If you’re like most people, you’ve probably heard the term “leadership development” thrown around quite a bit. But what does it really mean, and why should you even care about it? Well, let me break it down for you.
At its core, leadership development is all about helping individuals become better leaders. It’s a process that focuses on enhancing the skills, abilities, and mindset required to effectively lead and inspire others. And trust me, it matters a lot – whether you’re the CEO of a Fortune 500 company, a team lead at a startup, or even a parent trying to guide your kids.
You see, great leaders aren’t just born; they’re made. Through a combination of training, mentorship, and real-world experience, anyone can learn to become a more effective leader. And that’s where leadership development comes in.
There are various ways to go about leadership development, with countless courses, workshops, and coaching programs available to help you level up your leadership game. These programs often cover topics like communication, decision-making, emotional intelligence, and conflict resolution – all essential skills for successful leaders.
But don’t just take my word for it; there’s a ton of research showing that investing in leadership development can lead to increased productivity, higher employee engagement, and even better financial performance for organizations. So, it’s not just about personal growth – it’s also a smart business move.
In a nutshell, leadership development is all about becoming the best leader you can be. Whether you’re a seasoned executive looking to hone your skills or an aspiring leader eager to make a mark, there’s always room for growth and improvement. After all, the world needs more great leaders, and it’s never too late to start your journey.
So, what are you waiting for? Dive into the world of leadership development, and unlock your full potential as a leader. Your team, your organization, and even your personal life will thank you for it!
Why are we seeing more leaders talking about burnout? Burnout is affecting more leaders than ever before. Leaders in the last 5 years have had to adapt fast. They have had to make an increasing number of decisions and make them at all hours of the day.
Increased workload
Many leaders are facing increasing demands and responsibilities in today’s fast-paced business environment. In the last couple of years, there have been big seismic shifts happening which we need to adapt to and adapt to fast. As I reflected here is a short list of influences that are making long-term strategic planning a thing of the past.
COVID and having to make and understand changing health policies about what is appropriate and what is not and under what circumstances. With changing legislation about this issue.
Flexible / Hybrid working whether we like it or not it’s here and we need to adapt how to run organisations differently.
Cybersecurity we now also need to understand the threats to our organisations from unseen and unknown people that are moving at a pace that no leader could have understood 5-10 years ago.
AI is yet another disruption to the way in which we work. No idea what this means or how to adapt
Staff shortages across so many sectors are impacting what we can do and how we do it.
Staff expectations of the employee and employer relationship have changed. The expectation is that staff can bring their whole self to the workplace and be accommodated and more importantly embraced.
With technology allowing us to be available 24/7, it can be very difficult to disconnect from work and take time for rest and rejuvenation. It’s also increasingly difficult to carve out the necessary time for deep thinking with the constant availability.
Pressure to perform
Leaders are often under pressure to meet high expectations and deliver results quickly. This can create a culture of “always on” and lead to burnout if leaders don’t take time to recharge.
Lack of support
Leaders may not have the necessary support or resources to manage their workload effectively. This can include a lack of support staff, inadequate training, or insufficient resources to complete tasks. Keeping pace with IT changes and HR requirements alone requires leaders to think differently.
Personal factors
Leaders may also experience burnout due to personal factors such as relationship problems, financial stress, or health issues.
What can you do?
It’s important to note that burnout is not a sign of weakness or failure. It is a very real and common issue that affects many leaders, and it can have serious consequences on both their personal and professional lives. By recognizing the signs of burnout and taking steps to prevent it, leaders can maintain their well-being and effectiveness over the long-term.
You need to look after yourself first!
Prioritise self-care
As a leader, it’s easy to get caught up in work and neglect your own needs. However, it’s important to prioritise self-care to avoid burnout. Make time for activities that bring you joy and relaxation, such as exercise, reading, or spending time with loved ones.
Delegate tasks
You don’t have to do everything yourself! Delegating tasks to others can help lighten your workload and free up time for other important things in your life. Make sure you trust your team and communicate clearly to ensure that tasks are completed to your satisfaction.
Set boundaries
It’s important to set boundaries to prevent burnout. This includes setting limits on your work hours, prioritizing your own needs, and learning to say “no” when necessary.
Get support
Don’t be afraid to ask for help when you need it. Talk to a trusted friend, family member, or professional counselor about your struggles with burnout. You don’t have to go through it alone.
Reflect on your values
Burnout can be a sign that you are not aligned with your values or goals. Take some time to reflect on what is most important to you and make adjustments in your life as needed to ensure that you are living in alignment with your values.
Remember, as a leader, taking care of yourself is not only important for your own well-being, but also for the well-being of those around you. By prioritising self-care and setting boundaries, you can prevent burnout and be a more effective leader in the long run.
As a CEO, managing people is undoubtedly one of the toughest parts of the job. You might have a brilliant business idea, excellent strategy, and a great team to work with, but managing diverse personalities, skill sets, and expectations can be a daunting task. Whether you’re leading a small startup or a large corporation, managing people effectively is key to achieving your goals and staying ahead of the competition.
People are messy and life is messy but as a CEO you are required to create order, structure, and process. Managing people is the hardest part of being a CEO so what you can do to overcome these challenges?
People are complex
Managing people is not like managing a machine or a process. People are complex beings with emotions, desires, and unique personalities. They have different motivators, communication styles, and work preferences. As a CEO, you need to understand your employees’ strengths, weaknesses, and personality traits to effectively manage and motivate them. This requires a lot of time, effort, and patience.
Managing expectations
When you’re in a leadership position, everyone looks up to you for guidance and direction. Your employees have high expectations of you, and it’s your responsibility to meet or exceed those expectations. This means setting clear goals, communicating effectively, and providing regular feedback. You need to ensure that everyone is aligned with the company’s vision, mission, and values. Managing expectations is challenging, especially when you have to balance conflicting demands from different stakeholders.
Dealing with conflicts
Conflicts are inevitable in any workplace, and as a CEO, you need to be prepared to handle them effectively. Conflict resolution requires emotional intelligence, empathy, and active listening skills. You need to be able to identify the root cause of the conflict and find a mutually beneficial solution. This can be particularly challenging when dealing with difficult personalities or high-stress situations.
Building a strong culture
Culture is the backbone of any successful organization. As a CEO, you need to create a positive work environment where people feel valued, respected, and motivated. This means fostering a sense of belonging, encouraging open communication, and recognizing and rewarding high performers. Building a strong culture takes time and effort, and it requires a continuous focus on employee engagement and satisfaction.
So, what can you do to overcome these challenges?
Firstly, invest in your employees’ personal and professional development. Provide them with the resources, training, and support they need to succeed. Secondly, communicate regularly and transparently. Keep your employees informed about the company’s performance, goals, and challenges. Thirdly, lead by example. Model the behavior and attitudes you want to see in your employees. Finally, create a culture of trust and psychological safety. Encourage your employees to share their ideas, concerns, and feedback without fear of retribution.
In conclusion, managing people is one of the hardest parts of being a CEO, but it’s also one of the most rewarding. By understanding the complexities of human behavior, managing expectations, dealing with conflicts, and building a strong culture, you can create a thriving workplace that drives business success. Remember, your employees are your most valuable asset, and investing in their growth and development will pay dividends in the long run.
Sitting with colleagues I have heard it so many times. It’s a common saying among CEOs “it’s lonely at the top.” But why? This really got me thinking. From the outside looking in a CEO has it made, the great car, house, amazing job, meeting incredible people, great salary and everyone looks up to them, and they are celebrated.
As it turns out that the vast majority of CEOs feel isolated and alone in their role. According to the Harvard Business Review, over half of CEOs express feelings of loneliness, 61% of which believe loneliness hinders their job performance. There are a few reasons for this. Firstly, as the CEO you are ultimately responsible for everything that happens. This is a lot of pressure, and it’s easy to feel like you’re the only one who can solve the problem or the only one who cares about the organisation and the livelihoods of those who work for you. The position at the top is a 24/7 job, there is no off. The number of times I tried to take a holiday only for a media issue or a confidential legal matter to arise. I could almost guarantee on the first or second day of my leave would be the dreaded phone call.
There is pressure to be on and to perform all the time and now there is a blurring with social media channels and your personal life is also your professional life. So you feel like you are constantly under pressure to perform at the highest level and maintain your position. And heaven forbid if you make a mistake, it’s often magnified because you’re in the spotlight. There is no room for error or to be human at the top.
I know that while you have worked incredibly hard to get where you are, so why is it then, it’s also likely that you feel incredibly lonely at the top. No one truly understands this unique position unless you have been at the top.
Why CEO Loneliness Matters
Loneliness costs Australia an estimated $2.7bn each year due to adverse health outcomes and has worsened throughout the Covid pandemic, according to a new report measuring social connectedness. Loneliness can make you physically sick. I am sure if you think hard enough you will know of a CEO whose job made them unwell. For some of them, it was simply loneliness. How many of them had a position at the top and then you saw their health decline or saw how the position aged them? There is a lot of evidence that loneliness is a significant health concern but also it affects our ability to make good decisions. Social isolation and loneliness affect mental health, behaviours, sleep patterns, physical health and our ability to deal with stress. So why are our boards and CEOs not talking about this topic? Why is not just part of the CEO’s salary to have the support that they need to do their job well? There is a feeling of shame about feeling lonely.
If we want thriving organisations, looking after and supporting CEOs to perform at their peak, should be a priority. In reality, we expect CEOs to be strong and resilient and we want them to be able to cope with significant amounts of pressure. It’s not fair or reasonable to expect those around the CEOs like our boards and management to be that support as they don’t really want to have a conversation about their vulnerabilities and that they are feeling lonely.
Yes CEOs Are Resilient
They got to the top because they are emotionally resilient and often able to play their cards close to their chest. CEOs can often handle stress better and for longer, meaning we have a tendency to bend under pressure rather than break. And then we bounce back. This is why people in senior leadership roles managed to be a CEO in the first place. However, the research is clear that they are feeling lonely and this has a significant impact on their health and their ability to perform at their peak. CEOs need a constant deep well of resilience and ongoing ability to cope. Issues that come to the CEO are often too complex or difficult for anyone else in the organisation to solve. So these decisions have consequences. Yes, CEOs have resilience but they are also human too.
The Perks
There are many perks to being the CEO as some of them are just simply heady. The salary, the title, the ability to make decisions and to be recognised for them, to really make a difference and to build something. You have access to information and to people. The position allows those around you to look up to you because of the important role you hold. There are many reasons that CEOs work as hard as they do for the recognition and the power that comes with the position. It is important to understand that there is another side to this and it comes with a price.
CEOs Need a Support System
If I have learned anything from COVID it is that social connections matter. Our relationships matter whether it’s family or friends they are all critical to our ability to cope and succeed.
As a CEO, it can be easy to think we’re supposed to be able to do everything ourselves, but the truth is, no one can. And the sooner we can tap into a broad support system, the sooner we reduce the sense of isolation and loneliness. Not one person needs to be everything to you in your support network for example your romantic partner shouldn’t be your only support. But you need people around you that can be trusted.
Suggestions
Your board of directors and the chairperson should provide you with opportunities to debrief and to understand what is keeping you awake at night
Your management team should also be a team to support you
Your romantic partner probably knows you better than anyone else
A close friend and or family know you outside of work
A coach, mentor or paid professional to support you personally
A mental health professional to help you deal with the stress
CEO Network or group
This is not an exhaustive list but you need a team around you to support you when you need it. I personally found having a CEO network, (2020 exchange) of like minded people incredibly valuable. We were in different industries but often faced similar issues. There was no judgement and ability to share and learn from each other.
It is important that you use different people in your support network for different things. My close friends and family are for my silly moments and letting loose, lets be honest not everyone needs to see that. What ever you use your support network for it is essential for your wellbeing, happiness and success. Being at the top comes with a lot of advantages but it also comes with some unique challenges.
Get connected and dont be afraid to admit your lonely at the top because you are not alone.
