Looking Back, Looking Forward: Your Year-End Reflection Guide

At the end of each year, I always invite you to join me in reflecting on the past 12 months and setting intentions for the coming year. This is a valuable exercise, and I find it especially meaningful because we do it as a community.

I invite you to carve out a few quiet moments (even 10 minutes will do) to reflect on 2024. Grab a pen and paper – while digital notes work, too, there's something powerful about putting pen to paper that helps embed these insights more deeply. Don't aim for perfection; just capture your honest thoughts as they arise.

Image by Mohamed Hassan from Pixabay

1. What Did You Learn About Yourself as a Leader in 2024?

In a year marked by continued uncertainty and change, what did you observe about your leadership style and approach? What patterns emerged in how you navigated challenges and opportunities? This year, I have really emphasized clarity and efficiency. As a team, we have created more space for higher-impact work and have streamlined, standardized, and automated a lot.

2. What Leadership Lessons Did Others Model for You?

Our growth often comes through watching and learning from those around us. What leadership qualities inspired you this year? What approaches made you think differently about your own style? I’ve had a lot of “real” conversations this year and see the power of showing vulnerability. When people can admit that they are stuck, it gives others the opportunity to step in, give support, and build stronger relationships with them.

3. What Will You Carry Forward into 2025?

Which accomplishments are you most proud of, and what enabled those successes? What strategies, mindsets or practices served you well? How can you put them into play more deliberately in 2025? I am so proud of what our team has accomplished this year. We had four implementations of New Lens with huge/Fortune 100 companies, we were on Bloomberg, and New Lens and Newberry Solutions got some big awards. That takes teamwork, passion, and commitment.

4. What Are You Ready to Leave Behind?

What limiting beliefs, concerns or approaches no longer serve you? What lessons from setbacks or challenges will help inform better choices ahead? We did a lot of experimentation in 2024 to help inform our go-forward approach. It was tiring and I’m ready to leave that fatigue behind. We’ve distilled some good lessons. Now, it’s time to focus on amplifying what worked and bring more ease and fun into 2025.

What insights came up for you as you answered these questions? Did anything surprise you? On my LinkedIn page, you can join the conversation about this year-end reflection.

How Can We Support You in 2025?

This marks our final article of 2024, but we'll return in January with fresh insights on leadership development. If you're planning for 2025, remember that Newberry Solutions is here to help. Our work with organizations across industries gives us unique insight into the trends and challenges leaders are facing. Whether through our New Lens® platform or other services, we'd love to explore how we can support your goals.

I'm deeply grateful for this community and the privilege of being part of your leadership journey this year. From all of us at Newberry Solutions, we wish you a peaceful holiday season and an inspiring start to 2025.

The Human Skills Gap: What Leaders Need Now

A new Deloitte survey confirms what I've observed in helping top companies develop their leaders: Human skills drive career advancement and organizational success. The survey found that 87% of employees believe skills like adaptability, leadership, and communications are the key to advancing at work. Yet only about half think their companies truly value these human capabilities over technical skills.

Image by Daniel Mena from Pixabay

This disconnect between what employees need and what organizations provide mirrors what I've seen in my work. Time and again, I’ve seen talented professionals hit a ceiling because a gap in their human skills keeps them from reaching their full potential as a leader.

The Real Keys to Leadership Success

Through coaching senior executives, I've found that success hinges on capabilities that sometimes still get minimized as “soft skills.”

• Seeing the big picture and being strategic. Leaders who can zoom out, connect dots across the organization, and think strategically are invaluable. Effective leadership today requires the mental agility to understand complex systems and spot opportunities.

• Communicating with influence and impact. The Deloitte survey found that 61% of employees prioritize communication skills. Your message matters, but how you deliver it – with clarity, confidence and awareness of your audience – often matters more.

• Building relationships and networks. It's telling that teamwork and collaboration topped the list of desired skills in the Deloitte survey (65%). Success doesn’t happen in isolation. Leaders need to build authentic relationships, navigate organizational dynamics, and create strong networks.

• Developing others. The survey highlighted a concerning trend: 94% of respondents worry future generations will enter the workforce without necessary human skills. This is why coaching and developing others is so critical. Strong leaders don't just perform well themselves – they build capability in others.

Why Tech Training Alone Falls Short

The Deloitte survey revealed that about 60% of employees believe their companies focus more on immediate business needs than long-term skill development. I’ve observed the same thing. Companies sometimes get so focused on the latest technology that they lose sight of how important enduring human capabilities are.  

While both individuals and companies must adapt to new innovations, it’s notable that 70% of respondents report learning a technical skill that later became obsolete. In contrast, human skills are truly timeless. The ability to think strategically, communicate effectively, build relationships, and coach others will never go out of style.

A Better Way Forward

This research validates what led us to develop New Lens®, our leadership development platform. We built New Lens specifically to address the human skills gap, focusing on the leadership capabilities that truly drive success at all levels – from strategic thinking to impactful communication to relationship building.

We help leaders develop these capabilities through a combination of:

• Practical, relevant content that can be immediately applied.

• Peer and expert coaching that reinforces learning.

• Connection with others to build lasting networks and support systems.

Take Action

If you're concerned about the human skills gap in your organization, I invite you to explore how New Lens can help.  If you’d like an invitation to our next demo on 11/14 at 9 CT, register here: https://lu.ma/04cqige5. You can also visit www.newlensleadership.com or contact us at info@newlensleadership.com. Let's work together to build the human skills your leaders need, not just for today, but for long-term success.

Reflecting on 2023 and Welcoming 2024

It's that time of year again – the season of reflection and renewal. For those who've been following this blog for a while, you know this article is a holiday tradition for us. Each year, as the calendar turns, we share a set of thought-provoking questions designed to help you process the past year's experiences and look ahead to the opportunities and challenges that the new year brings.

Image by Annette Meyer from Pixabay

Dedicating just a few distraction-free minutes (as little as 10 will do the trick) to reflect can help you walk away with substantial insights. We've heard from both our coaching clients and dedicated readers that these end-of-year questions help build momentum and set a positive tone for the year to come.

Ready to get started? Just grab a pen and paper. (Yes, you can use your computer if you want, but you'll get the most out of this exercise if you write your answers out by hand because it engages your brain differently.) Remember, the goal isn't perfection; it's simply capturing your initial thoughts as they arise. There's immense value in slowing down and listening to your own insights.

What Did You Learn About Your Leadership in 2023?

What did you observe about yourself as a leader over the past year? What recurring themes or patterns did you notice?

One thing I realized this year was that I really benefited from putting myself in different settings with different people. These experiences exposed me to new ideas, shifted my thinking and added some new relationships to my network. I’ll maintain this focus as a way to continue to broaden my thinking in 2024.

What Did You Learn from Other Leaders?

Our growth as leaders often hinges on the wisdom and experiences of those around us. What lessons did you glean from your interactions with other leaders? Reflecting on those experiences can illuminate your path forward.

In 2023, I saw more leaders who embody the idea that vulnerability is strength. (Or maybe I’m spending my time with bolder leaders!) They remind us that everything doesn’t have to look perfect and that it’s OK to share your ups and downs because it gives others permission to be more authentic about their own experiences.

What Do You Want to Take Forward Into 2024?

Successful leaders recognize the importance of self-awareness. Do you pause often enough to acknowledge your accomplishments and how you achieved them? Identifying your 2023 wins and the strategies that fueled them will help you be more deliberate in using those strategies.

For me, 2023 was the first year without physical constraints since my surgeries in 2020. I got back to exercising regularly and was able to take some adventurous trips. Both things helped me keep my energy level high, and I plan to tap into the power of being in nature, exercising  and traveling in 2024.

What Do You Want to Leave Behind?

Have you experienced any setbacks, conflicts, limiting beliefs or lingering thoughts about changes you've been through this year? Resilience is not merely about powering through; it involves proactive introspection and learning. Reflecting on setbacks allows you to identify what may have impeded your progress and empowers you to make more informed choices in 2024.

When I thought about this question, I realized that in my eagerness to get New Lens® out to a broader audience and democratize access leadership development, I was spending too much time focusing on the gaps instead of my progress. We had some huge wins this year that I allowed to be clouded by my giant goals. Next year, I plan to focus on my passion and progress and celebrate our successes a bit more. 

As you prepare for 2024, equip yourself and your team with powerful tools designed to drive high performance and advance careers. If you haven't explored it yet, checkout our award-winning New Lens app which is designed to do just that. Schedule a demo now, and let's explore how New Lens can elevate you and your team in the coming year.

Finally, I so appreciate you being part of our community in 2023. This marks our final article for the year, but we're excited to return in the first week of 2024 with more resources to help you achieve your goals. All of us at Newberry Solutions wish you a joyous holiday season, a reflective close to 2023 and a prosperous start to 2024!

Leaders, Are You Ready for 2024?

In my last article, we explored how your team performed in 2023 and what they might need to thrive in 2024. Today, I'd like to focus on you. These five thoughtful questions are designed to help you conclude this year on a positive note and set the stage for a successful 2024.

Photo by Rebrand Cities

1. What Can You Do for Yourself?

As the year winds down and we look toward 2024, consider what changes could simplify your life. If constant distractions and interruptions are a challenge, discussing ways to streamline communication with your team could be beneficial. Alternatively, if you find coaching your team challenging due to time constraints, our New Lens® app might offer the supplementary support you need.

2. Are You Getting the Support You Need?

In our fast-paced lives, it's easy to neglect our personal connections. These relationships, however, are crucial, especially during busy or stressful periods. Don't hesitate to reach out proactively for support. For instance, you might ask a partner to encourage you to start your day with a walk or run if they notice you're overworking and becoming irritable.

3. How Will You Balance Results and Relationships?

As high performers, it's common to focus intensely on results, sometimes at the expense of nurturing relationships. Remember, effective leadership is about achieving goals through and with others. To build stronger relationships in 2024, consider setting aside 15 minutes each week for relationship-building activities, such as sharing articles or making introductions.

4. How Much Did Your Behavior Reflect Your Intentions?

It's important to realize that others assess not only your accomplishments but also the experiences others have working with you. Your intentions are vital, but if they are not reflected in your interactions, they may fall short. Regular feedback from peers can be invaluable in ensuring your behavior aligns with your intentions.

5. What Team Issues Did You Play a Role in?

Every team faces challenges, such as conflict, low performance, or stress. To prevent these issues from spilling into 2024, it's helpful to reflect on your contribution to your team's dynamics. For example, I advised a leader who was inadvertently enabling a problematic dynamic by taking over urgent tasks. By helping her team reprioritize instead, she made a positive change.

What insights did you gain from these questions? Were there any surprises? As you continue to develop your leadership skills, consider exploring our range of products and services, including the innovative New Lens® app, designed to make leadership coaching more accessible.

Here’s to being intentional in shaping what your leadership journey looks like in 2024!

Leadership Development for a Changing World

It’s been only a couple of years since the start of the Covid-19 pandemic. But it feels like we’ve all gone through at least a couple of decades’ worth of change since then.

Through our work with some of the world’s top companies, we at Newberry Solutions have seen firsthand the effect of this upheaval and uncertainty on organizations and the leaders who drive their success.

What we are all experiencing is nothing less than a transformation in how we work and what organizations are asking of their leaders. As our work environment dramatically changes, so, too, must leadership development.

That’s why we’re excited to share with you our response to these new challenges. “Leadership Development for a Changing World” is a white paper that explains why and how your leadership development efforts must evolve.

We’re eager to hear your feedback and questions after you read the report. Please feel free to tag me in your LinkedIn posts about this report or contact us directly at info@newlensleadership.com. At the heart of all we do is our passionate belief that leaders can change the world when we cultivate their full potential. And that’s what we hope this white paper empowers you to do. Start reading now at https://www.newberrysolutions.com/white-paper.

Add Some Zen to Your Leadership Style

These days, it might feel like the only certain thing in our lives is uncertainty. In this atmosphere, how you show up as a leader can make all the difference for your team.  

I’m coaching a couple of leaders who excel in showing up in a calm, positive way. Very Zen indeed. Their presence works wonders to help ground and center others. I’ve seen it in action, and it’s powerful. It not only benefits their organizations, but also differentiates them as leaders.

Image by Schäferle from Pixabay

So, I want to do my part to help you notice how you are showing up. Your presence as a leader matters even more right now in the midst of work environments full of stress and change.

Take a quick look at the list below and rate yourself from 1 (for things you never or almost never do) to 10 (for the things you always or almost always do).

_____ My tone of voice reflects positive energy.

_____ The pace of my speech is evenly paced and calm.

_____ I take a moment to personally connect with others before discussing the topic at hand.

_____ I let others finish speaking without interrupting.

_____ When I respond, my response reflects that I heard what the other person said.

_____ I am fully engaged and present during in-person or virtual meetings; I don’t multi-task.

_____ I notice the stress level of others around me and adjust my style accordingly.

_____ I thank others and recognize them for their contributions.

Now that you’ve assessed how you’re doing, identify one area to prioritize for the next week. For example, to minimize distractions during meetings you might turn off email and instant message notifications. If you need to look at something urgent on your device during a meeting, consider letting other attendees know. (“It looks like Greg just emailed me the report we were waiting for, so I have to take a quick look.”)

To help you address any root causes that keep you from feeling grounded and centered, take a look at some of my past blog articles below. After all, it’s a lot easier to exude calm and Zen when you feel calm yourself!

• How to Stop the Loop of Negative Self-Talk

• Maintaining Focus in the Midst of Chaos

• Crazy Day? Here’s How to Get Centered

• How to Overcome Negative Feelings

• 4 Ways to Keep Your Busy Life from Taking Over

And if you’re ready to take the next steps in building your leadership presence, I invite you to consider executive coaching with me or explore my self-paced tools, including the award-winning New Lens app.

How to Focus on Your Well-Being in 2022

Before your schedule fills back up again after the holidays, it’s a good time to check in on your well-being. If you’re a regular reader, you know that I’ve always taught that the quality of your leadership (i.e., how you “show up”) depends on your physical and mental well-being.  In demanding times like these, that’s even more true. 

In the current environment, self-care is a critical strategy rather than something to get to when you have a spare moment. You and I both know that those spare moments may never come. So how can you start the year with a focus on you and your well-being?

3 Questions to Ask Yourself

First, let’s get a sense of how you’re doing right now. Life often gets so busy that we lose sight of this. This is why it helps to reflect before you take action.

1. How would you rate your energy level on a scale of 1 to 10 (10 is high)?

2. What one or two derailing behaviors do you want to eliminate from your daily routine? 

3. What are one or two simple changes you can make right now to support your well-being in 2022? Keep in mind the strategies that energize you and have already proven effective.

How I’m Making Shifts

To help you think about these questions, I want to share what answering them brought up for me.

I know from experience that I’m happier and more productive when I go to bed on time and exercise or meditate first thing in the morning. Leading up to the holidays, I had let this personal best practice fall by the wayside. I had gotten into the habit of working too late and then staying up even later doing something to decompress, like watching TV. Instead of jumping out of bed well-rested, I started hitting the snooze button each morning. This put a damper on my energy level. On top of that, I got drawn into reading the depressing news notifications on my phone when I finally woke up.

As I start off this year, I’m being much more intentional about my sleeping and waking habits. I have set more realistic expectations for myself, especially when I know I’ll be really busy, and have let go of all-or-nothing thinking. If I can’t do a full workout in the morning, a 10-minute walk or run still has benefits. I’ve adjusted the notifications on my phone and read the news when it’s less likely to affect my mindset. 

Another way I support my well-being is by proactively managing my calendar. This is a work-in-progress. I’ve been experimenting with blocking out time on my calendar for different kinds of work and then evaluating whether I used those blocks as planned. Over the past six months, I’ve tweaked my system three times to align with when I have the most energy, my clients’ needs, and the work I actually need to get done. 

What Steps Can You Commit to?

As you think about how to better support your own well-being, remember that it’s not about perfection or having everything all figured out before you take action. It is a process of continuous improvement. Commit to just one or two small changes right now and then see how they affect your energy and well-being. Use what you learn to help you continue to refine your approach. And remember that small steps lead to big results.

If you’re looking for even more actionable strategies to start your year on the right foot, check out my award-winning New Lens app. It features bite-size lessons like the ones in this article that you can quickly absorb and apply.

4 Questions to Take You Into 2022

Annually on this blog, I share a series of questions that can have a profound effect on how you move forward into the new year. Consistently, I hear from both my coaching clients and my readers that this simple exercise yields big insights with just a brief time investment. Whether you answer these questions each year with me, or if this is your first time reading them, I hope that they’ll create “aha” moments and positive momentum as we head into 2022. All you need are a few distraction-free minutes (as little as 10 should do the job) and a pen and paper. (Yes, you can use your computer if you want, but you'll get the most out of this exercise if you write your answers out by hand.)

Image by Alexandra_Koch from Pixabay

1. What Did You Learn About Your Leadership in 2021?

If there’s one thing we can say about the past couple of years, it’s that they’ve put us to the test. What have you observed about yourself amid the challenges of 2021?

2. What Did You Learn from Other Leaders?

You can learn a lot about the kind of leader you want to be — and the kind you don’t want to be — from the other leaders around you.

3. What Do You Want to Take Forward Into 2022?

Want to know a surprisingly common mistake that many high-performing leaders make? They don’t pause often enough to notice the results they’re creating and how they create those results. When you understand how you accomplish what you do, you can put your own personal best practices into play more deliberately — and help others leverage them. What were your wins in 2021? How did you make them happen? And how can you use those same strategies to achieve your 2022 goals?

4. What Do You Want to Leave Behind?

The end of the year is a good time to think about any setbacks, mistakes, conflicts or big changes that you find yourself dwelling on. Sometimes we can stay stuck in frustration even as we push ourselves to move forward and be more resilient. But resilience doesn’t mean simply powering through. Instead, it requires delving into our thoughts and feelings and taking a look at successes and failures – so we can learn from them and make different choices. My article “Why Can’t I Get Over This?” has some strategies you can use to get past any stumbling blocks you want to leave in 2021.

Planning for Next Year?

As the year winds down, arm yourself and your team with easy-to-use, high impact tools. If you haven’t already, check out the New Lens® app to start getting results immediately without breaking the budget.

This is my last blog article of 2021, and I want to thank all of you for reading this year. I’ll be back in the new year with more resources to help you accomplish what’s important to you.

Leadership Advice on the Go

This time of year, you might be spending more time traveling, whether for errands around town or holiday visits across the country. As you do, I wanted to share some of my interviews and presentations on leadership that you can take along with you. Just follow the links to listen.

Image by Markus Winkler from Pixabay

‘Beyond Barriers’

I recently joined Monica Marquez on the “Beyond Barriers” podcast. We discussed how to gain clarity on your career path and make decisions with confidence in the midst of uncertainty, risk-taking strategies, codifying your unique value proposition, and promoting your value without bragging. 

‘Be a Wave Maker’

2020 was epic with lessons of a lifetime from my unexpected battle with cancer (I won), navigating through a pandemic and running a business. Don’t underestimate the power of one step at a time or any of the simple but powerful resilience strategies I mention here. They will lead you to big results. I talk more about "Building a Change Mindset" with Patti Johnson on the "Be a Wave Maker: Conversations on Change" podcast.  

‘The STaR Coach Show’

With tight schedules and budgets, how can you get the coaching that you need or provide coaching to your team? Our New Lens app gives you access to what has helped over 75% of our clients get promoted. Learn about it in this episode of “The STaR Coach Show” podcast with Meg Rentschler.

TWU Commencement Speech

In May 2019, I gave the commencement speech for the College of Business at Texas Woman's University. As a big fan of TWU and an inaugural advisory council member of its Institute for Women's Leadership, this opportunity meant a lot to me. Listen for a powerful, timeless message about how to achieve your goals in tough circumstances. I hope will give you a little inspiration and remind you of what is possible.

More Leadership Development Resources

Ready to hear more? My WOW! Program℠ is for high-performing women who want to elevate their careers and leadership skills, in a way that works for them. It contains six audio modules designed to take you from gaining insight to taking action. And you can access the information when, where, and as often as you like.

What to Do When You Can’t Get a Response

You have a simple question. Or at least that's what you thought. But, for some reason, the colleague you are asking keeps saying they'll have to get back to you. Or perhaps they do respond to you, but their answer isn't relevant to what you need to know.

Image by Ernesto Eslava from Pixabay

When someone isn’t responsive to your questions, you might feel frustrated or even invisible. Getting the information you need while maintaining a good relationship with the other person takes both strong communication skills and emotional intelligence.

Clarify the Core Message

One reason the other person may not respond is that they may be getting lost in the details. Whether you're asking a question in conversation or via email, remember to present your "headlines” first. In other words, directly ask about what you want to know. Save the backstory and details. The other person will ask for more information if they need it.

Put Yourself in Their Shoes

Perhaps more than ever, many of us spend our days in a state of stress and distraction. When we're busy, our listening skills suffer. So even if you are clearly stating your question, the other person may not be processing what you are really saying. Consider your audience and tailor the approach accordingly.  What tends to work best? How can you make things easier?

Maybe They Just Don't Know

Some people are reluctant to say "I don't know" out of fear of coming across as incompetent or incapable.

Usually, the leaders I coach have already tried different strategies to make sure they are understood. But they often don't pick up that the other person is uncomfortable admitting they don't have an answer — especially if they themselves have no problem saying they don't know something.

Consider whether this might be going on in your situation. What does the evidence tell you about whether the other person actually has an answer to your question? Don't let their title or level distract you.

If you suspect they don't have an answer, you may have to help them figure one out in a way that spares their ego. For example, give them a couple of ideas to consider and get their reaction.

If you'd like to learn more strategies for leading confidently in any situation, check out my WOW! (Women on the Way to peak performance) Program℠. I've delivered WOW! at top corporations, and now it's available as a self-paced program that you can complete on your own, with a colleague or through your own informal learning circle.

Download Some Inspiration

May is Asian Pacific Heritage Month. To mark this occasion, my friend Tracey Doi, CFO of Toyota North America, spearheaded a project called "Inspiration for our Next Generation Leaders." She asked me to contribute to this guide which features Asian American executives from a variety of industries and companies, including American Airlines, Bank of America, EY, and Toyota, among others.  Tracey shared the guide at Toyota, but sent it to us share with others who could benefit.

Contributors' Asian roots include Cambodia, China, Hong Kong, India, Japan, Korea, Philippines, and Taiwan. Some of us immigrated to the U.S. when we were very young; others are third, fourth and even seventh generation. But one thing we all have in common is a passion for supporting, inspiring and developing our next generation of Asian American leaders. 

Whether you are early in your career or an executive, I hope you’ll enjoy reading the words of wisdom from some of the people I have gotten to know  including Tracey Doi, Bonnie Clinton, Caren Lock, Thear Suzuki, Cynthia Yung, Radhika Zaveri, Jin-Ya Huang, Carina Reyes and Sakina Foster.

Here's a little preview of my contribution:

As a first-generation immigrant, I remember wrestling with how much I wanted to stand out, to be “me” vs. blend in. In my early years at Deloitte Consulting, I prioritized fitting in because I didn’t want anything to get in the way of my credibility. Although I have had a very successful career, I now know this made me play smaller and lose important parts of myself in the shuffle.

To read my full essay, as well as those of other contributors, you can click on the image below to download "Inspiration for our Next Generation Leaders." And remember to share it with others!

10 Strategies to Lead with Powerful Intention in 2020

This new year won't be new much longer! It's not too late, though, to set powerful intentions for 2020. But with so many priorities competing for your attention, how do you decide what your intentions should be? Consider focusing on one (or more) of these leadership strategies that have consistently made a difference for my executive coaching clients.

1. Live with purpose. Let your passion and personal priorities guide you.

2. Always take the high road. One negative, memorable moment has a long shelf life — especially the higher you move up the ladder. Find an outlet outside work to vent.

3. Align your words and actions. When they are out of sync, your actions will always speak louder. You can say that you know how to prioritize or that you value work/life balance, but what are you modeling?

4. Pay attention to relationships just as much as results. People care about what you do and how you do it.

5. Demonstrate your positive intent through your behavior. You can have the best intentions or results in the world. If people consistently have challenging experiences with you, neither of those things will matter to them.

6. Invest time to network. Networking is part of your job, not something you do if you have spare time. It gives you access to important resources to do your job and manage your career.

7. Stay humble but tastefully toot your own horn. It will help others understand and tap into your strengths.

8. Celebrate success even if you think you are “just doing your job.” It will boost your energy and that of the people around you.

9. Strategically integrate self-care into your life. Self-care isn’t a sign of weakness or just “nice to have.” The best leaders know it is key to high performance and satisfaction. Pay attention to what your body, not just your mind, is telling you.

10. Give yourself that empathy that you so freely give to others. You are doing the best you can with where you are in your life.

Which one of these leadership strategies will you to focus on right now? How will you keep it front and center this week?

Looking for more leadership advice and inspiration? From corporate programs to coaching to books and audio, you'll find tools on my website tailored to your needs.

3 Leadership Lessons from the Racetrack

I love fast cars. One of my most memorable moments of last year was racing on the Formula 1 track in Austin. There's nothing like 600 horsepower at 143 mph!

In many ways, driving on that track reminded me of the corporate world: zipping around at a fast pace, wondering whether the risks you take will put you in the lead or make you crash and burn, and navigating challenging twists and turns.

Are you ready to shift into high gear when the pressure is on in 2020? Here are three lessons I took away from my F1 experience.

1. Fill Your Tank

In a Formula 1 race, you can’t run out of gas. You need a game plan for pit stops. Similarly, on the corporate track, you must have enough energy for the long haul. 

Most people get this, but high performers often lose sight of their need to manage their energy — especially when they are going full steam ahead and navigating unexpected changes.

Some just try to push through, so one of the first things to go for them is rest. They convince themselves that they don’t have time for breaks, although research shows that high-quality two-minute breaks throughout the day can significantly boost their energy and productivity. One of the most effective breaks you can take is to simply breathe deeply for 30 seconds. 

Forcing yourself to sit for hours won’t help you get more done either, because your energy hits peaks and valleys in 90-minute cycles. If you keep draining your tank without refilling it, you just won’t make it to the finish line.

2. Lean on Your Crew

F1 drivers depend on a great crew to help them. In the corporate world, this translates to having the right support team — and knowing how to best engage them. No one tells you this point-blank, but after a certain point in your career, relationships matter much more than results — because investing in them is the best way to deliver those results.  

When you're in stressful situations at work, like navigating unexpected twists and turns or moving at a fast pace, take time to help people understand what happens to you. For example, you may take on a more directive, controlling style. However, that behavior may be more about ensuring high quality or helping your team during crunch time and less about mistrust or perfectionism. What do you want people to really know about how your behavior changes when you’re moving fast or dealing with uncertainty or change?

3. Focus on Where You Want to Go

On the racetrack, if you want to win the race, you can’t simply navigate each turn. To maximize the opportunity, you must focus on where you want to go. By doing this, you will position yourself to go much faster coming out of each turn. 

Similarly, at work, don’t let your short-term focus interfere with the bigger picture. Help people understand that you get what matters strategically. Where are you taking them over the long haul? And what’s the unique opportunity that you see in each twist or turn — perhaps a bigger competitive advantage that others haven’t noticed?

We all find ourselves in situations where we have to move quickly, handle unexpected challenges, and maintain enough energy to get to the finish line. Be more intentional about how you take care of yourself, engage with others and focus on the ultimate goal. You’ll be in a much better position to win the race.   

Whatever is ahead for you in 2020, you can find resources to support you on my website. From corporate programs to coaching to books and audio, you'll find tools tailored to your needs.

Are You Keeping Your Gold Mine of Ideas to Yourself?

If you have a useful idea and no one knows about it, does it really have any value? Well, I would argue that it doesn’t. If you find yourself holding back, what makes you reluctant to speak up? It usually starts with that fleeting thought that goes through your head.

Let’s take a look at three thoughts that might prevent you from sharing your views, and what you can do about each of them so that others can benefit from the value you bring.

“What I have to say is nothing earth shattering.”

If you fall into this category, take a second to ask yourself what others could gain from your perspective. Recognize that others don’t bring the same experiences you do, and what you see may not be as obvious to others (especially if they’re immersed in the issue/topic).

You may be dismissive when you have truly mastered a skill (i.e., you are unconsciously competent in performing it) or have deep expertise, because you know it like the back of your hand. Don’t underestimate the value you bring. While you may feel like you’re speaking for the sake of it, remember that others may find your comments insightful and relevant.

Whether or not you say anything new or insightful by your own standards, I want to remind you that there is tremendous value in being able to:

• Summarize: This can help others in the room get refocused on what has been accomplished in the discussion and what still needs attention.

• Bring people back to the big picture: Helping them connect the dots can refocus on what’s most important to the discussion at hand (especially if it’s been meandering).

• Help a group see common ground: Noticing the alignment and common goals can help the whole group move forward, particularly when a range of perspectives have been shared.

"My idea is not ready for prime time.”

You may hear this from people who prefer to reflect before they share their ideas with others (often introverts). Unlike extroverts, who typically think and process out loud, introverts often want to be more thoughtful about what they say before they say it. At times this can be misconstrued as holding back ideas that could be of value to others, or perfectionism. If any of this sounds familiar, trust me that you’re not alone.

I would recommend that before you walk into a meeting; anticipate what might come up. What might they ask? What challenges may come up based on who will be present in the room? How would you respond? Taking even five minutes to prepare ahead of time will help you step out there a little sooner than you typically would, and with a stronger sense of conviction and confidence.

“Is this really worth my time and energy to share my views?”

Yes, we all have those moments where we are just ready for a meeting to be over. Of course you wouldn’t dare bring something else up because it may drag your unproductive meeting out even longer (and it’s already been going on long enough)!

Before you mentally disengage and start answering email on your phone, ask yourself what opportunity sits before you in this meeting. Remember that it’s up to you to see these moments as unique opportunities to accomplish something of importance to you and/or your team — whether it’s reinforcing your leadership brand, bringing direction to the group, advancing a relationship, or actually making productive use of an otherwise useless meeting.

I would ask you to identify one thing you need to keep in mind or do so that others can get value from what you uniquely bring. Don’t keep that gold mine of ideas all to yourself. Spread the wealth.

Networking for Results

When we expanded our business into the Dallas/Fort Worth area, several people commented on how quickly we plugged into the local business community and asked what we did to make it happen. Here are three simple strategies that have worked for us and our clients.

1. Get clear.

Networking can be a full-time job if you let it. So before you dive in, clarify what you want to accomplish personally and professionally. Developing specific goals will help you focus on who and what matter most, make the best use of your time, and make networking less overwhelming.

Let's take the example of Susan, a leader who told me that she really needs to start networking but finds it draining and difficult. Given her busy schedule, she just doesn’t know how to make it happen. I asked her what she was trying to accomplish. Susan explained that she is ready to take on a bigger role at her company, but that she cannot travel extensively. She admitted that her ideal role may be difficult to get at her company, so she will need strong sponsors to make it happen.

In particular, there are two leaders who could strongly influence her career path. Susan needs to make sure that they know who she is and how she is adding value. As a backup plan, Susan needs to build her external network to identify opportunities outside her company. Because we clarified Susan’s goals first, she could quickly develop a list of people she needs to network with internally and externally.

2. Be consistent.

Most people focus on their networks when they need something. They typically view networking as optional vs. core to achieving their goals. If this sounds all too familiar, I would urge you to set aside time each week to strengthen your network. Remember that it doesn’t have to be time- consuming. Even 5-10 minutes per week can go a long way. For example, in less than five minutes, you can send a quick email about an event or article of interest, make an introduction to someone your contact would enjoy meeting, or ask for advice or input.

As you develop your strategies, think about what would be of service to the person with whom you are cultivating a relationship. Whatever your approach, communicate regularly so that you stay top of mind.

3. Show your stuff.

The best way for people to get to know you is by seeing you in action. Volunteer for something that showcases your strengths, fits with your passion, and helps you develop strong relationships with the right people. When you get involved, others will notice how you think and the value that you bring — as long as you follow through on your commitments. Otherwise, you risk damaging relationships instead of advancing them. Again, you don’t have to invest a lot of your time, but be clear about how much time you can give and carve out something manageable.

Because networking can feel overwhelming, start by developing one achievable goal. For example, you could carve out ten minutes this week to clarify what you want to achieve through networking. If you already know, invest those ten minutes instead to reach out to someone with whom you want a stronger relationship. Remember to look for opportunities within what is already on your calendar (e.g., meetings, calls, etc.), rather than adding more to-do’s to your list!

Learning the Unwritten Rules

At a conference, I heard a senior director from Catalyst (a leading organization focused on advancing women) speak about Unwritten Rules: What You Don’t Know Can Hurt You. Like the presenter, I wish I could say that doing a good job is enough. It simply isn’t. Although performance matters, understanding and playing by the unwritten rules can have a huge impact on your career advancement.

I want to share three of the strategies or “learning approaches” that Catalyst found in its research to help discover the unwritten rules. The research also reveals the effectiveness of each strategy in career advancement and breaks down the data by gender.

1. Observation

This approach involves taking time to really understand how things work by paying attention to what other successful employees do, how they behave, and who gets promoted. Almost 90 percent of survey respondents said they had learned through observation, and 49 percent would recommend this approach.

Most of us have a lot going on day-to-day, so this strategy may not get the attention it deserves. Take a minute right now to ask yourself how often you take time to simply notice what is going on around you and Connect the Dots. As organizations go through changes, and leaders move up or out, taking time to do this periodically may give you some important insight.

2. Mentoring and Feedback

The second key learning approach centers on regularly seeking guidance and input from others about what it takes to succeed, staying in tune with your own behavior and performance, and using the information to understand what matters most in the organization. Eighty percent said they used this approach, and 32 percent would recommend it to others.

Remember that engaging others in giving you guidance and feedback can also go a long way in creating sponsors, people who have a vested interest in your success and will advocate on your behalf.

3. Trial and Error

This strategy, which some may call “learning from the school of hard knocks,” is all about figuring out what works and doesn’t as you go along.

Although a huge percentage of respondents learned unwritten rules this way — 78 percent to be exact — only 18 percent found this approach helpful.

Wow, wouldn’t it be nice if someone just saved you the trouble and handed you a list of all the unwritten rules? Since that probably won’t happen, think about one small step you can take to put one of the most effective strategies into play for yourself.

Connecting the Dots for Others

There's one area that I always work on with my clients that they never realize they need to work on. It doesn’t come up in our initial discussions about their coaching goals, but it does affect their ability to truly lead with impact and build a strong leadership brand.

Let me explain. Usually, when I ask leaders about the most critical things they want to accomplish from a business standpoint, they rattle off a list of things. The same thing happens when I ask about their teams. Very few of them can easily articulate the two or three areas of focus that guide everything they do.

For example, I have a client who has the remarkable ability to dive into a completely new area of responsibility, learn what she needs to, and restructure the work to maximize results. On top of that, she empowers and develops her team to step up and sustain the performance. She has done this time and again, and can give me countless examples. Through our work together, she has come to realize that her primary focus is on creating sustainable value while minimizing risk for the business and developing future leaders. This is her beacon that guides everything she does.

By realizing this (i.e., Connecting the Dots for herself), she can now articulate a consistent message about her focus and intent. This provides tremendous value because she can give others a way to interpret what she says and does by constantly framing her actions and decisions in the context of her areas of focus.

Remember that others will draw conclusions about what you say and do using their own filters — and they may take away something different than you intend. Let me give you an example to further explain. I have another client (let’s call her Michelle) who has a strong focus on supporting her team. This means that Michelle invests considerable time coaching her new hires, but she also recognizes the need to get her employees working independently without her day-to-day guidance.

So she was surprised at her new hire’s frustration when she scaled back her one- on-one time with him. Michelle knew that pulling back was the best support she could give him because it would serve him well in the long run. However, her employee didn’t realize what she was doing. He didn’t Connect the Dots in the same way Michelle thought he would. In fact, he had drawn the opposite conclusion. By explaining her primary focus, Michelle helped him understand that she was supporting him and how. He now has a way to interpret her actions and understand her expectations.

Remember that Connecting the Dots for others is not a “once and you’re done” exercise. You have to do it again and again — and you can’t do it unless you have Connected the Dots for yourself. So take advantage of the unique opportunity you have to provide a framework to give others insight into what you think is important, what success looks like, and what will guide your decisions. It will also create a stronger sense of conviction for you — about what you want to accomplish, how you will get there, and what you want to be known for as a leader.

Keep Your Passion Front and Center

When I served as a panelist for OCA’s Professional Leadership Summit: What’s Passion Got to Do with It?, I didn’t realize how much I would get out of the experience. It forced me to reflect about my own career and how I’ve stayed in tune with what I’m passionate about over the years. I also benefited tremendously from hearing the other panelists’ stories.

So, I have three tips I’d like to share to help you keep your passion front and center:

1. Set aside time to re-energize and reflect.

As I have analyzed my career path, I realized that every three to four years I have taken some kind of big break—a leave of absence or sabbatical—to help me get perspective and clarity about what’s next for me. During that time, rather than obsessing about my career, I always focused on doing what I really enjoy (e.g., hiking, biking, international travel, etc.), to infuse positive energy into my life and give me the perspective I need to move forward.

I recognize that not everyone can take big chunks of time off. So, the next best thing is to make sure that you set aside time on a regular basis to reenergize and reflect. If you haven’t read it already, there’s a great HBR article, Manage Your Energy Not Your Time, that will help you determine how to recharge on a day-to-day basis.

As for reflection time, even as little as fifteen to twenty minutes, periodically, can really help. I know that one size does not fit all, so figure out how often you should set aside time to stay in tune with your passion and priorities. When you do take the time, ask yourself the following questions:

What do I enjoy most about what I do? What do I like the least? What am I tolerating (i.e., what is weighing me down)? What one step can I take to get more out of what I’m doing today? What one step can I take to move towards more of what I want?

I know that there are so many questions you could ask yourself, but these will get you started.

2. Surround yourself with the right people.

Energy, both positive and negative, is contagious. Surrounding yourself with people who can give you the support you need (whatever “support” looks like for you) and who get excited about the possibilities for you, can make a huge difference. Naysayers certainly have their value (e.g., they can help you think through potential risks) but they can also zap your energy, especially when you are trying to make a big, difficult change.

So take a look at who you interact with regularly or go to for advice, and think about the type of energy you get from each of them. You may realize that you need to make some shifts.

3. Make sure others understand your passion and skills.

Finally, always keep the pulse on what you are known for—your personal brand. If you don’t know what it is today, you don’t really know whether it’s hurting or helping you. So, clarify what your brand is and what you want it to be.

Remember that when that perfect opportunity comes along, you want the key influencers and decision makers to think of you. If there is a big disconnect between what that perfect job entails, and what others consider your skills and passion, you probably won’t get the job. So, set aside even five minutes each week to ensure that the right people understand the value you bring. I present on this topic all the time, so trust me when I say that you can do it tastefully and in a way that serves you and your company.

Let me end this article with a Call to Action. Determine one step you’ll take to keep your passion front and center. Remember that small steps can lead to big results.

Look for the Opportunities Right in Front of You

I can’t tell you how often I hear people complain that they don’t have time to focus on something important to them. There can be several reasons they don’t dedicate the time or make the effort. For some, fear holds them back. For others, the sense of urgency isn’t there. But in many cases, people simply do not see the opportunities in front of them to make progress on what they want.

So, I work with my clients to develop ways to achieve their goals without adding layers of work—which is key to getting the ball rolling. Below are three simple steps you can take. Think about each of these in the context of what you really want to accomplish.

1. Review what is already on your calendar.

To get started, look 1-2 weeks out on your schedule to see who you have meetings or calls with. You may find that you will be in front of important people with whom you want to cultivate stronger relationships or get visibility. By looking at your schedule ahead of time and in the context of your goals, you can begin to set the stage for making progress on what you’d like to accomplish.

2. Think about how you can make the most of that time.

Next, think about how you can make the most of the opportunity whether it’s a meeting, phone call, or something else. For example, I have a client who has a strong internal network but wants to expand her external network. With her work and travel schedule, she doesn’t have much time to participate in networking events. She’d been struggling to make time for quite a while.

When we looked at her calendar, she noticed that she had a two-day meeting coming up. It was part of a prominent leadership program for which she had been selected and it included leaders from other organizations. So, we worked together to establish 1-2 goals for this meeting. She identified two individuals she wanted to cultivate relationships with and developed concrete actions steps to do just that. Ultimately, she got more out of the program and made progress on her networking goal without adding any time to her schedule.

3. Set up a structure to help you.

Finally, make this process a habit for yourself. If the thought of looking out a week or two in advance sounds overwhelming, you can still make the most of any single opportunity sitting in front of you.

Before each meeting or call you attend, take a couple of minutes to ask yourself:

• How do I want to show up (i.e., what impression do I want to leave? How can I reinforce my brand?)?

• In this forum, how can I also make progress on one of my goals or priorities?

• What one action will I take in this meeting or call?

My clients can attest that this really works! So, set aside time to strategically look at your calendar and set goals for your upcoming meetings and calls. As a first step, pick just one meeting in the next week to try this approach. If you’re really adventurous, block 15-20 minutes on your calendar each week to strategize about the following week’s meetings. You will show up with much more intention and may be surprised at the results you get.

How Does Your Leadership Impact Team Performance?

When I speak about high-performing teams, I often cite these key things any leader should think about:

1. Connecting the Dots

Remember that as a leader, you are always in the invisible spotlight. People are watching, listening, and constantly drawing conclusions about what it all means. Proactively communicate how you measure success and consistently Connect the Dots between your actions and your underlying intent. The more you do this, the less others will misunderstand your expectations and desired outcomes.

2. Set the right tone

Are you a leader who shields your group from the pressures that come from senior executives, or does it filter straight through you to your team? Recognize that how you show up sets the tone for the team. What do you look and sound like when you are under stress? Ask someone to give you feedback if you are unsure. Be mindful that your energy, positive or negative, can be contagious.

3. Create a clear line of sight

Help others see how what they do on a daily basis ties to the bigger picture. Give them specific feedback that allows them to understand how they are making a difference in the context of the overall business strategy and direction. To take it one step further, point out what they should keep, start, and stop doing to be more effective.

Think about how you want to show up and how you want others to view your leadership. Spending even a minute to consider this will help you take a more strategic approach.

© 2013 Neena Newberry | All rights reserved.

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