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What You'll Learn: Why leadership development requires continuous training like athletic fitness  How leadership skills decline when development stops  The three core elements for effective leadership development  How to create dedicated time for development despite busy schedules  The importance of finding mentors who provide honest feedback  Why surrounding yourself with growth-minded leaders accelerates development  How to overcome the "not having time" objection to continuous growth "Success is not final, failure is not fatal: it is the courage to continue that counts."   - Winston Churchill When was the last time you intentionally worked on your leadership skills? Not just reading an article or attending a workshop, but actually practicing, stretching, and strengthening your leadership muscles? Think about elite athletes for a moment. None of them reached peak performance by accident. They didn't wake up one morning naturally equipped with Olympic-level abilities. Instead, they committed to consistent, intentional practice—showing up at the gym day after day, pushing their limits, and constantly refining their skills... Leadership is no different. The Missing Workout Plan Yet somehow, we've convinced ourselves that leadership is a destination rather than a journey. We attend a seminar, read a book, or earn a promotion, and suddenly we think we've "arrived." But in today's rapidly evolving business landscape, this static approach to leadership development isn't just ineffective—it's dangerous. Physical fitness begins to decline the moment you stop training, and so do leadership skills. What kept you sharp as a middle manager won't prepare you for executive leadership. What worked in a stable market might falter during disruption. Building Your Leadership Fitness Plan Like physical training, effective leadership development requires three core elements: 1 - Intentional Practice Space:  You wouldn't try to train for a marathon in your living room. Similarly, leaders need dedicated space and time for development—where they can experiment, fail safely, and build new capabilities. This means creating intentional opportunities to stretch your leadership muscles, away from the daily pressures of performance. 2 - Expert Guidance:  Even natural athletes benefit from coaches who can spot their blind spots and refine their technique. Leaders, too, need mentors and coaches who can: Challenge their assumptions Provide honest feedback Share experienced perspectives Hold them accountable to growth 3 - A Community of Growth:  The energy of training alongside others is irreplaceable. When you surround yourself with other leaders committed to growth, you gain: Fresh perspectives on common challenges Motivation to push beyond comfort zones Shared learning from diverse experiences Accountability partners in your journey Comfort or Commitment? One of the most common objections to regular leadership development is time. But consider this: Would a professional athlete say they're too busy practicing their sport to work out? Of course not. They recognize that training is essential to their performance. It's not really about time, but comfort. Every great athlete makes a choice daily: do I choose comfort, or do I choose my commitment to performing at my best? People who become great leaders have to make the same choice: committing to performing at their best for the benefit of their people and those they serve, or committing to their personal comfort . In making this choice, they also choose the results: Teams become:  less engaged... or more engaged People choose:  the status quo... or to innovate Decision-making: grows stale and reactive... or mission-focused and proactive Talent retention:  suffers... or increases Change initiatives:  stall... or accelerate Ask yourself: What opportunities are you missing because your leadership muscles aren't strong enough to seize them? Your Leadership Training Plan Think of your leadership development like a fitness membership. The opportunity for growth is always there—but results only come to those who show up and put in the work. Here's how to start treating your leadership development like a fitness plan: Schedule Regular Workouts: Block time specifically for leadership development Vary Your Routine:  Practice different leadership skills and scenarios Track Your Progress: Keep a leadership journal or development log Find Training Partners:  Connect with other leaders committed to growth Celebrate Small Wins: Acknowledge progress while staying hungry for growth Whether you're a rising director or a seasoned executive, your leadership journey is ongoing. The question isn't whether you need development—it's whether you're willing to commit to the regular practice that excellence requires. The best time to start training was yesterday. The second-best time is today. What will you do today to strengthen your leadership muscles? Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Six common fear-based language patterns that limit leadership impact  How to transform powerlessness to authority in your communication  Techniques for shifting from judgment to elevation in feedback  Methods for replacing fixed mindset language with growth-oriented alternatives  Strategies for moving from blame to personal responsibility  Ways to foster creativity rather than conventional thinking  Approaches for active resolution instead of conflict avoidance  A three-step process for transforming your communication patterns Six Fear-Based Patterns That Undermine Leadership "The single biggest problem in communication is the illusion that it has taken place." - George Bernard Shaw Most leaders don't intentionally use limiting language. These patterns emerge unconsciously from our amygdala's desire to keep us safe and comfortable. But this "safety" comes at a cost: diminished trust, reduced innovation, and lower engagement.    Let's explore six common patterns and their transformational alternatives:  From Powerlessness to Authority   Fear-Based Pattern: "I'll try..." or "I'll do my best..."    Why it matters: These phrases unconsciously signal lack of power and create escape routes Impact on culture: Reduces accountability and encourages tentative commitments  Love-Based Alternative: "I commit to completing this by Friday, and I'll keep you updated on progress."   Cultural Shift: People move from hedging to owning their power    From Judgment to Elevation   Fear-Based Pattern: "No offense, but..." or "With all due respect..."   Why it matters: These phrases telegraph incoming criticism and trigger defensive responses Impact on culture: Creates tension and reduces psychological safety  Love-Based Alternative: "I see this differently, and here's why..." or "Let me share another perspective..."   Cultural Shift: Dialogue becomes about growth rather than defense    From Fixed Mindset to Growth   Fear-Based Pattern: "This might be a stupid question..." or "I'm not good at..."   Why it matters: These phrases lock people into limitations and discourage exploration Impact on culture: Reduces innovation and risk-taking  Love-Based Alternative: "I'd like to explore something..." or "I'm working on developing..."   Cultural Shift: Learning becomes exciting rather than threatening    From Blame to Personal Responsibility   Fear-Based Pattern: "That's not my problem..." or "They should have..."   Why it matters: These phrases create silos and avoid ownership Impact on culture: Reduces collaboration and problem-solving  Love-Based Alternative: "How can I help address this?" or "Next time, I'll..."   Cultural Shift: Solutions replace finger-pointing    From Conventionality to Creativity   Fear-Based Pattern: "We've always done it this way..." or "That won't work here..."   Why it matters: These phrases anchor us in the past and resist innovation Impact on culture: Stifles creativity and change  Love-Based Alternative: "What possibilities could we explore?" or "What if we tried..."   Cultural Shift: Innovation becomes welcomed rather than threatening    From Avoidance to Active Resolution   Fear-Based Pattern: "Whatever you think..." or "It's fine..." (when it's not)   Why it matters: These phrases mask conflict and prevent real dialogue Impact on culture: Creates underground conflicts and erodes trust  Love-Based Alternative: "Let's discuss this directly" or "I have a different view..."  Cultural Shift: Conflicts become opportunities for growth    Making the Shift    Transforming these patterns requires three steps:  Awareness : Notice when these phrases emerge in your speech  Pause : Create space between trigger and response  Choose : Consciously select love-based alternatives    The Power of Practice    Choose one pattern to focus on this week. Notice when it appears in your speech. Experiment with the alternative. Watch what happens in your conversations and relationships.    Remember : These shifts aren't about perfection. They're about progress. Each conscious choice builds new neural pathways that make love-based leadership more natural over time.    Measuring Impact  When leaders make these shifts, we consistently see:  Increased psychological safety  More innovative thinking  Stronger cross-functional collaboration  Higher engagement scores  Better business results    Your Next Step    Which of these patterns shows up most often in your leadership? What impact might shifting it have on your team and culture?    [Coming Next: "Language That Liberates: Six More Shifts to Transform Your Culture"] Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: The current state of employee engagement according to Gallup research  The formula for creating engagement: Aspiration × Empowerment  How to help team members discover their personal purpose  Techniques for connecting individual purposes to organizational mission  The importance of crystal clear expectations and appropriate authority  Specific action steps for planning engagement initiatives  Practical approaches for building a culture of meaningful connection A Leadership Imperative for 2025 "The true joy in life is being used for a purpose recognized by yourself as a mighty one." - George Bernard Shaw As we close out 2024, leaders face a sobering reality: employee engagement has hit an 11-year low, with only 45% of employees saying they know what's expected of them at work. Even more concerning, connection to company mission has plummeted to a record low of 30%.¹ Gallup calls this "The Great Detachment"  - a phenomenon where employees feel increasingly disconnected from their work and organizations, yet remain in their roles due to economic uncertainty.² But here's the good news: While these challenges are real, they also present an unprecedented opportunity for transformational leadership. The solution lies not in superficial engagement initiatives, but in a fundamental shift in how we think about and create engagement. Understanding True Engagement Over this past year, we've emphasized and focused on this simple but powerful formula: Engagement = Aspiration × Empowerment This formula has never been more relevant. When we examine Gallup's findings through this lens, we see that both elements of our formula are precisely what's missing in today's workplace: Aspiration:  Only 30% of employees feel organization provides an opportunity for meaningful work… the lowest in recorded history. 70% feel they are just going through the motions. Empowerment:  Less than half of employees have been given clear expectations at work. How can your people be empowered if they aren’t clear about what you expect from them? The Call for Transformational Leadership The path forward requires moving beyond traditional management approaches to embrace truly transformational leadership.    Transformation isn't about quick fixes or surface-level changes. It's about fundamentally shifting how people connect with their work and each other.   Here's what this looks like in practice: 1. Reignite Aspiration Rather than simply posting mission statements on walls, transformational leaders must: Help each team member discover their personal purpose Connect individual purposes to the organization's mission Create regular opportunities for meaningful contribution Share stories of impact and celebration 2. Strengthen Empowerment True empowerment goes beyond delegation to include: Crystal clear expectations and priorities Authority that matches responsibility Supportive accountability rather than punitive oversight Regular coaching and development opportunities The Impact of Getting This Right According to Gallup's latest research, organizations that excel in these areas see dramatic results: 9% increase in profitability 15% improvement in productivity 32% reduction in turnover 11% improvement in work quality³ Your 2025 Leadership Imperative As you plan for 2025, consider these action steps: Start with Purpose Revisit and clarify your organization's higher purpose Help each team member connect their personal purpose to the organization's mission Make purpose a regular part of team discussions and decision-making Strengthen Your Leadership Tools Use leadership to inspire and create aspiration Apply management to create clear agreements and expectations Leverage coaching to support growth and development Create a Culture of Engagement Foster psychological safety where people feel safe to contribute Build supportive accountability systems Celebrate progress and learning The Path Forward The Great Detachment doesn't have to be our future. By focusing on both aspiration and empowerment, leaders can create the conditions for what we call the Great Engagement - where people find meaning in their work and feel equipped to make a difference. Remember, transformation isn't about quick fixes or surface-level changes. It's about fundamentally shifting how people connect with their work and each other. As we move into 2025, the organizations that thrive will be those whose leaders commit to this deeper work of engagement. The question isn't whether your organization will transform - change is inevitable... The question is: Will you intentionally lead to deepen The Great Engagement? Or Unconsciously allow the status quo to lead and deepen The Great Detachment? What path will you choose…starting today!? ¹ Wigert, B., & Tatel, C. (2024). The Great Detachment: Why Employees Feel Stuck. Gallup Workplace. ² Wigert, B., & Pendell, R. (2024). 7 Workplace Challenges for 2025. Gallup Workplace. ³ Based on Gallup's 11th edition of its Q12® meta-analysis (2024) as referenced in "The Great Detachment: Why Employees Feel Stuck." Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: How leaders' words emerge from either fear or love  The brain science behind fear-based leadership language  The characteristics and impact of love-based leadership communication  How different leadership languages shape organizational culture  Practical steps to make language choices conscious  Techniques for identifying triggers for controlling communication  Strategies for choosing growth-oriented responses over defensive reactions "Words create worlds."  - Don Miguel Ruiz  Every time you open your mouth as a leader, you make a choice that shapes your culture - though you may not realize it. Your words emerge either from fear or from love . This isn't just philosophy; it's neuroscience. And understanding this choice is the key to transformational leadership.  The Language of Fear  Deep in your brain sits the amygdala, a small almond-shaped structure that acts as your internal threat detector. It's constantly scanning for danger, ready to trigger your fight-flight-freeze response at a moment's notice. This was invaluable when threats were physical - like approaching predators. But in today's workplace, your amygdala reacts just as strongly to social threats: the risk of looking foolish, being rejected, or losing status.  When you speak from fear, your language unconsciously:  Protects your status and ego  Maintains control and predictability  Avoids vulnerability or risk  Stays within your comfort zone  Focuses on self-preservation  Fear shows up in subtle ways: the defensive tone, the quick dismissal, the passive-aggressive comment, or passive silence. It emerges in phrases that seem harmless but actually signal threat: "That's not my problem," or "We've always done it this way."  The Language of Love  There's another way to speak - one that transforms cultures and unlocks potential. The ancient Greeks called it "agape" - a willful choice to invest in the growth and development of others. When you speak from love, you choose words that:  Foster psychological safety  Encourage growth and innovation  Build genuine connection  Embrace productive discomfort  Focus on others' development  This isn't about being "soft" or avoiding hard conversations. In fact, love-based language often requires more courage than fear-based language. It's about choosing words that serve growth rather than self-protection.  The Cultural Impact  Your choice between these two languages ripples throughout your organization. In our work with thousands of leaders, we consistently see how language shapes culture.  Fear-based cultures are characterized by:  Defensive communication  Information hoarding  Risk avoidance  Blame and finger-pointing  Disengagement  Love-based cultures demonstrate:  Open dialogue  Innovation and creativity  Healthy risk-taking  Personal responsibility  Deep engagement  Making the Choice Conscious  Here's what makes this challenging: your language choice usually happens unconsciously. Your amygdala reacts in milliseconds, before your rational mind engages. This is why transformational leadership requires awareness and practice.  Cognitive science teaches us that our emotional mind reacts in milliseconds, while conscious thought can take up to 10 seconds. That implies that any time we have an immediate reaction it's coming from our emotions. And in the vast majority of cases the emotion it comes from is fear. The most effective practice is simply to slow down. Notice when you have an immediate reaction... and check to see if your reaction is arising from fear, or from your higher purpose to contribute to the growth or benefit of others. Start by noticing:  When do you feel defensive in conversations?  What triggers you to use controlling language?  Where do you avoid difficult discussions?  How often do you speak to protect rather than grow?  The Leader's Challenge  Every interaction presents a choice: Will you speak from fear or love? Will your words create walls or bridges? Will they limit potential or unlock it?  Remember : Your words don't just describe your culture - they create it. Choose them with the intention of fostering growth, not just avoiding threat.  What conversation will you transform today?  [Coming Next: "Language That Limits: Six Fear-Based Patterns That Undermine Leadership"]  Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: The conflict between being right and being effective in leadership  How the drive for correctness stems from deeper fears  The hidden costs of prioritizing rightness: stifled innovation, eroded trust  Five steps to shift from correctness to effectiveness  How to notice default responses and focus on outcomes  Techniques for creating space for multiple perspectives  The power of building trust through vulnerability  A real transformation story showing the benefits of this shift WHY EXCEPTIONAL LEADERS CHOOSE EFFECTIVENESS OVER CORRECTNESS "The true measure of a leader lies not in being right, but in being effective."  - Peter Drucker Caroline was an accomplished HR Director with an impressive track record. Her thorough research and meticulous attention to detail had earned her rapid promotions. Yet when she received feedback from her peers, she was stunned to discover they viewed her as "cold-hearted" and condescending. Her relentless pursuit of being right - backed by exhaustive research and airtight arguments - was undermining her effectiveness as a leader. Her team felt diminished rather than empowered. Her quest for perfection was creating a culture of fear rather than innovation. Caroline faced a pivotal question that all leaders must eventually confront: Would you rather be right, or would you rather be effective? The Trap of "Being Right" Many leaders fall into this trap. Our past success often comes from being the expert, having the answers, and making correct decisions. These "default success strategies"  serve us well in individual contributor roles but can become limitations as we advance into leadership. The drive to be right usually stems from deeper fears - fear of looking incompetent, fear of being "found out," fear of losing control. Our inner Critic   convinces us that being right equals being safe. But this unconscious drive for self-protection often comes at the cost of organizational effectiveness. The Hidden Costs When leaders prioritize being right over being effective, the impacts ripple throughout the organization: Innovation Suffocates:  Team members learn to wait for the leader's "right" answer rather than offering creative solutions. The fear of being wrong kills initiative. Trust Erodes: The constant need to prove correctness creates defensive relationships. Team members feel judged rather than supported. Engagement Plummets:  People disengage when they feel their ideas and perspectives aren't valued. They do the minimum required rather than bringing their full potential. Learning Stagnates: A culture focused on being right leaves little room for experimentation and learning from failure. Growth requires the courage to try new approaches. Choosing Effectiveness Over Correctness The shift from prioritizing being right to focusing on effectiveness requires conscious choice. It means moving from fear-based decisions to purpose-driven leadership. This transformation starts with a fundamental question: What outcome am I trying to achieve? When Caroline began asking this question, everything changed. Her purpose wasn't to prove her expertise - it was to help develop her team members and create an environment where they could thrive. This shift in focus transformed how she approached her role. Making the Shift Here are practical steps to make this transformation: Notice Your Default Response - When challenged or faced with different perspectives, pause. Notice your instinctive drive to prove you're right. This awareness creates space to choose a different response. Focus on Outcomes -  Ask "What result are we trying to achieve?"  rather than "Who's right?"  This reframes discussions from personal correctness to collective effectiveness. Create Space for Multiple Perspectives - Actively seek different viewpoints. The best solutions often emerge from combining diverse perspectives rather than choosing between them. Build Trust Through Vulnerability - Acknowledge when you don't have all the answers. Share what you're learning. This creates psychological safety for others to contribute their best thinking. Measure What Matters - Create feedback loops focused on outcomes rather than personal correctness. Celebrate effective solutions regardless of their source. The Power of Transformation Caroline's story has a compelling ending. Once she shifted from proving her correctness to focusing on effectiveness, everything changed. Her relationships improved. Her team became more innovative and engaged. She rose from HR Director to CFO and eventually became CEO of a 1,000-person healthcare organization. The choice between being right and being effective presents itself daily in small moments. Each time we choose effectiveness over correctness, we build trust, engagement, and organizational capability. The question isn't whether you're capable of being right - you've likely proven that many times. The real question is: Are you willing to set aside being right to become truly effective? Your team is waiting for your answer. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why significant growth occurs just beyond your comfort zone  How leaders unconsciously avoid uncomfortable moments  The unique challenge leaders face in modeling risk-taking behavior  Strategies for building your "discomfort muscle" gradually  Techniques for reframing discomfort as a growth signal  Methods for creating psychological safety for team risk-taking  The importance of celebrating attempts rather than just outcomes  How courage enables transformational leadership Why Great Leaders Embrace Discomfort   "Life begins at the end of your comfort zone." - Neale Donald Walsch  When was the last time you felt truly uncomfortable as a leader? Not the mild discomfort of a busy day, but the deep, stomach-churning kind that comes with taking a bold stance, having that difficult conversation, or making a decision that could change everything?   If you're like most leaders, you might find yourself unconsciously avoiding these moments of discomfort. After all, we're wired to seek safety and stability. But here's the paradox: your greatest growth – and your team's most significant breakthroughs – often lie just beyond the borders of your comfort zone.   The Comfort Zone Trap   Think about it: How many transformative changes in your life or career happened while you were comfortable? Chances are, very few. That's because comfort, while pleasant, is often the enemy of growth. It's like a warm blanket on a cold day – cozy and safe, but potentially keeping you from experiencing the exhilarating adventure that awaits outside.   As leaders, we face a unique challenge. Our teams look to us not just for direction, but for permission – permission to take risks, to try new approaches, to occasionally fail. If we're not willing to step into discomfort ourselves, how can we expect our teams to embrace the challenges that lead to innovation and growth?   The Power of Purposeful Discomfort   Let's be clear: This isn't about seeking discomfort for discomfort's sake. It's about recognizing that meaningful growth and significant impact often require us to push beyond our current capabilities and comfort levels. It's about choosing purposeful discomfort in service of something greater.   Ask yourself:  What conversations am I avoiding? What decisions am I postponing because they feel too uncomfortable? What opportunities for growth am I missing because they lie just beyond my comfort zone?   Strategies for Embracing Discomfort   Here's how you can start building your "discomfort muscle":   Start Small, Build Gradually : Choose one small area where stepping out of your comfort zone could benefit your leadership. Maybe it's speaking up more in meetings, or giving more direct feedback. Reframe Discomfort : Instead of seeing it as something to avoid, view it as a signal that you're growing. When you feel that flutter in your stomach, remind yourself: "This is what growth feels like." Create Safety for Others : Share your own experiences with discomfort and growth. When team members see you embracing challenges, they're more likely to do the same. Practice Deliberate Discomfort : Regularly put yourself in situations that stretch you. Whether it's learning a new skill, taking on a challenging project, or having those difficult conversations you've been avoiding. Celebrate the Attempt : Focus less on the outcome and more on the courage it took to try. Acknowledge both your own and your team's efforts to push beyond comfortable boundaries.   The Leadership Ripple Effect   When you embrace discomfort as a leader, something magical happens. Your team begins to see challenges differently. Innovation becomes more frequent. Difficult conversations become easier. Why? Because you're modeling the very behavior that drives growth and transformation.   Consider this : Every time you choose comfort over growth, you're not just limiting yourself – you're setting an invisible ceiling for your entire team. But when you step into discomfort with purpose and courage, you create permission for everyone around you to do the same.   Your Leadership Challenge   Today, I challenge you to identify one area where choosing comfort might be holding you back as a leader. What conversation are you avoiding? What decision have you been postponing? What new approach have you been hesitant to try?   Choose one small step outside your comfort zone and take it. Not next week, not when you feel ready, but today. Remember, the goal isn't to feel comfortable – it's to grow comfortable with being uncomfortable. Because here's the truth: Your greatest leadership moments won't come from playing it safe. They'll come from those moments when you chose to step forward despite the discomfort, when you chose growth over safety, and when you showed your team that the greatest rewards often lie just beyond our comfort zones.   Are you ready to embrace the discomfort that lea ds to growth? Your team is waiting to follow your lead. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

The Soft Stuff Creates Hard Results: "The true meaning of life is to plant trees, under whose shade you do not expect to sit." - Nelson Henderson As you approach the next chapter of your career journey, you're likely contemplating your legacy. After years of leadership, what will remain when you're no longer in the corner office? What impact will endure beyond your tenure? The answers to these questions rarely lie in financial statements or strategic plans—they reside in the "soft stuff" of leadership: purpose, culture, relationships, and the transformative growth you've inspired in others. What You'll Learn Why your leadership legacy depends on cultural transformation, not just operational success How to prepare your organization for a successful transition while strengthening your legacy The three transformational tools that will ensure your impact endures Practical steps to transfer wisdom and purpose to the next generation of leaders How to find personal fulfillment in letting go while leaving something lasting The Legacy Challenge After decades of leadership, many CEOs face a troubling realization: the changes they've implemented may not outlast their tenure. Research from change management experts suggests that leadership transitions are particularly vulnerable points, with studies indicating that more than 50% of leadership transitions struggle to achieve their intended outcomes (Inc.com, 2020).. The hard work of building an organization can unravel quickly without proper attention to the cultural foundation. This represents both a challenge and an opportunity for CEOs approaching retirement. The challenge is ensuring that what you've built continues to thrive without your daily presence. The opportunity is to focus intentionally on creating a legacy that transcends your individual contributions—a legacy rooted in purpose, values, and transformational culture. From Success to Significance The most fulfilled leaders approaching retirement understand an essential truth: the final phase of leadership isn't about adding more achievements to your resume; it's about transitioning from success to significance. A CEO we've been working with for several years has spent her final three years intentionally shifting focus from being the strategic decision-maker to becoming the cultural architect. She invested deeply in developing her leadership team, articulating the organization's purpose beyond profit, and establishing systems of supportive accountability that didn't depend on her presence. The difference? She understands that the soft stuff—purpose, culture, relationships—creates the hard results that truly last. The Legacy Framework: Purpose, People, Practices As you contemplate your leadership legacy, consider this three-part framework for creating lasting impact: Purpose: The North Star That Guides Beyond You Your organization's purpose—its reason for existence beyond profit—provides continuity through leadership transitions. When people throughout the organization have internalized a compelling purpose, they maintain direction even as leadership changes. For your legacy to endure, this purpose must be: Authentic : Connected to the organization's history and your personal values Compelling : Emotionally resonant enough to inspire commitment Transcendent : Bigger than any individual, including you Actionable : Clear enough to guide daily decisions CEOs approaching retirement should focus on articulating this purpose clearly and ensuring it's embedded throughout the organization's stories, decisions, and recognition systems. People: Developing Leaders Who Carry the Torch The most direct expression of your legacy will be the leaders you've developed. Their capabilities, commitment, and character will determine whether your impact endures or dissipates. Legacy-minded CEOs focus on: Identifying and developing diverse talent throughout the organization Creating meaningful growth experiences for high-potential leaders Transferring not just knowledge but wisdom—the judgment that comes from experience Building a leadership team that functions effectively as a unit, not just as talented individuals This investment in people represents your most powerful legacy opportunity. When you develop transformational leaders who can develop others, you create a cascade of impact that continues long after your departure. Practices: Systems That Sustain Without You Finally, your legacy depends on establishing sustainable systems and practices that don't require your personal presence to function effectively. This includes: Decision-making frameworks that distribute authority appropriately Communication patterns that reinforce purpose and values Accountability systems that support growth rather than enforce compliance Recognition approaches that celebrate behaviors aligned with purpose These practices form the cultural infrastructure that maintains continuity through transition. Without them, even the strongest purpose and the most talented people will struggle to sustain momentum during leadership change. The Three Transformational Tools for Legacy Building To implement this legacy framework effectively, you'll need three essential tools: Transformational Leadership : In your final phase as CEO, transformational leadership means generating a vision of the future that others adopt as their own—a future in which you are no longer at the center. This requires the courage to let go of being the primary decision-maker and to focus instead on being the purpose champion who inspires others to lead from their own higher purpose. Empowering Management : Creating a legacy requires distributing authority throughout the organization. This means establishing explicit agreements and promises that don't depend on your oversight, granting appropriate authority to match responsibilities, and implementing systems of supportive accountability that will function in your absence. Transformational Coaching : Your greatest contribution in this phase may be helping others grow beyond their current limitations. By developing coaching relationships with key leaders, you can help them recognize when they're operating from fear-based default strategies and support them in developing new approaches aligned with purpose. This investment in their growth is the gift that keeps giving. Preparing for a Graceful Transition The most successful CEO transitions don't begin with the announcement of retirement—they start years earlier with intentional preparation. Here are practical steps to ensure your transition strengthens rather than undermines your legacy: 18-36 Months Before Transition: Clarify and articulate the organization's purpose and your personal purpose Begin developing multiple succession candidates, giving them increasingly challenging assignments Establish or refine systems that will maintain cultural continuity Start involving your leadership team in decisions you previously made alone 12-18 Months Before Transition: Work with your board on formal succession planning Intensify development of internal candidates Document key wisdom, relationships, and institutional knowledge Begin physically removing yourself from some meetings to test the organization's readiness 6-12 Months Before Transition: Communicate transition timeline appropriately Focus on elevating your successor(s) while maintaining appropriate authority Begin transitioning key external relationships Celebrate organizational accomplishments while highlighting others' contributions Post-Transition: Maintain appropriate boundaries with the organization Be available as a resource without undermining new leadership Find new avenues to express your purpose Reflect on and learn from your leadership journey Finding Personal Fulfillment in Transition Perhaps the greatest challenge of this phase is personal: How do you find meaning and fulfillment when the role that has defined much of your identity is coming to an end? The answer lies in reconnecting with your personal purpose beyond your professional role. The CEOs who navigate this transition most successfully understand that their purpose transcends their position . They find new ways to express their unique contribution—through mentoring, board service, community involvement, or personal pursuits that align with their deepest values. This personal transformation—from deriving identity from position to deriving it from purpose—models for the entire organization what it means to lead from your highest self. It completes your leadership legacy by demonstrating that transformation isn't just an organizational process; it's a personal journey that continues throughout life. Putting It Into Practice: Five Legacy-Building Actions Here are five specific actions you can take now to strengthen your leadership legacy: Document Your Leadership Story : Capture the key inflection points, lessons, and values from your leadership journey. Share these stories intentionally with others to transfer wisdom, not just information. Conduct Legacy Interviews : Meet individually with your leadership team and ask: "What aspects of our culture are most important to preserve?" and "What does my leadership at its best contribute that we need to maintain?" Listen for themes that reveal your unique impact. Create Purpose Rituals : Establish regular opportunities to connect organizational decisions and achievements to purpose. This might include starting leadership meetings with purpose reflections or recognition moments that highlight purpose-aligned behaviors. Implement Paired Leadership : For key initiatives, pair experienced leaders with emerging talent to facilitate knowledge transfer and relationship building that will sustain through transition. Establish Your Personal Board : Create a small group of trusted advisors who will provide honest feedback on your transition approach and support your personal journey beyond the CEO role. The Transformational Legacy When you approach your leadership transition with this transformational mindset, your legacy becomes not just what you achieved, but who you helped others become. You create: An organization guided by purpose rather than personality A leadership team capable of carrying forward your best contributions while adapting to new challenges A culture of continuous growth and transformation A personal sense of fulfillment that transcends position A cascade of impact that continues well beyond your direct influence Remember , the soft stuff of purpose, relationships, and personal growth isn't soft at all—it's the foundation upon which all lasting results are built. As you contemplate your leadership legacy, focus not just on what you've accomplished, but on the transformational culture you've created. The trees you've planted will continue to grow, providing shade for generations to come—even when you're no longer tending the garden. Are you ready to create a transformational legacy that truly lasts? Ready to Build Your Leadership Legacy? At Phoenix Performance Partners, we specialize in helping CEOs and leadership teams create transformational cultures that outlast individual tenures. Our Cultural Transformation Program  provides a comprehensive framework for: Developing transformational leaders throughout your organization Creating systems of supportive accountability that function independently Embedding purpose in ways that sustain through leadership transitions Preparing for graceful succession that strengthens rather than weakens your legacy Whether you're planning for transition in the next 1-3 years or building foundations for long-term impact, our experienced team can help you create a legacy that truly lasts. "The work we've done with Phoenix has completely exceeded my expectations. We now have a significantly better team as a result—one that will continue to thrive long after my leadership tenure ends."  — David Gehm, CEO, Wellspring

What You'll Learn: How AI tools are changing leadership and cultural conversations  Key elements of exceptional cultures including clear vision and mission  The importance of trust, respect, innovation, and accountability  Why authenticity and transparency in leadership matter  The value of celebrating successes while addressing problems  The significance of values-based leadership and communication  The focus on people and community in outstanding cultures  Why "creating an exceptional culture is a journey, not a destination" ChatGPT is fascinating. It will forever alter how CEOs lead and improve (or not) their organizational culture. How it alters and to what extent is yet to be determined. In the meantime, we thought it would be fun to ask another Artificial Inteligence tool, Google Bard, to create a blog post about creating exceptional cultures so we asked it to do the following: Create 3 blog posts for CEOs about Creating Exceptional Cultures based on our current blogs . In about 10 seconds, it generated 3 articles. Wow. And it had some good insights, including “Creating an exceptional culture is a journey, not a destination.” All three blogs are good/decent so we thought we’d share them all here: Draft 1 Creating Exceptional Cultures In today's competitive business environment, it is more important than ever for CEOs to create exceptional cultures within their organizations. A strong culture can provide a number of benefits, including increased employee engagement, improved productivity, and enhanced customer satisfaction. There are a number of things that CEOs can do to create exceptional cultures. One important factor is to establish a clear vision and mission for the organization. This will provide employees with a sense of purpose and direction, and help them to understand how their individual contributions fit into the overall picture. Another important factor is to create a culture of trust and respect. Employees need to feel like they are valued and respected, and that their opinions are heard. This can be achieved by creating an open and transparent environment, and by providing employees with opportunities to provide feedback. In addition, it is important to create a culture of innovation and creativity. Employees need to feel like they are encouraged to take risks and try new things. This can be achieved by providing employees with the resources and support they need to be successful, and by rewarding innovation and creativity. Finally, it is important to create a culture of accountability. Employees need to be held accountable for their performance, and they need to understand that their actions have consequences. This can be achieved by setting clear expectations, providing regular feedback, and taking corrective action when necessary. By following these tips, CEOs can create exceptional cultures that will help their organizations to succeed. Here are some additional tips for creating exceptional cultures: Emphasize collaboration and teamwork. Employees who feel like they are part of a team are more likely to be engaged and productive. Create a positive and supportive work environment. Employees should feel like they are valued and respected, and that they have a safe place to work. Provide opportunities for professional development. Employees who feel like they are growing and developing are more likely to be engaged and motivated. Celebrate successes. When employees achieve goals, it is important to recognize and celebrate their accomplishments. This will help to boost morale and motivation. Be open to feedback. Employees should feel comfortable providing feedback to their leaders. This feedback can be used to improve the organization and create a better work environment. By following these tips, CEOs can create exceptional cultures that will help their organizations to succeed. Draft 2 Creating Exceptional Cultures A strong company culture is essential for any organization that wants to succeed. It provides a framework for how employees interact with each other and with customers, and it can help to create a sense of community and belonging. When employees feel like they are part of something special, they are more likely to be engaged and productive. There are many different ways to create an exceptional company culture. Some of the most important factors include: Leadership : The CEO and other senior leaders play a critical role in shaping the company culture. They need to set a clear vision for the company and create an environment where employees feel valued and respected. Values : Every company should have a set of core values that define what it stands for. These values should be communicated to employees and incorporated into all aspects of the company's operations. Communication: Open and honest communication is essential for any strong company culture. Employees need to feel like they can speak up and share their ideas without fear of reprisal. Celebration: When employees achieve success, it's important to celebrate their accomplishments. This shows that their hard work is appreciated and that they are part of a team. Feedback: Employees need to receive regular feedback on their performance. This feedback should be constructive and helpful, and it should be given in a timely manner. Creating an exceptional company culture takes time and effort, but it is worth it. When employees feel like they are part of something special, they are more likely to be engaged and productive. This can lead to increased profits, improved customer service, and a more positive work environment for everyone. Here are some additional tips for creating an exceptional company culture: Be authentic. Employees can spot a fake from a mile away. Be yourself and let your personality shine through. Be transparent. Employees want to know what's going on in the company. Keep them informed of important decisions and changes. Be fair. Treat all employees with respect, regardless of their position or title. Be supportive. Employees need to feel like they have the support of their managers and colleagues. Be there for them when they need you. Be fun. Work doesn't have to be all work and no play. Create a fun and relaxed work environment where employees enjoy coming to work. By following these tips, you can create an exceptional company culture that will help your organization succeed. Draft 3 Creating Exceptional Cultures In today's competitive business environment, it's more important than ever for companies to have a strong culture. A strong culture can help attract and retain top talent, boost employee engagement, and drive innovation. But what makes a culture exceptional? And how can CEOs create one? Here are a few key ingredients: A clear vision and mission Every company needs a clear vision and mission that everyone can rally around. This gives employees a sense of purpose and direction, and helps them understand how their work fits into the big picture. Strong values A strong culture is built on shared values. These values should be reflected in everything the company does, from its hiring practices to its customer service. A commitment to continuous improvement A great culture is never static. It's constantly evolving and adapting to the changing needs of the business and the world around it. CEOs need to be willing to make changes as needed, and to encourage employees to do the same. A focus on people At the end of the day, a culture is made up of people. CEOs need to create an environment where employees feel valued, respected, and supported. This means providing them with the resources they need to do their jobs, and giving them the freedom to be creative and take risks. A sense of community A great culture is more than just a collection of individuals. It's a community of people who are working together towards a common goal. CEOs can help foster this sense of community by creating opportunities for employees to connect with each other, both inside and outside of work. Creating an exceptional culture takes time and effort, but it's worth it. A strong culture can give your company a competitive edge, and help you achieve your goals. Here are some additional tips for CEOs who want to create an exceptional culture: Be a role model. Employees are more likely to adopt the values and behaviors of their leaders. Set a good example by being honest, transparent, and supportive. Listen to your employees. Get feedback from employees on a regular basis. This will help you understand what's working and what's not, and make changes as needed. Celebrate successes. When employees achieve their goals, take the time to celebrate their successes. This will help them feel appreciated and motivated. Address problems head-on. If there are problems in your company culture, don't ignore them. Address them head-on and work to find solutions. Creating an exceptional culture is a journey, not a destination. But by following these tips, you can set your company on the path to success. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why competing on compensation alone is an ineffective talent strategy  How to create a culture that attracts and develops talent  The importance of using growth-oriented language in recruitment  Techniques for leading with organizational vision  Strategies for providing meaning and purpose to employees  Methods for developing employees rather than just retaining them  Ways to remove barriers to professional growth  How to confidently articulate your organization's unique opportunity In my years as an executive pastor of a growing church, I faced the challenge of attracting and retaining staff without being able to offer the most competitive salaries or benefits, and I was asking them to work on weekends as well. Despite this, our team grew from a dozen to over 150 members, and our church expanded to seven locations with over 10,000 weekly attendees. Our approach was to focus on creating a culture of inspiration and development. We didn't just hire people; we recruited them to a vision. We invited them to an opportunity for growth and leadership, to be a part of something bigger than themselves. Our winning strategy wasn't to offer a job or a paycheck, but to help candidates see how joining our team would help them grow into the leader they wanted to become. This culture of inspiration and development can be applied to any organization. Rather than viewing hiring and retaining as separate tasks, begin to focus on attracting and developing talent. Shift your perspective from hiring and retaining as a function of HR and rather as part of a larger strategy for growth and impact. Refuse to get caught up in the arms-race of wages and benefits. That is a competition most can’t win. So, if scarcity is influencing your approach when it comes to your workforce, recognize where that is counterproductive. By focusing on recruitment and development, your organization can attract and retain talent, even in competitive markets full of workforce woes. This means getting clear about the vision of your organization, the future you are working to create. That is what you want candidates to be attracted to. Here are a few things you can start doing: Words Matter : The barriers you face with your workforce are real, but don’t let that squelch the opportunity. Look and listen for where scarcity might be influencing your approach. Think about the words that are being used, like "hire," "find," and "retain." Those are self-focused needs. Make sure your language matches your values. Using words like "develop," "growth," "opportunity," "attract," and "recruit" can help you focus on the person you’re trying to hire, not the role you're trying to fill. Remember, these are people, not spots on a hierarchy or matrix of positions. Lead With Vision : People want to work for organizations that have a clear sense of purpose and direction. Make sure your organization's vision is inspiring and well-communicated. Then, take that a step further and learn to articulate that vision for each position and job description in the organization. This allows you to turn scarcity into vision. What do potential employees need to know about your company, about the role? Don’t try to find the talent, invite them into an opportunity. Focus On Meaning : Think of employees like customers. Prioritize their needs, wants, and desires just as much as you would a customer. Just like you work to create a positive customer experience, you must work to create a positive employee experience. However, that isn’t just about work rhythms, “balance” and self-care. Your employees need meaning in their life. They need a vision that compels them, they need to see that their work matters and that they can make a difference. Develop, Don't Keep: Help them develop into the leaders they want to become. Start by creating ways for them to share their dreams and make their development opportunities known. Celebrate their growth by providing opportunities for career advancement, coaching, feedback, and recognition. Additionally, create a work environment that fosters growth and supports employee well-being. Share Stories : Just as your organization invests in marketing to attract and retain customers, invest in employer branding to attract and develop talent. You can achieve this by creating a strong company culture and reputation, showcasing employee success stories and testimonials, and highlighting the company's mission and values. Share the stories of individual employees, including their backgrounds, growth within the company, and other relevant information. Remove Lids: Identify areas in your organization where people are hitting a ceiling and create ways to help your leaders continue to grow. For instance, consider how you can help your managers and supervisors learn to delegate and not be "super-doers." While many of us are promoted and move up in our careers due to our ability to get things done, we need to learn how to lead others to avoid becoming a bottleneck. Lastly, Be Convicted About The Opportunity : If working for your organization is a worthwhile opportunity, then be bold and convinced of it. Lead with this conviction in your hiring and retention efforts. By focusing on inspiration and creating a culture of growth and leadership, you can attract and retain top talent, even in most competitive markets. Don't let the barriers you face with your workforce squelch the opportunity. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why accountability is often misunderstood as punishment  The crucial distinction between accountability and blame  How to recognize lack of accountability in yourself, not just others  The definition of accountability as tracking promises versus results  Why connecting accountability to aspirational purpose empowers teams  Ten practical steps for implementing supportive accountability  How to create a culture of integrity through effective accountability Accountability is a word that echoes through the halls of every thriving organization—yet it's a concept frequently misunderstood and rarely implemented effectively. Leaders say, “If only people around here were more accountable for results.” Meanwhile, the people who work for them gripe, “Managers don’t hold people accountable here.” Far from being a tool for blame— that  sort of accountability is threatening and counterproductive— supportive accountability  is a cornerstone of a successful work environment, and will lead to a culture of integrity, empowerment, and exceptional results. Accountability vs. Blame: A Critical Distinction First, let’s define what accountability is  and isn’t. When accountability becomes synonymous with punishment, it fosters an atmosphere of fear and diminishes morale. When you hear people say, “Someone needs to be held accountable,” what they likely really  mean is, “Someone needs to be fired”.  That sort of accountability leads to demeaning feedback that undermines people’s sense of pride in their work. Recent studies show that performance reviews that focus principally on blame for performance problems demotivate people and cause productivity to suffer for months. (No wonder some team members dread reviews and many managers avoid doing them!) The Self-Accountability Paradox Meanwhile, while it's easy to spot a lack of accountability in others, it's often challenging to recognize in ourselves. This blind spot can lead to broken commitments—not out of malice, but simple forgetfulness. We all say yes to lots of things without writing them down or tracking whether we followed through or not. We agree to do things and don’t follow through simply because we forgot, and are oblivious to the fact that we broke our word. Let's break down accountability into a more productive definition. Accountability comes from account:  It's all about tracking what we promise to do versus what results we actually achieve. At work, it’s like a scorecard that shows how well we’re playing the game, using key performance indicators (KPIs) to see how good we are at our jobs.  Accountability should be clear-cut and fair, absent of any judgment. Empowering Accountability with Aspirational Purpose When leaders help people to identify and aim toward an aspirational purpose in their work, those people are more likely to own their responsibilities. People get fired up to deliver on promises when the goals matter to them personally, and they’ve got the right backing. Managing this way is empowering! On the flip side, expecting results without clear promises can really demoralize. It’s like setting them up to fail. But when you get someone to agree willingly to a goal and then help them stick to it, that's where the magic happens.  Celebrating Success: The Heart of Supportive Accountability It's crucial to celebrate the victories. For leaders, emphasizing the positive is not just a nice-to-have; it's a strategic tool for inspiring continued excellence. We all have our wins and misses, and it's key to give a high-five for the wins while also not ignoring the areas we need to level up in. We're often our own toughest critics, zooming in on where we fall short. That’s where a good leader steps in – to shine a light on the victories, because let’s face it, winning feels good and leads to more wins. Keep that success train moving! 10 Steps for Implementing Supportive Accountability Be rigorous about your personal integrity.  In all things, do what you say you will do. When you “give” your word, honor the agreement. Be on time—or early—for all meetings as a demonstration of integrity. Make requests of people.  Gain their promise—but make sure they have permission to say No.  Follow up with people to support them in honoring their promises to you.  Doing so before a deadline provides a friendly and supportive reminder that builds a collaborative relationship. Doing so after the deadline lets people know you are paying attention and care about supporting them. Use a personal management system  such as Outlook Tasks or Google Tasks to keep track of the promises you make to others and the promises others make to you. Recognize people for good performance  at the time it happens. Recognize people for poor performance  at the time it happens. Create Key Performance Indicators (KPIs)  for every person’s inspirational sub-purpose. Be sure to make them stretch targets, not easy-to-obtain targets. Review them with people regularly. Create a dashboard of the most important KPIs.   Meet regularly to review the dashboard.  This is a fantastic way to generate supportive coaching. The Journey to a Culture of Integrity Supportive accountability isn't just a concept; it's a cultural shift that requires dedication and action. In a workplace where integrity is king, everyone's like a reliable partner—they make a promise, and they stick to it. Accountability is the secret sauce here; as leaders, it’s about making sure we’re not just talk. When a company is built on this trust, it's unstoppable. Integrity is what keeps the whole thing strong. It's the unsung hero of every successful team. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: Why problem-solving leaders often move rapidly from one challenge to another  How this constant forward motion contributes to burnout  The importance of pausing to acknowledge team successes  A case study of transforming burnout through purpose reconnection  Why slowing down to celebrate actually accelerates accomplishment  Practical questions to evaluate your team's connection to purpose  Strategies for moving from endless hamster wheel to purposeful progress Most people who have made it into positions of leadership are great problem-solvers. But these high-performing problem-solvers also tend to share an unfortunate trait: The instant Problem A is solved, their mind immediately moves on to Problem B. Then C, then D, and so on. By the time they get to the end of the alphabet, there’s a new Problem A. Sound familiar? In racing from problem to problem, do you ever stop to acknowledge anything you accomplish along the way? Here’s another question: is it possible you treat your employees the same way, robbing them of a sense of fulfillment in their work? It’s vital for CEOs to take a moment to consider their successes and those of their team. Paradoxically, slowing down like this actually helps you accomplish more, faster, because you are taking time to inspire your people. They become more energized and better able to serve your customers. Here’s an example from our own work with our clients. After COVID-19 struck, health centers came under immense pressure; they were on the front lines, vaccinating tens of thousands of people in tents in parking lots and scrambling to administer new and innovative treatments like monoclonal antibody treatments. Frustration and burnout ran high, and many people quit, leading to team shortages that made the job even tougher for those who did show up. During one of our meetings with a health center, the burnout within the team was obvious. We started asking a few questions to help team members reframe. We asked how many folks their center had vaccinated since the pandemic hit. The answer: about 60,000.   “What impact do you think that had on their lives?” we asked. The room was quiet for a minute, and then stories of positive impact came flowing out. People had been able to return to work and support their families. The isolation so crippling to some, especially those on their own out in remote areas, had been lessened. The CEO told a particularly poignant story of one client, a young mother on her own with her three children, who had been unable to get any kind of support; a health center team member had hopped in her car, raced to the store for diapers and groceries, and delivered them to the struggling family herself. She followed up by connecting them to social services that would continue the care.  The shift in the room’s collective mood was palpable as everyone realized that this was just one story out of hundreds. They had all saved lives. They all made a difference, every day. By harkening back to their purpose, the team members transformed from an exhausted, burned-out group to one full of pride, ready to take on the next challenge. This is the power of taking a moment to pause and acknowledge accomplishments, to celebrate the achievement of the team’s mission. Ask yourself: is your team feeling the full pride of their purpose? Or is it possible they’re on the hamster wheel alongside you? Read more about reigniting your team's purpose in our bestselling book,   The Great Engagement , available on Amazon. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.

What You'll Learn: The extraordinary challenges facing educational leaders today  How helicopter/bulldozer/absent parents impact educational environments  The four elements that drive student success according to Gallup research  Current engagement statistics for students and teachers  Why leadership is essential to school success (96% agreement)  The structural barriers in educational leadership  Creative solutions to support teachers while reducing principals' burdens What makes it so challenging? Helicopter parents Absent parents Challenging students Bulldozer parents Too much focus on test scores Common Core — here, gone, then back again In addition, the magic pills run rampant — student agency, PLCs, SEL, student-centric learning, STEM, blended learning, coding, STEAM, whole-child education, 21st-century skills and personalized learning to name a few. What creates a successful student? The challenges above are simply symptoms of and attempted quick fixes for a more fundamental root-cause issue. The Gallup Organization, after surveying over 5 million students, has identified four root-cause elements which best prepare students for successful lives: Engagement : Engaged students are excited about what they're learning. They contribute to and are emotionally connected to their school. Hope : Hopeful students are positive about the future and goal-oriented. They can overcome obstacles and navigate a pathway to achieve their goals. Entrepreneurial Aspiration : By identifying and nurturing students' entrepreneurial talent, they are empowered to be the next generation of innovators. Financial/Career Literacy : The information, attitudes and behaviors that students need for healthy participation in the economy . The reality: Students and teachers are disengaged. The same poll shows only 49% of public school students are engaged and 47% have hope. These disappointing results are not the fault of educators. Ensuring each student is engaged, has hope, aspires to be entrepreneurial, and becomes financially literate, is daunting. Given the tremendous challenge teachers face and the general lack of support from the public, it’s not surprising another Gallup survey showed only 30% of teachers are engaged. This means a full 70% are not engaged or actively disengaged. The answer? Great leadership. In a recent study, Bain & Co surveyed more than 4,200 teachers, assistant principals and principals at school systems of varying sizes throughout the United States. Not surprisingly: “96% of them said great leadership is essential to a school’s success.” Providing great leadership to teachers involves more than start-of-the-school-year professional development. It involves the conscious creation of a culture that fosters personal growth through inspirational leadership , supportive management and empowering coaching by all members within the school system. Break down barriers. In education, a systemic structural barrier severely restricts a principal’s ability to create such a culture at the school level when he/she typically manages up to 50 staff. By contrast, in typical non-education organizations, managers of highly-skilled workers supervise five people. Experience has proven to engage, inspire, and support growth, five to eight is about as many as any leader can be effective with. Our education system asks principals to supervise between six and ten times this many people. * Bain: Transforming Schools: How Distributed Leadership Can Create More High-Performing Schools If you were to ask principals for their top 10 list of challenges, most would not list high staff count. Most educators have spent much of their professional careers in schools and thus see this ratio as normal. And as humans, when we see something as normal, there’s no impetus for change. If you want to better engage teachers to better engage students, this structural barrier must be addressed. When we create space within local school systems to have radically honest conversations about these root cause issues, creative structures can be developed. Structures that give teachers support while significantly reducing the burden we’ve put on the shoulders of our principals; empowering both to dramatically improve student success. Did you find this article valuable? Don't miss our weekly insights on transformational leadership and building exceptional cultures. Subscribe to Elevate Your Culture  - our Monday morning newsletter delivering actionable leadership strategies directly to your inbox. Subscribe Now Join leaders across industries who start their week with clarity, purpose, and practical tools to unlock potential in themselves and their teams. No time for another newsletter? Follow us on LinkedIn  for bite-sized leadership wisdom throughout the week.