Guest Blogger – thoughtLEADERS, LLC: Leadership Training for the Real World

Navigating Imposter Syndrome: Meditations for Young Chief Executives

November 20, 2023/0 Comments/in Business Toolkit, Career, Entrepreneur, Guest Blogger, Leadership, Strategy /by Trevor Jones

Here are 5 top tips to conquer imposter syndrome and lead with confidence as a young entrepreneur.

Today’s guest post is by Sofie Roux, Founder — BloomBox Design Labs

When I started college at a school I had dreamed of attending since I was six, I was awestruck. This feeling was rapidly followed by the thought, “How will I ever measure up to this amazing place?”

I threw myself into my classes and work and clubs, but I often wondered if I was doing anything right. I soon learned that almost every college student experiences some form of imposter syndrome, “the persistent inability to believe that one’s success is deserved.” I want to tell you what I learned about imposter syndrome this year — and especially how it can deeply affect young leaders.

After an amazing freshman year, I decided not to return for the fall quarter, but instead to focus my energy on leading my newly formed public benefit company to bring solar-powered, off-grid science, technology, and design labs to schools around the world, to help close disparities in access to high-quality education. This was extremely daunting, but the decision to go was largely guided by the values of fearless innovation and the pursuit of truth and beauty I had observed at college.

Now, I work full-time on my startup, BloomBox Design Labs. Being a young female founder can come with next-level imposter syndrome. Though I am far from an expert, and I can’t comment on running a big company, here’s what I’ve learned in the very early stages of my enterprise.

In moments of doubt, I have found inspiration from innovators that I admire, and from my current favorite dog-eared book, “Meditations” by the stoic Marcus Aurelius. Before I dispense this bit of advice, I’ll just say, if you have imposter syndrome right now, good! It means you are ambitious, sensitive, and ready to grow — a powerful combination for any young CEO.

1. Start with why: “To what use then, am I now putting my soul?”

Think of a problem that you are passionate about and then start forming your strategy. Even the most complex or seemingly impossible challenges can be deconstructed, and pursued one determined step at a time. It can be a tough journey, but if your idea reflects the passion of your soul, the journey itself will be a source of fascination and fun.

Make every decision in service of this idea, and keep that mission at the core of your work. Putting soul into the company is a powerful antidote for all forms of doubt.

2. Always keep learning: “The directing mind adapts itself.”

Being a CEO or innovator of any kind is like constantly being a student in subjects that matter, so soak up every bit of information you can. As a young CEO, you should know that you will never have all the answers, and that is the way it should be.

The journey of the company is to solve problems that may never have been solved. Remember to listen more than you talk. Have the humility to ask questions and learn — the best ideas and breakthroughs can come from the most unexpected sources.

Seek out and welcome diverse opinions, and lean into your weaknesses by practicing. Leaders that show some vulnerability create cultures of learning, exchange of ideas, and growth. The problems and people that challenge you to rethink and adapt will make your whole company stronger. Ask for help, be real, and keep learning.

3. Surround yourself with people who share your values: “Do not let the special quality of anything pass you by.”

The founding idea of your company is second only to a shared purpose with your team. These values will keep your organization in flight, even in the roughest weather of a startup.

Build your team from people who care about your company’s values and mission as much as you do. They will show up for you and your work when you feel that all hope is lost, as you will for them. When disagreements break out, the shared sense of purpose will transform them into creative discourse, and will keep you together and on track.

Those kinds of people are to be treasured. Keep them close.

4. Failure is a signpost: “All that exists will soon change.”

When you are in school — or on any track that has been run millions of times before — there are clear guideposts for success. You go to the next grade, go to college, and get a promotion. These established pathways are so important, but, by definition, when you are truly innovating, you embark on a journey without a guide or even a trail. When you do what has never been done before, the only indicator that you are making any progress at all is the next failure.

Thomas Edison wrote: “I have not failed. I’ve just found 10,000 ways that won’t work.” Be resilient.

5. You are on your own path: “Make the best move you can.”

At the end of the day, what matters is that you live every day with integrity, and that you do the very best you can. If, on a hard day, all you can achieve is treating people with respect and kindness, and making decisions based on your values, that is enough.

Young people and outsiders may wonder how they can make a difference in a world of established order, tradition, and precedent, but the truth is young people are so well-positioned to see and feel the opportunities that challenge the status quo — those that change the world. Keep going.

I write this on a Friday night, as the clock approaches midnight. I am sitting at the kitchen table, with my running checklist more incomplete than I had planned for, and Marcus Aurelius staring disappointedly at me from the cover of “Meditations” on my desk. Imposter syndrome is still present! I have so much left to learn about being a good leader. All I can do is return to step one and go from there — with faith in our company’s ideals, and unwavering belief that we will make it.

Sofie Roux is a sophomore at Stanford studying architecture and engineering, and is the Founder and CEO of BloomBox Design Labs which designs and builds innovative educational spaces for girls in Malawi.

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Are You Uplifting Your Team? 4 Ways Leaders Create Positivity

November 13, 2023/0 Comments/in Books, Business Toolkit, Communications, Guest Blogger, Leadership, Project Management, Strategy /by Trevor Jones

Dr. Sam Adeyemi offers insights to business executives and C-suite professionals on creating positivity as a team leader.

Today’s guest post is by Dr. Sam Adeyemi, author of Dear Leader: Your Flagship Guide to Successful Leadership (CLICK HERE to get your copy).

Here is something not every leader is ready to hear: You are the most powerful force behind the positivity in your workplace. If that positivity were the heavens, then you would be Atlas — or, at least one of his arms. So how do you cultivate positivity and find a healthy outlet for any dissatisfaction? You can start with these four step-by-step tactics for becoming a more inspiring and empathetic leader.

1. Look within yourself.

One of the most popular quotes from Carl Jung, noted Swiss psychiatrist and psychoanalyst, speaks to this exact issue: “Who looks outside dreams; who looks inside awakes.” You can find this quote all over social media and cataloged on websites promising a list of quotes that will “change your life.” And, while its surface-level message of finding peace within yourself understandably resonates with many, there is even more going on here than this small excerpt betrays to the reader.

Jung was describing a war between the Self and the collective noise of your outside reality. Any growth you hope to facilitate starts with you, which means you can’t hope to succeed until you know yourself and recognize your own opportunities for growth. Your ability to manage sources of negative energy and uplift your team in the workplace begins and ends with your own inner strength. You must be willing to take an honest look at yourself as a leader, then grow accordingly.

Unfortunately, our natural reaction is to avoid problems and circumvent confrontation whenever possible — especially when we are confronting ourselves. After all, difficult conversations are difficult for a reason. They often force us into awkward perspectives or unflattering looks at our own actions. Still, these internal conversations are essential to preparing yourself to improve morale and sustain productivity among others.

2. Work at the roots.

There is a type of bamboo tree grown in China that takes five years to reach maturity. What’s most astonishing, however, is that the plant remains hidden underground for the first four years of its life. For over 1,400 days, the tree is watered and fertilized at its roots with no real signs of progress for its caretakers. Then, in just over a month, it erupts from the ground with almost frightening urgency and grows up to 90 feet tall.

The “roots” of something are its foundational center — what feeds and supports its existence. Alongside the heart, there is no better metaphor for the “core” or the lifeblood of a team. Yet these roots are not easy to access. Much like the roots of the natural world, they are buried underground and operate according to their own schedule.

When a successful leader is approaching a problem within their team, they must discover the root of the issue that’s causing the problem and only then actively work to provide a solution. Was there adequate direction and communication from the beginning? Were the expectations clear and concise? When and where did productivity break down? Once this line of questioning begins, the best leaders find an opportunity to empower other team members to offer solutions.

3. Don’t absorb negativity — redirect it.

You probably already know that magnets can either attract or repel each other. Depending on which “poles” of the magnet you are trying to push together, they might snap toward each other in an instant, or you might find it virtually impossible to connect them directly. In the world of magnetism, opposite poles attract each other while identical poles repel each other. Simple, right?

However, there is no magnet for attracting or repelling the sources of negative energy among your workforce — it’s just not that simple. And, even if it were, those sources of negativity would change on a daily, weekly, monthly, and even yearly basis. For successful and empathetic leaders, maintaining positivity in the workplace begins with identifying the negative energy itself, then discerning what might repel that energy or even turn it positive. Dissatisfaction within your team is a perpetual drain on morale that will never go away on its own, which means your only recourse is to neutralize that negativity or transform it into positive action.

4. Embrace empathy and sincerity.

In Harper Lee’s “To Kill a Mockingbird,” the wise and stoic Atticus Finch offers up plenty of advice to his young daughter, Scout. One of my favorites is that you cannot truly understand a person until you “climb into [their] skin and walk around in it.” This adage is repeated in countless forms, the most popular being to “walk a mile in a person’s shoes.” That said, I think the version we get from Mr. Finch is more poignant than all the rest. It is not enough to slip on someone’s shoes — we must think holistically. It is not enough to walk for a mile — we must walk until we achieve understanding.

Empathy is essential for any leader that hopes to understand and inspire their team members. Empathy is about caring and curiosity, which makes it the perfect jumping-off point for gaining traction within your team. Your empathy and sincerity are your first lines of defense against negative energy, helping alert you the moment any dark clouds descend on the workspace. The most successful leaders use this empathy to direct their personal touchpoints, keeping the skies sunny whenever possible.

Start Small. Start Positive.

As a leader, you have an immense (and sometimes daunting) power to cultivate or suffocate the positivity within your workforce. The entire process starts with you — with self-examination — and ends with a team that understands its own limitations and demands empathy for everyone.

Atlanta-based Dr. Sam Adeyemi (SAY: Ah Day yeh me) is founder and executive director of Daystar Leadership Academy (DLA). More than 45,000 alumni have graduated from DLA programs, and more than 3 million CEOs and high performing individuals follow him on top social media sites. Dr. Sam’s new book is Dear Leader: Your Flagship Guide to Successful Leadership. He holds a Doctorate in Strategic Leadership from Virginia’s Regent University, and is a member of the International Leadership Association. He and his wife, Nike (say Nee keh) have three children and founded Daystar Christian Centre in Lagos, Nigeria. Learn more at SamAdeyemi.com.

This Hidden Enemy is Making Your Job Harder than Necessary

November 6, 2023/0 Comments/in Books, Career, Entrepreneur, Guest Blogger, Leadership /by Trevor Jones

We can be victims of our own thoughts holding us back. False equivalencies limit our beliefs and can turn our greatest strengths into barriers and limitations.

Today’s post is by Elizabeth B. Crook, author of Live Large: The Achiever’s Guide to What’s Next (CLICK HERE to get your copy).

As a business leader, you know the challenges of managing cash flow, dealing with personal issues or handling a customer who is dissatisfied – all problems we sign up for as leaders. Yet in my work as a business strategist for twenty-five years, there is an issue more common and potentially disabling to leaders than any of the above – limiting beliefs.

Back in the 50s Walt Kelly, creator of the comic strip character Pogo, expressed it best, “We have met the enemy and he is us.”

One way limiting beliefs show up in our lives is in the form of false equivalencies. False equivalencies are defined by the belief that doing something or not doing something will make us “good” or “bad.”

Here are three common ones – you might recognize in yourself – I know I did!

Abandoning a project/goal/position = being a quitter

Tolerating unacceptable conditions = being patient

Taking time off/resting = being lazy

False equivalencies can keep us trapped in situations, limiting our options.

Mark, a CEO of a rapidly growing manufacturing company, came to me for some “next step” work when his company was going through a growing phase. He had a loyal team who had been with him since the company’s formative years, yet he was resisting trimming out the staffers who weren’t able to grow with the company and adding more experienced management to his team.

Puzzled at first, I recalled Mark’s telling me about the early years. “We had an investor, who was wise and eager for us to succeed. During his lifetime he supported us and mentored me to become the leader I am today. Not only that,” Mark continued, “but my father also gave me lots of runway to learn and grow. Even when I messed up, he cheered me on. Their loyalty and belief in me changed my life.”

Because of Mark’s positive experience with loyalty, he had an unwavering belief that if you cared about people, you stick with them, mentoring and training them into being the executives they needed to be.

How to Deal with Brilliant Jerks

October 30, 2023/1 Comment/in Books, Career, Entrepreneur, Guest Blogger, Leadership /by Trevor Jones

Brilliant jerks are great to have around because they’re brilliant but they’re equally painful to have because they’re jerks. As a leader, the way you treat these brilliant jerks tells your organization a lot about what you value… and what you don’t.

Today’s post is by Chris Laping, author of People Before Things: Change Isn’t an End-User Problem (CLICK HERE to get your copy).

“We don’t devote enough scientific research to finding a cure for jerks.” —Bill Waterson

I came across a meme this week that really got my attention. Admittedly, I usually ignore stuff like this, but I opened up LinkedIn and there it was—staring me in the face and practically begging me to read it. Perhaps you’ve seen it, too. It’s a photo of Reed Hastings, CEO of Netflix, with the quote, “Do not tolerate brilliant jerks. The cost is too high.”

Before I go much further, I don’t personally know Reed nor have I ever worked at Netflix. You see, this is the reason I don’t usually care about memes—it’s hard to confirm they’re true. As I researched the quote on Google, I realized there was quite a negative stir in the marketplace regarding Reed’s term. The truth is, I don’t care. And I don’t care if I’m late to the party on this conversation. I love the phrase, and I think it’s 100% true.

It was 2006, and I was new to consulting. The company I worked for attracted a high-tech startup as a client. My role as a Principal was to manage delivery, keep our customer happy, and provide leadership to the project team. The client’s chief executive, TJ, was my point-of-contact, and I was to collaborate with him on an important initiative. Talk about a brilliant jerk!

From the day we walked into his office, he treated us like trash. He never once made eye contact. Frequently, when any of us asked him a question, he would flip his hand in the air while saying, “I don’t see why that’s important. This is what I think is important…” To make matters worse, he made a clicking noise between sentences that was meant to be audible punctuation. As it related to the clicking, he once told me, “People can’t keep up with me so I help them understand when I am shifting to another idea.” Apparently we were all dipsticks and lucky to have someone as sensitive as him worrying about whether we were keeping up!

Unlocking Productivity: The Power of Effective Conversations in Meetings

October 23, 2023/0 Comments/in Books, Business Toolkit, Communications, Guest Blogger, Leadership /by Trevor Jones

Meetings shouldn’t be obligations; they should be opportunities for growth and collective progress. By embracing the right conversations, you can turn your meetings into transformative experiences.

Today’s guest post is by Chuck Wisner, author of The Art of Conscious Conversations: Transforming How We Talk, Listen, and Interact (CLICK HERE to get your copy).

Whether you love them or loathe them, meetings are a fundamental part of the modern workplace. They play a crucial role in driving collaboration, decision-making, and progress within organizations. Far too often, though, people believe that meetings are a waste of time, and they often leave participants feeling drained and unproductive.

In this article, we unravel the transformative potential of conversations, the unsung heroes of successful meetings, capable of turning routine gatherings into dynamic, meaningful, and effective forums.

Elevating Your Meetings with Transformative Conversations

Aristotle once noted, “Anybody can become angry—that is easy, but to be angry with the right person and to the right degree and at the right time and for the right purpose, and in the right way—that is not within everybody’s power and is not easy.” Similarly, anyone can convene a meeting, but orchestrating one with the right people, at the right time, for the right purpose, and driven by the right conversations is an art well worth mastering.

Conversations have the potential to transmute ineffective meetings into efficient decision-making gatherings. The success of these conversations depends on your organization’s culture, which is defined by the conversations your team engages in.

The Four Conversations

Meetings serve three fundamental purposes: information sharing, information processing, and decision making. These three pillars are supported by four distinct types of conversations, which constitute a new framework for meetings. Let’s delve into each of these conversations.

Storytelling Conversations

Participants bring their unique stories to every meeting. These narratives encompass what individuals know, what they’ve heard, what they’ve researched, or even what they assume. One person might arrive at a meeting confident a project’s progress is on track, while another person might be livid about the scarcity of resources.

These stories aren’t just information; they’re the essence of personal experiences and perspectives, which seep into our presentation of information. While these narratives are life-affirming, they can also be loaded with ego energy, leading to patterns of defensiveness and unproductive interactions.

The antidote is to acknowledge that your story, as convincing as it may seem, isn’t the ultimate truth. It’s only one of many perspectives. We can all introspect and analyze our thinking and emotions before entering a meeting, and when we do so, we must ask ourselves what stories, feelings, and fears we’re bringing with us. Are we entering the meeting with an unwavering determination to win arguments, or are we open and humble enough to reveal our thinking and to consider alternative viewpoints?

Thinking about our thinking is the initial step toward fostering productive storytelling conversations. It encourages us to expose our thoughts, leading to open, constructive interactions. Our demeanor and approach, whether in virtual or physical meetings, also significantly influence how others perceive and engage with us.

Collaborative Conversations

Meetings often become mired in the sharing of objective data—the exchange of information, report summaries, and metric reviews.

Collaborative conversations are the collective sharing of not only objective information but also personal perspectives. To be successful, they demand a shift from an “I”-centric storytelling mindset to a “we”-focused approach. When our ego staunchly defends our position, we tend to advocate for it with a closed fist, leading to conflicts and standstills. Conversely, if we shift to a “we”-focused conversation, we can share our thoughts and positions with humility, free from defensiveness, and we can explore others’ perspectives openly.

This transition from a close-fisted to an open-handed conversational style encourages listening, learning, and wiser decision-making. It’s a transformational shift that sets the stage for constructive, productive dialogues.

Stagnant meetings can be reinvigorated when a leader or facilitator introduces thought-provoking subjects that encourage participants to voice their opinions, to respectfully challenge one another, and to explore diverse viewpoints. Robust collaborative conversations give rise to creative conversations.

Creative Conversations

Brainstorming sessions often suffer from premature judgments that stifle innovation. Comments like, “That will never work!” or “The boss will never go for that” often stifle creative ideas. Creative conversations, on the other hand, create a safe space, where participants can bravely put forth their ideas without fear of judgment.

In a successful creative conversation, there’s ample room for ideas to percolate and emerge for consideration. Tools such as drawings, whiteboards, pictures, and out-of-the-box thinking find their fullest expression in an environment that nurtures collaboration, where open minds and open hearts synchronize.

Commitment Conversations

Commitment conversations are the final piece of the conversation puzzle. This is where action plans take shape and decisions are made. Business operations thrive on commitments made within organizations, but commitments are often made hastily and without careful consideration.

In the quest to make timely decisions, leaders sometimes rush into this conversation, skipping essential collaborative and creative conversations. This conversational bypass leads to hasty, poorly informed decisions.

Commitment conversations require careful attention to metrics for success, clear deadlines and checkpoints, accountability, and transparent decision-making.

This conversation is often thought of as the purpose of a meeting, but it should be the outcome of a conscious process of considering multiple perspectives and possibilities. By purposefully engaging in collaborative and creative conversations, unforeseen solutions are often the result.

The “Who” Factor

Many meetings suffer from “attendee bloat.” Participants often feel undervalued if they aren’t included, and addressing this issue requires explicit communication about the nature and expected outcomes of meetings.

Determining who should participate in a meeting hinges on its purpose and objectives. Information sharing, a form of storytelling, often requires a broader audience. But information processing, a form of collaborative and creative conversation, are more efficient with smaller, specialized groups. Recognizing this distinction and aligning participants accordingly is vital for productive collaborations.

Meetings as Catalysts for Success

Meetings are your organization’s pulse. Done correctly, they foster collaboration, innovation, and open-mindedness, leading to more effective meetings and, ultimately, to greater success.

Meetings shouldn’t be obligations; they should be opportunities for growth and collective progress. By embracing the right conversations, you can turn your meetings into transformative experiences.

Chuck Wisner is president of Wisner Consulting. His client list includes companies such as Google, Rivian, Apple, Tesla, Harvard Business School, Ford, and Chrysler. Wisner was a senior affiliated mediator with the Harvard Mediation Program and was among the first to be certified through the Mastering the Art of Professional Coaching program at the Newfield Institute. He was also a specialist in organizational learning and leadership as an affiliate with MIT’s Center for Organizational Learning. Check out his website @ chuckwisner.com and get social with Chuck on IG, FaceBook, Linktree. Linkedin, Twitter, and Tiktok!

Building a Resilient Team: A New Way to Look at Psychological Safety

October 16, 2023/2 Comments/in Books, Business Toolkit, Communications, Guest Blogger, Leadership, Project Management, Strategy, Training /by Trevor Jones

Unlock resilience in your organization through psychological safety. Forge a strong workforce, thrive in modern challenges.

Today’s guest post is by Joshua Berry, author of Dare to Be Naive: How to Find Your True Self in a Noisy World (CLICK HERE to get your copy).

In a small, dimly lit workshop, a skilled blacksmith once molded raw iron into finely crafted tools. With the ringing of his hammer against the anvil and the heat of the forge, he created pieces of exceptional quality. This blacksmith, let’s call him John, had a reputation for producing durable and reliable tools that would withstand the test of time.

Fast forward to the present day, and John’s philosophy still resonates, but it has found a new application. Today, the raw materials aren’t iron and steel; they are the hearts and minds of your workforce. The hammer’s ring is now the sound of collaboration, and the heat of the forge represents the pressure and challenges of modern work environments. And just like John, who knew that a well-crafted tool requires care and precision, business leaders must understand that their workforce thrives when they create an environment of psychological safety.

In recent years, the idea of a “safe space” in the workplace has become somewhat of a buzzword, even a meme in some circles. For those who come from more “old-school” approaches to work, the concept may seem soft or unnecessary. The prevailing belief often leans towards “toughen up and show up to work.” However, in this article, we’ll explore a perspective that resonates with those who value grit and resilience, showing that providing care and psychological safety to employees is not about coddling but about forging a workforce of extraordinary strength.

The Resilience Dilemma

Imagine two individuals working side by side, both highly skilled and motivated. One has the resilience of a finely crafted tool, while the other, despite their potential, constantly buckles under the pressure. What sets them apart? Psychological safety.

Psychological safety is the foundation upon which true resilience is built. It’s not about shielding employees from challenges or eliminating stress. Instead, it’s about creating an environment where they feel safe enough to take calculated risks, voice their concerns, and learn from their mistakes.

In the world of the “old-school,” toughness is often equated with resilience. Employees are expected to handle stress, adversity, and criticism without showing signs of weakness. However, this tough-it-out mentality can have detrimental effects on both individuals and organizations.

The Hidden Costs of Toughness

The “toughen up” approach may seem effective on the surface, but it comes with hidden costs. Employees who feel unsupported or judged for expressing vulnerability are more likely to:

1. Burn Out: Suppressing emotions and stress can lead to burnout, which not only affects individual well-being but also hampers productivity and innovation.

2. Disengage: When employees don’t feel psychologically safe, they’re less likely to engage with their work or share innovative ideas, ultimately stifling creativity.

3. Exit: High turnover rates are often a consequence of workplaces that don’t prioritize psychological safety. Employees leave in search of environments where their voices are heard and respected.

4. Stagnate: Without the freedom to take risks and learn from failure, employees may become stagnant, and their development may plateau.

The Resilience of Psychological Safety

Now, let’s pivot from the “toughen up” mindset to a more appealing perspective for proponents of old-school work ethics: the idea that psychological safety is not about coddling but about building resilient, high-performing teams.

1. Encouraging Growth: Just as a blacksmith carefully shapes and tempers metal to create a durable tool, leaders can foster psychological safety to encourage the growth and development of their employees. When individuals feel safe to express their ideas, ask questions, and admit mistakes, they are more likely to learn and adapt.

2. Boosting Adaptability: Resilience is not about enduring constant pressure without breaking; it’s about adapting and bouncing back stronger. Psychological safety encourages adaptability by allowing employees to speak up when they notice potential issues or opportunities for improvement. This adaptability is a hallmark of strong, durable teams.

3. Fostering Collaboration: Like the different parts of a finely crafted tool working in harmony, psychological safety fosters collaboration and teamwork. When individuals trust their colleagues and feel safe to share their perspectives, it leads to more effective problem-solving and innovation.

4. Retaining Talent: Just as the best blacksmiths take pride in the longevity of their creations, organizations that prioritize psychological safety retain top talent. When employees feel valued and supported, they’re less likely to seek opportunities elsewhere.

Nurturing Psychological Safety

To convince those skeptical of psychological safety’s value, it’s crucial to highlight practical steps and tangible outcomes:

1. Open Communication Channels: Encourage open dialogue at all levels of the organization. Make it clear that feedback and concerns are not only welcome but also valued.

2. Lead by Example: Demonstrate vulnerability and openness as a leader. When employees see that it’s safe to express concerns or ideas, they’re more likely to follow suit.

3. Reward Innovation and Learning: Recognize and reward innovative ideas and a willingness to learn from mistakes. Show that the organization values growth and adaptability.

4. Training and Development: Invest in training programs that promote emotional intelligence, conflict resolution, and active listening. These skills are essential for creating a psychologically safe environment.

In conclusion, for those who believe in the value of old-school work ethics, embracing psychological safety is not about making the workplace soft but about forging a workforce that’s resilient, adaptable, and capable of achieving extraordinary results. Just as the best blacksmiths take pride in crafting tools that stand the test of time, leaders who prioritize psychological safety are crafting teams that can withstand the pressures of the modern workplace and emerge stronger than ever.

Joshua Berry is a world-class facilitator of change. As an author, speaker, entrepreneur, and director of Econic, Joshua has spent the last two decades helping Fortune 500 companies and venture-backed startups evolve the way they work. Learn more at econic.co and joshualeeberry.com.

Mastering Feedback and Overcoming Apprehension: Strategies for Success

October 9, 2023/0 Comments/in Business Toolkit, Career, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

Master leadership insight by unleashing the power of authentic leadership and conquering feedback apprehension.

Today’s guest post is by Paul Bramson, CEO — The Paul Bramson Companies

In an era where organizational success hinges upon the alignment of teams, innovation, and continuous improvement, there are expanding and new expectations for leaders. There are many elements to this that could (and do) fill books, and one of those is the art (or rather, the skill) of providing and receiving feedback.

Let’s be clear — feedback is a valuable tool for assessing and improving past performance, while coaching is a more comprehensive and ongoing process that supports an individual’s overall growth and development. Feedback is a fundamental leadership function that can shape not only individual growth, but also contribute to and influence a company culture overall.

Welcome to this journey of discovery as we delve into the heart of conquering the all-too-common hurdle of feedback apprehension. Recent studies have cast light on a surprising yet relatable statistic: a staggering 69% of managers admit to feeling uncomfortable when communicating with their employees. Moreover, 37% express a distinct unease when faced with the task of delivering direct feedback, especially if they anticipate a less-than-positive response.

The importance of authenticity

A key and integral element for giving and receiving feedback is being authentic, so I pulled this out to its own section. Authentic leaders are self-aware individuals who know their strengths and limitations, and can understand and manage their emotions. This leadership style is marked by a leader being genuine and generally transparent with others.

To master providing feedback to others, authenticity must be at the forefront. If you are not being “real” with your employees, they will not be with you either. Feedback will not be received or discussed in a productive way to impact action and incorporate what has been talked about.

This brings me to my second key point which is communication. In addition to being authentic, a strong leader must be an excellent communicator; one that is fully and truly present in conversations while listening and responding empathetically. They must be able to convey information clearly and concisely so that someone understands it to process and implement it. This combination elevates relationships, fosters trust, and transforms organizational cultures.

There is more, understandably, on communication below.

The crucial role of feedback

Feedback is the cornerstone of growth and development. It is integral to empower individuals and teams to grow and develop to reach their full potential while fostering a culture of continuous improvement and innovation.

The number of leaders experiencing feedback apprehension is a phenomenon that — if not addressed and overcome— can hinder progress and stagnant growth within organizations. The reluctance to give feedback or engage in open conversations not only limits the potential of individual employees but could compromise team cohesion and adaptability.

Effective and meaningful feedback is integral for growth and development while acting as a mirror to reflect strengths and areas for advancement as well as potential blind spots. Constructive feedback has the power to communicate and clarify expectations, highlight areas of excellence, and provide actionable insights for enhancement. On the other hand, a lack of or poorly communicated feedback can lead to misunderstandings, frustration, diminished morale, and less-than-optimal performance.

When company culture is based on growth and collaboration, providing feedback may not feel as stressful. However, when feedback is not part of company culture, building your confidence in this area can go a long way for you and your team.

Overcoming feedback apprehension

Effectively providing and receiving feedback is a skill that can be honed, and it starts with cultivating an environment of open communication, trust, and growth.

Tips for effective feedback

Embrace timely feedback: Feedback is most impactful when it’s provided promptly. Waiting for formal performance reviews could lead to missed opportunities for development as well as celebration of accomplishments. Timely feedback allows immediate course correction, recognition of success and strengths, and supports your commitment to continuous improvement.
Craft specific and actionable feedback: Vague or generalized feedback lacks the clarity necessary to take action. Be specific about what worked and identify areas for growth. Offer clear steps that employees can take to address these areas effectively while identifying any support they might need in their work in this area.
Active listening and curiosity: Effective feedback is a two-way street. Practice active listening, allowing employees to share their perspectives and insights. Get curious and ask questions to ensure you understand their perspectives fully.
Empathy: Empathy is key to listening in order to understand others’ perspectives as well as their feelings and viewpoints. This is important to be able to respond and provide feedback with a full understanding of where they are coming from and how they are feeling. This will also create a safe space for open and productive dialogue.
Focus on solutions: When discussing areas of opportunity or giving constructive feedback, shift the focus from problems to solutions. Engage in collaborative conversations to jointly identify ways to overcome challenges. This approach empowers employees and reinforces a sense of ownership.

The world has changed, and leaders no longer live in a place of one-way feedback. To effectively meet the expectations of individuals today and create the best possible work environment, leaders must be authentic, genuine and be able to create productive circumstances for feedback, constructive and celebratory. That is the only way individuals, teams and companies can reach their full potential.

– Paul Bramson has been described as a powerhouse on keynote stages and in training arenas. With over 25 years of experience in educating, speaking, and coaching, Paul has a unique ability to connect with professionals, leaders, and teams at all levels, providing them with valuable insights and empowering them with the most relevant knowledge and skills. His sincere and passionate approach to his work is evident in his ability to engage and inspire audiences. Paul grew up in Boston, graduated from Boston University, and currently lives in Atlanta, GA.

Why Vulnerability Can Hurt You At Work

October 5, 2023/1 Comment/in Business Toolkit, Career, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

Vulnerability in our personal lives is not the same as it is at work, and vulnerability for leaders is not the same as it is for everyone else.

Today’s guest post is by Jacob Morgan, author of Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization (CLICK HERE to get your copy).

We all know what vulnerability is because we have all at some point in our lives felt vulnerable, which according to Brené Brown is the feeling of risk, uncertainty, and emotional exposure. In our personal lives, the value of vulnerability is clear; it’s what allows us to create connections and relationships.

But what about at work? Does vulnerability play a role there where we have a very different dynamic of hierarchy, bosses, customers, employees, deadlines, projects, and money? And what about for leaders? Is vulnerability for them the same as it for everyone else?

To find out, I interviewed over 100 CEOs around the world from companies like American Airlines, GE, Edward Jones, Best Buy, Dow Chemical, and many others. I also teamed up with leadership firm DDI to survey around 14,000 employees. All of this was put together in my brand new book, Leading with Vulnerability: Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization.

It’s clear that vulnerability in our personal lives is not the same as it is at work, and vulnerability for leaders is not the same as it is for everyone else. In fact, for leaders, vulnerability can actually cause more harm than good!

To understand why this is the case, consider why you were hired in your current role. You were hired because you have a set of capabilities, skills, and talents to do a job that the company needed help with. So what happens if after you get the job you show up to work each day talking about your mistakes, challenges, failures, and feelings? At some point those around you are going to say, “Maybe this isn’t a good fit.”

Vulnerability on its own is not the right approach. Instead, leaders (and all of us for that matter) need to combine vulnerability with leadership. You can think of vulnerability as exposing a gap, whereas leading with vulnerability is about exposing a gap and then demonstrating how you are trying to close that gap. For example, it’s the difference between saying “I’m sorry I made a mistake” versus, “I’m sorry I made a mistake, but here’s what I learned and here are three things I’m going to do in the future to make sure that mistake never happens again.”

This is the relationship between leadership and vulnerability or competence and connection. Leaders need both.

Take a look at the following quadrant.

The novice is someone who is either new in their leadership journey or someone who isn’t a leader yet. Therefore they have not yet established their leadership or vulnerability. The path they take here will determine what kind of a leader they end up as.

The robot is someone who is effective in leadership yet struggles with vulnerability. These can be thought of as more stereotypical leaders who got to where they are by focusing more on competence instead of connection.

The incompetent leader is someone who is vulnerable yet struggles with leadership. Perhaps this leader was once quite competent but then stopped learning and growing after becoming a leader. Another possibility is that this person became a leader simply by navigating through office politics and bureaucracy. They are good at the human aspects of work but should not be in a position where they are leading others.

The vulnerable leader is someone who combines the elements of vulnerability and leadership to achieve positive change and outcomes. These are the leaders who are both good at their jobs and can connect with their people on a human level.

Today you need both vulnerability and leadership to be successful.

Most of the literature and research out there does not address the potential of leadership when vulnerability is approached in the right way.

Inside of organizations it’s clear that vulnerability alone is not enough to achieve the desired outcomes of the individuals, the team, or the business. Vulnerability is not always a good thing at work, especially if you are not highly competent at your job. Vulnerability for leaders is not the same as it is for everyone else.

The solution is what I call The Vulnerable Leader Equation, which you can see below.

Leadership + Vulnerability = Leading With Vulnerability.

Whenever you are in a situation where you feel vulnerable or when you know vulnerability will be present, ask yourself, “What can I do to add leadership to the equation?”

This will be the best thing that you can do for your own career and everyone around you.

To learn more and discover how to put this into action, you can grab a copy of Leading With Vulnerability.

Jacob Morgan is the international best-selling author of 5 books including his most recent book, Leading With Vulnerability. He is also a keynote speaker, and professionally trained futurist. His passion and mission is to create great leaders, engaged employees, and future-ready organizations.

Optimizing Remote Team Dynamics Through Effective Performance Recognition and Feedback

October 2, 2023/0 Comments/in Business Toolkit, Career, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

Feedback and recognition are critical to enhancing the collaboration and ultimate success of remote work teams.

Today’s guest post is by Shiela Mie Legaspi, President — Cyberbacker

The rise of remote work has made it increasingly more appealing to workforces around the world, but the benefits are not without their own set of challenges. A lack of physical proximity can inhibit communication, tasks can need tweaking, and team dynamics can require fine-tuning.

Luckily, every challenge brings an opportunity for growth. In the case of optimizing virtual team collaboration and enhancing remote team success, the opportunity lies in a smarter use of performance recognition and feedback.

The new paradigm of recognition in remote teams

A recent study on employee recognition reveals that 92% of workers are more likely to repeat a specific action after receiving recognition for it, and over 40% of working Americans feel they would put more energy into their work if recognized more often.

Recognition is an essential part of the engagement equation that should be part of your performance management process. It is especially important in the case of remote teams because these employees otherwise tend to work in isolation, meaning they need to feel that their contributions are seen and appreciated in order to remain fully engaged and productive. When managers provide positive feedback, team members feel valued by the organization and connected to the team’s efforts.

Whether recognition is formal or informal, make sure that it reinforces behavior that supports your company’s goals and values. You can do this by tying it into goals or performance metrics so that the recipient understands how their work contributed toward meeting them.

Feedback as a catalyst for engagement in remote teams

Feedback is a key part of building a successful team, but it’s important to recognize that feedback is a two-way street — it must be given and received by both parties. As such, it’s vital that you make sure everyone understands how they can provide effective feedback and receive it in return.

Both positive and negative feedback are important to effective performance recognition. Positive feedback reinforces behaviors you want to see more of, while negative feedback helps your team improve their performance.

To create an environment where people feel comfortable giving and receiving positive and negative feedback on their performance, establish clear guidelines for what constitutes good work, ensure that everyone knows what’s expected, and encourage open communication. In such an environment, team members understand how their actions impact others and discuss issues — rather than letting them fester — meaning they tend to experience higher morale and avoid project delays.

Feedback frequency and impact

When delivering either positive or negative feedback, timing is everything! The sooner you provide feedback, the more likely it will be received positively. With this in mind, build opportunities for communication into your team’s schedule.

The frequency of feedback will vary depending on the nature of your business or organization’s culture. Some managers prefer weekly meetings, whereas others prefer daily communication to keep everyone on track and avoid miscommunication. Remote team leaders must find a routine that works with their schedules and those of their team members.

The role of technology in feedback for remote teams

Remote workers often struggle with feeling disconnected. Because they’re not physically together in the same office environment, it can be difficult for managers and employees to convey everything they are doing to contribute toward the common goal.

As a manager, you can use technology to enhance the feedback process. Multiple communication apps such as Slack or task management platforms such as Asana deliver, track, and can even analyze feedback data. Furthermore, platforms like Motivacity enable managers to share recognition with remote teams in real time.

For feedback that is best delivered in person, online scheduling apps like Calendly and video conferencing platforms such as Zoom facilitate quick virtual meetings, which allow team members to provide guidance and feedback remotely without writing everything down. If needed, the meeting’s information can be collected via video recording software.

Virtual team bonding through feedback

Both recognition and feedback are critical components of building successful remote teams. Recognition, for instance, is the acknowledgment of an employee’s contribution to the group. It can be a simple “thank you” or pat on the back; it can also come in the form of a formal raise or praise at an annual review.

More than anything else, recognition builds relationships, encourages virtual team collaboration, and enhances remote team success. In addition to its role in creating rapport among members of remote teams, recognition promotes reciprocity. This is the idea that people tend to give back what they’ve been given by others.

Feedback focuses on how individuals can improve their performance in order to achieve future goals. It also helps people learn from past mistakes and avoid repeating them.

Constructive feedback is a proactive means of keeping a successful, engaged team on track. To be effective, this feedback must be frequent, specific, constructive, and actionable.

It’s easy to lose sight of how remote employees contribute to the bigger picture, but regular feedback and recognition keep each team member improving and feeling good about his or her contributions. These two powerful tools enable you to build strong relationships with coworkers and conquer tasks collaboratively — no matter how far-flung team members happen to be.

Shiela Mie Legaspi is the President of Cyberbacker, the leading provider of virtual assistance and administrative support services from anywhere to anywhere. She empowers growth-minded business owners with world-class economic leverage to fulfill their greatest purpose. Legaspi is an expert on career coaching in the remote workplace, and she leads the company to organizational excellence through her work centered around workforce experience. She excels in people management and teaches others how to lead with integrity, purpose, and passion. Read more from Shiela on Chief Executive, Employee Benefit News, HR Daily Advisor, California Business Journal, and Newsweek.

Setting High Goals & Crafting Visions that Resonate for Entrepreneurs

September 25, 2023/0 Comments/in Business Toolkit, Career, Entrepreneur, Guest Blogger, Leadership, Strategy /by Trevor Jones

Explore setting high goals, crafting visions, and leadership for entrepreneurial empowerment through collaboration and networking to leave a lasting legacy.

Today’s guest post is by Craig Goodliffe, Founder & CEO — Cyberbacker

The path to success demands more than mere goal setting — it beckons the creation of visionary aspirations that ignite the flames of passion and purpose. Entrepreneurs are the architects of their destinies, charting courses that not only lead to success but also leave indelible marks on industries and communities.

In this transformative journey, the ability to set high goals and craft visions that resonate becomes the compass that guides the way.

The importance of continuously setting high goals

Within the dynamic world of entrepreneurship, the quest for greatness is an ever-evolving journey, anchored in the fundamental and consistent pursuit of high goals. These aren’t ordinary objectives; they are audacious aspirations that stretch the limits of what’s considered achievable.

Elevating your aspirations is the cornerstone of setting high goals. It compels entrepreneurs to reach beyond their comfort zones, challenging the status quo and daring to dream beyond the horizon. High goals create an environment where mediocrity is simply not an option, pushing individuals and organizations to strive for greatness.

Furthermore, these ambitious objectives fuel the fires of passion and purpose. Setting high goals infuses every action with meaning, transforming the ordinary into the extraordinary. It’s this fervor that propels entrepreneurs forward, driving them to overcome obstacles and achieve remarkable outcomes.

Moreover, embracing a growth mindset is a hallmark of those who continuously pursue high goals, one rooted in the unwavering belief in one’s capacity for learning and development. Entrepreneurs who adopt it view challenges as opportunities and setbacks as stepping stones toward their vision. They understand that in aiming higher, they also ascend in wisdom and capability.

Crafting visions that resonate

At its core, vision creation is an art form that combines elements of creativity, foresight, and strategic thinking. It entails painting a vivid and inspiring picture of the future that not only showcases the destination, but also infuses the journey with purpose and passion.

Moreover, a resonant vision is not conceived in isolation. It finds its roots in core values, aligning closely with the deeply held beliefs that drive entrepreneurs. When vision and values are in perfect harmony, they create an authentic resonance that resonates with stakeholders — be it employees, customers, or partners.

Furthermore, crafting a vision that truly resonates demands not only clarity, but also unwavering conviction. Entrepreneurs must possess the ability to communicate their vision in a way that inspires others to wholeheartedly embrace it. A compelling vision should be crystal clear, offering a guiding light even in the face of uncertainty.

Navigating the realistic-ambitious spectrum

While visionary goals should be audacious and profoundly inspiring, they must also maintain a connection to practicality. Entrepreneurs should assess the feasibility of their goals, taking into account the available resources and potential obstacles. In essence, it’s about dreaming big while also ensuring that at least one foot remains firmly grounded.

To bring these lofty aspirations into reality, entrepreneurs must break them down into tangible milestones and measurable objectives. These checkpoints along the journey provide clarity and direction, making the path toward the ultimate goal more manageable. Milestones not only serve as markers of progress but also allow for course corrections if circumstances demand it.

Embracing the inherent risks of pursuing visionary goals is also part of this journey. Entrepreneurs should be prepared to accept calculated risks and acknowledge that setbacks may occur, as it is through these challenges that resilience is forged. When confronted with obstacles, entrepreneurs must pivot, adapt, and persevere, unwavering in their commitment to realizing their vision.

Building a culture of vision: Inspiring teams and partners

Central to building a culture of vision is the role of leadership in driving vision implementation. Entrepreneurs must set the standard for the entire organization by exemplifying unwavering dedication to the crafted vision.

Consistent commitment from the leadership serves as a beacon, inspiring teams and partners to wholeheartedly embrace and embody the vision. True leadership isn’t merely about charting the course — it’s about living and breathing the vision, becoming a living manifestation of its ideals.

Furthermore, the ability of visionary entrepreneurs to communicate their vision effectively is paramount. Entrepreneurs should master the art of storytelling, employing narratives that establish a personal connection, rendering the vision not only relatable but also profoundly compelling.

To truly cultivate a culture of vision, entrepreneurs must infuse it into the very fabric of their organizations. This entails creating an environment in which every team member feels a deep alignment with the vision and is empowered to actively contribute to its realization. In such a culture, innovation is not just encouraged but expected, and every challenge is seen as an opportunity for growth and progress.

Collaboration and networking: Expanding your vision’s reach

The canvas of collaboration extends far beyond the confines of your organization. It includes the realm of partnerships and alliances with like-minded individuals and entities.

Entrepreneurs should proactively seek out partnerships aligned with their vision, recognizing that these alliances can provide the essential resources, expertise, and expansive reach necessary to magnify their impact. Strategic partnerships have the potential to catalyze growth, fuel innovation, and unlock new vistas of opportunity.

Networking is another potent tool for entrepreneurs who aim to broaden the reach of their vision by connecting with kindred spirits who share similar values and aspirations. These connections create fertile ground for knowledge exchange, mutual support, and the possibility of collaborative ventures. In a network of visionary thinkers, synergies naturally emerge, propelling collective progress and amplifying the reach of individual visions.

The entrepreneurial journey toward greatness is marked by the interplay of high goals, resonant visions, a careful balancing act between realism and ambition, the cultivation of a vision-driven culture, and the power of collaboration through networking. It signifies unwavering dedication, boundless creativity, and the courage to dream beyond the ordinary.

These principles stand as pillars guiding your path to success, shaping destinies, redefining industries, and positively impacting communities. As you embark on your own entrepreneurial journey, may these principles illuminate your way, leaving a legacy that resonates for generations to come.

Craig Goodliffe is an entrepreneur, job creator, and CEO/Founder of Cyberbacker, the leading provider of world-class administrative support and virtual assistant services from anywhere in the world to anyone in the world. Goodliffe is an expert on business development and shares his insight as a MAPS coach who helps clients earn seven-figure incomes.

The Power of Mastering Your Mindset

September 18, 2023/0 Comments/in Balanced Lifestyle, Career, Guest Blogger, Leadership /by Trevor Jones

The more effectively you can master your mindset and how you approach the world around you, the more successful you can be and the better your outlook on life can become.

Today’s post is by Kavita Sahai, CEO and Founder of Have BIGplans, LLC.

“The thought manifests as the word; the word manifests as the deed; the deed develops into habit; and habit hardens into character.” – Ancient Proverb

Are you struggling to master your mindset? Success boils down to the way you think, as the proverb suggests. More and more research is supporting the power of positivity.

We create the reality around us, and by taking steps to be more positive, we can master our own domain.

Mastering Your Thoughts

A recent study conducted by the Journal of Research in Personality examined a group of 90 students split into two groups. One group wrote about a positive experience each day for three days, while the other group wrote about a control topic.

Three months later, the students who wrote about positive experiences enjoyed better moods, fewer visits to the school health center and fewer illnesses.

Start Keeping a Gratitude Journal

So how do you harness the power of positivity? By expressing gratitude. Record five things to be grateful for each day. As you keep a journal, being grateful for the abundance of good in your life will come more naturally. This “glass half full” mentality has been proven to foster happiness and success.

Get Enough Exercise

150 minutes of exercise a week is one of the most effective ways to boost your mental health. Getting regular exercise improves memory, relieves stress, boosts overall mood and helps you sleep better. See https://health.gov/paguidelines/guidelines/summary.aspx for more details on the benefits of exercise.

Schedule Genuine Personal Time into Your Life

How to Hone Your Writing Voice as a Thought Leader

September 11, 2023/1 Comment/in Business Toolkit, Communications, Guest Blogger, Leadership, Strategy /by Trevor Jones

Mastering your unique voice in writing is key to making a lasting impact, and honing your voice is your path to influence and innovation in your niche.

Today’s guest post is by Amanda Reseburg, Writer — Otter PR

If there’s one thing that’s expected of thought leaders, it’s writing. Thought leaders use writing in order to get their unique message across to target audiences, prompting engagement and influencing thoughts and behaviors.

If you’re looking to establish yourself as a thought leader, but the very idea of writing induces bad memories of middle school English class, all hope is not lost — one of the biggest hurdles to being an effective writer in the thought leadership space is honing one’s own unique voice.

Being a great thought leader doesn’t mean you have to be the most grammatically sound writer. In fact, those thought leaders who inject a bit of their own personality and tone into their writing are more likely to make a bigger impact.

So, how does one hone their unique writing voice? The short answer is that it takes practice, awareness, and a little skill. However, once your voice is solid and comes naturally to you, the benefits are sure to follow in the form of better engagement and overall success.

Write the same way you speak: naturally

When writing as a thought leader, it can be tempting to try and sound as formal and authoritative as possible, but a tone that is too formal or too far removed from how you and your target audience speak conversationally could turn people off and lead them away from your message.

Depending on the outlet you’re contributing to as a thought leader, you can get away with being more relaxed with their content. You can even try your hand at adding slang, interjections, or asides as you would in normal, spoken conversations, which lends authenticity to your writing and allows the audience to connect more with you as a writer.

Although this way of writing may feel awkward at first, your unique voice will begin to emerge the more you continue to write, which leads us to the next major key point.

Always keep writing

There’s an old joke that has an up-and-coming musician on their way to their “big break” performance in New York City. When asking for directions, they ask a passerby, “How do you get to Carnegie Hall?” Their response is the punchline: “Practice, practice, practice!” And the same is true of writing as a thought leader.

You cannot possibly hone a unique writing style or voice without a lot of practice. Before trying to secure guest posts or op-ed opportunities as an aspiring thought leader, you should have your own space where you can post your writing and form your particular voice through trial and error.

Like honing any craft that requires skill, every thought leader should also take time to analyze past content and re-read what they have written. This will allow you to pinpoint where a unique voice is coming through or where you can tweak content to allow for more individuality.

Remember to consider your target audience and the outlet’s readers

As a thought leader, the ones who read your content — and where they read it — matter deeply. Your voice should always remain unique, but your voice will shift depending on who you’re writing for and where the writing will be published. For example, content written for Entrepreneur Magazine will differ greatly from content written for a private blog or social media post.

The target audience you’re writing for matters just as much. Some target audiences for your content will be more receptive to a relaxed vibe, while others may not. It’s up to you to consider whether or not having their unique voice out there — front and center — is worth running the risk of alienating some people.

Focus your engagement points

The saying “jack of all trades, master of none” should not apply to you as a thought leader because you will need to develop your voice within a niche area. Jumping from topic to topic will only serve to confuse your target audience, who will eventually look elsewhere for more refined guidance.

Remember that there are thought leaders in every space imaginable, from healthcare to the arts, to parenting and business — to name only a few. Analyze your strengths and make sure everything you put out in your writing buoys those strengths and puts you in front of the audience looking for this niche leadership. By focusing on where you truly shine, your voice will be stronger and more influential.

Thought leaders are not a new concept, but in this age of social media and a crowded influencer space, it has become more important to stand out from the competition. By honing one’s unique writing voice, one can target an audience effectively and make an impact that will resonate.

Amanda Reseburg is a writer for Otter PR, a public relations firm that specializes in media relations, reputation management, and crisis management. She lives in Orlando, Florida with her husband and three daughters.

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