“Lead with Intent” Webinar Wrap-up
In mid-September, we hosted a complimentary lunch and learn webinar called “Lead with Intent.” I presented some material that led attendees through a short exercise to identify their particular style and start thinking about how they can grow into their vision of leadership.
I also welcomed a panel of professionals who have completed the Foundation for Effective Leadership program. They were generous with their time and the experience of their own leadership journeys.
Lisa Conicelli
Najauna White
David Bericat
Alain Glanzman
The four panelists answered questions from the attendees as well as a few questions I had after the presentation, and below are a few of the thoughts they shared.
What are some daily practical things that you do to be intentional and grow as a leader?
David: I try to focus on two to three priorities, but at least two. One personal and one professional. For example, this week is going to be about relationship-building. I think about the people that I haven't talked to in a while, that I want to keep that relationship because they are either mentors to me or I’m a mentor for them.
A different example would be when I need to carve out some more time to do deep thinking strategically instead of being too fragmented within meetings. So I try to book time in my calendar for that because I'm not a very well structured person by nature. So I need to trick myself into putting in some structure to hold myself accountable.
Alain: I think about all of the roles and constituencies we have. And each one of those is a different arena of impact. I think that leadership is really dependent on the arena of impact. Whether it's family or work, it's a different leadership style that you need to take on with each one. My role as an advisor versus my role as a board member versus my role as a father -- each one of those is a different arena and requires a different leadership style. There is a fluidity there.
Najauna: I'm very intentional about asking for help or asking for advice. I'll reach out to people on LinkedIn or Instagram or wherever I can find them. I will ask, do you have advice or can you talk to me or walk me through this situation. And I think that that has helped me tremendously in my leadership journey.
Leadership is a constant journey. Even if you think you know what kind of leader you want to be and what lane you want to be in. It's okay for you to start at point B, and then end off at J or even J+.
How do you handle a situation when you know key information about something or a situation but you can't disclose it to a key person?
Lisa: I am very transparent about things like this. I am very open about the fact that if I can't disclose information, I simply won’t do it. I think that it's important to share when you are unable to provide information, just as it’s important to admit when you don't know something. That way, when you can say something and you do know something, people trust you.
David: You don't necessarily have to share the exact information that you have, but you can find a way of saying there are some changes coming. Set expectations: we should know something by a specific timeframe. It’s transparency without breaking confidentiality.
How do you create feedback loops? And how do you work with other leadership team members who are less aware?
Lisa: Feedback is not a four-letter word. Asking people for feedback on the things that you're working on is never a bad thing. People appreciate when you solicit their feedback and ask their opinion, and often it opens the door for something that they probably wanted to talk to you about anyway. So, I appreciate this message and that has proven true over and over again.
Najauna: It’s important to be aware of how you ask for feedback, as well as how you receive it. And when it comes to giving feedback, that awareness should include your intent. If your team knows that your intent is to be positive and help them grow, they’ll be more open to hearing it.