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Leadership Style | What makes a good leader?

Leadership Function and Style

Every leader’s #1 function is (or should be) to communicate, engage and motivate others towards a vision. Leadership style, on the other hand, is unique to an individual and can significantly vary. There are leadership style elements that effective leaders possess, including:

  • authenticity, 
  • decisiveness, 
  • focus, 
  • strong verbal and written communication skills, 
  • excellent hard and soft people skills, and 
  • the ability to always be looking forward with energy and positivity.

One of the biggest challenges that many face within an organization is the frustration around a leader’s inconsistencies. I mean what individuals are told versus how the leader acts. If a leader is inconsistent and does not ‘walk the talk,’ the business suffers, the people are not actively engaged nor working to their best, and lack of business growth and profit loss are a direct result.

Effective leaders:

    • Live by their values as simply as they breathe. 
    • Authentically lead, transparently communicate, execute on the action, and are consistently focused on moving the vision of the business forward.
    • Walk the talk and are exceptional role models.
    • Act decisively, however, are not inflexible. They are willing to pivot or adjust upon new information or circumstances. Shoulder poor decisions, and always share the credit when good decisions are made. 
    • Focus on one priority at a time with full attention. 
    • Manage their time, and recognize time is finite.  
    • Treat each day as a new day. Have a focus on continuous professional improvement, are curious, and love to learn.
    • Provide their personal touch with every interaction. They talk to people, ask for their feedback, and are visible (even if only on zoom due to the pandemic). 
    • Demonstrate self-discipline and the will to do what it takes, no matter how hard, until they achieve their desired outcome.

‘Life is too short to focus on things and people that you are not enjoying.’

~ Jenny Reilly

3 Leadership Questions to Answer:

  1. Do you have the right people in your team/business? If you have less than 90% of the right people on your team, that becomes your #1 priority. 
  2. Are your people on their A-game? If not, the decision is either to develop, replace, or move the person to an alternate position better suited to their strengths and capabilities. 
  3. What is the number one metric you look at weekly? This should be the #1 weekly agenda item to discuss first and focus on. It could be your cash flow, sales, service levels, product development…the objective is to have your #1 priority the first thing you always focus on and discuss.

Leadership tips:

  • Trust your team. A value cannot be ‘respect’ when you do not trust your colleagues.
  • Make decisions. Indecisiveness is paralyzing.
  • Know your top three priorities and consistently communicate on them.
  • Be precise, not irresolute. Imprecision is confusing.
  • Be consistent in what you say and how you say it.
  • Show humility, not indignancy. 

Proven Leadership Tactics:

  • When not attaining your expected results, make a conscious effort to change how you are doing things. Focus on improving, being more effective, and attaining increased results.
  • Be focused and systematic in your approach to learning efficiently. Improve your knowledge of services and products, the current market, technologies, processes and systems, organizational culture and internal politics that require attention.
  • Always match your strategy to the situation and do not take any shortcuts. What worked in the past does not mean it will be effective in the current situation. 
  • Identify strategic opportunities to add value and improve bottom-line results. 
  • Improve working relationships by setting and managing expectations.
  • Be the architect of alignment. Ensure structure fits strategy and that you are focusing on the right things.
  • Evaluate and mobilize team members. Build your team and be strategic in developing strengths and capabilities.
  • Identify individuals (inside and outside the business) who will support and mentor you, call you on areas of challenge and motivate you to take action on opportunities. 
  • Maintain your equilibrium and balance in both your professional and personal life. A more balanced approach enables you to focus better, not lose perspective and make better decisions.

You are only as strong as your weakest link. When you start feeling like you are in a rut or losing momentum or motivation, it is time to try one or more of the above actions to help you kickstart getting back onto the right track. 

Leadership To Do’s

  • Assess each business situation independently
  • Define and communicate your business intent
  • Establish your priorities
  • Act deliberately on strategic priorities
  • Secure early wins
  • Build your team
  • Develop alliances

If you are interested in learning about professional leadership development or executive coaching can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.

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Leadership Situation Analysis | Change is Constant

Situation Analysis

Competent leaders understand that they need to stay on top of dealing with change. A situation analysis enables leaders to clarify how they lead, identify issues, challenges, and opportunities, and validate the resources required to match the situation. An adaption to leadership style may be required and is dependent on the situation.

Whether in start-up mode, encountering a business crisis and making a pivot in product or service delivery, going through a period of accelerated growth, realigning business priorities to match the market, or focused on sustaining success and longevity in the business, there is a framework that you can use to ensure success. 

Situation Analysis - Jenny Reilly Consulting - Executive Coaching and Business Consulting

 

Start-up or Expansion

In start-up mode, rapid execution is required in addition to a close focus on budget and finances, people, and technology. A great deal must be worked on with minimum resources and tight timeline constraints. Attracting, recruiting, and onboarding a high-performing team while at the same time building the right strategy is essential. During this phase, successful leaders are organized, make well-informed decisions, and are energized by the business possibilities.

When experiencing periods of accelerated growth, a leader must focus on implementing systems and processes to support scalability. With rapid growth comes the addition of more employees. The challenge is to attract, onboard and integrate them while ensuring transparent communication on the vision, individual expectations, KPI’s and essential engagement to do better and be better in the business. 

Crisis Management

In times of operational crisis, a pivot may be required in product or service delivery to save the business. Leaders need to be transparent every step of the way. When we know what may be coming our way, it is easier to prepare and lean into a situation to enable the strength to change it.

Long Term Success

When focusing on maintaining the longevity of success, the continual focus needs to be maintained on the team and innovatively looking at new ways to improve the business and take it to the next level of success. 

No matter where your business is on the scale, from start-up to maintaining longevity in the market, there are strategies and a framework that you can put in place to ensure success.

 

If you want to learn more about how implementing these frameworks and executive coaching can bring you, your team, and your business success, please reach out to askme@jennyreilly.com or schedule a convenient time for a complimentary strategy session via Jenny Reilly Consulting Calendly.

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Take A Break | Forest Bathing Vs. Beach Bathing

As an Australian living in Canada, at this time of year, when I am seeing my family and friends post pictures of being at the beach, I am very envious. Going to the beach was one of my favourite pastimes that I had to swap for going into the forest.

Forest Bathing Vs. Beach Bathing

Having a 90-pound bernadoodle that requires a great deal of exercise, my go-to, favourite thing to do is to go for long walks in the forest or along the waterfront.

As I put on multiple layers to go outside in Vancouver, Canada, these breaks in my routine help refresh and rejuvenate me.

Now you may have heard of the term ‘Forest Bathing,’ and if not, excuse me while I briefly explain.

This term was initially coined in Japan and called Shinrin-Yoku, a.k.a forest bathing. In stressful positions, we can forget how many hours daily we spend behind our screen, lose track of time and work through even when our energy, focus and productivity are waning.

A short walk outside, around the block, or if you are fortunate enough to live near a forest, a walk in the woods can be a great way to help you reenergize and motivate yourself.

When walking in the forest, especially when I am with my daughter and bernedoodle, we practice being mindful, meditative walking, or simply being aware of what we SEE, HEAR, SMELL or TOUCH. Turn off your cell phone, walk slowly, often stop and look around and engage your senses.

If you are not already, schedule time in your day to get outside and take a break.

The return on investment for your focus and productivity will be threefold.

 

Do you feel like there isn’t enough time in the day to take a break. Are you overwhelmed by all your priorities? Get in touch today to see how we can help.

If you are interested in learning about how professional development or executive coaching can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.

Get your leadership strategies and tactics in my monthly newsletter, sign up here to subscribe.

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Stop the continuous ‘grind’!

Are you in continuous ‘grind’ mode –working long hours, not eating nor sleeping well, not taking breaks to refresh and relax, and feeling as though you are under continuous pressure?  Working like this does not increase your productivity or results; it often has the opposite effect. If you are on a continuous ‘grind’ on  the treadmill going uphill, you will inevitably burn out. 

 

We are now more than ever always connected and easily accessible. Instilling some boundaries to our personal and home time is essential as otherwise, the overlap becomes seamless, and little time is spent on self-care, relationships, and personal growth.

Are you in continuous grind mode? - Jenny Reilly Consulting - Executive Coaching

 

REFUEL

When you are more rested, you simply get more done. You have more energy, are more efficient, and can think and act clearly through a problem to resolution. Refuel with healthy food and try to have three meals per day, at least five hours apart. Reduce your sugar intake and try to eat clean. Combined with a healthy diet, exercise can help restore your body. 

PLAN

Enabling periods in your schedule to plan and think daily is worth your investment of time. At the end of the day, reflect on what was accomplished, record it, and prioritize your top three focus areas for the day ahead.

QUALITY

Through COVID, we relied more on social media than we have in the past to stay in contact. Unfortunately, it is also a great time suck, so challenge yourself daily to reduce your time on social media continually.  It is now time to spend quality time reconnecting in-person to develop your professional and personal relationships. These in-person relationships will inspire, reinvigorate, and motivate us to think bigger, be better, and be happier. 

 

We have all been victims of our own continuous ‘grind’ mode. We hear these great ideas that we know will benefit us; however, putting them into action can be the hardest part to implement. So, let’s consider the consequences of taking this advice, that extra hour you take to recharge you could pay it back to your business, client, or personal endeavour threefold because you’re more invigorated, less stressed, and more focused on the outcome. It’s a Win-Win!

 

Stop the continuous grind and ensure you get more rest. Reflect on your daily accomplishments and target priorities for the day ahead. Decrease your social media time and reconnect in person. Eat well and be active; this will help restore your mind and body.

 

We can help you with your professional development or provide tailored executive coaching that can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.

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Quarter 3 – Refine Your Strategic Intent

Strategic Intent

What challenges, opportunities or issues should you professionally be focusing on this Quarter?

Every Quarter I block a day off to work on my business. I structure time to do a review of the past Quarter. I then assess the following categories to help determine the top three areas that I should strategically focus on for the upcoming Quarter:

Business Strategy Defined for the Quarter – review, check if still relevant and a priority, and determine if the strategy needs to be tweaked or changed.

Money + Business Finances – evaluate the past Quarter’s financial performance and update the future Quarter’s projections. Assess costs that could be reduced, determine if there are any opportunities to increase profits.

Marketing – review ROI on marketing expenditure, assess distribution channels for improvements, determine any new implementations and digital marketing strategies for next Quarter. Review website content and assess if any changes, updates or additions are needed.

Sales – review the sales process and determine any areas for improving customer focus and service. Develop your revised sales strategy for next Quarter.

Employees – connect with employees to discuss satisfaction, ideas for improvement and overall feedback on the business/unit.

Operations – assess how the business can be leaner and more efficient, focus on reducing costs, and consider ways in which processes can be improved to increase output.

Technology – review technology expenditure in the last Quarter. Evaluate software being used, and determine better ways to utilize it for maximum productivity and profitability.

 

“Designing a winning strategy is the art of asking questions, experimenting and then constantly renewing the thinking process by questioning the answers.”

~ Constantinos Markides ~

Professor of Strategic Leadership at London Business School

 

Strategy Steps - Strategic Intent - Quarter 3 Strategy 2021 - Jenny Reilly Consulting

After prioritizing areas that you want to focus on, follow the next three steps:

Step 1. Articulate your top three Q3 strategies.

Step 2. Define the capabilities, gaps, or potential threats that may stand in the way of achieving your strategy.

Step 3. Keep it simple, detail steps that you will be required to take, by when and by whom through the implementation stage.

Capabilities

Your capabilities, skills, knowledge and competencies enable you to fulfill your strategy. Your capabilities can be compiled under your reputation, people, technology, assets and finances.

The following questions will help provide focus on areas that need concentration and development:

  • Do you have a poor, satisfactory, good, or great reputation?
  • Do you have a loyal client/customer base?
  • Do you have a strong, recognizable brand?
  • Do you have knowledgeable, engaged, experienced and skilled people?
  • Do you utilize technology that meets your expectations to help you grow and scale in your position or business?
  • Do you have sufficient financial reserves to cover six months of expenses in case of emergencies?

As a result of answering the above questions, what areas should you concentrate on to improve in Q3?

For each area identified, estimate how much time you should spend working on improvements, and block off the required time in your schedule over the upcoming three months.

Action + Execution

 

“Strategy is easy – the day-to-day and month-to-month decisions required to manage a business – are hard.”

~ Arthur Rock ~

 

Strategy execution is difficult to facilitate effectively without some of the following core components:

  • Structure: structure enables employees to understand their role and how their core tasks fit into the big picture.
  • Processes + Systems: provide clear and transparent information and a map of how to do things and in what order.
  • People: your people’s skillsets and mindsets are key to having effective processes, procedures, and structures in place.
  • Incentives: rewards enable motivation, establish metrics and key performance indicators to follow in the delivery of strategies.

Your leadership style and behaviour set the tone for your business/unit. When leading a strategic intent, your authenticity is instilled by what you say, what you do, and how you do it. Strategic leadership is based on decisiveness on how to move forward founded on due diligence. Analysis of the facts and stakeholder input provides you with a direction forward and negates personal perceptions getting in the way and lending to errors of judgement. Being decisive in your strategy execution enables you a path to follow, and at the same time, pivot or adjust as new information is presented or circumstances change.

Executing tasks requires time to find the time you have to block off uninterrupted periods in your schedule to enable focus and efficiencies. Not having enough time to execute on a strategic intent is an excuse. Make the time, prioritize your schedule and be diligent in following through.

 

What is your strategic leadership capacity?

Sound knowledge of strategy is critical for all in leadership positions. The importance of identifying, analyzing complex business decisions, crafting strategic intent statements, and being confident in making informed decisions cannot be understated.

Your strategic leadership capacity can be developed, and the best way to start this process is to gain a more comprehensive understanding of all management and strategy areas. Strategy needs to be continually reviewed in our evolving, dynamic and ever-changing environment. Integrating different viewpoints when conducting your analysis of an issue, evaluating those viewpoints and selecting the most appropriate course of action will enable you to develop into a strong strategic leader.

DO YOU WANT TO BE A STRATEGIC LEADER?

Strategic leaders are attentive and listen carefully to external perceptions and internal stories from colleagues on their business. Checking in on internal and external feedback can provide a bountiful of information that can be extremely useful from a strategic standpoint. If there are patterns in the stories, there are often multiple areas that can be pinpointed that will require strategic leadership attention.

Questions you could ask stakeholders:

  • If you had to describe the current business strategies through an internal story that shone in either a positive or negative light, what would it be?
  • Are there any reoccurring problematic issues that are occurring in the business? Can you define them and provide your feedback on how they could be addressed?

Questions for you to consider in Q3:

  • In comparison to the current reputation of your business, can you provide a description of where you would prefer it too ideally be?
  • What are the normal processes you go through when making significant strategic decisions that will affect the bottom line?
  • Think about the internal business culture and the ways in which people behave and are treated within the organization. What are three things that you could be doing in Q3 to improve the business culture?

Tips for leading strategically include:

  • Consider internal and external data factors in the execution of your decisions.
  • Be mindful of the complexity and ambiguity around strategic issues, and ensure communication is transparent when factors are not straightforward.
  • Integrate ideas from cross-functional areas in your business to ensure diverse positions are considered.
  • Don’t micromanage; in fact, take a step back and allow others to manage their responsibilities and deliverables.

 

We can help you with your professional development or provide tailored executive coaching that can help support your leadership or your leadership team, please reach out to askme@jennyreilly.com to schedule a convenient time for a complimentary strategy session.

Get your leadership strategies and tactics in my monthly newsletter, sign up here to subscribe.

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