One of the Fastest Ways to Have a Bigger Impact

Most of the go-getters I work with rarely celebrate success – and I’ve been just as guilty over the years. I remember the first time I was honored by the Dallas Business Journal with a Women in Business Award. I barely told anyone, let alone invite them to celebrate with me at the awards luncheon. 

Photo by Anna Shvets

As someone who belongs to a family of overachievers with tremendous resilience, I got so used to expecting a lot of myself. And my career choices continued to reinforce this. In my 14 years working at Deloitte, I was surrounded by smart, competitive, capable people. So, it was easy to say, “What’s the big deal?” when I accomplished something significant.  Like many of my high-performing clients, my definition of “average” performance became skewed. 

So, what’s at stake if I (or you) let a “check-the-box-and-move-on” approach continue? Simply put, others can’t fully tap into the power of your strengths, and you miss the opportunity to have a bigger impact. In other words, there is tremendous value for others when you truly notice and “own” your strengths. When you begin to see what you do well and how you consistently do it, you can be more intentional about leveraging your strengths and can teach others the same skills. 

Noticing your strengths is key to creating a bigger ripple effect.  In fact, that is why we make it easy for you to identify them in New Lens®, our online leadership development solution. 

How to Notice Your Accomplishments

A simple way to start noticing the value you bring is by tracking your accomplishments. The process doesn’t have to be time-consuming or complicated. Simply take five to 10 minutes per week to write down any accomplishments. For each one, list its impact (i.e., the “So what?”). And remember not to judge yourself too harshly; include the smaller things, too.

For example, you might include an introductory meeting that you had with someone who is important to a project you are working on. On the surface, it may seem insignificant. But when you really think about the impact, that one meeting may have set the stage for smooth collaboration with a department critical to your project’s success. 

As you continue to capture your accomplishments day after day, you will start to see how much you are getting done and what you do well. This will not only affect your confidence but also make it easier to share your results with others to build more visibility and credibility. And don’t forget to celebrate your successes to take it one step further.

For more strategies to help you or your employees be successful, schedule a demo of New Lens.. It makes learning digestible through bite-sized lessons that you can access anytime anywhere and a collaborative approach to foster deeper learning and stronger relationships.

4 Ways to Take Responsibility for Your Energy

Recently, I shared a photo on LinkedIn that struck a chord with thousands of people. The photo shows a sign posted at an Indiana University Health facility which reads:

Please take responsibility for the energy you bring into this space.

Your words matter. Your behaviors matter. Our patients and our teams matter.

Take a slow, deep breath and make sure your energy is in check before entering.

Thank you.

I wonder if those words resonated with so many people because we all know what it’s like to be affected by someone else’s energy — for better or for worse.

As leaders, we have to watch the energy we project. We don’t have to be perfect but do have to remember that we’re always in the “invisible spotlight” and that our behavior and presence sets the tone for others. 

So how can you take ownership for the energy you bring as a leader — even when things get crazy and stressful? Here are a few strategies that consistently work for my executive coaching clients.

1. Take Care of Yourself

You can’t bring positive energy if you’ve depleted your own tank. Are you getting enough sleep, breaks, exercise or healthy food? Too many of us fall into the trap of thinking, “How can I possibly take time for ME right now when there’s so much to do?” But experience and research show that self-care will boost your productivity and help you better support others. Taking care of yourself is not “nice to have” but rather a critical leadership strategy that affects how you show up.

2. Notice Your Energy Patterns

To maximize your energy, plan your activities with your personal energy patterns in mind. For example, if you typically feel more energetic in the morning, complete your most challenging or creative work then. Don’t save it for when your energy is already drained. And don’t schedule most of your draining work activities on one day. Your body will always give you clues about when it’s time to walk away (such as headaches, back pain, fatigue, and the inability to focus) and give yourself a break.

3. Build Your Executive Presence

Think about all the times when someone else’s energy affected you. Their energy probably had less to do with what they said and more to do with how they said it – perhaps with an edge to their tone, impatience, or frustration. Before you dial into your next call or log into your next videoconference, ask yourself, “How do I want to show up? What energy do I want to bring?” By simply pausing to do this, it will affect your executive presence including your tone, body language, and energy.

4. Boost Your Confidence

Your confidence level significantly impacts how you show up with others. Sometimes, all it takes to give yourself a confidence boost is setting aside a little more time – even 15 minutes – to prepare more fully. Go beyond the subject matter to think through the audience, their potential questions and resistance, and your own presence. And remember that taking even 5 minutes a week to jot down a few of your accomplishments and the value they created for your organization, will build your confidence over time.

Your energy as a leader has a ripple effect on other people. I want to challenge you to identify one strategy that you will use to keep your energy in check this week. To take a deeper dive into the topics explored here — including self-care, boosting your energy, developing your executive presence, and building confidence — take a look at our tools and resources ranging from the New Lens® app to books and audio training to executive coaching.  You’ll find solutions that fit both your needs and your busy schedule.

Asking Vs. Informing: The Unwritten Rules for Leaders and Managers

After a promotion at work, there’s so much to think about. One of the most important things to remember is that the workplace behaviors that got you where you are may not be the ones that will help you keep moving forward.

That’s especially true when it comes to your communication style, particularly around decision-making. All too often, I see new managers or leaders undermine their credibility by continuing to ask permission on decisions as if they are still in their previous role.

Why is this such a big deal? Regularly asking for permission conveys that you lack confidence. And that, in turn, leads to others losing confidence in your ability to lead.

The solution? Shifting from asking to informing. This is one of those “unwritten rules” of work. It doesn’t get talked about a lot, but it makes a big difference in how effective a leader is. Whether you're navigating a new leadership role yourself or you’re managing or mentoring someone who's just gotten promoted, understanding this unwritten rule is essential.

What's the Difference Between Asking for Permission and Informing?

At first glance, the distinction might seem subtle, but the impact on a leader’s personal brand can be significant. Read these two statements and notice your gut reaction to each one.

• I've explored several options, and I have identified the best one to resolve our budget issue. Are you OK with it? Can I move forward?

• I've explored several options, and I'm confident that I have identified the best one to resolve our budget issue. I'll move forward with this unless you have any major concerns.

While both messages convey the same basic information, the tone and implied confidence levels are very different. The first scenario positions the asker as seeking approval, which potentially undermines their authority. The second demonstrates their capability to make decisions while still respecting the organizational hierarchy.

The Risks of Too Much Asking

It's common for newly promoted leaders to err on the side of caution by frequently asking for permission. This behavior comes from a positive place. The asker may want to show deference to the leaders above them or demonstrate that they are open and collaborative. This can be a good approach in some situations. But when asking is overused, it can backfire. Constantly seeking approval before acting can have several negative consequences:

• Damaged credibility. Others may start to wonder whether the leader can, in fact, make independent decisions. Team members might even start going around them to the "real" decision-maker.

• Entrenched micromanagement. Constantly asking a micromanager for permission just adds fuel to the fire of their unproductive behavior.

• Stalled progress. Waiting for approval on every decision can slow down processes, hurt productivity and lead to missed opportunities.

How to Shift from Asking to Informing

Whether you’re the one who needs to inform more and ask less or you’re helping a team member through this transition, here are some strategies that can help. You can use these steps yourself or make them part of coaching conversations with your team member

• Reflect. Think about your recent interactions. How often did you ask for permission around decisions instead of simply informing others?

• Pause before asking. When you're about to ask for permission, stop and consider whether the decision falls within your authority. If it does, how can you rephrase your communication to inform rather than ask?

• Provide clear rationale. When informing others of your decisions, concisely explain your logic. This demonstrates that you understand the big picture and that you've thought through the implications.

• Express confidence. Use language that conveys your confidence in your decision-making ability.

• Invite feedback judiciously. Instead of asking for permission, you might say something like, "Unless you have any major concerns, I'll proceed with this approach."

Examples of Informing Statements

What does it sound like to inform others while maintaining your respect for their role? Here are some phrases that demonstrate both consideration and decision-making capability:

• I've analyzed the situation and determined the best course of action. I'll move forward with this plan unless you see any significant issues I might have overlooked.

• Given our current priorities, I've decided to allocate resources as follows ... Please let me know if you need any clarification on this approach.

• After careful consideration, I'm confident this is the right direction for our team. I'll begin implementation next week and keep you updated on our progress.

• I know we have a lot going on, and I want to be respectful of your time. I've done the groundwork, feel good about the direction, and am ready to move forward.

Supporting Your Team's Growth

If you're managing someone who's recently been promoted, you can play a crucial role in helping them start informing more and asking less. This is beneficial for both of you. Your team member will improve their ability to communicate with confidence and impact. And you’ll free up more time in your day when you don’t have to sign off on all of their decisions.

Here are some ways that you can support their growth and independence:

• Set clear expectations. Let your team member know that you expect them to make decisions within their scope of authority.

• Provide feedback. When they ask for your permission unnecessarily, talk about how they could have informed instead and what they can do in a similar situation next time.

• Delegate for development. Give them chances to make decisions on their own and support them, even if the outcome isn't perfect.

• Set an example. Demonstrate informing (rather than asking) in your own interactions with your superiors.

• Spark reflection. Encourage them to think about how their communication style affects how others perceive them as a leader.

Developing Leadership Skills: What's Next?

Mastering the art of informing rather than asking permission projects confidence, demonstrates decision-making competence, and establishes leadership credibility. But honing a new communication style is just one of the many adjustments involved in taking on a new role.

If your organization is looking for innovative ways to support and train new leaders and managers, I invite you to explore Newberry Solutions’ New Lens® learning platform. New Lens is a Capability Academy that focuses on core leadership strategies — like impactful communication — that have helped over 75% of our clients in Fortune 500 companies get promoted. To schedule a demo or learn more, visit https://www.newlensleadership.com. You can also join in the conversation about this article on my LinkedIn page. Share the communication strategies that worked for you as a new manager or leader, and let me know if there are more unwritten rules of leadership that you’d like me to cover in an upcoming blog article.