Pacifica Continental’s Post

A Four-Step Process To Help Leaders Find Their Homegrown Leaders. The strongest leaders are always be looking for the people around them who can take on more. These people are: - Teammates ready for new responsibilities. - Colleagues who have a special set of skills that are under-utilized in their current role. - People who have a growth mindset - some of that dog in them that drives them to deliver at a high level. Things change quickly. In times of crisis, you may need people you can trust to step into bigger roles or handle bursts of increased responsibility. It behooves you to know who those people are before the shooting starts. Follow these four steps to find your next leaders from inside your team: 1. ID your talent that posses qualities that makes them high potential. Put them on diverse projects and stretch assignments. Ask for volunteers and see who raises their hands for what. 2. Give them smaller, less visible assignments where they can feel ownership and freedom to execute. They’ll get pieces of it wrong, and their style will differ from yours. But that doesn’t matter - you’re building them up, and this is their chance to deliver. If they don’t deliver, you learned something about them. But if they do, this is where your future leaders - the people who will become the pillars of your team - will be discovered. 3. Keep stretching those who produce results. Give them more responsibility paired with increased organizational visibility. When they deliver, make sure they receive the credit and recognition to the right people in your organization. 4. Repeat until they hit their ceiling - or, better yet, can do your job.

I know it's hard to believe but... 60% of new managers fail within their first 24 months. That's a crisis with a ripple effect! When new leaders struggle, it's not just about them – their teams suffer, with performance dropping by a costly 15%. But as the new leader’s leader, how can you help? You don't have time for fluff. Senior leaders need solutions, not textbooks. You need actionable steps right now, to fit into the realities of your packed schedule and to quickly upskill your less experienced colleagues. Here are three steps you can take to support newly appointed leaders in your team. 1. Help them to figure out how much time they need to allocate to leading people rather than simply delivering technical or business results - which has, of course, been their sole focus previously. Be patient in helping them realise that the time allocated to supporting their team members is a key part of their new role - not an interruption to their plans for the day. 2. Make time during one-to-ones to advise and coach them on dealing with the actual challenges they face in their leadership role. It’s easy for senior leaders to focus only on whether or not new leaders and their teams are hitting ‘the numbers’ - remember, new leaders are on a steep learning curve across an array of new areas and may not deliver top results straight away. 3. Ensure you set objectives for the new leader that are different to the objectives for the team as a whole. This will help them to differentiate between their own deliverables and their team’s deliverables. It is easy for new leaders to be swamped because they fail to differentiate between these, and so end up trying to do everything themselves. 💬 What additional methods can be employed to effectively support and empower newly appointed leaders within the team? 📈 Transform your leadership. 📣 Follow me for daily, proven steps that lead to real-world impact.

Most people don’t realize the immense struggle that comes with delegating effectively and trusting others to carry out tasks. It's not just about assigning work; it's about giving up control and having faith in your team's abilities. This can be a daunting challenge for many leaders, as the fear of things not being done to their standards or the worry of losing control often looms large. However, what many fail to recognize is that effective delegation is not just about offloading tasks; it's about empowering your team, promoting growth, and ultimately achieving greater results. When you trust your team and delegate responsibilities, you're not just lightening your load, but you're also providing opportunities for your team members to shine and develop new skills. It's understandable to feel hesitant about letting go, but the truth is, that the most successful leaders are those who have mastered the art of delegation. They understand that by entrusting their team with important tasks, they not only free up their own time to focus on strategic initiatives but also cultivate a culture of trust and collaboration within their organization. If you find yourself struggling with delegation, know that 𝐲𝐨𝐮'𝐫𝐞 𝐧𝐨𝐭 𝐚𝐥𝐨𝐧𝐞. It's a common challenge that many leaders face. But it's also a hurdle that can be overcome with the right mindset and approach. I'm here to help you navigate this journey and discover the power of effective delegation. If you are struggling with delegation then send me a message, and let's work together to unlock your full leadership potential through the art of delegation.

𝗧𝗵𝗲𝗿𝗲 𝗔𝗿𝗲 𝗡𝗼 𝗕𝗮𝗱 𝗠𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗨𝗻𝗱𝗲𝗿 𝗚𝗿𝗲𝗮𝘁 𝗟𝗲𝗮𝗱𝗲𝗿𝘀. Explore how transformative leadership creates flawless management teams — because leadership is not just a role but a catalyst for success. 𝗚𝗿𝗲𝗮𝘁 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝘁𝗿𝗮𝗻𝘀𝗰𝗲𝗻𝗱𝘀. It's not just about managing, it's about inspiring. 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺. Great leaders select managers not just for skills but for alignment with core values and vision. 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 𝗮𝘀 𝗮 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝘆. Continuous development is key — a leader's investment in training crafts superior managers. 𝗖𝘂𝗹𝘁𝘂𝗿𝗲 𝗶𝘀 𝘁𝗵𝗲 𝗰𝗼𝗿𝗻𝗲𝗿𝘀𝘁𝗼𝗻𝗲. Leaders set the tone. A positive, transparent culture underpins managerial success. 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗮𝗻𝗱 𝗮𝗱𝗮𝗽𝘁𝗮𝘁𝗶𝗼𝗻. Top leaders excel in giving constructive feedback and encouraging adaptability. 𝗘𝗺𝗽𝗼𝘄𝗲𝗿𝗺𝗲𝗻𝘁. They empower managers to make decisions, fostering a sense of ownership and accountability. 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗮𝗻𝗱 𝗿𝗲𝗰𝗼𝗴𝗻𝗶𝘁𝗶𝗼𝗻. Recognising achievements to fuel motivation and establish models of success. In essence, under the guidance of stellar leadership, there are no "bad" managers, only ever-evolving, improving, and succeeding ones. Great leaders are the architects of their managers' success, crafting an environment where poor management simply cannot thrive. Leadership is the secret ingredient that transforms average managers into exceptional leaders. Be that leader who elevates others. P.S. Do you agree that the quality of leadership directly influences management effectiveness? Reply YES or NO,

Your businesses top performers aren't the best leaders. How does that make any sense? Enter the Peter Principle. Made popular by professor Laurence Peter, suggests that people are promoted based on their performance in their current role, not on their ability to perform in the next role, leading them to rise to their level of incompetence. So how can you avoid this trap? ➝ Assess for Future Roles - Evaluate an employee's potential based on the skills required for the next role, not just their current performance. i.e. someone super analytical, introverted, and technical is going to be promoted into management where they'll need to be extroverted, client facing, and dealing with people vs. numbers. ➝ Invest in Development - Provide training and development opportunities to prepare employees for their next role before they're promoted. i.e. when you identify someone who you believe has leadership potential and to rise within your business, make sure you're developing the skills required for the next level. ➝ Incentivize Where They Are - Promotions aren't the only way to grow. Lateral moves can offer valuable experience and skill development, and you can find creative bonus structures and raises that let's them continue to do what they're best at. The lesson? Make sure the next set of responsibilities in their new role aligns with their current skill set. Have you ever found this to be the case with a teammate or an organization you've worked at? 

Is your organization's future leadership pipeline good enough? Tough question few groups ask. The question is critical in small, mid and emerging size companies; every likes to think they are immortal, but... In larger organizations it goes to the culture I think, how do you build for long-term success? I have long admired IBM who at the VP level, often shifts leaders to different business units every two-years. Makes for a well rounded manager who has a better understanding of the business as a whole. Too often, business' are not ready for "if the top people get hit by a bus" event or as senior people age, who replaces them. I started out in the Casio organization. The Japanese has a simply solution, every manager, at every level has a succession candidate at least five-years younger. If you didn't have one you did not get promoted. Simple. Effective. I did a survey on 150 mid-sized companies and found 76% thought they had sufficient internal talent; however, only 41% thought those candidates were "strong enough." Only 58% had ever has a discussion around succession planning and just 13% had an actual plan. Room for improvement. Tasks I suggest include: ID the leadership roles and tasks first. Define what do you look for in a leader? How would you assess candidate for future leadership? The idea is to focus on the next generation of leadership and communicate this transparently. This, sets a culture for long-term thinking top to bottom. Once you do this, then you can think about ways you can accelerate the process. What would you add? Have you done this exercise?

What are the effects of weak leadership ! This post is written from my perspective highlighting the effects of weak leadership and is taken from many years of experience working across the globe in PLC, PE and Public Sector finance leadership positions. To consider the effects of weak leadership firstly what do we mean by leadership? For me a leader is someone who sets the direction and engages the team or business, someone who is visible, credible and takes decisions when things are tough and also someone that listens and mentors the team. As Steve Jobs said "It doesn't make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do." Leadership should not be confused with management. You may be a better manager if you have some leadership qualities but the two are very, very different. Some people find themselves in leadership positions but are really managers. I have been lucky and worked with some great leaders - you remember those individuals and the feeling and atmosphere they created. When you have a lack of leadership what do you get? You get no vision, no direction, teams pulling in different directions, individuals making the wrong decisions. You get a lack of decision making and so chaos. With weak leadership you have no communication and individuals in leadership positions not listening to those with experience but surrounding themselves with people who tell them what they want to hear “yes men”.  What is the effect of this ? Confusion remains and the best employees leave organisations. So what do you need to do?  If you are in a leadership position don't squander it, create the inspiring vision and live it every day. This needs to be credible and not HiPPO – the Highest Paid Persons Opinion.

❓ What Makes a Great Leader? 🤔 Leadership in the workplace goes beyond just managing tasks and overseeing teams. It's about inspiring, motivating, and truly connecting with people. Think back to the best managers you've had. What made them special? Often, it's their ability to make you feel seen, appreciated, and capable of achieving more than you ever thought possible. These leaders leave a lasting impact on us, shaping our careers and personal growth. If you’re looking to bolster your leadership qualities, think about implementing these simple yet powerful strategies: 👂Empathy and understanding: A great leader listens and understands the needs and concerns of the team. They create an environment where everyone feels valued and heard. 👀 Vision and direction: They guide their teams towards shared goals while inspiring confidence and trust through clear direction and open dialogue. 🔀 Adaptability: In these times of change, effective leaders are adaptable, open to new ideas, and continuously evolving with their teams. 💪 Empowerment: When we empower our people to take risks and encourage them to take ownership and make decisions, we foster a culture of trust and autonomy. 😀 Positive influence: All great leaders lead by example. They demonstrate integrity, accountability, and positivity in every action. The impact of human-centric leadership is profound. Teams led by such leaders are more engaged, motivated, and productive. They experience higher job satisfaction and are more likely to go above and beyond in their roles. For CEOs, Board members, Directors, HR leaders, and Senior Managers, embracing these qualities can transform your organisation's culture and drive sustained success. Explore how you can enhance your leadership skills: https://hubs.ly/Q02FNblX0 #Leadership #HumanLeadership #Empowerment #Vision #Adaptability #PositiveInfluence #WorkplaceSuccess

I’ve seen firsthand the struggle CEOs face in their journey to lead effectively while also maintaining their authenticity. In a world incessantly clamouring for our attention and approval, it’s easy to get lost in the noise, especially for leaders at the helm of organisations. The constant push and pull between meeting others' expectations and staying true to one’s vision can be a daunting task. One of the first truths I impart to new CEOs is a simple yet often overlooked fact: 𝗡𝗼 𝗺𝗮𝘁𝘁𝗲𝗿 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗱𝗼, 𝘆𝗼𝘂 𝗰𝗮𝗻𝗻𝗼𝘁 𝗽𝗹𝗲𝗮𝘀𝗲 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲. • This realisation is crucial, yet it's a bitter pill to swallow for many. • The pursuit of universal approval is not only futile but can be destructive. • It can lead to a fragmented sense of self and an eroded sense of purpose. CEOs, in their quest to be effective leaders, often face judgment - sometimes from unexpected quarters and other times from anticipated ones. This can lead to a constant state of second-guessing and anxiety. The more one looks to society for approval and permission, the more challenging and convoluted the path becomes. This is particularly true for CEOs, who often operate under the microscope of public opinion, shareholder expectations, and the scrutiny of their boards and teams. The pressure to conform to external expectations can be overwhelming, leading to a leadership style that is reactive rather than proactive. In my coaching sessions, a key question I pose to CEOs at the onset of their tenure is: “What do you want to do here, not your board, not your executive team, but you?” This question is pivotal. It helps establish a base, a core from which they can operate. Knowing and acknowledging their personal vision, even when it might not align with others, is crucial. This base becomes the foundation upon which flexibility and alignment can coexist. It's about understanding and embracing the polarity - being steadfast in one's vision while being adaptable to the dynamics of the business environment. When a CEO is clear about their personal goals and values, it becomes easier to navigate the complexities of their role, make tough decisions, and lead with integrity. A word is thrown around easily, yet examples are harder to find these days. The path of leadership is fraught with challenges and contradictions. however, the key lies in understanding that it's impossible to please everyone.

Today, one of the principal challenges I help leaders address is leadership's ever-evolving nature. To effectively lead in today’s hybrid world, adaptability is paramount. Gone are the days when authority alone sufficed to drive results; now, it's the nuanced skills of persuasion and influence that differentiate exceptional leaders. By honing these abilities, leaders can navigate modern leadership complexities with finesse and achieve lasting impact. I see this playing out across various organizations and industries, and the struggle is palpable. Leaders grapple with the realization that their traditional methods of leadership are no longer as effective as they once were. They may have the title and the corner office, but without the ability to inspire and motivate their teams, their leadership falls short. What's worse is when leaders are oblivious to their own shortcomings – their inability to adapt. They may believe they've fostered an environment where honest feedback is welcomed, yet their team members know all too well the unspoken rules: 🛑 speak out at your own risk. This creates a facade of cooperation, while in reality, it stifles innovation and breeds resentment. This disconnect has far-reaching consequences. Projects suffer from poor implementation, deadlines are missed, and silos form within teams, hindering collaboration and productivity. It's a vicious cycle that impacts the bottom line and erodes trust and morale within the organization. But there is hope. The first step towards overcoming this challenge is recognition. Good leaders acknowledge when they're struggling and are willing to seek help and guidance to improve. They understand that true leadership isn't about wielding power; it's about building relationships, inspiring trust, and empowering others to succeed.