 Summary: Self-awareness is a scientifically supported skill that improves decision-making, leadership, and personal growth. This article explores why knowing yourself matters for both brick-and-mortar and at-home businesses.
A global study by Harvard Business Review found that while 95% of people believe they are self-aware, only about 10–15% actually are, a gap that quietly undermines leadership, decision-making, and personal growth (Eurich, Harvard Business Review). Philosopher Socrates captured the timeless importance of this truth centuries ago when he said, “To know thyself is the beginning of wisdom.” These insights—ancient and modern—point to the same conclusion: self-awareness is not a soft skill; it is a foundational one. In today’s fast-moving economy, self-awareness sits at the intersection of business success, workplace effectiveness, and personal well-being. Whether you run a bricks-and-mortar operation or build an at-home business, knowing how you think, react, decide, and relate shapes outcomes more than any external strategy. Self-awareness allows leaders to lead with clarity, entrepreneurs to choose aligned paths, and individuals to navigate life with intention rather than reaction. At its core, self-awareness is the ability to accurately see yourself—your strengths, blind spots, values, emotions, and patterns—while understanding how those inner realities influence your external behavior. Neuroscience confirms that self-awareness activates brain regions associated with emotional regulation and executive function, thereby improving judgment, resilience, and adaptability. In business and life, those capacities matter more than ever. The first essential reason self-awareness matters is that it directly shapes decision-making. Leaders and entrepreneurs make dozens of decisions every day. Without self-awareness, those decisions are often driven by unconscious fears, unexamined habits, or emotional triggers. A store manager who reacts defensively to feedback may unknowingly discourage innovation. A home-based entrepreneur who avoids numbers may delay growth because of discomfort rather than logic. Self-awareness brings these hidden drivers into the light, enabling deliberate choices rather than automatic ones. The second essential element is emotional intelligence. Research consistently links self-awareness to higher emotional intelligence, which, in turn, predicts stronger leadership effectiveness and healthier workplace cultures. When individuals understand their emotional responses, they are less likely to project stress onto employees, customers, or family members. A business owner who recognizes burnout early can adjust workloads before morale declines. A remote worker who notices frustration building can reset before it spills into personal relationships. Emotional awareness creates space for wiser responses. The third essential point is alignment. Self-awareness clarifies values, motivations, and personal definitions of success. Many businesses struggle not because of poor strategy but because the strategy is misaligned with the owner’s strengths or life priorities. A bricks-and-mortar retailer who thrives on face-to-face interaction may feel drained when buried in administrative tasks. An at-home entrepreneur who values flexibility may unknowingly impose a rigid schedule. Self-awareness helps align business models with personal realities, increasing sustainability. Developing self-awareness is a process, not a personality trait. It begins with reflection—intentionally creating space to examine experiences, decisions, and emotional responses. High-performing leaders use practical tools such as journaling, feedback conversations, and after-action reviews. One restaurant owner began a weekly reflection habit after noticing repeated staff turnover. Through reflection and feedback, he realized his communication style felt abrupt under pressure. Adjusting that pattern stabilized his team and improved the customer experience. Feedback is another critical component of the process. Self-awareness grows when we invite trusted perspectives, even when they challenge our self-image. In traditional workplaces, 360-degree feedback systems exist for this purpose. In at-home businesses, mentors, peer groups, and coaches can play the same role. The key is humility—the willingness to listen without defensiveness and to treat feedback as data rather than judgment. The final step is application. Awareness without action changes nothing. Applying self-awareness means adjusting behaviors, redesigning workflows, and making conscious choices that reflect new understanding. A retail owner who recognizes she micromanages may empower supervisors with clearer authority. A digital entrepreneur who notices procrastination may restructure tasks to align with energy peaks. Small changes, applied consistently, create meaningful transformation. In brick-and-mortar businesses, self-awareness strengthens leadership presence, employee engagement, and customer relationships. Employees respond positively to leaders who are emotionally steady and self-aware. Customers sense authenticity and trust businesses led by grounded individuals. In at-home businesses, self-awareness protects against isolation, burnout, and misalignment. It enables entrepreneurs to build systems that support productivity and life balance. Ultimately, self-awareness is not about self-criticism; it is about self-clarity. It allows people to grow without losing themselves. In business, work, and life, that clarity becomes a competitive advantage. Call to Action: This week, choose one area—work, business, or life—and reflect honestly on what drives your reactions in that area. Awareness is the first step toward change, and change begins with the courage to look inward. Thank you for reading, Richard Fontanie By seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you:
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 AI Generated Summary: Today’s leaders need emotional intelligence, strategic thinking, strong communication, adaptability, and confident decision-making to succeed in a fast-moving world. These five essential skills help leaders thrive across business, work, and life — including at-home entrepreneurs building impact from their living rooms.
Leadership today is evolving faster than ever. In fact, 77% of organizations report a leadership gap, even among those already in leadership roles (source: Brandon Hall Group). And as leadership expert John Maxwell famously reminds us, “The single biggest way to impact an organization is to focus on leadership development.” (1) That’s a powerful wake-up call. Modern leadership isn’t about titles — it’s about developing the critical skills that enable people to succeed across business, work, and life. Whether you lead a large team, a small business, or yourself as an at-home entrepreneur, these skills will shape your impact, influence, and results. 1.Emotional Intelligence (EQ): The Foundation of Trust Why It’s Essential Emotional intelligence influences how leaders communicate, collaborate, and connect. In a constantly changing world, EQ helps maintain strong relationships and keeps teams steady. Leaders with higher EQ tend to see increased engagement, fewer conflicts, and healthier workplace cultures. The Process EQ includes four skills: self-awareness, self-management, social awareness, and relationship management. Leaders enhance these by practicing reflection, listening carefully, recognizing emotional patterns, and responding rather than reacting. How to Launch
Applications for At-Home Entrepreneurs EQ helps entrepreneurs handle clients professionally, respond to challenges calmly, and maintain healthy boundaries — especially when home and work overlap. 2. Strategic Thinking: Seeing Beyond the Moment Why It’s Essential Leaders today need to think several moves ahead. Strategic thinking allows you to anticipate challenges, spot opportunities, and make decisions focused on long-term results rather than short-term pressures. The Process Great strategic thinkers gather data, assess trends, consider alternative paths, and develop solutions that stand the test of time. It’s not about predicting the future — it’s about preparing for it. How to Launch
Applications for At-Home Entrepreneurs Strategic thinking helps entrepreneurs select the right products, plan content calendars, prevent burnout, and prioritize tasks that generate income — not just activity. 3. Communication Mastery: Speaking With Clarity and Confidence Why It’s Essential Effective communication is the foundation that binds relationships, teams, and businesses together. Leaders who communicate effectively foster trust, minimize confusion, and speed up progress. The Process Mastering communication involves clarity, tone, timing, and listening. It also means tailoring your message to different audiences — whether clients, employees, partners, or online communities. How to Launch
Applications for At-Home Entrepreneurs Clear communication enhances marketing messages, boosts customer experiences, and reduces misunderstandings common in emails and DMs. 4. Adaptability & Agility: The Superpower of Modern Leaders Why It’s Essential Change is no longer an interruption — it’s the environment. Leaders who adapt quickly turn uncertainty into opportunity. Adaptability drives resilience, innovation, and momentum. The Process Adaptability demands openness, a willingness to try new things, and the ability to stay focused while adjusting. It combines emotional flexibility with practical problem-solving. How to Launch
Applications for At-Home Entrepreneurs Adaptability enables entrepreneurs to pivot their offerings, adjust prices, test new platforms, and remain competitive — especially in the fast-changing online environment. 5. Decision-Making Confidence: The Skill That Drives Progress Why It’s Essential Indecision wastes time, energy, and opportunities. Confident decision-making enables leaders to advance projects, take smart risks, and quickly learn from results. The Process Effective decision-making merges data, intuition, and clear purpose. Great leaders collect enough information to act — not so much that they become paralyzed. How to Launch
Applications for At-Home Entrepreneurs From selecting platforms to hiring freelancers, entrepreneurs make numerous decisions every day. Confidence alleviates overwhelm and fosters a consistent sense of leadership. CONCLUSION & CALL TO ACTION Leadership today isn’t about perfection — it’s about growth. When you develop EQ, strategic thinking, communication, adaptability, and decision-making, you create leadership that transforms business, work, and life. Your call to action: Choose one of these skills and commit to practicing it this week. Notice what changes, what improves, and above all, how your leadership begins to expand from the inside out. You already have what it takes — now it’s time to sharpen it. Thank you for reading, Richard Fontanie
We provide FREE weekly learning opportunities for you: • Mondays: Free Articles are posted on our FontanieMagazine website https://bit.ly/3WKM9QD • Podcasts available at 8 AM Central Time on: • Mondays: Speaking From The Heart Series - a Christian-based and universal values presentation: https://bit.ly/4a8h4g1 • Wednesdays: Coaching Talks Series – a personal and professional development presentation: https://bit.ly/4jc4u3e • Fridays: Affiliate Marketing Secrets Series – a presentation that is all about affiliate marketing: https://bit.ly/4a9YHao Further Resources Available to you: • Executive Video Coaching: https://bit.ly/4cnqGDV • Bizwoli – Planning and Organizing Your Business: https://bit.ly/3YripHD • Affiliate Marketing With Richard: https://bit.ly/3ZqE18D • FM Storefront: https://bit.ly/4bNfiBs • Facebook: https://bit.ly/3uPyvSa • Pinterest: https://bit.ly/3RSWCrk • Life’s Dimensions, Instagram: https://bit.ly/3W7zYOM I may receive commission from the following • Coaching Opportunity to Gain $10,000 per month: https://bit.ly/3t4cbmO • Michael Cheney: Partner and Profit: https://bit.ly/3ZkY3mI Note: Script and Image A.I. Assisted  AI Generated Image Summary: Learn how to scale ideas from a leadership perspective by turning creative concepts into sustainable systems for growth. This article reveals five essential strategies for leaders and entrepreneurs to expand innovation, build momentum, and create lasting impact.
Every big idea starts small — but scaling it takes vision, courage, and leadership. According to a 2023 McKinsey & Company study, only 22% of new business ideas successfully scale beyond their pilot phase. (1) The rest stall not because they lack potential, but because they lack leadership direction and systems for growth. As author and business strategist Simon Sinek (2) reminds us, “Leadership is not about being in charge. It’s about taking care of those in your charge.” When leaders focus on nurturing ideas — and the people behind them — they transform creative sparks into engines of innovation. 1. Why Scaling Ideas Is Essential for Leadership Growth Scaling ideas is not just about expanding a concept — it’s about cultivating a mindset of continuous improvement and adaptability. Great leaders understand that innovation fuels progress, and scaling ensures sustainability. Without scalability, even the most brilliant ideas fade under the weight of operational bottlenecks or a lack of follow-through. From a leadership perspective, scaling involves creating frameworks that foster innovation beyond just one department, project, or individual. It’s how organizations — and even small teams — progress from inspiration to impact. Leaders who excel at this not only expand their businesses but also inspire others to think boldly and act intentionally. 2. The Leadership Process: From Vision to Execution Scaling begins with vision — a clear understanding of why the idea matters and who it benefits. Leaders must first clearly state the idea's purpose to foster alignment. This is where storytelling intersects with strategy. Once the “why” is clear, defining the “how” becomes simpler. A proven leadership process includes:
The leader’s role is to set the tone—providing clarity, resources, and consistent feedback—while giving others the freedom to innovate. 3. Turning Challenges into Catalysts Every scaling effort faces resistance — from resource limitations to cultural pushback. Strong leaders view these challenges as opportunities for growth rather than obstacles. They promote psychological safety within their teams, where experimentation and learning from failure are encouraged. In today’s digital-first world, agility and resilience are essential. Leaders need to stay adaptable, ready to pivot when market conditions change or new opportunities emerge. As Harvard Business Review notes, “Adaptive leadership is about the ability to mobilize people to tackle tough challenges and thrive.”(3) This adaptability turns potential obstacles into valuable learning opportunities, fostering a culture where innovation flourishes. 4. Systems Thinking: The Backbone of Scaling Scaling requires systems—not just enthusiasm. Systems thinking helps leaders see the organization as a connected ecosystem instead of separate silos. When leaders align processes, technology, and people around a common purpose, scaling becomes a structured and sustainable process. This includes:
Leaders who incorporate systems thinking into their culture build scalable structures that can adapt and grow without sacrificing agility or creativity. 5. Launching and Sustaining the Scaled Idea Launching a scaled idea requires momentum — but maintaining it requires consistency. Successful leaders develop scalable frameworks that keep clarity as the organization expands. They repeatedly communicate the purpose behind the idea, making sure every team member understands how their work contributes to the larger goal. Three key strategies to sustain momentum include:
Scaling is never a one-time event. It’s a living process of refinement, driven by leadership vision and a culture of shared ownership. Applications for At-Home Entrepreneurs Scaling isn’t just for big organizations — it’s just as important for solopreneurs and home-based business owners. The key is to think like a leader, even if you’re leading yourself. For at-home entrepreneurs:
Basically, growing from home starts with thinking ahead — imagining how your idea could connect with more people, more effectively, without losing your genuine touch. Conclusion and Call to Action Scaling ideas from a leadership perspective is about more than just business growth — it’s about creating a legacy. It’s how vision transforms into value, and inspiration turns into impact. Leaders who see scalability as a discipline — not merely a phase — position themselves to drive change, empower others, and build something enduring. So, take that idea you’ve been nurturing and ask: What would it take to make this bigger, stronger, and more sustainable? Then lead — one intentional step at a time. Thank you for reading, Richard Sources
 AI Generated Summary: When you lead by example, you establish credibility, trust, and alignment within your team. This article explores five key steps for demonstrating leadership in the workplace and shows how to apply them, whether you’re in a corporate role or a solo entrepreneur working from home.
“Employees who felt that their leaders treated them with respect were 63 % more satisfied with their jobs, 55 % more engaged, and twice as likely to stay.” (1) As the saying goes, “People may doubt what you say, but they will believe what you do.” Modeling leadership—not just commanding it—is one of the most powerful yet underrated ways to influence culture, engagement, and performance. In a world where words often sound empty without action, the behaviors you consistently demonstrate as a leader resonate far more than your directives or speeches. If your team sees you living the values you preach (or failing to), they’ll follow that example—whether consciously or unconsciously. In this article, we’ll explore why modeling leadership is important, walk through a practical process, unpack how to launch your own modeling strategy, and show how even at-home entrepreneurs can apply it in their context. 5 Essential Points on Modeling Leadership 1. Why Modeling Leadership Is Essential
2. The Process: What It Takes to Model Leadership Well To model leadership intentionally, consider a four-phase process:
This process is closely tied to leadership theory models such as the “Three Levels of Leadership” (public, private, and personal presence) (2). Your private one-on-one interactions (how you treat individuals), your public modeling (how you behave in meetings and communications), and your internal grounding (self-awareness and beliefs) must all align. 3. How to Launch Your Own Modeling Strategy Here’s a practical six-step launch plan:
Over time, consistency fosters trust—and influence grows. The more people see you “walking the talk,” the more your words carry weight. 4. Why Modeling Leadership Is Hard — and How to Sustain It It’s one thing to intend behavior; it’s another to sustain it day in, day out. Obstacles often include:
To sustain modeling:
5. Applications for At-Home Entrepreneurs Just because your “team” may be very small, it doesn’t mean that modeling leadership isn’t important. For solo or small-team entrepreneurs working from home:
Even when your “team” consists of just you and maybe one or two collaborators, your modeled leadership influences how your work is viewed, how your relationships develop, and whether your operations expand smoothly. Conclusion & Call to Action Modeling leadership isn’t a luxury or an optional extra — it’s essential for influence, trust, and sustainable growth. When your actions consistently mirror your core values, your words carry more weight, your culture becomes stronger, and your leadership legacy naturally begins to spread. Here’s your quick call to action: pick one behavior (e.g., “pause and ask questions before deciding,” or “own my mistake publicly”) and commit to practicing it visibly this week. Announce it to someone (your team, a peer, your spouse). At the end of the week, journal or reflect: what did you notice in yourself? What shifted in others? Thank you for reading, Richard SourcesBy seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you: Podcasts available at 8 AM Central Time on:
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Summary: In a world defined by change, uncertainty is not a threat—it’s an opportunity for growth. Discover how confident leaders embrace uncertainty with curiosity, resilience, and purpose to create workplaces that thrive in transformation. Uncertainty is no longer an occasional visitor—it’s a permanent colleague in today’s workplace. From rapid technological disruption to shifting employee expectations and global economic volatility, the only predictable thing about modern work is that it will keep changing. Yet amid this unpredictability, one skill stands above all others for leaders and professionals alike: the ability to embrace uncertainty with confidence and clarity. As leadership expert Margaret Heffernan writes in Uncharted: How to Map the Future Together, “Uncertainty is where things happen. It is where the opportunities—for success, for happiness, for really living—are waiting.” Her words remind us that uncertainty, rather than being something to fear, can be a powerful driver of creativity, innovation, and growth. 1. Redefine Uncertainty as the Space of Innovation It’s human nature to crave control. Neuroscientists have found that uncertainty activates the same areas of the brain as physical pain, which explains why people often react defensively when faced with the unknown. But what if, instead of resisting, we chose to redefine uncertainty as the space where innovation lives? Think about the evolution of remote work. Before the pandemic, flexible work models were viewed as risky or impractical. Today, they’re mainstream. What changed? Leaders and organizations were forced to adapt to uncertainty—and discovered new ways of working that improved both productivity and well-being. In business and in life, uncertainty often precedes progress. The key is to approach it not as chaos, but as an invitation to imagine something better. 2. Cultivate the Skill of Emotional Resilience Uncertainty can shake even the most confident leaders. Yet the ability to stay grounded in moments of ambiguity is a hallmark of emotional resilience. Psychologist Viktor Frankl, a Holocaust survivor and author of Man’s Search for Meaning, observed, “When we are no longer able to change a situation, we are challenged to change ourselves.” That insight is particularly relevant in today’s workplace. Resilient leaders don’t suppress fear or frustration; they acknowledge those emotions while choosing how to respond. They remain flexible in mindset, steady in behavior, and compassionate toward others who may be struggling. Practically speaking, this means encouraging reflection and dialogue within teams, allowing space for both discomfort and optimism. Emotional resilience doesn’t remove uncertainty—it gives us the strength to navigate it constructively. 3. Communicate Honestly, Frequently, and with Empathy Few things fuel workplace anxiety like silence. When people don’t know what’s happening, they often fill the gaps with worry or speculation. That’s why transparent communication is essential in uncertain times. According to research by Gallup, employees who strongly agree that their leaders keep them informed about organizational changes are four times more likely to feel engaged at work. Communication doesn’t have to mean having all the answers—it means showing up, listening, and telling the truth as you know it. Consider the example of a mid-sized company facing a major restructuring. Instead of issuing impersonal memos, the CEO hosted open forums where employees could ask questions directly. He didn’t always have concrete solutions, but his willingness to be present and honest earned him credibility and trust. In both business and life, clarity and empathy are stabilizing forces. They remind people that even when the path ahead is unclear, they’re not walking it alone. 4. Replace Control with Curiosity Many leaders fall into the trap of believing they must always be in control. Yet, as Harvard Business Review points out, “The best leaders in times of uncertainty are those who ask the best questions, not those who deliver the fastest answers.” Curiosity transforms uncertainty from threat into opportunity. When we adopt a learner’s mindset, we stop fixating on what might go wrong and start exploring what might go right. In a practical sense, this means experimenting with new approaches, inviting diverse perspectives, and being open to ideas from every level of the organization. It also applies personally—when life throws us curveballs, curiosity helps us respond with openness rather than fear. The leader who asks “What can we learn from this?” is already on the path to progress. 5. Anchor in Purpose When everything feels unstable, purpose becomes the anchor. Simon Sinek famously said, “People don’t buy what you do; they buy why you do it.” The same principle holds true in leadership: when people understand the why behind decisions, they’re more likely to trust the journey—even if the destination isn’t yet clear. Purpose brings coherence to chaos. It reminds leaders and teams that the mission endures, even when strategies must shift. In life, our sense of purpose can steady us through transitions, helping us align decisions with what truly matters. Purpose doesn’t erase uncertainty—it gives it meaning. The Leadership Opportunity in Uncertain Times If the past decade has taught us anything, it’s that uncertainty is here to stay. But that’s not bad news—it’s a call to evolve. The leaders who thrive in this new landscape are not those who cling to old systems of control, but those who embrace uncertainty as a natural part of growth. They foster trust, build resilience, and remain grounded in purpose while exploring new possibilities. In the end, embracing uncertainty isn’t about predicting the future—it’s about being adaptable enough to meet it with courage and curiosity. As the poet Rainer Maria Rilke wrote, “The future enters into us, in order to transform itself in us, long before it happens.” The question is not whether uncertainty will come—but how we will choose to lead through it. We Leave You With Five Coaching Questions to Help Teams Navigate Uncertainty.
These coaching prompts can be used in one-on-one conversations or team discussions. They foster reflection, engagement, and confidence—turning uncertainty into a shared journey of learning and leadership. Thank you for reading, Richard ________________________________________ By seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you:
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Note: Script and Image is A.I. Assisted  AI Image Managing people is a complex responsibility that becomes even more challenging when personal friendships exist between managers and employees. While workplace friendships can foster a positive and collaborative atmosphere, they can also lead to conflicts of interest, perceived favoritism, and difficulties in making objective decisions. Striking the right balance between maintaining personal relationships and fulfilling managerial duties is crucial for ensuring fairness, professionalism, and workplace harmony.
And that's what this article is all about. The Importance of Keeping Personal Friendships and Management Separate A prominent challenge managers face when overseeing friends is maintaining an unbiased and professional approach to leadership. When personal friendships influence workplace decisions, trust among other employees can erode, creating an atmosphere where favoritism is suspected. To prevent this, managers should:
How to Communicate Managerial Issues to a Friend Without Breaking the Friendship Difficult conversations are inevitable in any management role, but they can be particularly challenging when discussing matters with a close friend. To navigate this effectively:
Separating Personal Issues from Organizational Issues Blurring the lines between personal relationships and professional responsibilities can lead to unintended conflicts. Managers must ensure that personal challenges do not affect workplace decisions and vice versa. Best practices include:
Conclusion Navigating friendships as a manager requires a delicate balance between professionalism and personal connection. Managers can preserve leadership integrity while sustaining friendships by setting clear boundaries, maintaining fairness in decision-making, and fostering open communication. The key is to remain objective, respectful, and committed to organizational goals while ensuring that personal relationships do not interfere with managerial duties. Call to Action If you are a manager with close personal friendships at work, evaluate your approach to maintaining a professional and fair environment. Reflect on your boundaries, communication strategies, and decision-making processes to strengthen your leadership and friendships. Remember, a balanced approach benefits not just you but the entire organization. Thank you for reading; continue strengthening the leader/manager within you. Richard Note: AI image and article assisted. By seamlessly integrating business, work, and life, we craft a virtual tapestry of well-being, skill development, business growth, workplace culture, and leadership, helping you become your best self. Note, some links in this video are affiliate links; if you make a purchase, we will earn a commission. We provide FREE weekly learning opportunities for you:
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 We all have the potential to become a leader, yet many fall short in developing their ability to become one or to reach beyond the status quo. There are a variety of reasons why this may be so ranging from not knowing what to do to sheer laziness in becoming the best that they can be as leader. If you want to develop your leadership abilities then the five points covered in this article may help you to overcome areas that may be holding you back. 1: Become a Follower. The heading of this topic may sound counterintuitive to you but consider this. There are potential leaders who view becoming a follower as something beneath them, whereas it is an essential quality for moving forward. There are few if any leaders in the world who have become one without the help and advice of other leaders. Excellent leaders have learned to be excellent followers in their development. Find yourself a mentor. Follow him or her around. Watch what they do and glean the positive elements of their actions. A leader-mentor is someone who has more experience than you, someone who you look up to and want to be like. Someone who shares your values, ethics and principles. A mentor will help you become focused and motivated; provide you with honest feedback; teaches you to problem solve and encourages your growth and development. You need not be ashamed to follow and be inspired by someone. You will learn much more than if you walk alone. It takes a bit of humility to follow someone, but if you don’t you will never have what is needed to guide others. Following a mentor also prepares you to become a mentor of other potential leaders. 2. Be A Continuous Learner. Make a point of nurturing a growth mindset. You can’t know everything, but you can become an expert in your field. And it is in this capacity that you will be trusted. Open your mind to not only learning the ‘hard technical skills’ in your area of expertise but also the ‘soft skills’ you will need to relate to others. Leadership is about engaging others to move forward, to follow a vision and to have others take action on a shared vision. In order to do that leaders need necessary soft skills to engage their followers. 3: Know your Values and Commit to them. Great leaders believe in firm positive values. Take the necessary time to uncover your values and then live and defend them. One of the major breakdowns among leaders is that they do not follow the values they preach. This is most unfortunate because followers become jaded, skeptical and seek to remove themselves as a follower. Here are five key values of successful leaders.
4. Become a Public Speaker One of the most stressful and difficult skills is to become a public speaker. Yet if you want to become a leader you must acquire the ability to speak in front of an audience. There is no doubt that public speaking can indeed be stressful, and even scary, but it’s a habit you have to get into. Public speaking can be learned through practice as many have witnessed, for instance:
5. Passionately Adhere to Your Vision Spend the necessary time in cultivating your vision – where you would like to be. Followers follow a leader with vision. It has been said that most people like to be led but they only follow leaders who are passionate about their vision. In the process of leading with passion be yourself rather than being like someone else. Let your authenticity shine through your actions and continually act with integrity. These five steps alone will not make you a leader, but if you master them you will be on your way to become one. A measure of a good leadership is the ability to influence, thus by following these five steps you will learn what it takes to influence others. Thank you for reading and as always take care, be safe and become the best version of yourself. Richard Fontanie Resource: Become A Leader: Find the Leader Within You. Type in “Leader” in the search bar on the Front Page at www.fontaniemagazine.com and you will find 94 references for leader and leadership. Self-disciplined leaders motivate themselves to meet their goals. They do not need anyone’s outside help to get done what needs to get done. Of course they seek help if they don’t know ‘how’ to do something. In most cases they are self-learners and don’t wait to be told about their skill gaps. They know what they are. In the main though they do what they said they would do, whether they said it to themselves or someone else, and they do it even when they don’t feel like it. To get a better understanding of how leaders positively act with self-discipline let’s look at some examples.
1. Wake Up on Time – Leaders have no difficulty in waking up on time and focusing on their priorities. They are eager to get to work, get properly dressed, fed, exercised and out the door on time. Strong leaders also spend time in meditation first thing in the morning. They know that it’s simply self-discipline that gets them going each day. 2. Act Respectfully Toward Others – Everyone has impressions about the people they meet during the day. People react either emotionally or rationally to a person who cuts them off while driving to their destination; or when an individual is not performing to the best of his/her ability. With good self-discipline leaders will be respectful toward everyone regardless of their feelings, hunger, or mood at the time. 3. Eat Healthily – There are so many things out there to eat that aren’t good for us. A person who chooses to eat healthily 80 to 90 percent of the time is demonstrating excellent self-discipline. Leaders learn to say ‘no’ today to avoid short-term pleasure in exchange for a healthier tomorrow. 4. Daily Exercise – Some people really do love exercise and get a true "high" off it. But most of us don’t. Most often leaders go ahead and do their exercise each day because they are committed to their goals of keeping fit. They know that keeping fit allows them to have the energy they need to serve others. 5. Meet Deadlines – Leaders are self-starters. They are self-disciplined enough to make and meet deadlines without outside influence. They know what others expect of them and meet their requirements. If they are unable to do so they say so. For them self-discipline and strong self-management techniques go hand in hand. 6. Follow Through – A self-disciplined leader tends to do what they say they’ll do. They have follow-through. If they say they’ll get it done on Friday, they will do what they can to get it done on Friday without anyone reminding them. 7. Create Good Habits – A self-disciplined leader knows that the best way to stick to any goal is to create good habits surrounding that goal. For example, a leader who has a personal goal to get up an hour earlier to go to the gym knows that it’s going to be only willpower the first month, then after that, a habit will be created. Ask any leader and he will tell you that changing behaviours is not easy but to take on a new habit means changing behaviours. Leaders practice new behaviours until they become second nature to them. They also know that persistence is necessary because it takes about three weeks, and sometimes longer, of consistent action to change a habit. In conclusion it doesn't mean that a self-discipline leader never has fun. The ability to let go of a weakness and do what is right is the best example of self-discipline. We all have the potential to become a leader in whatever walk of life we have. An essential ingredient to living a successful life in business, at work or in life, is the ability to control what you can control using sound self-discipline practices. There is an old saying, “You can lead a horse to drink, but you can’t make it drink.” That’s right, you can’t make Blacky drink. If Blacky doesn’t want to drink, Blacky won't drink. The same applies to employees. You can show employees how to do something or request that they follow a certain policy, but you can’t make them to it. The key question for us then is, “How do we motivate employees to do the work and to follow what is expected?” The simple answer to that question is clear: we can’t motivate anyone. Yet everyone is motivated, but they are motivated for their reasons and not ours. So the foundational principles to motivation becomes: a) understand what motivates people; and, b) create a work climate for positive motivation.
Now here is the kicker. Not everyone is motived in the same way. What motivates me, doesn’t necessarily motivate you. We may be driven by different motivators. However there are a few general factors that encourage a motivated workforce. So in order to create a motivational environment two factors are at play: 1) what motivates a specific individual, and 2) what are the general motivational elements we can developed within the workplace that will encourage one to become motivated. Definition First let’s try to define motivation. Motivation relates to the internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. Generally motivation results from interactions among conscious and unconscious factors such as the 1) intensity of desire or need, 2) incentive or reward value of the goal, and 3) expectations of the individual and of his or her employer, team leader or supervisor. * Motivation then boils down to the reason or reasons someone has for acting or behaving in a particular way, and, the general desire or willingness to do something. Motivational forces Our motivational behaviors can be influenced by several factors: cultural, socio-economic, up-bringing, and recent research suggests by the neural programming of our brain. Nearly everything we do is driven by a motivational force. Our internal drives and needs lead to tension, which turn into some sort of action. The need for water results into thirst which motivates us to drink. Negative and positive motivational forces could include such factors as force (coercion) fear, influence, need, and desire. Depending how coercion, fear and influence are used, they could be negative or positive forces that act as drivers. For example a fear (negative force) of bodily injury could be used to implement a safety program (positive result). These forces can be packaged as extrinsic and intrinsic motivational drivers. Extrinsic motivation: Occurrences such as rewards, punishments, circumstances and situations which move us to action or behavior change. The force for extrinsic motivation may be positive or negative. Types of extrinsic forces include fear and incentives and at first appear negative e.g. “you do this or else;” “you do this, and you get that.” But fear motivates us when we are in danger, and an incentive may motivate to achieve. Usually fear and incentive motivation in the workplace are not long lasting. Intrinsic motivation: Doing something for its own sake without any obvious external incentive for doing so. For example: one wants to master public speaking for its own sake and not connected to any reward. An intrinsic motivational force may also be positive or negative depending on one’s need or perceived by another, for instance: I am motivated to sleep longer in the morning, which I perceive as good for my health, but viewed negatively by my employer if I am late for work. Types of Motivation So what are some of motivational drivers that may affect our motivational behaviour. Achievement Motivation: An intrinsic desire to go after and achieve goals. Here an individual is up-ward mobile and wishes to achieve objectives and advance on the ladder to success. A sense of accomplishment is important for its own sake and not for the rewards that accompany it. “To be the best” is their motto. Affiliation Motivation: An intrinsic drive for social relationships. People with this type of motivation work best with compliments about their favorable attitudes and co-operation. Competence Motivation: An intrinsic drive to be good at something. The individual wants to do quality work. People with competence motivation what to take mastery over the job and take pride in solving problems and find creative solutions when obstacles are in their way. They are good at learning from experience. Power Motivation: An intrinsic drive that pushes people to change a situation. These people want to create an impact in the workplace and are not afraid to take risks. Attitude Motivation: An intrinsic drive based on feelings. It relates to self-confidence, belief in one self, their attitude towards life and how they view the future and how they react to their past. Incentive Motivation: An intrinsic individual or team drive to reap a reward from some form of activity. “you do this, and you get that” sort of mentality. They look for awards, certificates, prizes, incentives to work harder. Fear Motivation: An extrinsic force that coerces someone to act against their will. It is immediate, gets the job done but doesn’t last in the long term. Motivational Theory There are over a dozen theories which attempt to explain motivation. Each has their place, but each is limited in scope. However taken together we can find some generic ideas that give us a better understanding of motivation as a whole. I will leave a review of these motivational theories for another time. For now here are three common ones you may wish to look up at your leisure: Jeremy Bentham’s Carrot and Stick Approach, Abraham Maslow’s Hierarchy of Need Theory, and Douglas McGregor’s Theory “X” and Theory “Y” Tips for creating a Motivational Environment Here are twelve tips for creating a motivational environment that I have found work well within any organization.
Thank you for reading, Richard P Fontanie.
In previous articles I explored the difference between delegation and empowerment. I suggested that delegation is something you “do” to people, whereas empowerment is something people have to do for “themselves.” In brief delegation comes from the organizational structure and involves the transfer of authority and responsibility. Empowerment is more intrinsic and involves taking increasing ownership through self-actualization and initiative. We delegate tasks and the authority to do the tasks, but we empower employees to take initiative to complete tasks without delegating them.
This article explores the concept of power as it applies to empowerment. However, we can’t talk about empowerment without first talking about interpersonal power and a power-dependency relationship between the LeaderManager and members of his or her team. Interpersonal Power What is interpersonal power? Simply put it is A’s capacity to influence the behavior of B so that B acts in accordance with A’s wishes. When someone influences another or a group of people to act in a certain way, that individual has power over them. Make no mistake about it, a LeaderManager has power over others but it’s how he or she uses that power that counts. It can be used positively or negatively. Let’s look at the different types of power LeaderManagers have and the ways in which they can misuse them. Types of Power: Coercive Power: This is the use of power by force, where fear is a consequence. Coercive power may be appropriate in circumstances where safety or health is concerned. Think about a regulation that if not followed garners a significant fine. In this sense one is coerced to follow the regulation for fear of a fine. When LeaderManagers instill fear using ‘coercive power’ without due cause then it is usually misplaced. In such cases LeaderManagers use this type of power by instilling fear as a consequence of not doing what is being asked. It’s presented in such a way that it’s “my way, or the highway.” Reward Power: Under the heading ‘Reward Power,’ a LeaderManager can dole out special benefits or rewards to individuals or teams. Rewards come in the form of job assignments, schedules, pay or benefits. LeaderManagers can do this in a just way, for instance, an employee is hired to do a job and receives payment and benefits accordingly. They can also use ‘reward power’ to manipulate others: “You do this, and you will get that.” Performance appraisals are at times packed with misuses of reward power. Often ‘reward power’ turns into internal trade wars with people competing for favors. Legitimate Power: With ‘Legitimate Power’ or ‘Positional Power’ the LeaderManager can expect, considering his or her position and the employee’s job responsibilities, the employee to comply with legitimate requests. The misuse of this power could occur when the LeaderManager is caught up in her position to such an extent that she overuses it. Sometimes this can boarder on bullying such as “do this because I said so,” or “do this because I’m your boss.” Expert Power: Many LeaderManagers have advanced within an organization or have been hired from outside because of their expertise. Knowledgeable LeaderManagers can be a blessing for an employee or a block to employee growth. A blessing when employees refer to them for advice and help; a block when they think they ‘know it all’ and coerce (there’s that power force again) others to do it their way because they know best. In this latter instance they do not give employees room to develop or try new approaches. The result stifles innovation. Referent Power: Referent Power occurs when the LeaderManager likes an employee and enjoys doing things for him or her. “Referent power’ could also be used in reverse. The employee enjoys doing things for the LeaderManager. It becomes a force for mutual admiration. Not that there is anything wrong with this. In fact, when done appropriately it makes for a happy workplace. However, it goes awry when ‘favoritism’ becomes the norm and the LeaderManager pits one against or over another. Information Power: The LeaderManager often has data or knowledge that employees need to do their job correctly or to ensure the team is working collaboratively and appropriately. That information should always be shared. There are times when the LeaderManager may have information that he should not share. It is deemed confidential information. When approached about that information the LeaderManager can change the subject, say nothing or say it is a confidential matter. What he shouldn’t do is open the door to the subject then say, “I have the information, but can’t share it with you.” Or “I know something that you don’t.” Connection Power: LeaderManagers have connections with other powerful people within an organization. They often have close ties with owners, shareholders, other managers and leaders, as well as other movers and shakers within the wider community. They can be door openers for employees who are on a developmental track. They can also be door closers. Inappropriate use of ‘connection power’ occurs when the LeaderManager threatens or hints to an employee that he has the power to both open and close doors for her unless she follows his directives. Moving to Empowerment When we talk about sharing power through delegation or using influencing power as mentioned above we are not talking about ‘empowering power.’ Empowerment allows others to use their power. It gives employees the freedom to make decisions and commitments on behalf of themselves. It goes beyond delegation and could be referred to as “delegation for grownups”. It is a process that gives the individual room to grow and develop. They take on power for themselves to make decisions in the best interest of their organization, colleagues and customers. Empowerment also comes with an important caveat. It comes with concomitant responsibility and accountability. It is about individuals taking ownership, responsibility and accountability for the choices they make and the resultant outcomes. Individuals take power unto themselves but they are accountable. LeaderManagers cannot empower anyone, but they can create an environment where the empowerment message can grow. The more they give authority to employees to make decisions and take action on their own, the more likely the employees will learn to become empowered. Be careful however, empowerment is not a “right” but a privilege and people need to first earn the privilege to become empowered. “…every employee should earn the right to make a broader decision, take on additional authority, or be given latitude and discretion. Earned empowerment is the only valid empowerment culture…..Accountability and responsibility should always precede privilege. Give new employees the tools they need to succeed. Then make them earn greater authority and privilege.” Jeff Haden, bNet Power to Ponder. If you are a LeaderManager review the types of power outlined above. Think about how you are applying the types of power then rate yourself on a scale of 1(abusing) to 10 (positively using). What do the ratings tell you? Do you need to change the way you use the various power fields? How do you think your employees would rate you? Do you want to ask them? Would you say you are an empowering LeaderManager? How comfortable are you in creating an environment for empowerment? What can you do to improve a culture of empowerment within your team or organization? Click here to find Eight Steps LeaderManagers can take to create a culture of empowerment. This is another article in the Essential LeaderManager Skills Series |
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