Blog - Page 7 - Carole Cooper Consulting

Leadership
“Diversity is being invited to the party. Inclusion is being asked to dance.”
- 2 December, 2020
- 0 comments
- by nick
“Diversity is being invited to the party. Inclusion is being asked to dance.” – Vernā Myers

Real diversity and inclusion is good for business – but many organisations are still just ticking a box.

I make no bones that I am a passionate advocate for authentic diversity and inclusion practices to be in place across all industry sectors and our communities. Considering the benefits that come from a diverse workplace, I find it surprising that some companies are still just ticking boxes when it comes to diversity and inclusion compliance. These companies just don’t seem to realise that when they embrace diversity and inclusion initiatives, positive outcomes like a better workplace culture and a boost to their bottom line will emerge.

Respected industry resource, McKinsey in their Diversity Matters report, confirms the link between better diversity and inclusion and better company performance.

McKinsey’s research shows that gender diverse companies are 15 per cent more likely to outperform their industry average, while culturally diverse companies are 35 per cent more likely to outperform theirs.

From my years in corporate roles, I have seen diversity and inclusion failures and successes and from that experience I share some observations below that I have made plus the importance of being committed and authentic about your diversity and inclusion initiatives.

Diversity goes beyond gender

I should clarify at the outset that diversity is not just about gender. Gender diversity is still an issue that needs addressing in Australia, and around the world; but if our diversity and inclusion dialogue is just about gender, it fails to include other forms of diversity – disability, cultural, LGBTQI, age, socioeconomic and beyond.

If you’re going to do diversity and inclusion, it has got to be real

Firstly, let me say, that the benefits that come with diversity and inclusion only come when there is “real” engagement – where a company’s commitment to diversity and inclusion in the workplace goes further than just having a policy or a code of conduct; it needs to go to the core of the company’s values and beliefs – it needs to go to its DNA.

Also, I believe for it to be real diversity and inclusion, it needs to be evidenced by a company’s actions. It is refreshing to see a company like Vend, a retail management software company, who have introduced a diversity process that includes hiring senior leaders in mid-pregnancy, scheduling functions around family commitments, and enabling employees to self-create company initiatives around diversity issues that are important to them.

Other organisations proactive in this area like Secure Warrior Code have demonstrated their commitment by providing specific resources to develop diverse talent, setting the tone with leadership, and ensuring all their communications reflect this – it is these types of real actions that help organisations create a stronger workforce and a high performing culture.

Diversity means that good business decisions come from a range of viewpoints
Secondly, real diversity and inclusion is beneficial to companies because it means decisions are based on the lived experiences from a diverse workforce – the other bonus is that your business is obtaining viewpoints that could potentially better resonate with a broader range of customers or clients. Beyond tapping into a larger target market, it’s important for you to have a team around you with different and contradictory viewpoints and perspectives. If you have people with the same point of view or similar life experience, you will see just through that one lens. If you are a leader you have access to a diversity of thinking and perspectives which ensures that decision making will be much more comprehensive, factual and balanced.

Diversity and inclusion is not just about recruiting people with differing viewpoints, real diversity also requires creating a culture at your organisation that genuinely values those different experiences and perspectives. The value that comes from true diversity is that your people have a sense of belonging and feel that they have a voice and the ability to contribute to your organisation.

Diversity cannot be implemented in isolation

The ability of your workforce to make a contribution highlights the second part of diversity and inclusion – the inclusion part.

One of my favourite quotes in this area comes from Damien Hooper-Campbell (Chief Diversity Officer at Zoom), who says, “If diversity is getting invited to the dance party, inclusion is being asked to dance when you’re at the party.”

It is great that you have hired a diverse workforce that spans age, gender, sexuality and ethnicity, but your organisation must also integrate your commitment to diversity and inclusion for your people throughout all parts of your business.

Diversity cannot be implemented in isolation – diversity without inclusion will result in just statistics reporting and box-ticking instead of real progress.

Don’t just tick a box because real diversity and inclusion implementation boosts your organisation’s bottom line.

As a final point, I also would like to emphasise that achieving diversity in the workplace isn’t a “set and forget” process. You still need to regularly review and assess your diversity and inclusion initiatives so you can ensure staff feel included, valued, and proud of their workplace.

I encourage you to develop and instigate real diversity and inclusion initiatives, because not only will you enhance your workplace culture, attract and retain engaged staff, but your business will be equipped to outperform non-diverse companies.

Take action, don’t just tick a box, because real diversity and inclusion, not only maximises the potential of your people to boost your organisation’s bottom line, it can also create a pathway to success for all areas of your company.
Leadership
Agile leadership: how to find your leadership style and what impact this might have on your organisation
- 19 November, 2020
- 0 comments
- by nick
In times of challenge and change, our leadership style can have a profoundly negative or positive impact on the people we lead and the outcomes we’re trying to achieve.

Typically, as leaders we will gravitate towards one of 8 defined leadership styles so understanding our preference, how each style differs and what impact these styles have on the teams we lead provides a really valuable insight into how our business operates.

Attached to each leadership style is a set of advantages and disadvantages. What works for some employees doesn’t resonate with others and this represents one of the key challenges of effective leadership today. Despite this, we know that the best leaders are those who live authentically by their leadership style and personal values.

The 8 leadership styles are:

Democratic
Autocratic
Laissez-Faire
Strategic
Transformational
Transactional
Coach
Bureaucratic

Some styles, such as Autocratic and Transactional Leaders, lead from the front; making all the decisions and asking (or telling!) the team to follow them.

Others, such as Coach and Democratic, lead from the middle and they’ll roll up their sleeves to help get the job done. T

here are other styles, such as Laissez-Faire, that lead from behind to let the team shine and take on added responsibility.

Some styles are hands on, and others hands off. Some value highly structured environments while others harness this instability to create new, innovative ways of working. Some challenge the status-quo, others live by it.

We might also adapt our leadership styles over time and depending on the types of teams we lead. Typically, younger employees need more direction so we find ourselves defaulting to a more autocratic style with extrinsic motivations to help them settle in, learn the ropes and grow.

When we lead highly experienced teams, we tend to shift to intrinsic motivations and thus, a more democratic or coach style of leadership.

Below is a summary of each leadership style, including a definition and what to look for as the characteristics of this leadership style. Have a think about which style resonates most with you. Is this a style you think you authentically live each day or is it a style you want to develop to better reflect the type of leader you wish to be? As a lesson in self-awareness and self-reflection, it can be a real eye-opener for some.

LEADERSHIP STYLES

Democratic

The Democratic Leader involves and takes into consideration the opinions of the entire team, however makes the final decision.

This type of leader asks, “what do you think?” and will always involve and consider all opinions, empowering the team to be part of the solution.

Autocratic
The Autocratic Leader makes decisions without taking input from anyone who reports to them. Employees are neither considered nor consulted prior to a direction, and are expected to adhere to the decision at a time and pace stipulated by the leader.

This style allows the leader to dictate work methods and processes. This tends to create a highly structured and ridged work environment but establishes defined rules and boundaries through clearly outlined communication.

Laissez-Faire

The least intrusive form of leadership; the French term “laissez faire” literally translates to “let them do,” and leaders who embrace it afford nearly all authority to their employees

A hands-off approach to leadership, Laissez-Faire Leaders will provide all the training, support and resources to the team and let employees make decisions. They’re comfortable with making mistakes and take accountability on behalf of the team when things go wrong.

Strategic
Strategic Leaders sit at the intersection between a company’s main operations and its growth opportunities. He or she accepts the burden of executive interests while ensuring that current working conditions remain stable for everyone else.

Strategic Leaders will say “I need your help…” and “how can I help you…”. They are clear and purposeful communicators who are dedicated to getting the job done. Those with this leadership style thrive in an environment where they can challenge old conventions to create better solutions and do so knowing that everything will likely not happen as it is supposed to. They are disciplined in always keeping the objective first and maintain a structure to their decision-making process.

Transformational
Transformational Leaders are always “transforming” and improving on conventions. While the team will have a requirement to complete set tasks and goals within their role, Transformational Leaders are constantly pushing them outside their comfort zone.

Transformational Leaders lead with vision; it’s a leadership style focuses on inspiration and motivation. Attuned to the feelings of their team members, People with this leadership style know how to keep their ego in check. They’re proactive and can make difficult decisions, entertaining new ideas and easily adapting to change.

Transactional
Transactional leaders are fairly common today. These managers reward their employees for precisely the work they do.

Based on extrinsic motivations, Transactional Leaders reward performance and practicality. They tend to micromanage their teams and place emphasis on the corporate structure and their own self-interests.

Coach
Coach Leaders will focus on identifying and nurturing the individual strengths of each member within the team. They also focus on strategies that will enable their team to work better together. This style offers strong similarities to strategic and democratic leadership, but puts more emphasis on the growth and success of individual employees.

Coaches are known for their positive outlook and enthusiastic attitude. They’re supportive, goal-oriented, observant and patient. As clear communicators, those with this leadership style come across as very knowledgeable and trusting.

Bureaucratic
Bureaucratic Leaders go by the books. They create power structures and relationships that discourage dissent, typically by centralising decision making and forcing compliance using rules and procedures.

Bureaucratic Leaders favour well-structured management and more formal, hierarchical structures. They’re hard working and task-oriented and can sometimes be strong minded.

Understanding your leadership style is a great step towards your self-awareness and development in authenticity. After all, the ultimate goal is to become an Authentic Leader.

Understanding the leadership style you naturally lean into can help you refine the type of leadership style you’d like to emulate as well as how to get the most out of the teams you lead.
Leadership
How kindness could be your most powerful leadership tool
- 12 November, 2020
- 0 comments
- by nick
Today, 13 November, is World Kindness Day, and I think we can all agree the world needs a little more kindness now, more than ever.

Kindness is defined as the quality of being friendly, generous, and considerate. Affection, gentleness, warmth, concern and care are words often associated with this quality.

For many leaders, kindness is not the first word they would want people to associate them with. Sure, it’s a ‘nice to have’ but before kindness many leaders would say they’d want to be known as inspiring, confident, perhaps a visionary and many other things. Kindness has a connotation of being associated with someone who is naïve or weak. But it is fundamentally not the case.

Being kind can do many things to a person. It has been shown to increase self-esteem, empathy and compassion and improve mood – and not just to the recipient of the act of kindness. It can also decrease blood pressure and cortisol, a stress hormone, so being kind in your dealings with those you work with is proven to directly impact the lowering of stress levels within teams.

One of my favourite leadership lessons is “clear is kind.” For me, it has proven to be an invaluable little saying that has helped me in many situations. While you never want to intentionally hurt someone’s feelings, sometimes the kindest thing you can do to someone is give it to them straight, offer constructive feedback and be open to sharing your opinion.

What I’m trying to say is that kindness can actually be harnessed as a powerful leadership tool.

Why is it so powerful? Kindness can significantly improve your relationships and connections. Your willingness to tell the truth in a gentle way, by giving truthful feedback in a way that is constructive is incredibly rewarding, both to you and the recipient. It’s a real sign of growth and flexible thinking and goes a long way towards strengthening the connections you form with those around you.

Lead with compassion, follow with kindness
Kindness is about give and take – it’s a two-way street. If you want respect, you must give respect and kindness is the perfect place to start. Compassion can really help guide us to acts of kindness; finding a private moment to ask if a co-worker is ok following a stressful meeting, grabbing lunch for a colleague when you know they are too tied up in meetings to eat, helping someone in your team meet a deadline when you know they’ve been up all night with a sick child. All of these small acts can mean a great deal to the recipient.

And there is someone else who could definitely benefit from a bit of extra kindness – you. It’s important to be kind to ourselves first. Create a balanced work/life environment that allows you to refuel, recharge and destress as you need. And when things don’t go your way, go easy on yourself.

There is a great organisation called The Random Acts of Kindness Foundation. They have set out to “make kindness the norm” and have a great resource called “7 ways to start making kindness the norm in your daily life”. See on this link https://www.randomactsofkindness.org/.

Happy Kindness Day to all, and I hope you each give and receive an act of compassion today.

If you found this article interesting, you might also enjoy this one.
Leadership
Why Communication Is One of the Most Important Leadership Skills
- 5 November, 2020
- 0 comments
- by nick
Communication and leadership are arguably symbiotic. You cannot be truly effective at one without the other. Great communicators and great leaders have many things in common, but perhaps the most important is authenticity.

In recent years, leaders have been asked to navigate constant change, uncertainty and increasingly complex workplaces. Whether leading through organisational change, economic pressures or hybrid work environments, one thing has become abundantly clear: communication matters more than ever.

When leaders communicate well, people follow. They understand where the organisation is heading, why decisions are being made and how their work contributes to the bigger picture. Good communicators build trust and create confidence, even during difficult times.

I have previously written about a leadership survey I conducted with employees across South Africa, the UK, Canada, the USA and Australia. I asked a simple question: What qualities make a great leader?

Communication was the number one response.

I found this fascinating because poor communication remains one of the most common complaints I hear from employees about ineffective leaders.

When communication is done well, people have clarity. They understand what is expected of them, the outcomes they are working towards and the role they play in achieving them. When communication is poor, confusion follows. Deadlines are missed, trust erodes and even the best strategies struggle to gain traction.

As a leader, you may have a clear vision of what you are trying to accomplish, but if you cannot communicate that vision to your team, it becomes almost impossible to achieve. The ability to clearly describe what needs to be done and why it matters brings people together and aligns their efforts behind common goals.

What Makes a Good Communicator?

Good communicators listen well, delegate clearly, facilitate productive meetings and recognise the contributions of others. They are not afraid to have difficult conversations or invite different perspectives.

What many people do not realise is that the best communicators are skilled in both verbal and non-verbal communication. Their actions reinforce their words.

Consider developing your communication skills as a three-step approach.

The first step is simply communicating through words. This is where information is shared.

The second step is communicating through both words and actions. When your actions consistently reinforce your message, you build credibility and influence.

The third step is when the people around you begin to speak your words, embrace your values and carry your message forward. They trust your authenticity and become advocates for your vision. This is where real leadership influence begins.

How to Build Better Communication Skills

Forget the corporate speak

The best communicators are genuine and authentic. Their messages are clear, human and trustworthy.

Be visible

Visibility is a form of communication. Great leaders make themselves present and accessible. They do not hide behind email or wait for issues to escalate before engaging with their people.

Listen first

Listening is one of the most powerful leadership skills. When you listen, you gain insight into what is really happening, understand different perspectives and build trust.

As a general guide, aim to spend 80 per cent of your meetings listening and 20 per cent talking.

Tell stories

As I reflect on my years in the corporate world, some of our bravest decisions and biggest changes were shaped by a compelling story.

Storytelling is one of the most effective ways to create trust, capture hearts and minds and demonstrate vulnerability. A good story gives life to a vision or objective in a way that a strategy document never can.

People may not remember every detail of your presentation or strategic plan, but they will remember a story that made them feel something.

The next time you need to bring people on board with a new direction, ask yourself:

Why are we really doing this?

I would confidently bet there is a story behind the decision that provides context and meaning to the questions people are already asking.

So, share the story, because you may find it is the most powerful communication tool you have.

Need support developing stronger communication and leadership capability across your organisation? Explore our Culture by Design Leadership Programs.
Career
Practical career advice in a saturated jobs market
- 29 October, 2020
- 0 comments
- by nick
COVID-19 has had a significant impact on all of us in many ways, from our physical and mental health to our jobs and freedom to travel. In what has been such an uncertain landscape, redundancies, role changes and terminations have become a very common occurrence for many of us. In a job market where so many people are looking for a job, here is some practical career advice so you can survive and stand out.

We’re not often conditioned to expect or anticipate the job market to be brutal, but absolutely it can be a brutal experience for many. After a few months, rejections and no responses can start to breed more uncertainty, fear and doubt in yourself. Couple this with your worries about finances, your family and mounting bills and it’s easy to see how it can land you in a very dark place.

What can you do to get through this tumultuous time?

Seek passion – Think of the job market as your opportunity to seek something you are truly passionate about. That’s the first, and best, place to start.

Have a thirst for learning – Read more, do some short courses to upskill in areas you’re lacking, listen to topical podcasts, and engage with Ted Talks. There are so many ways you can educate yourself and develop your thirst for learning. Recruiters can always spot someone who is well-read, open to different or new perspectives and is constantly learning.

Be curious and ask lots of questions – Take yourself out of your comfort zone to grab new opportunities and give it a go. You never know where it could take you. Now is the time to make bold moves in the job market.

Always do what you say you will do – Follow through is so important. If you finish your interview by telling the recruiter you’ll contact them early next week to follow up on the role, then do exactly that.

Check your personal brand – In the job market, you’re selling your personal brand so make sure you know exactly who you are, what you stand for and what you could bring to the business.

Build genuine relationships – An easy way to handle the “rejection” of an interview is to look at it as another connection made. It might not have resulted in a job right now, but you’ve hopefully made a good impression and you never know where the relationship might lead. Maintaining good relationships in business can open many doors in the future.

Persevere, don’t give up – Like many aspects of life, in the job market you just have to keep going. Reflect on each interview to understand where you think it might have gone wrong and seek feedback from the interview panel whenever possible. Position each set back as a positive learning experience and you’ll get better with each one.

While these tips are great to help you navigate the job market, it is all the more beneficial to also have a personal network of friends and family to lean on, as well as a positive and optimistic outlook. Try to surround yourself with like-minded people and create your own support network for the tough days. Mentally, change your thought process to reflect on each experience in a positive light (it’s all a learning experience after all so you’ll come out the other side stronger). Set goals, think positive and remember…the job market is a numbers game so roll the dice and eventually you’ll get a winning hand.
Leading Self
I’m speaking…
- 14 October, 2020
- 0 comments
- by nick
“I’m speaking”: How women can reclaim the conversation and speak our truth

“I’m speaking”… those words from Senator Kamala Harris packed a serious punch, resonating with so many women for all the wrong reasons.

How many more times will women be talked over, mansplained or ignored by a male colleague? We can probably all recall a time we have witnessed this same uncomfortable conversation play out in a boardroom but did that woman say “I’m speaking” like Kamala had the courage, grace and confidence to do? More often than not, she probably didn’t.

There is something truly unsettling about seeing this familiar conversation play out during a vice presidential debate between, what should be considered, two equal opponents.

Well, I’m speaking now and I want all women – and the men who support women – to remember this…. Stand Up, Step Up and Speak Up.

Stand up

To truly stand up means to call out bad or toxic behaviour as soon as you see it. It takes courage to stand up. Believe in yourself, be authentic and take a stand against those who bully, chastise and treat people badly. Being courageous is tough, as I have no doubt when trying to stand up you will come across people who will try to push you down.

Step up

One small act of kindness, one small change in the way we listen or mentor other women, can make a real difference and have a significant impact on someone. When we step up to the conversation or situation, we are stepping up for the good of others. I am particularly passionate about women stepping up to create networks that foster connection and personal growth.

Speak up

There are many reasons why women feel they cannot speak for themselves; some situations can be deeply personal and triggering. It’s up to the rest of us to speak up for them. When we see a women being talked over, say it – ”she’s speaking”; when we see a man explaining a concept because he believes a women could not understand it, say “stop mansplaining”; when you see a women wanting to make a point or statement and being ignored, say “let her speak”.

The world needs more female leaders for true diversity and balance, for the economy and for future growth. So believe me when I say…I’m speaking to you. Please stand up, step up and speak up to make the world a better place.
Leadership
Authentic Leadership: 10 simple ways to develop your authentic leadership style
- 14 September, 2020
- Comments Off on Authentic Leadership: 10 simple ways to develop your authentic leadership style
- by nick
Authenticity lays the foundation for ‘good leadership’. If we consider building trust as the key to leading effective teams then it is authentic leadership that will best inspire trust and reciprocal loyalty.

Whether you’re a new leader or have been at it for a while, leading small or large teams, we can all learn and adapt to be better prepared to lead today’s talent in a fast-changing environment. Given today’s teams are largely working remotely, conversing more frequently via zoom and often in isolation, it’s never been more important to let our authenticity take over so we can connect with our teams.

Trust is the foundation of all relationships and authentic leaders inspire trust and loyalty through vulnerability and consistently showing who they are. They care about individuals and their team. They are genuine, self-aware, and transparent. Authentic leadership is a more inclusive approach to leadership and promotes individual and team growth and performance. Authentic leaders will align their personal values to the wider team’s core values as well as the organisation’s values and vision.

It’s easier said than done to suggest we all just start being more vulnerable with our teams but creating more authentic leadership styles can be developed by focusing on 10 key qualities of authentic leadership. How many do you already consistently practice with your teams?

10 Qualities of Authentic Leadership

1. Self-awareness

An authentic leader reflects upon all of their actions and decisions and examines their own strengths and weaknesses without any bias. They put in the effort to overcome their fears and use their strengths to maximum advantage.

2. Lead with heart

An authentic leader is all heart. They are not afraid to dig deep, and they lead their team with courage and empathy that only comes from listening to the heart. In many ways, this best encapsulates the essence of vulnerability.

3. Focus on long-term results

Authentic leaders don’t waste precious time unnecessarily worrying over temporary setbacks, or less than stellar results in the previous quarter. Their focus is always long term. They know that patience and hard work do take time but yield rich results in the long run.

4. Integrity and authentic leadership

Strength of character is essential for authentic leadership. Those leaders don’t say things which they don’t mean, and they earn respect because of this quality. People trust them because they keep their word, no matter what it takes.

5. Lead with vision

Authentic leadership is leading with purpose and vision. These leaders always add value to people they interact with and help them realise higher professional goals which lead to better personal lives as well. They push themselves and others around them to raise the bar and aim for excellence.

6. Listening skills

An authentic leader is always a good listener, even when someone else contradicts their views. In fact, they are even willing to consider those ideas with an open mind and change their opinion if the arguments make sense.

7. Transparency and authentic leadership

Authentic leaders believe in open communication and combine their directness with empathy, which, more often than not, reaps success. They don’t hide their mistakes and weaknesses and have the courage to actually be who they really are; both in their private public lives, the imagine they project is aligned.

8. Consistency

Consistency is another hallmark authentic leadership. Those leaders aren’t fickle and they stick to their principles. Their behaviour is consistent, and they are not easily swayed by superficialities. This consistency further reiterates their ability to be trusted, and provide trust in return.

9. Share success with the team

This is something that sets an authentic leader apart from other leaders. They not only build a good team but also give credit where credit is due and share success and achievements with the entire team.

10. Drawing on experience

There is no better teacher than life itself, and these leaders draw from lessons learned from their life experiences. Authentic leadership skills can be somewhat challenging to refine but can evolve when you embrace your real-world experiences and life stories (the good, the bad and the ugly) for a positive spin.

How to develop your authentic leadership qualities

As a list, it’s easy to see how placing focus on these 10 qualities represents an overwhelming expectation on leaders. However, in my experience, there are a few simples way you can develop and refine these authentic leadership qualities over time.

1. Become more self-aware

Easier said than done, right? Being more self-aware is about understanding your own story and how it has impacted your leadership. Get a proper handle on your strengths and weaknesses, listen to and ask for feedback and be prepared to invest in yourself.

2. Understand your personal values for authentic leadership

What drives you? What are you passionate about? The strength of your values are usually best determined when you’re put under pressure as it is our personal values that act as our moral compass and constant check point. A great place to start this process is by downloading Brene Brown’s Values handout. Read through this list and see which words jump out at you.

3. Find and develop your support team

Leaders cannot succeed on their own. It takes support and advice. Authentic leadership is building a support team to help everyone stay focused. This team is on hand to always provide honest feedback and a balanced perspective. They’ve earned the right to speak into your life because you inherently trust them – they’ve earned your trust and you, theirs. Because of this foundation of trust, you can authentically be yourself around them. Consider your friends, family, colleagues and/or mentors to refine your support team.

4. Get personal, but not too personal

True authenticity comes when a leader is balanced and consistent in all areas of their life. Leaders that can integrate the different areas of their life turn the journey to authenticity into a reality. The challenge is balancing effective leadership at work with a healthy insight into your personal life to add value to your relationships.

5. Authentic leadership – stick to your roots

Those who achieve true, authentic leadership are constantly working to maintain balance and stay grounded in holistic lives. For all of us, we are constantly battling to find the balance between all the facets of our busy lives; spending time with your family, catching up with friends, physical exercise, community service, spiritual practices, passion projects….the list goes on! Acknowledging where you came from and understanding what drives your personal values and passions will allow your authenticity to be sustainable. It also adds insight into your character to those around you. As an example; your team will soon understand how important physical exercise is to you, and why it is so important, once you embed it as part of the ritual of your day.

6. Inspire and empower those around you

Once a leader has worked through self-awareness (an ongoing challenge), they have earned the rite of passage to empower others to lead. Authentic leaders create a culture of trust and loyalty by not being afraid to show emotion and vulnerability. In doing so, team members are inspired at all levels to step up and lead and/or take on greater challenges. This culture shift has incredibly powerful flow on effects – most notably that the wider organisation can retain and attract top talent that aligns team members with shared values and goals. Thus, authentic leaders produce sustainable results for themselves and their organisation.

Discovering your true, authentic leadership style will require not only honesty but courage. Reflecting on your experiences, owning your story and understanding your values and motives will allow you to be a stronger, more authentic leader. Leading with authenticity will help create balance in your life, build trust and empower others. Taking time to learn your authentic leadership style is a worthwhile journey that will create lasting impact.

If you already consider yourself to be an authentic leader, well done and keep doing what you’re are doing. If not, then I challenge you to embrace authentic leadership because the world needs more, especially during these challenging times.

Developing authentic leadership in managers and teams is one of our areas of expertise. Book a call with me to find out how we can create workshops or training to bring out the best in your leaders or visit our services page for more information.

Read more about better leadership qualities here.

What Makes a Good Communicator?

How to Build Better Communication Skills

Forget the corporate speak

Be visible

Listen first

Tell stories

10 Qualities of Authentic Leadership

1. Self-awareness

2. Lead with heart

3. Focus on long-term results

4. Integrity and authentic leadership

5. Lead with vision

6. Listening skills

7. Transparency and authentic leadership

8. Consistency

9. Share success with the team

10. Drawing on experience

How to develop your authentic leadership qualities

1. Become more self-aware

2. Understand your personal values for authentic leadership

3. Find and develop your support team

4. Get personal, but not too personal

5. Authentic leadership – stick to your roots

6. Inspire and empower those around you