Leaders who “check their blind spots” position themselves for success by knowing what competencies they possess, how those relate to the success of the company, and how others around them—peers, direct reports, customers, etc.—perceive their day-to-day effectiveness. In other words, a 360-feedback survey is a professional development, “How’s my driving?” sticker.
Truth is, no matter how thrilling or frustrating the year was, every leader can capitalize on the opportunities the end of the year brings to reflect and ready themselves to begin the new year with fresh outlooks, eager teams, and renewed confidence.
Executive leaders operate at the crossroads of many pressures. They’re human, which means another reality emerges at leadership’s crossroads: fumbles. So how should a leader lead in light of the inevitability of a fumble or mistake? How should they lead when it occurs?
Of all the abilities an executive leader must possess, delegation may be the most crucial. Delegation is intrinsically connected to every aspect of executive leadership.
Inspiring leadership takes intentionality every day to adopt, contextualize, and translate these practices into your leadership habits. And while three- or four-day conferences play a genuine role in a leader’s growth, they’re no replacement for a leader’s pursuing intentionality today so they can be effective tomorrow.
In the past 20 years alone, leaders have had to navigate drastic changes and the subsequent amount of resources just to keep up. Thankfully, that’s how long Promark’s been evaluating the leadership landscape and equipping executive leaders to lead themselves and others effectively.
