Blog

The demand for leaders to develop soft skills has continued to increase. Today, emotional awareness plays a key role in a leader’s ability to advance, connect, and get effective team results. While this topic has been around since the 1990s, the role and place of emotions in business is still debated. While leaders “know” emotions matter, they still will often lean toward hard skills, logic, and performance metrics.Mindsets that view emotions as weakness and elevate results over connection continue to widen the gap in a leader’s ability to embody and leverage emotional impact. Emotional currency drives ROI, increases satisfaction and joy at work, and fuels exceptional performance and results. Emotions are not a side issue; they are a force behind every key leadership decision and connection. &nbsp;They increase creativity and provide a foundation for sustainability.<h3>Leaders either leak or contribute energy. They generate clarity or add confusion.</h3>Vulnerability isn’t about oversharing; it’s about energetic honesty.&nbsp;Energy shapes the emotional currency. &nbsp;It can make deposits that build trust and stability or take withdrawals that create tension and fatigue.There are three types of emotional energy leaders need to pay attention to.#1: Emotional Energy (vibe): This is the most common way we think about energy, but it is still an area for growth. When we fail to be vulnerable, when we have ego and judgment, we contribute to creating unsafe spaces through our internal energy and vibe. While many people cannot articulate what feels off, they energetically feel it and sense the lack of connection and struggle to get in alignment because they feel an invisible wall. This is emotional energy. When leaders are self-aware and conscientious of their thoughts, feelings, judgments, and energy, they are better equipped to notice and therefore manage their energy in a way that doesn’t project, judge, blame, attack, shame, guilt, or subconsciously be condescending or better than others.#2: Cognitive Energy (thinking): This area is about leading with focus and clarity versus sending mixed messages and contradictory signals. Sometimes we think of this as a hard skill, but our communication and messages create energy. What energy are we creating with our words? Do we do what we say we will do? Are we living in integrity? Do we walk the talk that we ask from our team? &nbsp;Do we follow up? When we are unclear in our communication and messaging, we contribute to fog, overthinking, confusion, and spinning in the team. As a leader, you can reduce those pitfalls by ensuring your cognitive energy is coherent and sharp.#3: Behavioral Energy (action): Last, this energy is how we act. &nbsp;Behavior energy is still an energy because it is what we exhibit on the outside because of our internal emotions. Do we smile? Are we warm and welcoming? &nbsp;Do we accidentally sneer and look away? Do we lean in with curiosity, or are we distracted by looking at our phone, waiting for them to finish talking? Do we express genuine care and concern, or are we looking for how to exit the conversation? Our actions send energetic messages as well. &nbsp;The gaps in managing this will create unbalance, demotivation, pressure, and confusion.All of these energies contribute to building trust, respect, rapport, commitment, understanding, and shared partnership. &nbsp;They can also contribute to an invisible emotional disconnect that most people can feel but grapple to express what “it” is. &nbsp;The result can be scapegoating on something that sounds reasonable. “I was just tired” or “It’s been a long day.” “I was just trying to think about what I needed to do, but I am fine.” “Oh, no, we are totally good; I got it.” &nbsp;Be careful as these phrases are often excuses, deflections, denials, or flat-out lying to convince yourself you are good when really there is “something” off and it would be uncomfortable to acknowledge and uncover the energetic gap.This is the emotional economy. When leaders can understand this economy and also their energetic impact, they are better able to make deposits and build reserves rather than quietly depleting them. (aka: be vulnerable)This is where awareness becomes responsibility. When you understand how your energy shows up, you gain the ability to influence the emotional economy instead of reacting to it. You take responsibility for creating positive space rather than contributing to cloudy space.Consider your energy and leadership. Does it add or take away? How does it add? How does it take away?Consider the three areas of emotional, cognitive, and behavioral energy. Which area receives your strongest positive investment, and which area do you unintentionally send mixed or conflicting energy?Our energy matters. There is an emotional economy at work and in life. When we recognize that emotions are the quiet economy shaping connection and trust, we can lead with the clarity, steadiness, and emotional congruence that create trust, partnership, and results.Build your EI (emotional intelligence). It is all connected to emotions and energy. &nbsp;

The Three Energies of Leadership: Understanding the Energetic Impact of How You Lead

Feedback is one of the most important skills a leader can master.&nbsp;People often feel defensive when they receive feedback because they equate it with failure or being wrong. Most are genuinely trying to do their best, so hearing what needs to change can sting.&nbsp;A great leader understands this dynamic. They know how to dance with the ego to offer truth in a way that helps someone grow instead of shutting down.Of course, the responsibility goes both ways. Leaders must give feedback thoughtfully, and individuals must receive it openly. Emotionally mature people learn to pause, get curious, and listen without defensiveness.&nbsp;A practical way to do this well is the Oreo Cookie Method, a simple but powerful framework that helps feedback land with clarity, care, and purpose.<h3>Here are the three steps to giving feedback that grows people:</h3>Step 1: Start with What’s WorkingThe first cookie layer is the positive, what they are doing well.&nbsp;No one wants to start with what is wrong. Acknowledge effort, progress, and strength before shifting to what could be better.Ask yourself: • What are they doing right • What strengths are showing up • What should they keep doingThis opening builds trust and lowers resistance. It reminds them that you see their value and that your goal is to support their growth, not critique their worth.Step 2: Deliver the Meaningful MiddleThe middle of the cookie is where most leaders struggle. Not because they do not care, but because giving feedback well is hard.&nbsp;Leaders often wrestle with how much to say, how direct to be, or how to give feedback without sounding overly critical. The art is in delivering feedback that the receiver can digest and use.&nbsp;The middle is not the negative or the problem. It is the opportunity to level up. Your goal is to help them see the gap between where they are now and where they need to be, then explore what can bridge that space.Make it specific and actionable: • What does success look like in this area • What behaviors, habits, or skills would help • What support or tools could make it easierMost people already know they need to improve. Simply telling them to try harder rarely changes anything. True development comes from shared clarity—defining what good looks like and helping them build the systems to get there.&nbsp;This part of the Oreo is where growth happens. It is not criticism. It is coaching.Step 3: Close with ChampioningThe final cookie layer is affirmation, championing who they are and the potential you see in them.&nbsp;End the conversation by reflecting on their strengths and naming why you believe they can grow in this area. People want to feel seen, capable, and trusted to rise.Try something like: • “You have always been wired to grow and rise to challenges.” • “Your curiosity and drive will make this shift possible.” • “You already have the foundation for this. This next step brings it into full strength.”Championing turns feedback into belief. It reminds them that your confidence in their potential is the reason you spoke up in the first place.The Oreo Cookie Method does not sugarcoat feedback. It delivers it in a way the ego can receive and apply.&nbsp;Without meaningful feedback, people repeat the same patterns. Trying harder without clarity only creates frustration.Leaders who give feedback well do more than correct. They develop. They guide others toward greater confidence and competence, helping them grow into their best selves.Try This<ol><li>Consider one person who currently needs feedback.</li><li>Map it out using the Oreo Cookie:<ul><li>What are they doing well</li><li>What is the opportunity or meaningful middle</li><li>How can you close by championing who they are</li></ul></li><li>&nbsp;Give the feedback, then ask how it landed.</li></ol>Feedback is not about being right. It is about being real and helping others rise.

3-Step Oreo Cookie: Feedback That Grows People

Remember that childhood game, “Heads Up, Seven Up” ... the one where you put your head down, thumb up, and waited to see if someone would tap you? Everything was calm and still… until it wasn’t. That is what this season can feel like for many professionals right now. It is not chaos, but it is change. May 2025 has arrived with a sense of transition in the air, not just for some companies but is being felt more globally. For some, it feels like the apple cart has been nudged, or the fruit basket quietly rearranged. You might have felt secure in your role, steady in your team, or clear in your trajectory and then something shifted. Whether through restructuring, acquisition, shifting priorities, increased demands, changing roles, or unexpected leadership changes, you may now find yourself suddenly needing to consider your next step.Whether unexpected or overdue, a job change can leave you disturbed, stressed, and unsettled. Below are four areas of questions that will help you regain focus, clarify your direction, and take strategic next steps. &nbsp;Maybe you are a student looking for summer work, someone laid off, someone in a bad work situation that needs to find a new job and exit, a company closed, a role eliminated... whatever it is, change happens. You will do better when you see this through the lens of prosperity and opportunity than sacristy and stain, but it can be challenging, and the struggle is real. It is frustrating to apply endlessly for jobs and not hear back. It is challenging to not find openings in your area of expertise. It is discouraging when it seems like “no one” is hiring. Having the right focus and mindset is essential. &nbsp;I often compare the job search process to the experience of dropping a contact lens on the floor. When you know exactly what you are looking for, you can focus your efforts and even enlist others to help: “I dropped my contact lens; can you help me find it?” Despite its small size and the challenge of spotting a clear item, everyone knows what they are searching for. In contrast, if you are unsure of what you are looking for and say, “I lost something,” it becomes nearly impossible to identify the object, even if it is right in front of you. This lack of clarity not only hampers your own search but also makes it difficult for others to assist you effectively.The same principle applies to job searching. Without a clear understanding of the role, industry, or company culture you are targeting, your search can become aimless. You might find yourself questioning each opportunity: “Is this the right fit? I am not sure.” This uncertainty can lead to prolonged job searches, during which financial pressures may mount, leading to feelings of desperation and scarcity. Such emotions can cloud judgment and result in accepting positions that are not aligned with your goals. Additionally, as the frustration and confusion grow, people naturally isolate themselves as they feel discouraged and their support system weakens in knowing how to help so move on to other things that have better clarity and definition. (Note: if are finding yourself at this stage now, the best thing you can do today is make this day one of your new approaches to your job search, starting with the following).Establishing clarity about what you are seeking in your next role is not just beneficial, it is essential. It enables you to direct your efforts efficiently, engage your network effectively, and approach your job search with confidence and purpose. To help you do this, here are a few reflective questions get grounded and move forward with clarity giving you a sharp focus, improved success, and results.Clarity Questions<ul><li>What did you love about your past work, that you would love to spend much of your time doing?</li><li>What are your strengths or skills you want to use in your next job?</li><li>What are 5-10 job titles you would love to have and why? (essentially the job you are looking for)&nbsp;</li><li>What interests you about these jobs and what are 5 companies that you would love to work for that hire these titles?</li><li>What job titles or types of work do you not want? Why?</li><li>What is your timeline for finding this job? (Note: the shorter the window to find it, it might need to be more of a “stop-gap” job on the way to your next “long term” if you have 6-12 months to find it, it is safer to look for your long term next.) &nbsp;</li></ul>Logistics &amp; Practical Questions<ul><li>What is your target salary or hourly rate?</li><li>When are you available to start?</li><li>Are you open to remote, hybrid, or on-site roles?</li><li>How far are you willing to commute?</li><li>What type of schedule works best for you (full-time, part-time, contract)?</li><li>Any other logistical needs (schedule, location, salary, etc.)? Which are non-negotiables versus having flexibility?</li></ul>Strategy &amp; Mindset<ul><li>Do you have a weekly or daily routine; what is it?</li><li>What are your processes for networking, applying, interviewing, and follow-up?&nbsp;</li><li>What is your “why” for finding a job?</li><li>What is your current state of mind, 0 (discouraged) to 10 (optimistic)?</li><li>How aggressive and focused are you in finding your next? 0 (waiting for it to find me; not a lot of time for this) to 10 (daily looking and applying)</li><li>What have you noticed about people who are in the jobs you want? What do you have that matches; where are the gaps that you need to fill?</li><li>What makes you a great person to hire? Would you were the hiring manager, would you hire yourself and why?</li><li>What is your brand and unique’s for why to hire you?</li><li>What do you want someone to say about you after a first interview?</li><li>How big is your networking to reach out to old and new contacts? What is your plan to leverage your network?</li><li>How many hours per week can you realistically commit to the search? (for any hunt, it is recommended to give at least 2-3 hours a week)</li><li>What will help you stay motivated if the process takes longer than expected?</li></ul>Support &amp; Tools<ul><li>What skills might you need to develop to make yourself more marketable?</li><li>What tools do you have in place and what do you need to develop?</li><li>Do you have a current resume? Has it been updated in the last 3 months to match the positions you are trying to find?</li><li>Is your LinkedIn profile current and aligned with your goals and your target job?</li><li>Do you have a personal-professional career presentation? (interview folder or website with your resume, personal profile, work samples, etc.)</li><li>How can your friends and family support your search?</li><li>Who can professionally support you in this search? (Mentor, coach, accountability partner?)</li><li>What are you using to track daily / weekly applications, responses, and follow-ups?</li></ul>If there are questions you don’t know the answer to, do not settle with “I don’t know.” Work to find the answer to all the above, as it is part of equipping yourself for a robust, healthy, and rich job search. Clarity and focus are your friends; ambiguity (in this situation) is a thief of your time and energy. Whatever feels “hard” is the “work” that is needed. Push through it. Get feedback. Make decisions. Do not sit and wait. Clarity comes with stepping forward. As you explore and try things you will find doors open and close. See the doors that close as what was not supposed to be. Notice the doors that are opening as opening for a reason to learn and explore. Be open. Be curious. Be positive. You are in the driver’s seat; you are not a victim to the hiring managers. You are interviewing and picking your next as much as they are picking you. Make yourself marketable and attractive by being innovative, progressive, and active. Notice where your skills are stale and refresh them. Do practice interviews with seasoned leader friends. Whatever you do, do something. It will happen, and it happens faster based on the amount of clarity you are advancing with and the activity you are taking. You can do it! If you feel discouraged, reach out to get some links for assessments to study what is right with you and use these things to help build your brand. There is always something to do. Whatever you do, do not just sit and wait.

From Disruption to Direction: 4 Key Question Areas to Set Yourself Up for Your Next Job

Multipliers explores how the best leaders make others around them smarter by amplifying their team’s capacity, intelligence, and performance. Liz Wiseman contrasts these leaders with “Diminishers”—well-intentioned or unaware leaders who unintentionally limit their team’s potential. Through five core disciplines, the book presents a playbook for empowering others and creating high-contribution cultures where everyone brings their best.<h3>💡 Key Concepts</h3><ul><li>Multiplier vs. Diminisher: Multipliers unlock capacity; Diminishers (often accidentally) suppress it.</li><li>Assumption Shift: Multipliers operate from the belief that people are smart and will figure it out.</li><li>Five Disciplines of Multipliers: &nbsp;Talent Magnet, &nbsp;Liberator, &nbsp;Challenger, Debate Maker, Investor</li><li>The Accidental Diminisher: Helpful, capable leaders can still reduce impact by overusing strengths (e.g., always rescuing, needing to be the smartest).</li><li>The Multiplier Effect: Leaders who multiply intelligence dramatically increase engagement and results without burnout.</li></ul><h3>📚 Chapter Breakdown</h3>Chapter 1: The Multiplier Effect This chapter sets the stage by defining the core concept: Multipliers amplify the intelligence of others while Diminishers—even unintentionally—shut it down. Wiseman outlines the mental model of both leadership styles and introduces research showing the impact of each on team performance. Multipliers extract full capability by believing in people’s smarts, while Diminishers hoard ideas and control execution. The key action is awareness—begin to observe which mindset you operate from.Chapter 2: Talent Magnet Multipliers attract and retain top talent because they recognize and cultivate each individual’s unique genius. They identify what people do well and give them roles that allow those talents to shine. Rather than micromanage, they create growth paths and learning loops. Actions here include looking for untapped potential in others, speaking to their strengths, and creating a stretch environment where talent can evolve.Chapter 3: The Liberator This chapter shows how Multipliers create environments that are both safe and intense. They set clear expectations and provide space for people to think, speak up, and contribute without fear. The balance is in demanding excellence without being oppressive. Leaders are encouraged to reduce anxiety while increasing accountability—cultivating a culture where people feel both safe and challenged.Chapter 4: The Challenger Challengers see what is possible and push others to think bigger. Rather than give people easy tasks, they present opportunities for stretch thinking and bold goals. They assume people are capable and set high bars. In practice, this looks like presenting problems instead of solutions, asking thought-provoking questions, and fostering resilience through challenge.Chapter 5: The Debate Maker Multipliers bring people into decision-making by framing debates around clear questions. They build rigorous thinking and group ownership by encouraging spirited discussions and collective insight. Instead of fast answers, they slow down to explore different angles. Leaders can apply this by practicing inquiry over advocacy and designing forums for team discussion.Chapter 6: The Investor Investors give others ownership while staying connected to outcomes. They define clear expectations, provide support, and then get out of the way. Rather than rescuing or hovering, they transfer responsibility and let people lead. To apply: set the vision, provide tools or resources, and hold steady accountability without micromanagement.Chapter 7: The Accidental Diminisher Many leaders who want to be helpful can actually diminish. This chapter explores common traps—rapid ideation, being overly optimistic, or always having the answer—that suppress team creativity and ownership. Self-reflection and feedback are critical here. Leaders must learn to pause, ask, and give space.Chapter 8: Dealing with Diminishers Not all leaders are Multipliers. This chapter provides strategies for surviving and thriving under Diminishers, such as setting boundaries, focusing on your influence zone, and multiplying from where you are. The tone shifts from managing others to managing your mindset and impact.Chapter 9: Becoming a Multiplier The closing chapter outlines practical steps to develop as a Multiplier. It begins with awareness, then moves into experimentation and habit building. Wiseman encourages leaders to start small—one conversation, one shift at a time—and to consistently invite contribution and stretch from their teams.<h3>🎯 Actions to Apply</h3><ul><li>Talent Spotting: Observe and call out the natural genius of each team member. Align projects to those strengths.</li><li>Environment Building: Foster a space where people feel safe to think, challenge, and grow—without rescuing or hovering.</li><li>Stretch Goals: Frame challenges that stretch people just beyond their comfort zone and trust they will rise.</li><li>Curated Debate: Replace decision-making by decree with open dialogue. Pose questions and let your team reason through.</li><li>Ownership Transfer: Set expectations clearly and back out. Let people lead, but circle back for accountability.</li><li>Self-Awareness: Reflect on when you might accidentally diminish. Pause. Ask. Let others shine.</li><li>Lead Through Others: Make leadership not about your genius, but your ability to multiply the genius of others.</li></ul><h3>🧠 Key Quotes</h3><ul><li>“The best leaders make everyone around them smarter.”</li><li>“People’s best thinking must be given, not taken.”</li><li>“Multipliers don’t get more with less. They get more by using more—more of people’s capability.”</li><li>“When leaders become genius makers, they amplify the intelligence of the team.”</li><li>“Diminishers drain intelligence and energy. Multipliers unleash it.” </li></ul>This book is a challenge and an invitation—to lead not with answers, but with questions. Not to be the center of intelligence, but the catalyst of collective insight. Every leader can amplify or reduce the potential of their team, and the impact of this choice is exponential.If you are building a team, scaling a department, mentoring others, or managing your own influence—Multipliers provides a field guide to unlock greater contribution without burning out your team or yourself. Reflect on which habits need rewiring, and where you can shift from doing to multiplying.Book Overview Provided By: Christy Geiger, Leadership &amp; Executive Coach with Synergy Strategies For more on this book or other leadership tools, visit: www.synergystrategies.com

Book Overview: Multipliers by Liz Wiseman

Cameron Hanes' Undeniable is a story of unrelenting perseverance, personal discipline, and deep passion. Blending memoir with mindset, Hanes recounts his rise from an average upbringing to becoming one of the most elite endurance athletes and bowhunters in the world. His philosophy is simple but powerful: success does not come from talent, but from the decision to outwork everyone else. This book challenges readers to live with purpose, push past comfort, and become undeniable in their own pursuit of greatness.Key Concepts<ul><li>Success is built on daily, disciplined action, not talent or privilege.</li><li>Purpose and obsession are necessary for growth and mastery.</li><li>Physical endurance strengthens mental toughness and character.</li><li>Tragedy and challenge can shape personal greatness when used as fuel.</li><li>Becoming undeniable means being so consistent and committed that no one can overlook you.</li></ul>Chapter BreakdownChapter 1: Average Beginnings Hanes opens with his early years of insecurity, mediocrity, and personal confusion. He had no clear path or mentorship, but he was hungry for something more. Leaders can learn that background does not define potential. The first step to leadership is ownership of your own development. Action: Reflect on your story and where you have been playing small or waiting for validation.Chapter 2: Finding the Mountain This chapter explores Hanes'discovery of bowhunting and how it gave him a mission. The mountain becomes a metaphor for growth, grit, and purpose. For leaders, this reinforces the power of finding your "why." Action: Clarify your personal mission. What drives you when things get hard?Chapter 3: Training Obsession Hanes discusses the daily, unglamorous work behind mastery. His training becomes a lifestyle, not a program. Leaders will see how obsession, when aligned with purpose, is a powerful force. Action: Design your non-negotiable daily disciplines that align with your long-term goals.Chapter 4: The Power of Reps Repetition, not intensity, is what creates transformation. Hanes shares how doing hard things daily builds self-respect and internal strength. For leaders, this is a reminder that consistency wins. Action; Choose one leadership skill (listening, vision casting, delegation) and commit to practicing it intentionally each day.Chapter 5: Discipline is Love This chapter reframes discipline as a form of self-respect and love for others. Hanes argues that being your best is how you serve your family and community. Leaders should ask: how does my personal discipline impact those I lead? Action: Audit your self-leadership and identify where you're out of alignment with your values.Chapter 6: Bowhunting as Art Bowhunting is presented not just as a skill but as an art and a spiritual discipline. Hanes highlights presence, patience, and reverence. Leaders can draw from this the power of slowing down, being present, and refining their craft. Action: Identify one area of your leadership that needs more depth, not speed.Chapter 7: Mental Toughness and Tragedy Hanes opens up about loss and adversity, and how it shaped his resilience. Rather than using pain as an excuse, he used it as a tool. Leaders are reminded that emotional pain can be a source of strength if processed intentionally. Action: Write down one struggle that has made you stronger and how it informs your leadership.Chapter 8: Becoming Undeniable This chapter brings it all together. To become undeniable means to live with such focus, consistency, and commitment that your results speak for themselves. Hanes challenges readers to step fully into their potential. Action: Define what 'undeniable' means in your leadership role and write your own version of a personal performance standard.Actions to Apply<ul><li>Create a daily discipline plan that aligns with your leadership goals.</li><li>Define your mission statement and revisit it weekly.</li><li>Practice presence in high-stress moments to model calm leadership.</li><li>Use physical training to build mental clarity and toughness.</li><li>Audit where you are playing small and choose one area to stretch.</li><li>Share your story of growth with someone to inspire and lead from vulnerability.</li></ul>Key Quotes<ul><li>"Nobody cares. Work harder."</li><li>"Average is easy. Discipline is rare."</li><li>"You don’t need permission to be great. You need to decide."</li><li>"Pain is the price of becoming someone new."</li><li>"Do something hard every day."</li></ul>This book matters for leaders because it reframes growth as a choice, not a gift. Hanes’ journey reminds readers that excellence is not a result of ease, but of repetition, resilience, and relentless standards. Leaders who want to elevate their own performance, build mental toughness, and lead with authentic intensity will find this book highly relevant. For those developing others, Undeniable is a call to challenge mediocrity and champion discipline.Leadership Application Choose one personal or professional area where you feel average or inconsistent. Write a 30-day plan of daily actions you will take to become "undeniable" in that area. Post the plan somewhere visible and track your consistency each day. Share your goal with someone who will support your growth.Book Overview Provided By: Christy Geiger, Leadership &amp; Executive Coach with Synergy Strategies For more on this book, other leadership resources, or to apply these insights, visit: www.synergystrategies.com

Book Overview: Undeniable by Cameron Hanes (2022)

<h3>Impactful Leaders are...</h3><ol><li>Accountable. Leaders are not victims or blamers. Leaders do not make excuses. They look at what they can do and get it done. They are not perfect and focus on failing forward, not spinning in indecision, perfection, or trying to get ahead. They drive forward because they are constantly building. Rather than feeling down, bad, or guilty, they look at what they can do about it and make things happen.</li><li>Selfless. Leaders have a heart for others along with their goals, but first for others. Leaders are their best when they lead by supporting others to be successful. One win = team win. Do not do things for personal recognition. There is no “I” in team.</li><li>Prepared. Leaders know and work well ahead of deadlines. They are constantly aware of the goal, timeline, and what it takes. They are chipping away, so they are ready before the deadline. They have margin and space for going above and beyond with excellence. Not scraping by on the edge or late. Excellence, not perfectionism.</li><li>Driven and Communicate. Leaders are decisive, directive, and determined because they know what they want, and they make it happen. Not only for themselves but for the world around them. Rising tides raise all, the leader and everyone with them. They do not avoid conflict but gently and patiently navigate through it. They are clear on their mission, vision, and goals and seek to understand others, finding the common win-win. They over-communicate so there is no misunderstanding, confusion, or ambiguity, so any person on the team can share the mission. Clarity is king.</li><li>Disciplined. Leaders are disciplined and act. Always working with a plan because they know what they want, how it will make things better for others, and themselves. They have a path and plan to make it all come together.</li><li>Humble. Leaders are humble and passionate. They are willing to do what it takes and do hard work to get results, rather than feeling entitled to good results without hard work. They ask, "Why does this matter for others and how will it benefit or support them?" They care about people and contribution. Leaders care because they believe people matter, and they want people to know and feel they matter and are willing to work hard for what is right, helps, and makes a positive impact.</li><li>Prosperity-minded. Leaders know there is enough for everyone and know they make the bed they lie in. If they want it, they make it happen by investing over time, not just at the last minute. They are not victim-minded and do not wait for it to be handed or given to them because that is not how it works. God is faithful and blesses, but He wants you to be a wise steward of your gifts and talents and to use them. He blesses what you are doing, not just because you are waiting for a blessing.</li><li>Curious &amp; Adaptable. Leaders are learners. They read books, watch videos, and look to be mentored by those they aspire to be like and ask questions of them. They realize there is always more to learn and seek to NOT be the smartest person in the room. They can admit when they are wrong and love learning and expanding their thoughts, awareness, and ideas. They can adjust and flex with changing winds and situations, rather than being attached to being right or having it their way. They are nimble and agile and find flexibility through constant study, learning, and innovation.</li><li>Self-Aware &amp; Authentic. Leaders know themselves, their strengths, and their weaknesses. Know your strengths and lean into them. Develop the skills you need and accept the ones you do not have. If you do not have it, develop it, or find a partner to support you. Decide how you want to show up in the world. Leadership is not a given. Do you really want to be a leader? If so, be willing to do the hard work to be excellent. If you choose to be a team leader, contributor, or follower, own your lane and be amazing at it. Leadership is not easy, but it is rewarding. &nbsp;If you are going to embark on the challenge, be willing to do what it takes to be GREAT. Leverage your natural skills, expand self-awareness, and grow through blind spots.</li><li>Growth-minded &amp; Resilient. Leaders are always looking to improve. They ask, “How can I be better? What can I learn from that? What will I do differently next time? What is next?” &nbsp;We reap what we sow. When we have a failure or results that we don't like, we reflect on what happened that did not provide the hoped-for results. &nbsp;Be resilient, life is a journey, not a destination. Resilience is not bouncing back when down, it is having building capacity to stay steady and sustain when pressure rises, giving you bend so you do not break, and reserves, so you can rise up.</li></ol>Do not be ego-driven, entitled, deserving, squishy, indecisive, a victim, spinning, or hopeless. Do not pride yourself on status or ego.<ul><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ul><li style="list-style-type: none;" data-mce-style="list-style-type: none;"><ul style="list-style-type: square;" data-mce-style="list-style-type: square;"><li style="">You matter. You are brilliant and talented. You got this.</li><li style="">Achievement takes work and it is WORTH it &nbsp;&nbsp;</li><li style="">Have fun. Give yourself grace. Enjoy the process. Find balance.</li></ul></li></ul></li></ul><ul style="list-style-type: circle;" data-mce-style="list-style-type: circle;"><li>Know what you want. &nbsp;</li><li>Have a plan to get there. Prioritize. &nbsp;</li><li>Eat the frog. &nbsp;</li><li>Do hard things. &nbsp;</li><li>Spend time on things that matter. Do not waste time on busy work that sucks your time. &nbsp;</li><li>Rise and repeat. &nbsp;</li></ul>

10 Unfiltered Thoughts About Impactful Leaders

Synergy Strategies

Create an Instagram post promoting my latest blog about the 3 layers of a rising leader: from trench to strategic land leadership with engaging visuals and text

Blog

The Three Energies of Leadership: Understanding the Energ...

3-Step Oreo Cookie: Feedback That Grows People

From Disruption to Direction: 4 Key Question Areas to Set...

Book Overview: Multipliers by Liz Wiseman

Book Overview: Undeniable by Cameron Hanes (2022)

10 Unfiltered Thoughts About Impactful Leaders