 minutes but mentally check out of their boss’s team meeting in the first 5 minutes? Lazy or unwilling clearly wouldn’t be the right words. It often comes down to the quality of the communication they receive.  

There are many skills leaders must develop and demonstrate to be effective over time. Research by LearnLoft indicates relationship building, coaching, accountability, and communication are in the top four. However, communicating is the one that ultimately causes success or failure.  

Communication is the leadership skill that ultimately causes success or failure.

Take Robert, a sales manager in the aftermarket car industry, as an example. When the performance and motivation of Ginger, one of his star salespeople, saw a dramatic dip, he did what most managers do. He attempted to motivate her with money. He provided an increased commission structure and gave her a pep talk.

After a few months of continued lackluster results, Robert started to believe that Ginger’s best days were behind her. In a coaching session, we unpacked his previous attempts to assist Ginger and covered some alternative approaches that revolved around improving communication. I told Robert two lessons from the Effective Leadership Communication workshop. First, “you can’t motivate others, but you can inspire them.” Second, “the effectiveness of your communication determines the ceiling of your leadership.”

The effectiveness of your communication determines the ceiling of your leadership.

These two lessons spurred a conversation that led to a communication technique that immediately moved the needle with Ginger. It’s what I call, “Remind them of the reason.”

Remind Them of the Reason

Everybody, whether they admit it or not, wants to be a part of something bigger than themselves and do meaningful work during their lives. For example, in the case of Ginger, she admitted to Robert that she wasn’t motivated by the increase in commission and that ultimately she had forgotten the reason for her work beyond just making money for herself. 

Robert took this opportunity to inspire Ginger by “reminding her of the reason.” Here is what Robert said to Ginger in a one-on-one:

“The aftermarket car industry is ripe with deceit causing average Americans to be taken advantage of. It’s our job to keep the trustworthy mechanics and independent shop owners in a place where they can thrive. So every American has a trustworthy auto shop with the best service and prices.” He continued, “So the next time you want to give up when a shop owner tells you they don’t have time, remember; we are on a mission to help auto shop owners save $10M this year alone. We do this by providing a world-class eCommerce marketplace to empower independent shop owners to buy quality products at wholesale pricing.”  

Not only did Ginger’s performance improve after their talk, but she wrote a note on her whiteboard, “Remind Yourself of the Reason Daily.” The story of Robert and Ginger reminds us of an essential leadership lesson: 

Part of your responsibility as a leader is to constantly remind your team of the deeper reason behind their work.

If you lead a team, do not go another minute without being clear on why your team does what it does and its purpose for existence. By reminding people of the reason for their work, you’ll immediately raise the ceiling of what’s possible. When things get complicated (and they will), this deeper reason will give your team a reason to continue, even through the most trying times. 

Effective Communication Starts by Listening and Observing

What’s the best way to inspire and communicate with others? Most people would assume it’s about speaking, which wouldn’t be wrong. However, effective communication isn’t just about speaking, it’s also about listening and observing. 

Effective communication isn't just about speaking but also about listening and observing.

Knowing when and how often to remind your team of the reason is impossible without listening to your people. There has never been a more critical time to replace your judgemental mind with your eyes and ears. One of the best ways to do this is to distinguish between hearing and listening.  You could write a whole book about the topic, but a simple way to think about the difference:

Hearing is with your ears, listening is with your mind.

Be intentional and create interactions that allow you to be present and truly listen to your people. You will be amazed at what you learn, which will allow you to connect with them and inspire them better.

Closing

Here’s the hard truth about being an effective communicator and inspiring others. You won’t naturally connect with everyone, and everyone won’t buy into the deeper reason for your work. While it would be great you could, you can’t choose for them. Your responsibility is to communicate effectively and inspire them to action daily. 

Effective Leadership Communication Workshop Start Communicating more confidently and effectively as a leader. Sign up for the next Effective Leadership Communication Workshop Friday, February 25th at 12 PM EST.

John’s New Book John is finishing a brand new fable story about leadership and looking for volunteers to read the first four chapters and provide feedback.  By doing so, you will be entered to win a free signed copy when it’s released.  If you are open to help, sign up here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

Super Bowl Winning Coach Sean McVay’s Leadership is So Simple You Should Model It

Every leader, good or bad, should be your teacher. It’s just more fun to learn from successful leaders. 

Whether you are a football fan or not, LA Rams Head Coach Sean McVay is a great leader to study. In a sport where age and experience create a perception of one’s ability, McVay has risen to the challenge and showed that age was just a number. At the ripe age of 35, he is the winningest active coach in the NFL and the youngest coach in NFL history to win a Super Bowl.

While McVay has the work ethic of many great coaches with the intellect to match, that’s not what’s most impressive. His leadership and, specifically, what he leads with that sets him apart.  

A Great Leader Cares First

McVay said it well in a recent interview, “Good coaches help their players reach their highest potential. In order to do that, it starts with being able to connect with them as human beings first. You do that by believing in guys and caring about them. When you care about the players you are working with, that’s when they want to play hard for you.”

McVay’s comments could be summarized in a simple and powerful leadership lesson: care for your people. Because when you care for your people you earn the opportunity to get everything they have. Caring means a feeling of being concerned for someone and having an urge to show kindness to them.

When you boil leadership down to the simplest form, the simple act of authentically caring for someone is leadership.

The simple act of authentically caring for someone is leadership.

In order to show your people you care, much as Sean McVay does, you have to get to know them on a professional and personal level. This starts with asking them authentic questions about their journey, experiences, challenges, and aspirations. So instead of just going through the motions, you have to be intent on listening and then remembering what you hear, so you can adjust your actions in the future to show them you listened.

Beyond the tough yet straightforward leadership lesson of caring for your team first, there are three other lessons that you should model in your leadership approach from McVay.

1. Be Demanding But Uplifting at the Same Time

McVay is a leadership junkie who reads, listens, and absorbs ideas from every possible place to apply them with his team. A great example of this was when he was asked about surpassing Steelers Legendary Coach Mike Tomlin as the youngest head coach to win a Super Bowl. Not only did he give a glowing response to the kind of leader and man Tomlin is, but he gave us a secret to leadership.

“Mike (Tomlin) is a great example for all leaders as far as how you are demanding but uplifting to your players. How you’re so steady and so mentally tough in those moments when your team needs it the most.”

Great leaders are demanding but uplifting to their team

2. Embrace Consistency as a Key to Performance

It’s easy for managers to measure performance based on outcomes. While results are essential, McVay doesn’t believe they are the best measure of performance. On an episode of the Flying Coach Podcast, McVay said something that caught me off guard, “Consistency is the truest measure of performance.”  

Consistency is the truest measure of performance.

The closer you look at his words the more accurate they become. In business or sports, the reality is that we rarely, if ever, control the outcome. However, we can control how consistent we are with our effort, preparation, attitude, and energy.

We can't control the result, but we can control how consistent we are with our effort, preparation, attitude, and energy.

When every single member of a team shows up consistently at their highest level, there is a good chance the outcome will match. However, if the results don’t end up favorable, McVay and other great leaders can live with the result because they know their team was consistently excellent in their actions.

3. Lead with Urgent Enjoyment. 

If you are a fan of HBO’s hit series Ted Lasso, you know all about the main character’s positive leadership approach that includes a simple locker room sign that says, “believe.” McVay channels his inner Lasso with phrases and mantra’s on walls of the LA Rams facility like:

  • “The Standard is the Standard”  
  • “We Not Me” 
  • “One Rule – Be On Time”
  • “Situational Masters”
  • “Embrace the Suck”

However, it’s another leadership saying behind the desk in his office that grasped my attention. All it says is “Urgent Enjoyment.” In a world that moves faster than ever before, and opportunities come and go seemingly before they arrive, urgent enjoyment is the perfect mantra for a leader and team. I like to think of the term this way:

Urgent – We don’t know what will happen tomorrow

Enjoyment – Find joy and passion in work

"You don't know what will happen tomorrow, so you might as well be urgent today."

The urgent part is easy for most leaders. The enjoyment part is much more difficult. While work isn’t meant to be easy, no one says you shouldn’t have fun while doing it.  

Closing

Whether you were happy about the outcome of the LA Rams NFL Championship, take leadership lessons from Sean McVay. Care about your people first, be demanding but uplifting, embrace consistency as the truest measure of performance, and lastly, lead with urgent enjoyment. 

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

Effective Leadership Communication Start Communicating more confidently and effectively as a leader. Sign up for the next Effective Leadership Communication Workshop.

John’s New Book John is finishing a brand new fable story about leadership and looking for volunteers to read or listen to the first four chapters and provide feedback.  By doing so, you will be entered to win a free signed it’s when it’s released.  If you are open to help, sign up here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.

5 Mistakes You’re Making When Leading Your Team

Shaming colleague for mistake

You’ve got the title; you’ve got the direct reports; you’ve got the desire to be a leader and not a manager; yet, when it comes to getting results, your team keeps falling short.

The voluntary turnover is high, the engagement is low, and you end up doing most of the work (or, worse, micromanaging the work) to get the numbers to look acceptable. 

It’s time to stop hoping and start leading. While each company and situation is slightly different, managers make some fairly common mistakes when leading their team. At the center of many of these mistakes is the belief that your instincts are enough and that leadership should be easy. 

Many leadership mistakes stem from the false belief that your instincts are enough and that leadership should be easy.

In Building the Best, I highlight research from Leadership Quarterly. They found that 24% of our leadership ability is genetics, and 76% of that ability is learned or developed. 

It’s true that instincts or DNA is a proven aspect of leadership. However, genetics by themselves won’t mold you into the best leader you can be. Often it requires overcoming simple mistakes through hard work. Mistakes by themselves aren’t bad; it’s repeated errors that keep us from being the best leader we can be. If you take nothing else away today, let it be this:

Great leaders aren't afraid to make mistakes, because they always learn from them.

Here are a few common mistakes I have made myself and those I have seen coaching and teaching leaders.

Mistake #1: You Care More About Your Title Than Your People

Do you remember how it felt when you got that promotion that was accompanied by a Manager, Supervisor, or Executive title? Chances are, you felt pride, a sense of accomplishment, and a bit of excitement. 

While there is nothing wrong with having a new title, there is a good chance it’s hurting your ability to lead effectively. Titles are dangerous for those who hold them because they create a distraction from the purpose of leadership; elevating others.

There is a substantial difference between the title of "manager" and the actions of a leader.

There’s a substantial difference between the title of “manager” and the actions of a leader; one is vastly more important than the other in today’s business environment. Many of the primary roles of a manager can be automated and replaced by technology; but, there has never been a more critical time in our history to be a leader.  

How to Overcome It: The only time your title matters is on the first day.  After that, it’s how you use it. Turn your attention to the primary job of your position and leadership- elevating others. Constantly remind yourself how to do this by serving others instead of yourself. A great way to remember this is what I call the “PTS Method; “Prepare to Serve.” Anytime you change environments or Zoom meetings, remind yourself, “prepare to serve.”

Mistake #2 You Take Credit and Shift Blame

Taking credit and shifting blame is a mistake made by many leaders to jockey for hierarchical positions. The best leaders are quick to take the blame when things go wrong, and equally as fast to give credit to their team when things go right. 

Great leaders take more responsibility for a team's mistakes and less responsibility for a team's success.

How to Overcome It: As Jack Welch famously said, “When you were made a leader you weren’t given a crown, you were given the responsibility to bring out the best in others.” Get in the habit of recognizing team members daily for their effort and positive attitude. You will be amazed at how your team responds when you give credit and take the blame. It’s almost always with better effort and increased responsibility. 

Mistake #3 You Execute Without Input (or buy-in)

I get it, work is coming at your fast, and we don’t always have to as leaders to be molders of consensus. There are undoubtedly times when sole decision-making and executing with optimal speed are required. However, try to avoid superseding your team to save time in these situations.  This kind of mistake is demoralizing and causes an immediate reaction of resistance from team members. 

How to Overcome It: Invite experienced team members into the decision-making process. Ask for their opinion or, better yet, empower them to make the final decision. Provide clear directions and a timeline, and then let them do their job!  

Mistake #4 You Assume You’re an Effective Communicator

Most managers assume they are effective communicators, but in reality the opposite is true. They aren’t clear, concise, and conclusive when they communicate, and they struggle to tell stories that inspire. 

There has never been a more critical time with hybrid work and multiple communication methods to stop making this excuse and intentionally work on your communication skills. I tell participants in Effective Leadership Communication.

Leaders can make small changes in communication to lead to big changes in performance.

How to Overcome It: One-word managers use to modify an employee’s behavior is the word “Don’t.” Not only is it a micromanaging word, but it’s demotivating to people. Here is how managers typically use it:

  • “Don’t do it that way.”
  • “Don’t miss the deadline.”
  • “Don’t say it like that; say it like this.”

Writing these statements that start with “don’t” exudes a manager trying to control, not inspire. Since inspiration is a key to elevating others, breathing life into team members will help change behavior with an internal trigger instead of an external motivator. Do your best to remove the word “don’t” from your communication. See what I did there? “Do your best to… instead of “Don’t use don’t….” Once inspires you and one is demotivating. 

Mistake #5 You Think You Can Do it All On Your Own

Joe Burrow joined the Cincinnati Bengals as the #1 pick in the 2020 NFL Draft. He is now taking his team to their first Super Bowl (the pinnacle of the sport) for the first time in 33 years. While watching the Bengals underdog victory against the Kansas City Chiefs in the AFC Championship, an essential leadership lesson emerged:

You might be like Joe Burrow was to the Cincinnati Bengals and be the leader that changed everything in your organization. You might be supremely talented, have incredible skills, and work 120 hours a week, but you can’t do everything alone. It’s time to stop making this mistake and to empower your people.

How to Overcome It: Don’t isolate yourself. Matthew Kelly wrote, “When we isolate ourselves, we don’t cut ourselves off from the problems, we cut ourselves off from the solutions.” Secondly, ask for help from your team or get a professional coach to challenge and support you. Remember, one leader can change everything, but one leader can’t do everything. Said differently, be the leader, not the hero. 

Be the leader, not the hero.

Closing

I don’t know anyone who likes making mistakes; but, it requires significant mental energy and effort to keep from repeating them. A mentor reminded me recently, “a mistake should be your teacher, not your attacker. A mistake is a lesson, not a loss. It is a temporary, necessary detour, not a dead end.”

Brush off your mistakes, learn from them, and do your best not to make them again.

Free Downloadable Coaching Cheatsheet There is nothing easy about coaching. So we put together a list of eight of the best coaching questions to help you. Download it for free here.

Effective Leadership Communication Start Communicating more confidently and effectively as a leader. Sign up for the next Effective Leadership Communication Workshop.

John’s New Book Sign up to get early access to “The Leadership Mantra” By doing so, you will be entered to win a free signed it’s when it’s released Sign up here.

About the Author John Eades is the CEO of LearnLoft. He was named one of LinkedIn’s Top Voices in Management & Workplace. John is also the author of Building the Best: 8 Proven Leadership Principles to Elevate Others to Success. You can follow him on Instagram @johngeades.