Latest news with #leaders
Fast Company
an hour ago
- Business
- Fast Company
Most companies struggle with making data-informed decisions
Should you invest in a new consumer market? Cut that underperforming division? Buy off-the-shelf or build custom technology you urgently need to compete? Over the course of my career, I've seen leaders make good, bad, and risky decisions to guide their businesses. These decisions are often based on consensus, gut instinct or complex financial models—and occasionally, a half-formed idea from the back of a meeting agenda. But years in business have taught me something crucial: Success is driven neither by pure data worship nor blind intuition. Companies need both—especially knowing that today's opportunity could be tomorrow's risk. The path forward requires balancing rigorous analysis with human wisdom and context and ultimately knowing when to say what. The three data traps Companies typically fall into one of three traps when it comes to data. First, low confidence in the data itself. For data to work, it must be trusted and accurate. When leaders are able to pull different reports based on different numbers, confidence evaporates. Major business decisions get derailed because teams can't agree on basic metrics. Without consistent, and accessible, information, even the most sophisticated analytics become useless. Second, companies can get stuck analyzing endless information. If every dashboard drives more questions than answers, that's a losing battle. Businesses chasing endless data or sifting through a deluge risk delaying critical decisions while their competitors move ahead. Analysis paralysis is real—and costly. Finding the sweet spot between information gathering and action is the difference between missing or meeting the market. Third, companies can't over-rely on analytics without human context. Data can reflect what happened and may predict what happens next, but it frequently misses the 'why.' A dashboard may show low engagement from an internal tool and recommend sunsetting it. What this doesn't take into account is the user perspective where maybe they find it hard to use or have competing priorities. Balance data and intuition I spent part of my early career in public relations but exited the industry out of frustration due to the lack of meaningful data at the time, although now it is quite different. We would get a feature in a top-tier outlet, then struggle to measure the business impact. Through this, I learned a valuable lesson about balancing a good story with verifiable stats. This balance matters across every function. Marketing teams solely relying on metrics may miss the emotional connections that drive loyalty, while finance departments only tracking historical performance may miss emerging market signals that leaders can spot. The magic happens when companies combine data-backed insights with human expertise. At West Monroe, we've seen the power of this firsthand. When we worked with a tire distributor to optimize their supply chain, we didn't just build predictive models. We paired real-time analytics and insights to optimize their planning and inventory models WITH the expertise of people who understood supplier relationships and market nuances. The result? A $200 million reduction in working capital—all during pandemic disruptions, when either data or intuition alone would have failed. How to fix it: Build a data-driven culture Build trust in your data first. Start with the basics: Identify the numbers that actually move the needle for your business and ensure everyone defines and measures them consistently. When leaders trust the numbers, they'll use them to make impactful decisions. Bring data where decisions happen. Stop making people hunt through separate dashboards. Instead, embed relevant insights directly into the tools your team already uses. When the right information is available at the right moment, it naturally becomes part of the decision-making process. Show, don't tell. Leaders should visibly incorporate data in their decisions while acknowledging its limitations. Create space in meetings where teams can discuss both hard metrics and real-world observations. Both perspectives deserve equal airtime and consideration. It's never too late to lead with data You can always become a data-driven leader. Even 'walk the halls' executives who have historically avoided analytics can develop this muscle. Start small—identify one key business question where better data would improve decisions. As confidence grows, expand to more complex ones. The most successful leaders won't be those with the most data or the best intuition. They'll be the ones who master the art of balancing both—and take decisive action with confidence.
Forbes
13 hours ago
- Business
- Forbes
Brave, Not Brutal: How To Give Feedback That Fuels Growth, Not Fear
Jaide Massin, Author & Exec. Coach, is founder of Soar Executive Coaching helping leaders grow with clarity, courage, and impact. getty If there's one theme that keeps surfacing in my coaching sessions with leaders—across industries, levels and cultures—it's this: Giving feedback is one of the hardest parts of leadership. Not because leaders don't know feedback is important. They do. It's because they don't want to come across as harsh, unkind or worse ... mean. So, they hesitate. They water things down. They wait for the "right moment," which often never comes. Meanwhile, performance slips, clarity erodes and frustration quietly grows on both sides. The truth is, giving feedback doesn't have to feel brutal. In fact, when it's done well, it can be one of the most motivating and growth-oriented tools a leader has. Too many of us have been conditioned to see feedback as criticism. Something that points out flaws, mistakes and shortcomings. But feedback—at its best—isn't about what went wrong. It's about what's possible next. Harvard Business Review research backs this up: 92% of people say corrective feedback improves performance—if it's delivered well. That's the key. And it's where many leaders get stuck. Here's the mindset shift I offer to my coaching clients: Feedback isn't a judgment. It's an investment in someone's future. One of the biggest traps leaders fall into is believing that avoiding hard conversations makes them kind. I get it—no one wants to hurt feelings or deal with tension. But as Brené Brown puts it: "Clear is kind. Unclear is unkind." When we don't give honest feedback, we rob people of the chance to improve. We leave them guessing. And often, the frustration we're trying to avoid leaks out anyway—in tone, in avoidance, in missed opportunities. Leadership requires bravery. That means having the courage to say what needs to be said—without blame, without shame and always with the intention to help. Here are three practical strategies I use with leaders to make feedback both effective and empowering: Most people want to do good work. They want to grow. So, instead of focusing solely on what didn't go well, connect the feedback to their why. Instead of saying: "Your presentation wasn't clear." Try: "Clearer slides would help you land your message more effectively—and build the credibility you're working toward with leadership." Wharton research shows that employees are more engaged when they feel progress toward a meaningful goal. Help them connect the dots between what you're saying now and where they want to go. This simple framework helps structure feedback in a way that feels balanced and forward-looking: • Continue what's working. • Start what will help them grow. • Stop what's holding them back. "Continue, start, stop" removes the sting and focuses on behaviors—not identity. I use this in coaching all the time, and leaders find it helps guide clearer, less emotionally charged conversations. This is the real unlock. When you start by asking for their perspective, you shift the tone of the conversation from directive to collaborative. Try: "How do you think that went?" "What do you feel strongest about, and where would you like support?" Research shows people are more open to feedback when they feel heard. When they get to self-assess first, they're more likely to take action on what comes next. Let's be real: Some conversations are tough. Maybe the stakes are high, the pattern has gone on too long or emotions are running hot. That's when it's even more important to slow down and get intentional. Here's a simple script I share with leaders: "This might be a bit uncomfortable to hear, but I'm sharing it because I care about your success and want to help you move forward." That one sentence frames everything. You're not attacking; they're not in trouble. You're partnering with them. And remember: You don't have to have the whole conversation perfectly planned. Prepare your key points, but stay open to dialogue. The goal isn't to control the conversation—it's to connect. At the end of the day, how you give feedback sets the tone for your team culture. High-performing teams give and receive regular, high-quality feedback. When leaders model that it's safe to be direct, others follow. And when feedback becomes a normal part of how we grow—not a surprise, not a punishment—we create teams that learn fast and perform even faster. Giving feedback isn't about being mean. It's about being brave enough to care out loud. It's about telling the truth in service of someone's growth, not their ego. And it's about creating a culture where people know that if something's off, you won't stay silent—you'll help them get better. That's not just good leadership. That's the kind of leadership that builds trust, drives performance and makes the whole organization stronger. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Fast Company
16 hours ago
- Business
- Fast Company
How to cultivate genuine self-awareness and propel your leadership
Self-awareness is often referred to as the foundation of emotional intelligence, and it's a requirement for exceptional leadership. When leaders understand their emotions, recognize their strengths and weaknesses, and hone their decision-making and communication skills, they build trust and foster better collaboration within their teams. This leads to better performance all around. But here's the catch: Developing self-awareness isn't a onetime achievement. It's a continuous, evolving process that requires intention and reflection. Leaders who actively cultivate this skill don't just improve their own effectiveness, they also create a healthier, more productive organizational culture. In fact, research from the Corporate Executive Board (now part of Gartner), reveals that leaders with high self-awareness are 10% more effective in their roles than those who rank lower. It's a simple truth: Self-awareness isn't just a personal asset—it's essential for any leader looking to drive success. Defining Self-Awareness Self-awareness is the ability to recognize and understand your emotions, thoughts, and behaviors—and to see how they influence your decisions, relationships, and leadership style. It involves identifying what drives you, understanding your strengths and weaknesses, and being honest with yourself about areas for improvement. Self-aware leaders do more than just understand themselves. They also recognize how their actions are perceived by others, which is essential for cultivating trust within a team. It's a skill that evolves over time, meaning leaders must regularly pause and reflect on their actions and their impact. The Role of Feedback in Self-Awareness Feedback is one of the most powerful tools for cultivating self-awareness. However, many leaders shy away from it due to fear, pride, discomfort, or uncertainty about its reliability. Avoiding feedback, though, can significantly hinder both personal and professional growth. Often the best feedback comes from those who report to you. For instance, one experience that was a turning point for me was when one of my direct reports pointed out one of my unconscious biases. Eight years ago, I was preparing to head home after a long day at work when I heard a knock on my office door. It was Katherine, one of my team members. She asked if she could give me some feedback about that morning's team meeting. Katherine shared something that left me stunned: 'Are you aware that you tend to listen more to the people who are the most vocal, and that they tend to be men?' I had always thought I was an inclusive leader, so I was shocked to hear this. I responded honestly, 'I had no idea.' Katherine explained that this was something she had wanted to bring up for a while but didn't feel comfortable doing so until now. I immediately apologized, thanked her for sharing this with me, and asked for specific examples. She provided them, and I made sure to listen attentively. This interaction caused me to change how I lead. I decided to ask myself before every meeting what biases I need to check myself on. I also talked with the people on my team who were less vocal and asked if it would be okay for me to call on them during meetings to help them share more of their ideas. Katherine's feedback offered valuable insights into how my behavior affects others, uncovering a blind spot that might have otherwise remained hidden. So make sure you solicit feedback regularly—whether it's from a childhood friend, trusted colleague, mentor, or direct report. Once you've identified someone you trust, clarify the type of feedback you're seeking. For example, you could ask for input on your biases, or a recent project, an interaction with a colleague, or how others perceive your leadership style. Mindfulness as a Self-Awareness Tool Mindfulness is a powerful tool for developing self-awareness. It involves staying fully present in the moment, which helps leaders become more attuned to their emotions, thoughts, and reactions. Simple mindfulness exercises, such as focused breathing or short reflection breaks during the day, can greatly improve emotional awareness. In my work with clients and the workshops I facilitate, I guide participants through breathing exercises. Many share that integrating mindfulness into their daily routines has helped them be more fully present. For example, some clients now begin their team meetings with breathing exercises to help themselves and their teams stay focused and engaged during discussions. These practices support clearer decision-making and improved emotional regulation. I also use these exercises myself to ensure I'm fully present before coaching a client or facilitating a workshop. They help me stay grounded and attentive. In addition to breathing exercises, I recommend a few other strategies to help leaders remain present. One is to put cellphones away during meetings. This reduces the temptation to check your phone, which can signal to others that you aren't fully engaged or listening. I also suggest creating a 10-minute buffer between meetings. This allows leaders time to reflect on the meeting they just attended and prepare for the next one. Without this space, leaders often rush from one meeting to the next, missing the opportunity to reflect and be fully present. Leveraging Self-Assessments Self-assessments can also play a crucial role in developing self-awareness. One tool I frequently use with my coaching clients and the teams I work with is the CliftonStrengths finder from Gallup. This assessment, grounded in positive psychology, has been around for more than 20 years. It was developed based on research that asked, 'What would happen if we studied what was right with people, rather than focusing on what's wrong?' The result is an assessment that identifies a leader's strengths, allowing them to build on what they do well, rather than focusing on fixing weaknesses. It also highlights how each strength, when pushed to an extreme, can hinder success. For instance, a leader with the strength of being an 'achiever' works hard and possesses a great deal of stamina. They take immense satisfaction in being busy and productive. However, when taken too far, this strength can lead to burnout or cause frustration among those being led, potentially resulting in high turnover if team members feel overwhelmed. Developing a Growth Mindset Self-awareness is closely linked to a growth mindset, or a belief that abilities and intelligence can be developed over time through effort and learning. Leaders who embody this mindset inspire their teams to continually improve, fostering a culture of resilience and adaptability. This mindset not only benefits leaders but also empowers teams to take risks, learn from mistakes, and grow. The key to fostering a growth mindset is to view feedback as an opportunity for self-improvement, as I mentioned earlier. When receiving feedback, ask questions such as: 'How can I improve?' or 'What specific actions can I take to do better?' This approach transforms feedback into a valuable tool for personal and professional growth—and makes it more likely that people will approach you with this feedback in the first place. Developing your leadership Self-awareness is not a destination, but an ongoing journey that requires dedication and intentionality. For leaders, cultivating self-awareness is crucial to becoming more effective, empathetic, and emotionally intelligent. By consistently reflecting on your behavior, seeking feedback, practicing mindfulness, and leveraging self-assessments, you will improve your leadership skills and create a positive environment for your team.
Gulf Business
a day ago
- Business
- Gulf Business
Insights: What exactly do leaders do and why is it so difficult?
Image: Getty Images/ For illustrative purposes We've all thought about it. What exactly does the CEO do all day? We may have considered this from the position of an employee, or launching a business and becoming the default CEO in the process, or perhaps being deep into a career full of leadership positions and taking a moment to reassess priorities. Whatever the case, it's easy to fall into the trap of idealising someone else's leadership, looking around and thinking that the well-known CEOs we see in the media are performing effortlessly. They're not. Effective leadership can be complex. According to recent data, 72 per cent of leaders report feeling burned out by the end of the day, and only 27 per cent feel they are highly effective at leading hybrid or virtual teams – a common issue these days. So, in this article, I'll look first at why leadership is so difficult and reveal how the best leaders overcome this by understanding the qualities and skills necessary for success. I'll also give my view that, ultimately, it's about mindset. You can't stop the problems, challenges and difficulties arising – and you can't fix them all, either. But you can control how you think about them and how you approach them. That's why in this article you'll find me continually going back to mindset as the key aspect of successful leadership. What do leaders do? We can make assumptions, but it's best to look at the facts, and a particularly notable piece of research was commissioned to answer this question. In a study that started in 2006 and lasted until 2018, two Harvard professors tracked the daily activities of 27 CEOs at businesses that had an average annual revenue of over $13bn. They found that, on average, CEOs worked 9.7 hours daily and spent nearly 80 per cent of weekends (and 70per cent of their holidays) working. Their time can be broken down as follows. Almost three-quarters of the CEO's time was scheduled in advance, with the rest being more spontaneous. When we break this down further, 25 per cent of their time was focused on people and relationships, 25 per cent on business unit reviews, 21 per cent on strategy, 16% on organisation and culture, 3 per cent on professional development, and 1 per cent on crisis management. When it comes to other top leadership positions, we can see a clear difference in the CEO setting the vision and driving the overall strategy, while the COO is primarily focused on the operational aspects of executing that vision. So these roles are distinct but interconnected. The CEO is shaping the company's direction and engaging stakeholders, while the COO ensures the engine runs smoothly, aligning internal processes and resources to deliver on the agreed-upon goals. This separation is crucial, as it enables the CEO to focus on outward-facing responsibilities such as investor relations, partnerships, and long-term planning, while the COO concentrates on day-to-day operations and organisational efficiency. At this point, it's also worth separating 'leadership' and 'management'. Yes, they are complementary, but they should remain distinct. Both are crucial for an organisation's success, yet many businesses today suffer from excessive management and insufficient leadership. The true challenge lies not in choosing one over the other, but in fostering both leadership and management in tandem, ensuring they work together to support and balance each other. So, let's look at what the CEO does in more detail: Defining vision and strategy: The first task of any leader is setting a clear vision for the future. This means understanding where the organisation needs to go, analysing trends, and making decisions that will shape long-term success. Strategy development is more than just planning. It involves anticipating market shifts, responding to competitive challenges, and sometimes reinventing the organisation to stay relevant. Making tough decisions: Leaders must allocate resources in a way that maximises the company's potential. But with resource limitations and competing priorities, these decisions are often difficult. Leaders must weigh immediate needs against long-term objectives and decide which projects or departments will receive funding, support and attention. Building culture: Culture is the backbone of any company, and leaders play a pivotal role in shaping and preserving it. They must communicate the company's values, encourage a culture that aligns with its mission, and ensure that every employee feels valued and engaged. When cultural issues arise, leaders must address them head-on to maintain a positive, productive environment . Managing people: From hiring the right talent to mentoring future leaders, all C-suite members, and leaders more generally, are deeply involved in people management. This includes providing feedback, setting goals, and aligning individual contributions with organisational priorities. Leaders often have to make tough calls about staffing, including making personnel changes to support the business's strategic needs. Navigating crisis and change: Crisis management requires resilience, composure and a relentless focus on finding solutions. These can range from team conflicts to communication breakdowns between departments or even simple errors that need immediate attention. Fires can flare up unexpectedly, and leaders often need to drop everything to deal with them. Delivering financial performance: Every leader is ultimately responsible for their organisation's financial performance. This includes setting revenue targets, controlling expenses, and ensuring the company remains profitable and sustainable. Balancing financial goals with other priorities often requires tough trade-offs. Why is leadership so difficult? Leadership is often difficult because it encompasses three key challenges that never stop. First, there is the constant presence of uncertainty with leaders required to make decisions with incomplete information, weighing risks against potential rewards. This ambiguity can be a persistent source of stress, as each decision influences the organisation's future and the lives of employees and stakeholders. Second, accountability adds immense pressure. Everyone has a boss, and leaders are answerable to shareholders, employees, customers, and the wider public, leaving them under intense scrutiny. They must take responsibility for both successes and failures while navigating criticism. Finally, the challenge of competing demands makes leadership especially taxing. Balancing financial goals, employee satisfaction, and other priorities requires leaders to manage short-term needs without losing sight of long-term objectives – a delicate task made even more challenging when resources are constrained. How can you address the challenges and prepare for leadership? Let's start with mindset. Leaders who embrace a growth mindset will view challenges as opportunities to learn (rather than obstacles). They seek feedback, adapt to new information, and continuously strive to improve. This mindset helps them remain flexible in ever-changing environments and keeps them open to innovative solutions. By treating challenges as stepping stones, these leaders cultivate resilience and inspire others to do the same. Leadership often involves high-stakes situations that can be emotionally draining. To manage these pressures, many leaders invest in emotional resilience training, learning techniques such as mindfulness, meditation, and cognitive behavioural strategies. While we saw earlier that leaders often don't spend much time on professional development, learning these new approaches can help them process stress, maintain composure, and approach challenges with a clear mind. In short, do the job better – and for longer. Maintaining physical and emotional well-being through exercise, rest, and reflection ensures leaders remain sharp and balanced. After all, resilient leaders are better equipped to navigate complex dynamics and sustain their focus in demanding roles. So, while leadership responsibilities can be rigorous, the mindset brought to these tasks makes all the difference. Great leaders understand their team's diverse motivations and work to align individual goals with organisational objectives. They practise clear, two-way communication, ensuring that expectations are mutual. Adaptability is also key as team dynamics and corporate goals change; successful leaders adjust their approaches to remain effective and supportive. Strong leaders are also attentive listeners who foster a culture of open dialogue, encouraging collaboration and idea-sharing. Yet, leadership comes with challenges, including navigating personality clashes and managing diverse team dynamics. Not everyone will resonate with a leader's style or decisions, and not everyone will like you, but what matters is the ability to inspire trust and respect even amid differences. And let's not forget delegation. Delegating tasks empowers teams, builds resilience across the organisation, and allows leaders to focus on high-impact decisions. As Bill Gates said, 'As we look ahead into the next century, leaders will be those who empower others.' It's not all struggle for leaders. One study showed that around 63% of C-suite executives find meaning in their work, with those numbers dropping off considerably as you move further down the organisational chart. Ultimately, the role of a leader – especially in large organisations – encompasses a wide array of challenging tasks and responsibilities. While these tasks are inherently difficult, leaders can develop the mindset and resilience needed to rise to the challenge. Through a combination of practical strategies and mental preparation, they can equip themselves to lead effectively, inspire their teams, and navigate the complexities of modern business. Leadership may never be easy, but with the right approach, it can be both rewarding and impactful. The writer is the head of Meydan Free Zone.
Fast Company
2 days ago
- Business
- Fast Company
The best leaders are spacious leaders. Here's what that means
It can be tough out there for leaders. It's challenging to drive results, ensure you're supporting employees' well-being, and maintain your own motivation as well. So how can you be a good leader, and what are the strategies that really work? A helpful concept is spacious leadership—a management approach in which you create space for others to participate, make choices, and be their best. With spacious leadership, you also ensure space for yourself to enhance your own effectiveness and satisfaction on the job. THE NEED FOR IMPROVED LEADERSHIP In spite of leaders who work hard to do their best, a new survey by consulting firm DDI finds that only about 40% of workers believe that leaders are high quality. In comparison, leaders tend to rate themselves better than others rate them. There's a perception gap—along with an opportunity for leaders to get better. There's also evidence that leaders are feeling the pressure. In fact, 71% of leaders say their stress levels have increased, 54% report they are worried about burnout, and 40% have given thought to leaving a leadership role because they struggle with their own well-being, according to the DDI data. A spacious leadership approach addresses how leaders support others, and also how they manage their own workplace experience. CREATE SPACE FOR INVOLVEMENT One of the first ways to demonstrate spacious leadership is to invite people to participate, get involved, and have a voice. At the root of this kind of leadership is humility. It doesn't mean giving up your voice. Spacious leaders have a strong point of view, and they're secure with their own expertise, but they don't assume they have all the answers or the best answers. Comfort with admitting mistakes is also related to spacious leadership. Leaders don't have to know it all—and people appreciate it when their managers ask for ideas and value input in finding solutions. Spacious leaders empower people to be part of the process by communicating effectively. When leaders offer clear direction, goals, or challenges, people are able to be proactive and suggest ways to get things done. And when people have the opportunity to get involved, they are also more likely to feel a sense of ownership and dedication to their work. Demonstrate spacious leadership by inviting people in and sharing context so they can be effective participants in the process. CREATE SPACE FOR LEARNING AND GROWTH People of all generations crave development. In spacious leadership, you create space for people to expand their skills and competencies. Investing in employees' growth sends a message that you value them and their contributions. You can support people by creating succession plans or recommending formal learning sessions, offering regular coaching and feedback, or introducing them to mentors outside your department. The outcomes of these approaches are striking. According to the DDI study, when leaders provided coaching and feedback to employees, those employees were nine times more likely to trust their leader. And when leaders actively supported development, employees were 11 times more likely to trust their leader. Demonstrate spacious leadership by coaching and developing people. CREATE SPACE FOR PERFORMANCE We all have an instinct to matter, and people will be happier and provide more discretionary effort when they are supported in performing at their best. When you're creating space for performance, you're giving people plenty of choice, control, and autonomy. Control and decision-making have been proven to matter for health and longevity. According to two Indiana University studies (one conducted in 2016 and the other in 2020), people who experienced high job stress and had limited control over their work process were less healthy and had higher mortality rates. On the other hand, when they were in high-stress jobs but had greater choice and more decision-making power, they were healthier and lived longer. People also perform best when they have enough time to get things done. Sometimes things are hectic, urgent, or last minute, but spacious leaders do their best to give people adequate time to deliver results. This allows people the space to reflect, plan, and invest in the quality of their outcomes. Demonstrate spacious leadership by giving people the necessary support to perform their best. CREATE SPACE FOR WELL-BEING Another way to create space for people is by attending to their well-being. Give people the opportunity to set and maintain appropriate boundaries in their work and life. In addition, tune into how people are doing and ask questions. You don't need to be a professional social worker, but when you can demonstrate empathy and point people to resources, it sends a strong message about how much you care. Create space for them to share, and then listen and offer support. Paying attention to well-being is good for people—and it pays off for organizations. In a global study by the Workforce Institute at UKG, a workplace software provider, 80% of people said they were energized at work when they had better mental health, and 63% said they were committed to their work. Some 69% of workers reported that their leader has a bigger impact on their mental health than their therapist or their doctor—and about the same impact as their partner. When organizations prioritize well-being, the DDI data finds, people are 12 times more likely to rate leadership quality as high. Demonstrate spacious leadership by ensuring people have the space to nurture their wellbeing. CREATE SPACE FOR SELF-CARE As a leader, your own strength is critical to how you can support others. Just as you create space for your team's excellence, do the same for yourself. Be consistent, present, and accessible, but also ensure you have time to get away and turn off. Also consider the self-care that works best for you. The popular narrative about self-care suggests that you should spend time alone, but you may choose to spend time with others who energize you. Many people think self-care must always involve saying no, but it can also include saying yes to activities that you feel passionate about. Most important is to make choices that are nourishing for you. Another way to ensure self-care is to create a small group of trusted colleagues. Leadership requires a balance of authenticity and transparency with appropriate professionalism. You'll want to establish trusting relationships with other leaders (or people outside your organization) with whom you can relax, share worries and concerns, or get advice. Demonstrate spacious leadership by giving yourself space to regroup, rejuvenate, and bring your best. THE LANGUAGE WE USE The way we think about things and how we talk to ourselves have a significant impact on the choices we make and how we behave. With spacious leadership, you'll focus on all the ways you can create space for others and for yourself, resulting in terrific success.
