Explore every episode of the podcast Leadership in 180 Seconds

Let me paint the picture for you. You come up with a brilliant idea. It comes directly out of a complaint from a client, you know how to fix it but it is going to require more than you can do by yourself. You go to your boss and share it. She says ‘no’. Demoralising right? Now, let me put the shoe on the other foot.  You are in the middle of a project, your team member barges into your office with a great idea, and you just don’t have the time.  You say ‘no’. Do either of those scenarios sound familiar?

Kotter’s 5th Principle for change is to Enable Action by Removing Barriers. The leaders in this scenario were creating barriers.  Where do you think these types of barriers lead?

Yep, you’re already thinking this through:

A demoralised team member.

Lack of productivity.

And if it happens repeatedly, team members will stop trying to innovate. The innovation wheels stop turning completely.

Now let’s take a step back. Because, you as a leader, know that there is often good reason for saying ‘no’. And you would be right! Elad Sherf and his colleagues write an excellent article in the Harvard Business Review which point out that many organisations are set up so that team leaders are not empowered to change.

If I as a leader am required to go through a significant process of approvals and meetings to change something, is it really going to be worth it? I barely have the headspace for my own projects. The more hurdles I must jump, the less inclined I am to empower my team to change as well.

Company reviews, KPIs and targets are all set up to keep us focussed on short term success.  So where is the space for change and thus possible failure? Where is the space in our organisations to dream, to innovate and to change?

So how can you change, when your team leader can’t change and our organisational structure doesn’t encourage change? How do you as the key decision maker encourage change when you feel the pressure to keep that bottom line positive?

If you are a business leader, you need to understand that if you don’t change, your organisation will cease to exist. If we don’t encourage innovation and failure our talent will leave. Change, failure, and mistakes because we are innovating are actually the things that are going to keep our bottom line positive. If that causes a bit of anxiety. Contact me and we can work on it together.

Or if you’re a part of a team, I want you to understand that your role is to lead up. Understand that organisational structures don’t encourage change, so don’t blame your team leader. Flick this podcast to them, print the HBR article I am referring to. Help them to understand the need for change without the blame games. When we start taking the ‘no’s personally and start blaming our leaders, we are on the road to our exit. In some situations that might be necessary, but I encourage you first to try to work things out. It is better for everyone.

Let me change direction, Leaders and managers are not the only barrier to change. A person may need upskilling, they may need extra resource, or help for a project. And when we as team leaders can provide these things, you are not only making the work possible. You are communicating that your team member is valuable. You are encouraging them to reach above their station. You are leading a person in a way so that when they lead, they will be a remover of barriers too.

Steve Jobs grew one of the largest companies in the world. He says, ‘It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.’ If you want your team to act smart, treat them like they are smart.

If this podcast hits home, call me. If you are a team leader, I offer executive one-on-one coaching packages that could help you over the next 10 months to create a strategy to get to where you want to go. If you are the key decision maker and are trying to make changes in your organisation and having no success. You need to call me. You understand your product, I understand people and I can help you to navigate your greatest asset, your people, so that your organisation can become more innovative, productive and agile.

In John Kotter’s research, he found that most leaders under communicate their vision by a factor of 10. To paint a picture, that’s like if I was to tell you, I went for a 10 hour hike the other day. I got an hour in, sat down, poured water on my head and congratulated myself for a job well done and walked back to the car! Does that make you think about your communication?

Last week on my podcast, I talked about Kotter’s 3rd Principal of change in which we must form a strategic vision.  Once it is formed, we can’t expect that the communication piece is going to be a one time town hall or leadership meeting.  We need to communicate the vision daily, at every chance we get.

‘We are going to work on this project, because it is going to help us achieve our vision of, dot dot dot.’

‘Yes, I love that you are going back to that client with that solution, it reflects our vision to become, dot dot dot.’

The more that the vision is fresh in your mind and the minds of your team, the more that we will remember it, respond to it and act according to it.

Further, communication isn’t just about what we say. In fact, what we say is going to mean nothing if we don’t walk the talk. Communicating our vision by re-ordering our own priorities and goals will get noticed. Continuing to do something which may not have immediate financial reward, but does have tangible links to your vision is going to help your team see that you are passionate about where your team is going. It will encourage greater engagement and productivity. And at the end of the day, it will create greater financial reward as well. Walking your talk is the greatest way to communicate your vision and excite people that they are a part of something that matters.

Remember:

Talk about your change vision as much as you can. It might not inspire someone today, but perhaps it will sink in tomorrow.

Address people’s concerns and anxieties. And don’t be dismissive. The issues our team are facing are real in their mind and when we show empathy, they are going to respond with loyalty and that extra push you’re hoping for.

Apply your vision everywhere you can. Tie every situation back to your vision. Make sure you clearly understand the answer to the question, ‘How does this project, this new hire, this staff reduction, this building programme help us to achieve our vision?

And most importantly, Communicate your vision by your actions. A leader who leads by example will see far greater engagement and buy in than someone who lives in their ivory tower.

I’m cheering for you! As you communicate your vision this week, May you find yourself well on the way to the peak of that hike!

Where are you going?! If you and your people don’t understand where you are going and why, you won’t get there! It makes perfect sense right? But, how often have we tried to achieve something without communicating exactly what we are trying to achieve?

John Kotter, change management guru, writes, ‘A useful rule of thumb: if you can’t communicate the vision to someone in five minutes or less and get a reaction that signifies both understanding and interest, you are not yet done with this phase of the transformation process.’  The updated time frame for 2024 is probably closer to 30 seconds!

I am in the process of starting a new business and it is an arduous journey, demanding full-time commitment to crafting a detailed business plan, financials, and establishing an online presence through a website. The introspective process of defining personal identity, passions, and value contribution has been time-consuming, intensifying the emotional toll. Amidst the challenges, there have been notable victories, yet the thought of giving up has lurked on the sidelines. The driving force behind perseverance lies in a profound understanding of the envisioned future and a steadfast belief in its worth. The commitment stems from a conviction that the endeavour can make a meaningful impact, ushering in positive change. I want to create a movement of self-aware, empathic, and purpose-driven leaders who will redefine history: ensuring that all humanity benefits.

So what are your next steps?

Set aside 30 minutes in your calendar to clarify your vision. If you want change, this is vital. Or if you have recently reconsidered your vision; close your eyes for 5 minutes, think through your vision and one thing you can proactively do today to work towards it.

Develop a road map, a strategy to achieve this vision.  Spend time with some people in your organisation, not just senior leaders, but people who will give honest feedback. Reconsider your vision together, look through some of your key strategies. Are they helping you achieve your preferred future?

Most importantly for your change effort, talk it through with the people who need to change to make it happen. They need to be excited with you for what is ahead.

There’s an ancient biblical proverb.. “Where there is no vision, the people perish”. Make sure you are actively putting yourself in a position to thrive.

Very early in my career I was a part of an organisation in which the key decision maker wanted to implement what I thought was a brilliant concept. However, I watched the organisation unravel because the key leader had not brought along some important stakeholders. Two influential people in the organisation didn’t like the idea and in the end created such discontent that the vision decimated us. People left in droves.

The second of Kotter’s 8 steps of change management is creating a powerful “guiding coalition”; it is about finding those in your organisation who are the natural leaders and using them to guide through change.

A guiding coalition is a team of people from all ranks who are on board and passionate about the change vision.  These people motivate their peers and spread good vibes about the change.  They are also the people who are going to drive the change itself.

Side note, if you are looking to implement an ongoing change management tool, I suggest a process such as “Agile”. However creating a guiding coalition is really helpful when you are wanting to make a big shift and you suspect there will be pushback. Maybe it is a cultural shift, perhaps you want two siloed teams to work better together. The point is that if you try to make the shift from top down, people might act like they are buying in because they have to, but it will likely leave everyone frustrated. If people from all levels of your teams are on board, they can be in the background listening to the concerns of others, reassuring and encouraging them to get on board. You are likely to see much more success.

Margaret Mead, American cultural anthropologist says, ‘Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.’

How can you use this today?

As a team leader, you might have concerns that an idea for a project may encounter resistance, so consider engaging with influential individuals in your workplace whom you trust. Seek their counsel and explore the possibility of enlisting their support to navigate the project through potential challenges. Collaborating with trusted influencers can enhance the chances of success and foster a more favourable reception for your proposed initiative.

Or do you have a pain point in your organisation that you know is felt by others as well? Invest time tackling the issue together. Don’t play the blame game, think through some practical solutions together. It is much easier to achieve change together rather than alone.

Maybe you are frustrated with something in your family. Organise regular family meetings to talk through the journey of family life together.

Above all things, make sure you listen, really listen, you have more chance of moving towards your goals together.

I’ll be honest—creating urgency hasn’t always come naturally to me.

I like calm. I like peace. I don’t enjoy adding pressure.

But I’ve learned the hard way that comfort kills change. If people don’t feel the weight of the problem, they won’t move.

Blackberry once owned 20 % of the mobile market. Five years later, they’d lost 75 % of it—all because they stayed comfortable.

So, where in your leadership have things become too comfortable? What pain point have you been tolerating instead of tackling?

Sometimes leadership means creating just enough discomfort to move people forward.

👉 If you’re ready to explore how to build the right kind of urgency, book a discovery call: calendar.leadernexus.com.au/widget/bookings/discovery-leader-nexus

Leadership isn’t just about strategy or vision. These are important aspects of leadership. However without today’s topic your strategy and vision are likely to fall over.

It’s about character. The unadvertised side of leadership is facing your own doubts, blind spots, and flaws.

When you trust yourself and show up authentically, your influence grows. When insecurity creeps in, it shrinks.

Ask yourself: What personal doubts are limiting my influence? Which character flaw do I need to face head-on? Who can help me see what I can’t?

The strongest leaders aren’t perfect—they are self-aware. They take responsibility for their growth and lead from a place of confidence, not fear.

Book a discovery call if you want to explore this further: https://calendar.leadernexus.com.au/widget/bookings/discovery-leader-nexus

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

The Unadvertised Side of Leadership: Feeling Like a Fake

Ever felt like a complete fake in leadership?

I have.

When I first started sharing leadership content, I thought, “Who am I to do this?” It felt unnatural, even wrong. But here’s the truth: confidence doesn’t usually come first. It comes after action.

Each time we step into something new—running a meeting, pitching, having a tough conversation—it feels uncomfortable. But the more we do it, the more natural it becomes. You’re not faking it. You’re growing into it.

Where do you feel like an imposter right now? And what bold step could you take anyway?

👉 Ready to explore this further? Book a discovery call with me here:
calendar.leadernexus.com.au/widget/bookings/discovery-leader-nexus

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

Everyone else saw a giant.

David saw an opportunity.

When Goliath stood before Israel’s army, the seasoned warriors froze. They measured the risk and stayed put. David stepped forward. Not because the giant was smaller than everyone thought, but because he told himself a different story.

Leaders face giants every day—an intimidating competitor, a tough boardroom conversation, the fear of stepping into the unknown. Most people hesitate. Some retreat.

But influence doesn’t come from waiting until the odds are perfect. It comes from moving first. From reframing the fear. From acting with courage, even when the outcome isn’t guaranteed.

So, what’s the giant in front of you right now? And what story are you telling yourself about it?

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

When was the last time you had real space to think?

I downloaded a “harmless” little numbers game on my phone. Within weeks, it was everywhere—waiting in line, on my day off, even stealing moments I’d normally use to reflect. It was eating my thinking time.

As leaders, space isn’t a luxury—it’s fuel. Without it, our decisions become reactive, creativity dries up, and resilience thins.

Here’s the truth: busyness is a choice. Protect small pockets of space and you’ll find clarity, energy, and focus again.

Try this: 15 quiet minutes before the TV, or looking out the window instead of opening your socials.

The gift of space might be the smartest leadership investment you make this week.

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

Perseverance isn’t glamorous—but it’s the trait that keeps leaders standing when others quit. From small-scale failures to high-stakes setbacks, discover how to separate emotion from action, learn from mistakes, and keep moving forward. Build the resilience that turns leadership challenges into lasting influence.

Reflection Question
When was the last time you wanted to quit—and what helped you push through instead?

Leadership isn’t always inspiring speeches and big wins—it can hurt. But that pain isn’t a sign of failure. It’s a sign you’re working with real people, in real relationships. Learn why embracing the discomfort can make you a stronger, more respected leader—and build teams that achieve more together.

Reflection Question:
When was the last time leadership felt uncomfortable, and what did it teach you about yourself?

The unadvertised side of leadership is knowing how much to hold on—and how much to let go. Discover why the sweet spot between control and accountability is where trust, ownership, and results thrive, and how the wrong balance can quietly derail even the most talented teams.

Reflection question:
Where in your leadership do you need to loosen control or raise accountability to create greater ownership and trust?

The unadvertised side of leadership? Your mindset shapes your influence more than you think. Discover how a simple shift—from I can’t to How could I?—can turn roadblocks into breakthroughs. Learn from Bertha’s bold journey and see how growth thinking can transform your leadership and legacy.

Reflection Question
When faced with a challenge, what’s the first story you tell yourself—and how would that story change if you applied a growth mindset instead?

Leadership brings greater risk of burnout—yet few talk about it. Discover three powerful habits that help leaders avoid emotional exhaustion, maintain balance, and lead with clarity. Because protecting your wellbeing isn’t selfish—it’s essential if you want to sustain your influence and impact.

One of the most unadvertised parts of leadership? Facing your blind spots. In this episode, we explore how real growth comes not from praise, but from the honest feedback we often avoid. Great leaders don’t just speak—they listen, reflect, and grow from what they didn’t see coming.

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

Adversity isn’t a detour—it’s the path to greater influence.

In this episode, we explore how embracing hardship can shape your leadership, deepen your wisdom, and strengthen your impact. Inspired by Aimee Mullins’ story, discover why adversity, when embraced, becomes a catalyst for growth, gratitude, and courageous leadership.

#LeadershipDevelopment #Coaching #Empowerment #WorkingGeniusMasterFacilitator

www.shanekuchel.com
📧 shane@shanekuchel.com
📱 @‌shanekuchel

Leadership isn’t always about being quick to speak. Am I speaking to impress? Or am I slowing down to connect?

Being direct is often praised in leadership—but is it always best? In this episode, we bust the myth that bluntness equals effectiveness. Discover why clarity with kindness is what truly drives trust and impact. Learn how to lead conversations that are both honest and human.

More messages, more meetings, more updates... it feels like communication, but it often creates confusion. This episode challenges the idea that more communication leads to better results and shows why clarity, not quantity, is what teams actually need. Stop flooding inboxes—start speaking with focus.

Email feels safe—measured, efficient, professional. But when emotion is involved, written words can do more harm than good. In this episode, we explore why clarity on the screen doesn’t guarantee clarity in the mind—and why great leaders pick up the phone when it matters most. Comfort or connection? You choose.

“Gen Z just won’t talk.” “Boomers need a meeting for everything.” Sound familiar? In this episode, we bust the myth that different generations can't communicate. The truth? Everyone can communicate—they’ve just been shaped differently. Learn how empathy, context, and simple coaching can bridge the gap and strengthen your team.

Think saying it once is enough? Think again. In this episode, I unpack one of the biggest myths in leadership communication: that one message is all it takes. From school drop-offs with my kids to leading teams through change, I’ve seen the power of repetition firsthand. Communication isn’t about what you said—it’s about what they heard, remembered, believed, and acted on. Tune in and learn why intentional redundancy might just be your most underrated leadership tool.

Think great teams avoid conflict? Think again. In this episode, we bust the myth that conflict is a leadership failure—and reveal how, when handled well, it becomes a powerful tool for clarity, trust, and innovation. Don’t fear conflict. Learn to lead through it—and watch your team grow stronger.

As leaders, we often think our role is to speak, direct, and decide—but what if our greatest influence starts with listening? In this episode, we explore why the higher you rise, the more you need to close the power gap. Because when leaders stop listening, teams stop speaking.

“Don’t we already have too much communication?” It’s a fair question—and one I used to believe myself. But what if the problem isn’t the amount of communication, but the quality of it? In this episode, we unpack why great leaders don’t reduce communication—they refine it to build clarity, trust, and results.

Think communication is just a nice-to-have skill for leaders? Think again. In this episode, we bust the myth that communication is simply part of the job—and reveal why it is the job. Discover how intentional communication can reduce conflict, build trust, and unlock your team’s full potential.

True leadership isn’t about clinging to your team—it’s about empowering them to grow and evolve, even if it means they might leave. In this episode, explore the surprising strength that comes from letting go, how relinquishing control can actually elevate your influence, and why the best leaders help others soar, even when it means watching them fly off on their own.

Want to become a leader people love to follow? It starts with making them feel seen, heard, and valued. In this episode, discover the underestimated leadership skill that makes a lasting impression, builds loyalty, and creates teams that thrive. When people feel truly valued, they bring their best. And the best leaders? They never underestimate the power of a well-timed word or gesture.

We spend nearly half our time listening—yet most of us aren’t very good at it. In this episode, we explore how active listening can unlock influence, build trust, and deepen connection. Most leaders think they’re good listeners. Most are wrong. But the good news? Listening is a skill you can build.

Influential leaders don’t just meet expectations—they quietly exceed them. In this episode, discover the subtle power of under-promising and over-delivering, and why this simple discipline earns trust, builds influence, and turns ordinary moments into lasting impressions. If you want to increase your leadership impact, it might be time to stop trying to impress and start aiming to surprise.

The best leaders don’t rise to influence because they’re always inspired—they lead because they’re disciplined. In this episode, discover why consistency is more powerful than charisma, and how building disciplined daily habits shapes the kind of leader people trust and want to follow. If you want long-term impact, you can’t rely on short-term motivation. You need discipline.

Selective vulnerability is a powerful—and often underestimated—leadership skill. When leaders share their imperfections thoughtfully, they build trust, deepen connections, and inspire genuine loyalty. In this episode, discover how strategic vulnerability can strengthen your influence, create authentic relationships, and why being real is more impactful than appearing perfect. Learn to lead with authenticity, and watch your team's engagement soar.

Dealing with difficult people is one of leadership’s greatest challenges—but it’s also one of the greatest opportunities for influence.

I remember a situation years ago. I had been brought in to transform a team. The first thing I did was to meet with every person individually and hear their story. One of the team, evidently a leader and very talented man got straight to the point. ‘What are you going to change?’ I said, ‘nothing is certain. I want to hear people’s stories first. Then I will know if I’m on the right track. However, if I am, then, I explained some of the strategies I expected to use.’ Ben wasn’t really excited about the ideas. In fact, he said quickly, ‘I don’t think it will work’.

I understood quickly that I was speaking to a man who was influential and if I was going to be successful, I needed Ben on board. So I met with Ben much more regularly than other team members, getting feedback, listening to what he thought and suggested.

In the end, I implemented everything I had outlined to Ben in that first meeting and more and Ben became an advocate for the change.

Too often, when people disagree with us, we are quick to blame them, or to tell them to get on board. Great leaders hear people who disagree and see opportunity to learn, grow and connect. Rather than seeing difficult people as obstacles, great leaders consider it an opportunity to deepen influence.

We need to stay emotionally even-keeled and ask, ‘What’s driving their reaction?’ Understanding their motivations, frustrations, and fears allows us to respond in a way that defuses conflict rather than escalates it. And this is key: As soon as there is a barrier between two people, your influence is lost. If your goal is to influence anyone, you need to keep on removing those barriers.

In his excellent book, Mindstuck, Michael McQueen highlights that the key to effectively navigating resistance isn’t arguing harder, but listening better. True influence lies in our ability to genuinely understand someone else’s perspective and to validate their concerns—even when we don’t agree.

I have read a number of books about sales and negotiation that show the best negotiators don’t dominate conversations; they listen and ask questions that open doors to mutual understanding.

Now, here is the real gold. The resistance that we most need to reframe is often not in the other person. It’s in us. When I can hold the things I want lightly for long enough to stop building that wall; we have greater opportunity to understand our team member’s perspective, to learn and grow with them and to find the win/win.

Next time you find yourself facing resistance, pause, lean in and ask questions. Allow the other person to feel heard and valued. Influence isn’t about overpowering; it’s about reframing resistance toward common understanding.

Today’s secret that I am sharing with you is actually the result of what I perceived to be one of my weaknesses. I don’t always seem to be able to think as quickly as others and therefore I have regularly had to give myself a few seconds to process before replying. I often felt this disabled my influence, however over the years I have come to realise that people’s perceptions of me because of my willingness to pause increases my influence.

Most people assume that fast decision-making is a sign of great leadership. But in reality, true influence often comes from knowing when to pause. Thoughtful delays allow leaders to make better choices, gain respect, and avoid knee-jerk reactions that can lead to mistakes.

When you pause before speaking, you send a message: your words are intentional. This moment of silence gives you time to process, assess, and respond with precision. It also shows confidence—people trust leaders who take time to think.

The power of a pause extends beyond verbal communication. It applies to decision-making, conflict resolution, and even strategic planning. Reacting too quickly can lead to mistakes, misunderstandings, and missed opportunities. By incorporating thoughtful delays into your leadership style, you create an environment where deeper insights and well-rounded perspectives emerge.

By pausing, you do the following:

Firstly, You allow others a chance to contribute, fostering better discussions and collaboration. Remember that as the leader your voice is going to be the loudest in the room and when you speak it often signifies that conclusion has been reached. Speaking last, builds trust within teams and encourages innovative thinking.

Secondly, you are communicating that you listened completely. You have valued every word a person spoke. You were not formulating your response in the middle of your colleagues thoughts. This subtle valuing of a person is invaluable.

Thirdly, you are displaying that you use care when you speak. Speaking quickly indicates to your audience that you have found the first thought you came up with and delivered. A pause increases your leadership gravitas, you are thoughtful and careful in your communication.

In high-pressure situations, the instinct to act immediately can be overwhelming. But the best leaders resist that urge. Instead of rushing to provide solutions, they take a moment to gather information, reflect on different viewpoints, and ensure their response is aligned with their long-term vision.

Next time you feel the urge to respond immediately, resist. Take a breath, and then speak. Or, even feel free to say, ‘great question, I need to think that over’. The difference in how people perceive you will be profound. Thoughtful delays don’t just make you a more measured leader—they make you a more influential one.

Have you ever spoken to a leader who communicates something like: Why should I complement my staff for a good job? I’m paying them aren’t I? Isn’t doing a good job what people should just do?

Well, yes, they are correct. However, I want to consider two companies that I have been interacting with lately. One has a turnover of almost 20% each year. The other has only had people leave because they are geographically moving due to their family situations. In one, employee engagement is low. In the other, productivity, creativity and self-motivation is high. What is the difference between the two business owners?

Generosity beyond the pay package.

They actually both pay similar wages to employees. However the first company is led by a couple who don’t thank their team and show value for the things people do. The second owner recognises his staff as often as he can. The second owner has even put in place Rostered days off so his staff regularly get four day weekends and he gives all his staff 5 weeks annual leave. This business owner even told me recently, that he encourages his apprentices to go and find other work after their apprenticeship if they would like to. Some of them take him up on his offer and find other employment. Ironically, almost all of these people are back within 12 months because they realise just how good the workplace culture is at this organisation.

Leadership is not just about authority; it’s about the impact you make on others. The most influential leaders don’t just direct—they give. Leaders who give without expecting anything in return create deep connections and inspire loyalty. Whether it’s time, attention, or small gestures of appreciation, unexpected generosity can change the dynamics of a team.

Many leaders focus on what they can get rather than what they can give. But the most influential leaders understand that generosity creates trust, respect, and a sense of shared purpose. Giving doesn’t always have to be financial—it can be as simple as offering your time, mentoring someone without an agenda, or publicly acknowledging a team member’s contributions.

Think about the last time someone helped you without any expectation of something in return. How did that make you feel? These small, selfless acts create a ripple effect that fosters deeper relationships and inspires others to do the same. Research shows that workplaces with a strong culture of generosity experience higher engagement, retention, and overall productivity. When people feel appreciated, they become more invested in their work and their team.

Start small. Offer to help a colleague struggling with a project, celebrate someone’s success with a handwritten note, or simply take a moment to listen without distraction. Over time, these small acts compound into long-term influence, creating a culture of generosity and loyalty.

Most leaders feel pressure to always have the right answer. Society often equates strong leadership with unwavering confidence and knowledge. But the truth is, admitting “I don’t know” is one of the most powerful things a leader can do.

When a leader openly acknowledges uncertainty, it signals confidence rather than weakness. It demonstrates a commitment to learning and fosters an environment where others feel safe to share their thoughts and ideas. A culture that embraces curiosity and exploration often results in more creative problem-solving and innovation.

According to the research from Koeslag-Keunan and team published in the National Library of Medicine, teams led by leaders who embrace uncertainty perform better and innovate more effectively. Employees in such environments are more engaged, as they feel their contributions genuinely matter.

I have personally found that when I say, ‘I don’t know’ or when I seek the help of my team, two things happen:

My team feel a greater sense of worth, increasing their willingness to go the extra mile to implement the solution.

Secondly, I find that when it is time to give my team opportunities of leadership, they are much more willing and confident. They have already seen that they don’t need to know everything, they can ask questions, they have seen me and have come to realise that leadership does not mean you have reached perfection.

How ironic that three words which the majority of western society would not associate with leadership could actually have the most profound effect on the productivity and empowerment of your team.

The best leaders are lifelong learners. They seek input from their teams, consult experts, and make informed decisions based on collective knowledge. Rather than pretending to have all the answers, they leverage the wisdom of those around them.

So, the next time you’re faced with a question you don’t have an immediate answer to, resist the urge to fake it. Instead, say, “That’s a great question—I don’t know, but let’s find out together.” You’ll gain more respect and credibility. You will be empowering your team and helping them to understand that leadership is not about knowing everything, it’s about lifelong learning.

Have you ever been in a meeting where one question completely shifts the conversation? It’s like a lightbulb moment—suddenly, the room is engaged, ideas flow, and people start thinking differently.

Great leaders know that influence isn’t about always having the best answers—it’s about asking the best questions.

The right question does more than just seek information. It sparks curiosity, encourages ownership, and makes people feel valued. Socrates built an entire teaching method around this idea, and modern leadership research backs it up. A study by MIT found that leaders who ask open-ended, thought-provoking questions are 30% more likely to foster innovation in their teams. That’s a huge competitive advantage—just by shifting from telling to asking.

But here’s the challenge: Most of us are wired to give our opinions quickly. We want to add value, to sound knowledgeable, to solve problems. But real leadership influence isn’t about dominating the conversation—it’s about guiding it.

So, the next time you want to steer a discussion, resist the urge to immediately give your thoughts. I hear you asking, ‘what are some great questions I can use?’  The reality is that in my personal leadership, I have found that any and every question is a great one. Even if your team respond with a resounding ‘no’, or are confused by what you’re asking, every question will eventually lead to greater understanding and clarity.

When you ask any questions, you’re not just leading—you’re empowering. You’re helping your team think critically, solve problems, and take responsibility. That’s the kind of leadership that doesn’t just demand respect but earns it.

So, before your next meeting, ask yourself: Am I here to give answers, or am I here to ask the questions that create real impact? Because the fastest way to grow your influence is to help others think for themselves.

Have you ever walked into a room and immediately sensed who the leader was—before they even spoke? Humans have this unspoken ability to sub-consciously create our own pecking order. Yes, just like chickens, people in a room will unconsciously decide who has the greatest power and where we belong within that pecking order. And we will then act accordingly in order to stay safe, to stay within our zone.

However, when we are conscious of this, we can change this dynamic.

Research by Dr. Amy Cuddy on power poses and body language shows that people form judgments about competence and trustworthiness within seconds of seeing someone. Before you’ve said a word, your presence is already shaping how others perceive you. That’s a powerful insight—one that every leader should take seriously.

So, how do you maximise your influence before you even open your mouth?

Firstly, Posture matters. Stand tall, shoulders back, feet firmly planted. A confident stance isn’t just about looking strong—it actually affects how you feel. When you carry yourself with assurance, your mind follows, reinforcing your ability to lead. Next time you walk into a room, look at everyone’s posture and you’ll quickly be able to measure where everyone believes they sit within the pecking order.

Secondly, eye contact builds connection. Looking people in the eye signals respect and authority. It conveys confidence, openness, and a willingness to engage. People trust those who can hold their gaze. I follow a person on LinkedIn who never looks at the camera when he speaks. His eyes are constantly darting every which way except at the camera. I don’t know this person well enough to make any judgment calls. However, I can tell you that I would really struggle to buy anything from them. This behaviour suggests he can’t be trusted.

Thirdly, energy is everything. Emotions are contagious. If you enter a room exuding confidence, calmness, and positivity, others will mirror that energy. Your team will take their cues from you.

Years ago I used to speak in front of hundreds of people regularly. It certainly created plenty of anxiety for me leading up. However, I developed a couple of habits to help me overcome this. I would actively ‘bounce’ onto stage. And then once I had prepared my notes on the lectern I would step out from behind the lectern and stand with feet firmly planted and begin my address, often with a hands open gesture whilst trying to make eye contact with everyone from left to right in a sweeping gaze. These actions communicated to me and my audience that I was ready, I was confident, I didn’t need to hide anything, and I could be trusted.

Great leaders don’t wait for words to establish influence—they walk into the room already leading. So, before your next big meeting, take a moment to check in with yourself: What is my presence saying before I even speak? Because whether you realise it or not, your influence starts the moment you step into the room.

If you’ve ever walked into a meeting and felt the need to fill every silence with words, you might be missing a huge opportunity. Silence, when used strategically, is an incredibly powerful leadership tool.

In my early leadership journey, I assumed influence came from having the right answers and speaking confidently. If I’m honest, that belief still lingers. We watch sitcoms where people deliver the perfect comeback at the right time, and we think we must do the same to be influential.

But over time, I learned a hard lesson—people don’t always listen to the loudest voice; they listen to the most intentional one.

So, let’s ask a deeper question: why do we talk so much? Often, it’s because we lack confidence. We feel like frauds, we get nervous, and our internal beliefs tell us that talking more will increase our value.

I don’t know what stories are undermining your confidence, but for me, it has been my leadership journey in churches. Churches are not always highly regarded in business, and for a long time, I let that diminish my confidence. However, I’ve come to realize that leading hundreds of volunteers and staff through purpose and motivation—rather than a paycheck—is exactly why I bring so much to the business world of leadership.

A study from Harvard Business Review found that leaders who pause before responding are perceived as more competent and thoughtful. Silence makes room for deeper insights, reducing knee-jerk reactions that might harm relationships or decision-making.

Consider this: when was the last time you left space in a conversation for someone else to fill? What internal stories do you need to revise in order to create greater self-confidence? Leaders who master strategic silence create an environment where others feel valued, allowing better ideas to emerge.

Two takeaways today:

Do some self-exploration. What are the underlying confidence crushers affecting you? Without understand this, it is incredibly difficult to master the art of silence.

Once you have put in that work: Next time you’re about to answer immediately, pause. Count to three in your head. Give others the space to speak first. You might be surprised how much more influence you gain by saying less.

I have read many staff self-reflections in my time, and most of them include something like, “I’d like more responsibility. I want to learn more. I want to contribute in new and bigger ways. I’d love to move up in the organization.”

This is fantastic. It’s inspiring when people want to grow, learn, and lead. Leadership often comes with financial rewards, greater autonomy, and increased status. These are the things that entice us toward leadership.

However, what we rarely discuss is the price of leadership.

This is a cost you don’t have to pay. Many leaders avoid it—but the result is a lack of loyalty and trust. People may follow you simply because you sign their paycheck, but that’s not real influence. If you want to create a high-performing team where people love working together, you must be willing to pay the price.

The cost of leadership is real, and while the list is long, here are three key areas where leadership demands its toll:

Self-Pride: Leadership exposes you to criticism, failure, and self-doubt. The more responsibility you take on, the more you will fail. True leadership requires humility—the ability to own mistakes, learn from them, and continue moving forward.

Greater Responsibility Means Greater Risk and Stress: The higher you climb, the more pressure you face. Decisions have real consequences—on businesses, teams, and people’s livelihoods. If you want to lead, you must be prepared for the emotional weight that comes with it.

Understanding Yourself and Becoming More Authentic: Leadership is a mirror. It forces you to confront your weaknesses, insecurities, and blind spots. Authentic leadership isn’t just about skill—it’s about deep self-awareness and a willingness to evolve.

So, if you want to increase your influence, ask yourself: Are you willing to pay the price? Because leadership isn’t about status, money, or power. It’s about service, responsibility, and resilience. If you see the truth in this and are ready to pay the price, here’s the good news: the rewards are far greater than financial gain.

When you commit to real leadership, you’ll build a team that genuinely wants to follow you. You’ll create an environment where people are empowered, engaged, and working with purpose. The real reward isn’t a title—it’s the incredible people who stand beside you, ready to achieve something great together.

Hey, I am really excited about my next series. 14 Hidden secrets of Influential Leaders. If you want to increase your influence, make sure you tune in over the next few weeks. Honestly, I am really looking forward to sharing these insights with you!

Do you as the key leader of your team feel like you are the only one driving creativity and innovation? Have you ever sort your team’s creative input and received crickets?

Creativity and Innovation don’t happen in environments where people are afraid to fail. If your team avoids risks, it’s likely not because they don’t have ideas—it may well be because they don’t feel safe enough to share them.

Let me pause and tell you something I have learnt about myself. According to the Working Genius; I have the genius of discernment. This genius means I have a gut feeling for how things will work. Unfortunately the shadow side of this genius is that my natural response to ideas that I feel won’t work is a sharp dismissal. I thought I was being honest and communicating efficiently. However the result of this was that my teams tended not to feel safe enough to bring new ideas. I had no idea that the reason my teams were not innovative, was me.

Let’s make this personal for you. When was the last time someone on your team brought you a new idea? More importantly, what did you do? Did you explore it? Did you challenge it in a supporting and constructive way? Or did you dismiss it because things are fine as they are?

Daniel Pink, in his book ‘Drive', talks about how intrinsic motivation fuels real innovation. Think of intrinsic motivation like this: If I ask my child to clean their room and tell them they can’t use screens or even if I offer to pay them, this is extrinsic motivation. It works. But both the ‘Carrot’, the pay and ‘the stick’, lack of screen time are external motivations. And from experience they might do a good job, or they might not. However, recently, I came home from some meetings and one of my daughters had cleaned her room, the dining room and the kitchen, and she had done a stellar job. I was blown away! I went and asked ‘why?’ Well, she had invited some friends over and she wanted the house to be tidy for them. That is intrinsic motivation.

Intrinsically motivated people don’t just clean their room, they clean the house. Would you like to see more of that in your team?

If you want to develop a team that is intrinsically motivated, leading to great creativity and innovation, you need to start with psychological safety, if people don’t feel safe to experiment, those drivers disappear. A McKinsey study from 2021 backs this up. Teams with strong psychological safety are more likely to innovate and improve continuously.

So, what’s one thing you can do today to make innovation safer in your team? Do you need to build trust within your team? Do you need your team to become comfortable with failure? Maybe it is asking a tricky question at your next meeting and sitting in silence until someone answers, and positively reinforcing the boldness and courage when they do. Whatever it is, start small—but start now.

Conflict and accountability—two words terrible leaders dread and great leaders embrace. Here’s the key question: When you hear these words do you know you have a good process in place, or are you reaching to do it well?

Terrible leaders avoid conflict like the plague. When issues arise, they either sweep issues under the rug, hoping they’ll resolve themselves or they erupt, causing fear. Spoiler alert—the issues don’t go away by hiding them and erupting is eroding positive culture. Over time, they create an environment where no one takes ownership because everyone’s busy avoiding blame.

Here’s what healthy leadership looks like: when you embrace conflict constructively, you build trust, accountability, and stronger teams.

Great leaders understand that accountability is rarely about being a heavy stick—it’s about fostering a culture where the team holds one another accountable because everyone feels responsible to each other—not just the boss. Good accountability is about offering support where it is needed and celebrating the wins. Good accountability communicates that the team is working towards something that matters. Instead of fear, you build a culture of support, collaboration, and shared ownership.

Think about it this way: in an unhealthy team, there is often concern that someone is underperforming yet nothing can be said. This breeds discontent and disunity. In a healthy team, this can be called out and support is offered so that everyone is using their strengths to collectively achieve our goals.

So how do great leaders approach the conflict of accountability? With curiosity and courage. A quick meeting now doesn’t let the issues foster. A great leader asks, ‘why are you struggling to complete your work? Are you aware that your performance is affecting the team? What can I do to support you?

On numbers of personal occasions the accountability conversation has led to uncovering significant personal issues, someone in the family has cancer or the person is dealing with a lack of sleep with a newborn. I have always asked the person to share these things with the team. Very quickly, I have seen the shift from discontent to understanding and support within seconds. The team rallies and finds out how it can help.

The takeaway? Accountability and conflict aren’t threats; they’re opportunities to grow. Foster a culture where your team feels empowered to support, challenge, and hold each other accountable. When you do, you’ll find there’s less need for you to “play the heavy” and more opportunity to lead with encouragement, clarity, and trust.

The first significant leadership role I had made an indelible mark on me.  I was looking after a rag tag bunch of muso's at my local church.  I was 13 years old!  And I am not sure that I really did a great job either! But somehow, I grew the team and helped us all to function well together well together. It was incredibly fulfilling as a young man to have such opportunity and responsibility.  My heartfelt thanks goes out to Richard Ansoul who was the visionary leader who believed in me and encouraged me to lead at such a young age.  He’s still in my life, cheering me on.

I’ve also had some significant failings in my leadership. Things said to team members that I wish I could take back. Ideas implemented that just didn’t work. Am I the leader who has everything together? No. Do I have all the answers? No! I have learnt far more from my failings than my successes.

If I compare myself to some of the greatest leaders, I have a long way to go. But, when I lead, I know that my people feel empowered and encouraged to go and lead in their own way. When I lead, the people around me start to feel a few inches taller. My people believe they can achieve more today than they did yesterday.

This podcast is designed to do something I believe I was created to do, to help you to do what you were created to do. Whether you are a small business owner, the head of your organisation, whether you want to lead your family well or are aiming for the C-suite, I believe in a brand of leadership that encourages and empowers our teams. I want to contribute to a movement of empowered, empathic and purpose-driven leaders; leaders who influence their teams not motivated by their own gain, but motivated towards a vision of a world left better because we have been a part of it, not worse. This is not about building my kingdom, it is about empowering you wherever you are.

I am undoubtedly influenced by Jesus. I believe He was the greatest leader who ever lived. One of his teachings reminds us that when we do the best with the little we have, we will be given more. Here is my hope and longing for you and me today. Wherever you and I find ourselves leading, my hope is that we would take what we have and dig in with everything we have! May we be people who inspire those around us to also lead and empower in a way that will not create divides in society, but build it up. May we lead in such a way that our teams and staff go home at night knowing that we want the best for them.  May we learn to lead a little better every day so that we would take those around us on a journey that leads us to places, and responsibilities that we never thought possible.

I couldn’t think of a better place to start this podcast than by answering the question, ‘Why? Why put all this time and effort into this?’ Because I want to see you: empowered and your business, your organisation, your family or team: thriving.

Join me on Tuesday mornings as we unpack Leadership in 180 seconds.

Today’s episode dives into a crucial but often overlooked leadership trait, especially for leaders in Australia: cultural awareness. Terrible leadership ignores this entirely, managing teams as if cultural differences don’t exist. But great leaders understand that fostering environments where diverse voices are heard, valued, and respected is vital. So, let me ask you: Do you think through your team members' responses and actions in light of their cultural background?

Each person on your team brings unique cultural influences that shape their behaviour, communication, and problem-solving. I recently caught up with a business owner from the Northern part of England. He recognises that his upbringing means he often comes across as brash and abrasive. As a person who aims to be culturally aware, I appreciate his straight forward nature.

An inclusive leader doesn’t just tolerate diversity—they celebrate it, recognizing its power to strengthen the team. This means fostering an environment where everyone feels safe to share their ideas, even if they come from a different perspective. Culturally aware leaders improve team performance by leveraging the richness of different viewpoints and approaches. The culturally aware leader hears what is communicated through different cultural lenses for every person on their team.

So, how can you become a more culturally aware leader? Start by listening with curiosity. Approach conversations with a genuine interest in understanding your team member’s backgrounds, values, and experiences. Develop a strong liking for other cultures and the differences that make each person unique. When you embrace this mindset, it becomes second nature to see value in perspectives you might not have considered.

Why should you and I change to include others? Let me give you 2 reasons. Firstly, because when people feel valued for who they are, it increases your possibilities. You no longer have your own limited perspective, you are growing your organisations solution pool. And secondly, because valuing a person for who they are is incredibly important if we want to lead in a way that empowers and positively influences our communities and futures.

Cultural awareness is not just a skill; it’s a commitment to creating a workplace where every individual feels seen and valued. And it’s a commitment to creating long term profitability.

Work is about what we output right? So naturally it is very easy for us as leaders to focus predominantly on the ‘what’ of work—delegating tasks, monitoring deadlines, and measuring outputs—while ignoring the ‘who’. These teams become cogs in a machine, expected to perform without guidance or growth. And this approach does deliver short-term results, but it’s a recipe for burnout, disengagement, and high turnover in the long run.

Think about it: if all you do is delegate, you’re telling your team, “Your only value here is what you produce” and that’s demoralising. As Marcus Buckingham explains in his article “What Great Managers Do,” employees want to be seen as individuals with unique strengths and potential—not just as interchangeable workers.

Leaders who neglect relationship-building also miss out on the deeper benefits of knowing their people. They don’t see hidden strengths, they don’t understand team dynamics, and they definitely don’t foster loyalty. When problems arise, their team members avoid them, fearing blame or dismissal rather than seeking guidance.

Another hallmark of this poor leadership style is impatience. When team members struggle or fail, the terrible leader responds with frustration or exasperation: “Why can’t you get it right?” Mistakes are seen as failures, not opportunities for learning. Stanier points out in ‘The Coaching Habit’, great leaders approach challenges with curiosity, not criticism. They ask questions, like, “What’s the real issue here?” or “What can we learn from this?” Terrible leaders don’t ask; they just assume.

Now let’s pivot. Imagine a leader who appropriately balances task delegation and relationship-building and development. This leader invests time in coaching, helping their team grow professionally and personally. Instead of reacting with frustration, they demonstrate patience, creating a culture of trust and psychological safety. When team members mess up, this leader responds with empathy. All whilst supporting our teams to ensure we are achieving our goals together.

Great leadership is about guiding and empowering. So, here are the real questions: Are you building a team that feels valued and supported? Or are you delegating from a distance and missing the opportunity to grow together? Are you thinking about the long term health of your organisation and people? Or is your focus too heavy on the task?

This morning’s episode comes directly out of the ‘Shane didn’t get it right playbook’. In this particular incident, I had been working with one of my teams to test out a new product which was going to mean our events went to the next level. I didn’t think that anyone in my other teams would be concerned and so we went ahead and trialled it without communicating this to my broader team.

Well, I was wrong. When the broader team started finding out about it, there were concerns. Now because I invite feedback, one of my team came to me.  In this time I was able to apologise for my lack of communication and I was able to speak about how this product helped us to achieve our vision. Because there was good relationship, this team member was quickly appeased.

I then wrote an email to my teams, this took about another 30 minutes. I offered an emergency team meeting for anyone who wished to discuss it further. Very few attended this emergency meeting, however it was really beneficial for the concerned who came. This meeting took about another 30 minutes.

In the end, about 90 minutes of communication and my team came to understand the change and they understood how it was beneficial.

Communication is absolutely vital to good leadership and it doesn’t need to take a lot of our time and effort if we are proactive. Yet, it is not often the first thing we go to when we are facing problems within our teams. In fact, many of us shy away from the potential conflict and we site that it is because ‘we shouldn’t have to explain ourselves to our subordinates’, because it’s a ‘waste of time’, or ‘it shouldn’t concern them’. The problem here is that the longer concerns fester, the time required to fix relationships grows exponentially.

Here are a few things that you can do if you want to delve a little deeper:

Create a Communication plan when making change.  Be active, it doesn’t have to take much. But a plan will make sure you are communicating actively to all your stakeholders.

Be visible. Make it a priority to be available to listen and spend time with your people all the time not just when there are issues. When people feel like you are aloof, discontent grows in the ranks. This leads to unfixable issues and people who are less likely to communicate with you.

Acknowledge and encourage people’s emotions. I cannot think of a single time when an issue did not pull on a person’s emotions. Listening to and recognising these emotions goes a long way.

Make it a Dialogue. If someone has a concern, I always ask questions first. This helps me to answer the right questions rather than going off on my own tangents.

Finally, bring it all back to your Vision. Hopefully your team is with you because they believe in a shared vision. We are far more likely to move ahead even if uncomfortable, if we understand that the change is inline with our collective vision.

Hopefully today you can learn from my mistakes!  Communicate, communicate, communicate!

Change is a constant in leadership, yet how we respond to it shapes the culture, trust, and effectiveness of our teams.

As there often is, our personalities will determine how we react to change. Let’s consider these questions:

When you can see that a change in direction or project may be beneficial, do you hold off in favour of staying with the safe option? Is your mantra to ‘just stay with the tried and true’? If you answered ‘yes’ to these questions you might have the Working Geniuses of Enablement or Tenacity, you may struggle with change and you may need to lean into how you can change more efficiently.

How about these questions: Do you find yourself excited when a new idea pops up? Do you feel like you love change? If you answered ‘yes’ to these questions, you may have the Working Geniuses of Wonder or Invention. And the issue here is not that you experience change reticence, but that you change too quickly for your team to keep up.

As we consider change reticence, I want to remind us that leadership carries a dual responsibility.

First, it’s our privilege and duty to lead our teams safely through the metaphorical valley—the change required to move from one mountain top to the next, those changes and adversities that keep your organisation moving forward. As leaders we need to embrace being a calming, steady presence and providing a clear path forward when going through change.

Second, leadership by definition is moving towards a destination. Embracing change is an essential part of fulfilling our mandate to care for and lead our people. If we tend towards resisting change; resistance might feel like protection, but it often leads to stagnation. Instead, we need to model adaptability, showing our teams that growth and progress are possible even in turbulent times. Or if we tend towards changing at every whim we need to stay planted on our change course so that our teams can create some natural momentum.

So what’s your take away this week? I want to encourage you to spend some time on self-awareness. Do you find yourself reticent to change or too ready to change? Once you have answered this, then you can ask a second question: What do you need to do to help yourself and your team journey steadily towards your vision?

As you navigate your change journey, understand this. Change will necessarily challenge you and your team’s relationships. That’s ok. It is uncomfortable. But when we do it well, we also create a unit of people with increased trust, resilience and adaptability.

How confident are you in your ability to make good decisions—especially under pressure or when faced with uncertainty?

Every decision-maker falls somewhere along a spectrum. On one end, we have the ‘impulsive’—those who jump into decisions without much thought, relying heavily on intuition or gut feelings. On the other end, there’s the ‘paralysed’—those who overanalyse and second-guess, often struggling to decide at all. Neither extreme leads to consistently great outcomes, and most of us can lean one way or the other depending on the situation.

The goal is balance. A great decision-maker blends careful thought with decisive action, avoiding both extremes. So, how do we get there?

If you tend to make ‘impulsive decisions’, try slowing down the process by journaling. Write down the decision you’re facing and your reasoning behind it. This simple act can help you spot potential pitfalls, weigh options more clearly, and ensure you’re not just reacting out of habit or emotion. This is often where I sit when feeling anxious about making a decision. I feel like I just need to make a decision and live with it. However, I have learnt that sitting with the decision, writing some notes about both the decision itself, and why I am experiencing urgency help me to make better informed decisions.

On the flip side, if you’re someone who often feels ‘paralysed’ by overthinking, start keeping a ‘success journal’. Document the good decisions you’ve made in the past and the positive outcomes they led to. Reflecting on your successes builds confidence, helping you trust your ability to decide quickly and effectively when it matters most. Note here that it is not about your bad decisions. It is about finding the patterns which led to good decisions, that is what we are trying to find with a success journal.

I was coaching someone recently who was struggling with making an important decision because of the personal connection to the situation. As we thought through and questioned various aspects of the decision, the right thing to do became abundantly clear. So talking to your coach or mentor when struggling to make a decision is also very effective.

The decisions we make—whether big or small—shape our leadership and our lives. By finding balance and learning from both our tendencies and past experiences, we can approach decision-making with clarity, confidence, and impact.

If you want to delve further into making good decisions, I want to point you to an excellent resource called, ‘Thinking Fast and Slow’ by Daniel Kahneman. This book talks through how our cognitive biases affect our decision making and how we can overcome these biases. It is insightful and will help you to understand your natural tendencies.

Today, we’re diving into a habit that crushes morale, smothers creativity, and drives good people out the door: micro-managing.

Before we continue, micro-management is a dirty word in leadership and yet the reality is it often comes from wanting to ensure things are done perfectly or by those who feel deep responsibility to ensure the outcomes are excellent.

Let me tell you a story. I spent some time with a team and the leader some time ago. The team were feeling incredibly disengaged. And there were rumblings within the team that close to 50% were close to resigning. Staggering numbers. Naturally the key leader knew he had to do something about it. I was asked to come and sort it out, and this is what I found. The team in question were responsible for setting up events and every time they did their leader would come through and adjust everything they had done, so that it was perfect. He thought he was doing a good thing. Unfortunately his team felt devalued and micro-managed.

This leader was a great guy, and he meant well. But his actions communicated, “I don’t trust you to get it right.”

Now, I know very few leaders who think that micro-managing is good. But, you may not be aware of your tendencies towards this. So, I encourage you to spend some time with your staff asking some well thought through questions.

Do I empower you?

Do you feel like you make decisions without coming to me for approval?

Do you feel frustrated by the way I work with you on projects?

And now, here’s the tricky part. Don’t just listen to their words. Listen to what their body language says. If they respond in ways which show honesty, great! However, if their words are saying one thing and their actions are, shifting in their seats, eyes darting, or avoiding yours as they answer, if they start fiddling, this is when you as a leader need to spend some time seriously contemplating how you lead your team.

Micro-managing is not an ‘on or off’ proposition. And I dare to say that all of us as leaders are likely to have some tendencies that err into micro-management. The better you can understand these tendencies, the more you can deal with them, the better you can empower your team increasing productivity.

And if you find yourself thinking that your tendencies are a little more than you can work on by yourself, find a good coach who can help you in delegation and empowerment.