Leadership

The most common misperception about leadership... …Is that great leaders have one leadership style. There is no single leadership style for all situations. The best leaders are versatile. What every business and situation needs is different. Here are 9 different leadership styles and when and how to use them: 1/ Authoritative (Commanding) Leadership: ↳ A directive style. Make quick, clear decisions and communicate them with authority. Expect immediate compliance. Useful for crises and new visions, not for experienced, autonomous teams nor when the leader is not a subject matter expert. 2/ Participative (Democratic) Leadership: ↳ A collaborative style. Regularly seek and incorporate team input through meetings and discussions. Useful for gaining consensus, not for urgent decisions or inexperienced teams. 3/ Delegative (Laissez-Faire) Leadership: ↳ A hands-off style. Empower team members with autonomy and provide support only when necessary. Useful for highly skilled, motivated teams, not for those needing more structure. 4/ Transformational Leadership: ↳ An inspirational style. Communicate a compelling vision and inspire the team to embrace innovation. Useful for inspiring change, not for stable organizations. 5/ Servant Leadership: ↳ A selfless style. Prioritize team development and well-being by serving their needs first. Useful for building relationships, not for high-pressure situations or quick decision-making. 6/ Pacesetting Leadership: ↳ A results-driven style. Set high-performance standards and exemplify them to lead by example. Useful for ambitious goals, not for inexperienced or unmotivated teams. 7/ Coaching Leadership: ↳ A developmental style. Actively mentor and provide feedback to help team members grow their skills. Useful for developing skills when time allows, not for urgent decisions or unstructured teams. 8/ Bureaucratic Leadership: ↳ A rule-oriented style. Strictly enforce rules and procedures to ensure consistency. Useful for regulated industries, not for flexible, innovative environments. 9/ Strategic Leadership: ↳ A big-picture style. Develop and communicate long-term strategic goals clearly. Useful for long-term planning, not for immediate, tactical decisions. Always start by asking: What does the business need right now? The wisdom of leadership is knowing that the right style at the right time can turn challenges into triumphs. —- ♻️ Repost to help your network become top performers. 📌 Want a high-resolution PDF of this sheet? Join my free Level Up Community. Subscribe here: https://lnkd.in/gKzZUq-b

A cheat code to unlock professional growth in 2024. The 4 Types of Professional Time: There are 4 types of professional time: 1. Management: Meetings, calls, emails, etc. 2. Creation: Writing, coding, building, preparing. 3. Consumption: Reading, listening, studying. 4. Ideation: Brainstorming, journaling, reflecting. To make improvements to your balance of time, first assess your starting point: Starting on a Monday, at the end of each weekday, color code the events from that day according to this key: • Red: Management • Green: Creation • Blue: Consumption • Yellow: Ideation At the end of the week, look at the overall mix of colors on the calendar. The image in this post is an illustrative example of how it might look. This simple exercise should give you a clear picture of your current baseline mix of professional time. With your baseline mix in mind, here are three tips for a more optimal balance: 1. Batch Management Time Create discrete blocks of time each day when you will handle major Management Time activities. 1-3 email processing blocks per day. 1-3 call and meeting blocks per day. The goal here is to avoid a schedule where the red bleeds out everywhere across every single day. We are trying to keep the Management Time windows as discrete as possible to create space for the other types of time. 2. Increase Creation Time Creation is what propels us forward, with more interesting projects and opportunities. We all need more Creation Time in our days. As you batch Management Time, carve out distinct windows for Creation Time. Block them on your calendar. Don't check your email or messages during them. Focus on creation during your Creation Time. 3. Create Space for Consumption & Ideation Time Consumption and Ideation are the forgotten types of time because we rarely create space for them, but they are critical to long-term, compounding progress. History's most successful people have all made a practice out of creating space for reading, listening, learning, and thinking. We can draw a lesson from this. To start, schedule one short block per week for Consumption and one short block per week for Ideation. Stay true to the purpose of the block. Own that before increasing the presence of these types of time in your schedule. With these three tips in mind, you're well on your way to building a more optimal balance across the four types of professional time. *** You can join 650,000+ others who receive these actionable insights in my 2x weekly newsletter here: https://lnkd.in/esGsF85Q Enjoy this? Share the post with your network and follow me Sahil Bloom for more in future!

12x things I would have done differently if I was transitioning now: 1 - started earlier Should have started 18 months out, but would have loved to had 2-3 years...allowing me to space things out Doesn't mean "I'm getting out & going to job fairs" for 2-3 years Means I'm getting my LinkedIn profile together, growing my network, having exploratory conversations about careers & working on education (if necessary) It took 200+ phone calls & cups of coffee to figure out what I wanted to do...it would have been MUCH less stressful spread out over a few years (instead of 10 months) 2 - take TAP as soon as possible It isn't an amazing course (unless you luck out & get one of the absolute angels that teach it + have experience) But it is designed to give you a FOUNDATION Almost like transition Cliffs Notes 3 - request a mentor from American Corporate Partners (ACP) (14 months) Gives you full year to work with them before you get out Hint: ask your mentor to introduce you to other people if things are going well 4 - work on ethics memo (12 months out) for senior leaders Visit local JAG or ethics office You'll need an ethics letter for many senior defense sector jobs, so better to know now (and maybe even start the cooling off period earlier...while still in) 5 - get free LinkedIn Premium (12 months out) Google "free LinkedIn Premium for veterans" and hit the first link 6 - conduct informational interviews (12 - 6 months out) You ideally start way earlier, but here is where you really narrow down the answer to the question: what do you want to do? I recommend at least 2x calls a week to learn more about what people do, ideally you are doing 3-5x a week 7 - Sign up for USO Transitions (12 months out) Get a USO Transition Specialist that will work with you one-on-one, and they also have some cool webinars 😎 8 - get life insurance quotes (12-6 months out) Do it BEFORE you document everything that has ever been wrong with you for your disability (or get a sleep study) VGLI is #expensive & designed to ensure everyone (even medically discharged) can get it This can save you hundreds a month (easy) 9 - get free cert from Onward to Opportunity (6 months out) Ideally you've done enough informational interviews to choose the best one for your next career (not the automatic PMP everyone says to get) O2O will give you (+ spouse) free training for 1x cert AND pay for the exam They will also give you a career workshop, coaching & help with your resume 10 - take extra TAP classes Visit your transition center & see what else they offer They hold events and have specialized training beyond the minimum required classes 11 - work on resume (4-6 months out) with mentors It doesn't make sense to write a resume until you figure out what you want to do 12 - start applying for jobs (2-3 months from day you can start) Ideally with referrals from your mentors, giving you 11x better odds of getting job) Questions? #quinnsights HireMilitary

When I started leading a high-powered recruiting team, I had the traits of the TYRANT leaders I now call out. Here's why: Despite my degrees, certificates, and ongoing professional development, nothing prepared me to transition into leading. I still had an individual contributor (IC) mindset, which unintentionally led me to compete with my very capable team. At the time, I engaged in behaviors like: Taking over projects instead of developing my team. Working long hours, thinking it showed commitment. Making unilateral decisions vs collaborating. Giving orders instead of providing clarity and context. Hoarding information instead of communicating transparently. Prioritizing my metrics over team goals. A month in, my boss at the time sat down with me and told me to own my transition and to stop taking over work when someone asked for help. (she's one of the best Leader's I've ever had) To transform my mindset, I sought out a few internal sponsors and observed how they managed their teams. I also asked my team for feedback on where I could do better. Once I made the changes: mindset and action, I began demonstrating new leadership behaviors: Coaching my team and developing their problem-solving skills. ↳Created an authorization matrix to empower them to make decisions. Promoting work-life balance through prioritization and delegation. ↳I stopped working on vacation to set a better example. Making collaborative decisions to increase buy-in. ↳They worked on the reqs, so I asked for their ideas and where I could implement them. Painting a vision and equipping the team to get there themselves. ↳I translated the organization's vision down to how it affected our team goals. Openly communicating to build trust and transparency. ↳I promoted democratic decision-making and explained when it needed to be autocratic. Aligning on and championing team goals over my individual metrics. ↳I held weekly reviews where I celebrated their success because it was OUR success. Here's what I want you to take from this: 1. Develop your team's skills rather than trying to be the expert. 2. Delegate decisions to increase buy-in and leverage diverse perspectives. 3. Openly share information rather than hoarding knowledge and insight. 4. Recognize and elevate your team's contributions rather than taking individual credit. #aLITTLEadvice #leadership

Gallup reports 59% of employees are: "Filling a seat and watching the clock." Quiet quitting isn't about leaving a job. It's when people stay but mentally check out. They do the bare minimum. No excitement. No extra effort. It's a silent alarm. Your team may be losing interest right under your nose. And it's a big deal. Why? Because it affects: • Your team's morale • Your team's productivity • Your company's profitability • And everyone's overall success Resources are already stretched thin. You need to get the best from your team. What can employers do? Many of the causes are within your control: ➡️ Listen Well Talk to your team often. Listen to what they say. Then take action. ➡️ Recognize Efforts Public recognition can boost morale. A simple "thank you" goes a long way. ➡️ Promote Balance Allow time for life outside work. Overworked employees burn out. ➡️ Give Chances to Grow Invest in them. Provide training. Show them a career path. ➡️ Build a Positive Culture Ensure everyone feels valued and respected. ➡️ Set Clear Goals Clearly define roles. Tell them what you expect. ➡️ Lead by Example Show excitement. Work hard. Be the way you want them to be. Quiet quitting isn't just an employee issue. It's a leadership opportunity. It's a chance to re-engage, re-inspire, and revitalize your workplace. Start today. Have you seen the signs of quiet quitting at work? P.S. Find this helpful? Repost for your network ♻️. And follow Justin Wright for more posts like this.

The Transformative Power of Vulnerability in Leadership 💡 The greatest myth in leadership? The infallible leader. The truth? Authentic leadership stems from embracing vulnerability, learning from missteps, and understanding it’s the journey towards growth that matters. 🌱 Be Genuine People value authenticity. A leader who owns their mistakes and seeks feedback creates an atmosphere where everyone feels safe to be themselves and share openly. Simple not easy:) 🌱 Constant Growth The journey of leadership isn’t about being the best from day one; it's a continuous evolution. Embracing vulnerability means acknowledging areas of improvement and actively working towards them. 🌱 Connect Emotionally  Vulnerability fosters deep connections. By sharing challenges, fears, and aspirations, you bridge the gap between being a 'boss' and a relatable, understanding human. 🌱 Empower Through Empathy When a leader showcases vulnerability, it breeds empathy. Empathetic leadership understands the team's needs, fears, and aspirations, driving tailored strategies for collective success. The future of leadership is not in masks of perfection, but in the raw, genuine, and authentic connections you forge. The paradox of vulnerability is that by showing our 'weaknesses', we showcase our strength. Questions to consider on your leadership journey: When was the last time you shared a personal learning experience or mistake with your team, and what impact did it have? How can showcasing vulnerability enhance your team's trust and cohesiveness? Embrace vulnerability. It's not just about being genuine; it's about being genuinely impactful. #leadership #management #antiracism #culture #change

Talent matters, but it’s not the only thing. And it’s often not even the main thing. Angela Duckworth’s research shows there’s a stronger predictor of success: Grit. So what is grit? It’s the combination of passion and perseverance. Grit is what keeps you going after the excitement fades. It’s what pushes you to finish what you start. And it can be learned. Duckworth breaks grit into 4 elements: 1. Deep interest – You love what you do. 2. Deliberate practice – You work hard and smart to improve. 3. Purpose – You believe your work serves something bigger. 4. Resilient hope – You don’t give up when things get hard. Why it matters: In study after study—from cadets at West Point to finalists in spelling bees—grit outperformed raw talent. It wasn’t IQ or natural ability that made the difference. It was sticking with it. And here’s the good news: Grit isn’t fixed. It’s a skill. It can be strengthened. And we can help others grow it too—through challenge, support, and meaning. The takeaway: Don’t just ask, “Am I good at this?” Ask: “Do I care enough to keep going?” “Am I willing to get better?” “Can I stay hopeful when it gets hard?” That’s grit. And that’s what leads to mastery.

As an advisor to tech scaleups, and a former CTO and SVP of Engineering,  I've often encountered a familiar CEO complaint: "Our engineering team is too slow!" However, focusing solely on increasing individual productivity is rarely the solution. Sometimes the answer is changing the organizational structure. 🔍 The Issue with Flat Structures: Time to market was a major problem in a scale-up I advised, even though they had a flat structure where 40+ engineers reported directly to the VP of engineering and all of them shared equal accountability to the delivery of the software. 🚧 The Consequences: Major overcommitment.  People raised their hands to take on work even if the group was super extended. There was nobody that fully understood the team’s capacity vs the actual workload they took on. This approach led to a lack of predictability, chronic delays, unhappy customers, and ultimately, a tarnished reputation. 🛠️ The Solution: Transitioning to a hierarchical structure with focused teams and accountable experienced leaders was the game-changer. This shift brought in clarity, accountability, and much-needed structure. 📈 The Results: Predictable schedules, improved customer satisfaction, and a thriving engineering culture. ✅ Takeaways for Your Organization: Examine your organization with critical eyes: Is your ownership and accountability structure clear? Are your teams sized and focused appropriately? Do your leaders have the authority to deliver effectively? For more on the case study and about building a sustainable, efficient, and customer-centric engineering team in the blog post. 💭 I'm curious to hear your thoughts: Have you faced similar challenges? How did you address them? Let's share insights and grow together! #EngineeringManagement #Leadership #Productivity  _______________ ➡️ I am Talila Millman, a fractional CTO,  a management advisor, and a leadership coach. I help CEOs and their C-suite grow profit and scale through optimal Product portfolio and an operating system for Product Management and Engineering excellence.  📘 My book The TRIUMPH Framework: 7 Steps to Leading Organizational Transformation will be published in Spring 2024 https://lnkd.in/eVYGkz-e

It’s been 2 years since starting my role at Medtronic as the first global Chief Medical Officer of the Endoscopy business. 🤓 Here are 10 lessons I’ve learned: 1️⃣ People will mistake your humility for lack of confidence, your quietness for lack of opinion, and your willingness to be available for idleness. 2️⃣ Education is needed to help doctors learn how to safely use new tech and it’s not always provided by academic training programs. More resources must be put forth toward this effort. 3️⃣ Novel innovations might cost more and if there isn’t a financial benefit over the status quo or any better reimbursement, it’ll be hard to convince anyone to adopt it. 3️⃣ Geopolitics can totally disrupt our ability to get technology (or the parts to make it) to care for patients. 4️⃣ Academics like to judge “industry” but many of them have side gigs of their own. Also hardcore academics often aim for chief or chair roles, which are often less clinical and more administrative. 5️⃣ With the resurgence of in-person activities, there are way too many conferences and courses every weekend. Funding isn’t unlimited. Nor is attendance. 6️⃣ Being the first device of its kind to go thru the FDA takes lots of time, effort, money. Followers have an easier pathway when there’s a predicate device. 7️⃣ You shouldn’t assume all device companies are the same. They move at different paces, they have different philosophies, different portfolios, etc. 8️⃣ Managing people is hard. Feeling responsible for someone else’s career and success is something I didn’t know previously. 9️⃣ Being a Chief Medical Officer is more than just understanding medicine. Some of it is thinking about the future of medicine before it exists. Some of it is communication, some of it is people management. But either way, no 2 CMOs have the same job description, even within the same company. 🔟 There’s still a long way to go with informing doctors on the innovation process and the role of industry in the healthcare ecosystem. Only with this experience have I had a broader perspective outside of academia, and the barriers to bringing cool ideas to fruition. Thank you Medtronic and Medtronic Gastrointestinal colleagues, our CMO team, and Giovanni Di Napoli for your leadership. #medtronic #medtechinnovation #medicaldevices #chiefmedicalofficer #physicians #medicine #innovationinhealthcare cc Sabrina Zimring

For how much leaders like to exalt "#data-driven decision making," they often act in ways that entirely compromise the 5 Agreements that make such a process feasible in the first place. 📜 1. The agreement to collectively abide by decisions made using data. If people are only willing to accept "data-driven decisions" if those decisions benefit them, the entire process is made moot. With data-driven decision making, it's the choice that creates the most value, or that proves most effective, that should prevail—not petty chauvinism or ingroup politics. 📜 2. The agreement to be truly agnostic about decisions until data has been considered. If you've ever seen a leader "pre-decide" their choice of action on an issue and THEN solicit "data," you've seen this broken. Going through the motions of collecting data without the intention to use it is one of the fastest ways to undermine the integrity of your process and the morale of your workforce. 📜 3. The agreement to collect data before decisions with enough time to analyze it. Too many leaders overlook the time requirement with data. Decision making without data is fast, but often risky. Decision making using data mitigates risk, but the tradeoff is the time needed to collect, analyze, and interpret the data. If you initiate the process but then impose impossible time pressures onto it, you get the worst of both worlds. 📜 4. The agreement to ground discussion and debate related to a decision in data. Some decisions aren't meant to be data-driven. Decisions where external constraints force you into a single "choice," for example. If there are criteria relevant to the decision that supercede any data brought to the table, share those up front—not after data collection has happened, as an excuse to ignore all the work done. 📜 5. The agreement to align on what data is considered “good data” and how much data is considered “enough data.” We can spend lifetimes trying to gather more and better data, but in "data-driven decision making," the whole point is the decision. At some point, unless you can say "this is good enough, and we will act," you risk allowing the logistics of the process to entirely consume the outcome the process was meant to achieve. Figure out what "good enough" looks like in advance. Committing to "using data" by itself is cheap talk. But securing the expectation-setting, leadership alignment, participatory process, company culture, rigorous process, and skilled professionals necessary to bring this commitment to life is no easy feat. These 5 Agreements can help you start.