Possibly, the most challenging is statement a leader hears is from their boss, stakeholder or board member is “You need to work on your executive presence”. Unfortunately, this statement is elusive - leaders are left guessing what exactly needs improvement and/or creating their own conclusions.
Perhaps their boss isn’t sure how to articulate what they need to do in order to improve. Defining just what “IT” is can be like trying to nail Jell-O to the wall. Often people will say, “you just know when someone has it….” or “that person really has presence – they must be born with it….”.
Possibly, the most challenging is statement a leader hears is from their boss, stakeholder or board member is “You need to work on your executive presence”. Unfortunately, this statement is elusive - leaders are left guessing what exactly needs improvement and/or creating their own conclusions.
Perhaps their boss isn’t sure how to articulate what they need to do in order to improve. Defining just what “IT” is can be like trying to nail Jell-O to the wall. Often people will say, “you just know when someone has it….” or “that person really has presence – they must be born with it….”.
Owning is such a positive word. It conveys the simple message of a child…it’s mine. Look a little deeper into the meaning and we think about the work to procure something of value and taking responsibility to care for that something.
*Research from the Center for Creative Leadership
As a leader of a team or an organization creating a culture of transparency can be a powerful tool to build trust and organizational cohesion.
But what should we share, and when? How much is too much?
One thing to consider the type of information, is it tactical or strategic? Is it key to executing the next steps on the path, or is it helping to make sure we are on the right path? The level of information and the way it is presented will depend on what its purpose is.
Tactical: How can you tell if you are giving too much information a leader about day-to-day operations or a specific project? How much of the details of what you are doing (behind the scenes) or reasons for your decisions do you make should you share?
Ask yourself:
When it comes to transactional information – its important to keep people in the loop – but more often than not, it should be at a higher level. Just as you aren’t always interested in HOW the job got done, just that it did and satisfactorily, by keeping status updates and decisions made at the summary level, it allows them to make informed decisions and act on their own with a more comprehensive understanding of the impacts of their decision.
Too many details will make your meetings long and expects your team to be able to connect the dot and understand their impact to their work at the same time. Make it easier for them by giving the highlights and the outcomes and offer offline explanations to anyone interested.
Strategic More often than not, we need to share the strategic vision and mission of our organizations and projects. This helps to make sure everyone’s activities are in alignment with the overall expected outcomes.
Most of us communicate the “What” and the “How” of our activities pretty well, but it is also important to share "Why" we are doing them. Good things come from including why we are doing things like:
Always Share:
Dangerous Territory:
When in Doubt:
A coaching culture includes: | The ROI of a coaching culture include: |
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https://www.aiirconsulting.com/the-hidden-benefits-of-coaching-culture