Leadership

Stop leading like it's 1995. Modern vs. outdated leadership: Most managers want to "lead modern teams." But no one describes what that actually looks like. It's not a motivational speech or a new app - It's the small choices you make about: ↳How work gets done ↳How people grow ↳How decisions get made. Here are 11 shifts that separate outdated from modern leadership: 1. Performance Reviews ↳Old Style: Sitting down once a year for a formal review ↳New Style: Having short weekly check-ins to ask "What's working? What's stuck?" 2. Healthy Work Pace ↳Old Style: Sending late-night emails and expecting quick replies ↳New Style: Blocking off recharge time and encouraging people to log off 3. Productive Meetings ↳Old Style: Weekly status meetings for every project ↳New Style: Meeting only to decide or unblock 4. Tools and Automation ↳Old Style: Blocking new tools to keep control ↳New Style: Approving safe tools and automating repetitive work 5. Sharing Information ↳Old Style: Keeping updates in private meetings or email chains ↳New Style: Posting decisions and notes in a shared document or channel 6. Developing People ↳Old Style: Giving quick answers when someone brings a problem ↳New Style: Asking "What do you think we should try first?" 7. Everyday Recognition ↳Old Style: Saving praise for annual awards or big launches ↳New Style: Giving frequent, specific recognition in the moment 8. Scaling Leadership ↳Old Style: Requiring every small decision to come through the leader ↳New Style: Creating checklists or playbooks so others can decide without waiting 9. Planning and Strategy ↳Old Style: Writing a detailed annual plan and sticking to it relentlessly ↳New Style: Testing a small pilot, then expanding if it works 10. Hiring Talent ↳Old Style: Choosing candidates from well-known schools or companies ↳New Style: Choosing candidates who show they can learn quickly and adapt 11. Career Growth Paths ↳Old Style: Expecting employees to climb a single ladder ↳New Style: Supporting lateral moves, new skills, and trial roles None of these changes require a new budget or a new title. They just require managers willing to trade control for clarity - And old habits for better systems. Which one of these shifts feels most relevant to you right now? --- ♻️ Share this to help inspire more modern leaders. And follow me George Stern for more leadership content.

How can you bring out the best in people? I’ve been in leadership for over 20 years, and I’ve tried just about every approach—some were great, some flopped spectacularly. But there’s one formula that Frances Frei and Anne Morriss shared in the book Unleashed that works: Deep Devotion + High Standards. (Frances and Anne are amazing btw). Get the combination right, and you unlock the best in your people. Miss the mark, and your leadership falls into traps. High Standards, Low Devotion = Judgment You push for excellence but don’t offer the support needed to reach it. Your team feels crappy. High Devotion, Low Standards = Indulgence You genuinely care but fail to challenge. I’ll admit, I’m sometimes guilty of this with my kids 🙂 Low Devotion, Low Standards = Neglect You don’t expect much, and you don’t provide much. You will not get much. ✅ High Devotion, High Standards = High Performance You’re fully invested in people’s success while holding them to a high bar. This is where great leadership happens. So how do you make sure you’re leading with both deep devotion and high standards? Here’s what’s worked for me: 1. Set clear expectations (and don’t be vague) People should always know exactly what’s expected of them—no guessing, no surprises. Regularly communicate goals and hold your team accountable. 2. Give real, direct feedback No sugarcoating, no waiting for annual reviews. Be honest, be specific, and do it often. The best feedback helps people course-correct before things go off track. 3. Go to bat for your team If they need resources—more staff, better tools, your time—make it happen. Deep devotion isn’t just a phrase; it’s action. This isn’t easy, but leadership rarely is. The best leaders challenge and support in equal measure. How do you bring out the best in your teams?

Leadership isn’t a title—it’s a responsibility. I’ve watched so-called “leaders” distance themselves the moment things went wrong. ❌ Blaming their team. ❌ Dodging accountability. ❌ Saving face instead of standing up. And every time, it sent a clear message: “You’re on your own.” But real leadership works the other way around. Strong leaders step in—not step away—when their people need them most. Because leadership means: ✔️ Taking ownership, even when it’s uncomfortable ✔️ Supporting your team, especially when mistakes happen ✔️ Standing between your people and unnecessary politics, blame, or burnout It doesn’t mean ignoring problems or lowering expectations. It means: ✔️ Coaching instead of criticizing ✔️ Advocating for your team when they’re not in the room ✔️ Giving them the tools, confidence, and trust to succeed The best leaders don’t throw people under the bus. They build them up, challenge them to grow, and take responsibility for the outcome. A leader’s reputation isn’t built on how well they lead when things go right—it’s built on how they show up when things go wrong. Have you ever worked with a leader who stood up for their team? What impact did it have? Let’s discuss in the comments. ♻️ If this resonates, share it with your network. 🔔 Follow Dr. Chris Mullen for more insights on leadership and culture.

When I started leading a high-powered recruiting team, I had the traits of the TYRANT leaders I now call out. Here's why: Despite my degrees, certificates, and ongoing professional development, nothing prepared me to transition into leading. I still had an individual contributor (IC) mindset, which unintentionally led me to compete with my very capable team. At the time, I engaged in behaviors like: Taking over projects instead of developing my team. Working long hours, thinking it showed commitment. Making unilateral decisions vs collaborating. Giving orders instead of providing clarity and context. Hoarding information instead of communicating transparently. Prioritizing my metrics over team goals. A month in, my boss at the time sat down with me and told me to own my transition and to stop taking over work when someone asked for help. (she's one of the best Leader's I've ever had) To transform my mindset, I sought out a few internal sponsors and observed how they managed their teams. I also asked my team for feedback on where I could do better. Once I made the changes: mindset and action, I began demonstrating new leadership behaviors: Coaching my team and developing their problem-solving skills. ↳Created an authorization matrix to empower them to make decisions. Promoting work-life balance through prioritization and delegation. ↳I stopped working on vacation to set a better example. Making collaborative decisions to increase buy-in. ↳They worked on the reqs, so I asked for their ideas and where I could implement them. Painting a vision and equipping the team to get there themselves. ↳I translated the organization's vision down to how it affected our team goals. Openly communicating to build trust and transparency. ↳I promoted democratic decision-making and explained when it needed to be autocratic. Aligning on and championing team goals over my individual metrics. ↳I held weekly reviews where I celebrated their success because it was OUR success. Here's what I want you to take from this: 1. Develop your team's skills rather than trying to be the expert. 2. Delegate decisions to increase buy-in and leverage diverse perspectives. 3. Openly share information rather than hoarding knowledge and insight. 4. Recognize and elevate your team's contributions rather than taking individual credit. #aLITTLEadvice #leadership

Early in my career, I landed my dream job… and immediately felt like an imposter. On day 3, my new colleague, Rina, spotted an error in my strategic plan. My first instinct? → Defend myself. → Prove I belonged. → Protect my ego. Instead, I swallowed my pride and said: “Walk me through how you’d approach it differently.” That single conversation unlocked solutions I’d never have seen alone. Six months later, we co-led a project that saved the company $1.4M. Not because I knew more than her. But because I realized: ✅ Working with people smarter than you is a blessing, not a threat. Here’s what most leaders get wrong: • They think leadership is about being the authority in the room. • They worry that smarter colleagues will overshadow them. • They fear being seen as “less than” if they ask for help. But the highest-impact leaders I’ve coached share one trait: They’re fiercely coachable. → They seek out people who know more. → They treat differences as assets, not threats. → They let go of needing to be the hero. That’s how careers grow, not in certainty, but in curiosity. The C.H.O.I.C.E.™ Framework makes this real: • Courage: Ask, even when your ego screams “don’t.” • Humility: Recognize brilliance in others. • Openness: Let new ideas replace old assumptions. • Integration: Apply what you learn fast. • Curiosity: Keep asking “What else could be true?” • Empathy: Celebrate others’ strengths instead of competing. 🛠 3 Ways to Turn “Smarter People” into Your Career Advantage: ✅ Flip the script. → Instead of thinking “They’ll make me look bad,” ask: → “What could I learn from them that would take me years to figure out alone?” ✅ Invite co-creation. → Pull in the experts. → Say: “Can I get your eyes on this?” → Collaboration is rocket fuel for your influence. ✅ Say the magic words. → “I didn’t see that. Thanks for helping me get better.” → That’s leadership, not weakness. Here’s the truth no one wants to admit: If you’re always the smartest person in the room… you’re in the wrong room. 💭 Who’s the “smartest person” who made you better at your craft? ♻️ Tag someone who turns intelligence into collective wins. ➕ Follow Loren Rosario - Maldonado, PCC for human leadership.

Ever had someone bump into you in passing and you end up saying “sorry” ? Have you apologized for simply following up on an email? Why do so many of us apologize for things when we’ve done nothing wrong? 🥲 (I’m guilty of it, too!) The words you use at work shape how people see you — and how you see yourself. One small habit that silently weakens your presence? → Overusing “sorry” when there’s no need to. I wrote an article for CNBC about this exact thing. In it, I shared how over-apologizing sends a message you may not intend: that you don’t fully believe in your value, your ideas, or your right to be in the room. Here are a few quick swaps you can start using today: 1. Instead of: “Sorry I’m late.” Say: “Thanks for waiting.” 2. Instead of: “Sorry to follow up.” Say: “I’m checking in to see when you plan to review the document.” 3. Instead of: “Sorry, can I add something?” Say: “I’d like to add a quick thought.” Small changes, big difference. Your language is one of your strongest tools for building credibility and influence. Want more swaps and tips? Check out my article: https://lnkd.in/gdgW3Uri Want more practical ways to communicate with confidence? Grab my bestselling book Unforgettable Presence: https://amzn.to/4jm8SvD 📘

After 20 years of leadership (and countless mistakes), Here's what I wish someone had told me: Everyone wants the title. Few are ready for the weight. Being the boss isn’t just about power. It’s about pressure, perception, and people. Here’s what really changes when you step into the role: 1/ The Authority Paradox → You get more power but feel less powerful → Everyone expects clear answers in unclear situations → Your uncertainty must look like confidence 2/ The Echo Effect → Random comments become company doctrine → Casual feedback creates sleepless nights → Your mood becomes the team's weather 3/ The Reality Shift → You think you're managing projects → You're actually managing emotions → Technical problems are easy; human ones are hard 4/ The Trust Timeline → Build relationships before you need them → Crisis reveals trust, it doesn't create it → You can't withdraw from an empty bank 5/ The Hidden Weight → Watch who stops speaking up in meetings → Notice who's leaving early (or staying late) → Your most stressed team members hide it best 6/ The Shield Role → Absorb pressure from above → Filter chaos before it hits your team → Let them focus while you handle fire 7/ The Hard Truth → Delaying tough conversations multiplies pain → Clarity with empathy beats comfort with confusion → Teams respect honesty over artificial harmony 8/ The Success Trap → Your individual excellence got you here → That same excellence will sabotage your leadership → Learn to succeed through others' success 9/ The Growth Pressure → Self-doubt means you're paying attention → Questions are stronger than certainty → Your vulnerability gives others permission to be human No one's ready to be "the boss." But authenticity, empathy, and consistency bridge the gap. What leadership lesson hit you hardest? ♻️ Repost and follow Justin Bateh for more.

I was shadowing a coaching client in her leadership meeting when I watched this brilliant woman apologize six times in 30 minutes. 1. “Sorry, this might be off-topic, but..." 2. “I'm could be wrong, but what if we..." 3. “Sorry again, I know we're running short on time..." 4. “I don't want to step on anyone's toes, but..." 5. “This is just my opinion, but..." 6. “Sorry if I'm being too pushy..." Her ideas? They were game-changing. Every single one. Here's what I've learned after decades of coaching women leaders: Women are masterful at reading the room and keeping everyone comfortable. It's a superpower. But when we consistently prioritize others' comfort over our own voice, we rob ourselves, and our teams, of our full contribution. The alternative isn't to become aggressive or dismissive. It's to practice “gracious assertion": • Replace "Sorry to interrupt" with "I'd like to add to that" • Replace "This might be stupid, but..." with "Here's another perspective" • Replace "I hope this makes sense" with "Let me know what questions you have" • Replace "I don't want to step on toes" with "I have a different approach" • Replace "This is just my opinion" with "Based on my experience" • Replace "Sorry if I'm being pushy" with "I feel strongly about this because" But how do you know if you're hitting the right note? Ask yourself these three questions: • Am I stating my needs clearly while respecting others' perspectives? (Assertive) • Am I dismissing others' input or bulldozing through objections? (Aggressive) • Am I hinting at what I want instead of directly asking for it? (Passive-aggressive) You can be considerate AND confident. You can make space for others AND take up space yourself. Your comfort matters too. Your voice matters too. Your ideas matter too. And most importantly, YOU matter. @she.shines.inc #Womenleaders #Confidence #selfadvocacy

These 8 behaviours separate the good from the great: Most leaders get emotional intelligence wrong. I did too, for years. I confused it for: ❌ Never showing frustration ❌ Always keeping the peace ❌ Being everyone's best friend It's about: ✅ Creating space for tough convos (but having them) ✅ Being in control of how you react ✅ Being open (but not oversharing) Here are 8 ways the best show their emotional intelligence: 1/ They ask for the hard truth. ↳ "What's one thing I could have done better?" after every project. ↳ Track feedback patterns, fix them. 2/ They make small promises count. ↳ Follow through, especially on tiny commitments. ↳ Can't deliver? Flag it before they chase you. 3/ They absorb pressure (without spreading it). ↳ Take deep breaths before responding under pressure. ↳ If you're overwhelmed, say, "Let’s regroup in 5 minutes.” 4/ They set boundaries with grace. ↳ Replace "no" with "I can help tomorrow at 2". ↳ Exit overrun meetings with a short apology. 5/ They listen like a detective. ↳ Listen to understand first. Respond after reflecting. ↳ Assume good intent even if the delivery is bad. 6/ They show their human side. ↳ Share lessons from recent mistakes in team meetings. ↳ Admit when you don't know something. 7/ They choose their responses carefully. ↳ People’s reactions are about them, not you. ↳ Separate the message from the tone, focus on what’s useful. 8/ They chase growth relentlessly. ↳ Say, “That’s on me. Here’s how I’ll fix it.” No excuses. ↳ If you misread a situation, admit it and adjust quickly. The truth is: Emotional intelligence isn’t talking about your feelings all day. It’s using them to move forward. P.S. What’s the most common sign of high emotional intelligence to you? — Visual Inspo: Justin Wright — ♻ Repost to help your network lead the right way. ➕ Follow me (Will McTighe) for more like this.

The average tenure for a CMO/Head of Marketing in SaaS is just 18 months. That stat used to shock me. But after doing the job and talking to countless marketing leaders, I'm seeing a pattern. Here are a few of the reasons I'm seeing for the short tenure: 𝐌𝐢𝐬𝐚𝐥𝐢𝐠𝐧𝐞𝐝 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧𝐬 𝐟𝐫𝐨𝐦 𝐝𝐚𝐲 𝐨𝐧𝐞 Too often, there's no shared definition of success. Each stakeholder wants something different: CEO wants net-new revenue yesterday. Sales wants inbound SQLs on tap. Board wants category leadership. Without a single, documented definition of success (that's realistic and DOESN'T CHANGE next quarter), it will be hard for a marketing leader to win. 𝐓𝐨𝐨 𝐦𝐚𝐧𝐲 𝐟𝐢𝐫𝐞 𝐝𝐫𝐢𝐥𝐥𝐬, 𝐧𝐨𝐭 𝐞𝐧𝐨𝐮𝐠𝐡 𝐟𝐨𝐜𝐮𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐟𝐨𝐮𝐧𝐝𝐚𝐭𝐢𝐨𝐧 When growth is expected before the foundation is built, you're set up to fail. Right now, orgs are under pressure to grow, and grow efficiently. So, brand, positioning, ops, and data hygiene are treated as “nice-to-haves” b/c they don't deliver pipeline and revenue this quarter.  Building the plumbing after you turn on the water only floods the house. The foundational pieces are all critically important, but those take time. 𝐃𝐞𝐩𝐭𝐡 𝐚𝐧𝐝 𝐛𝐫𝐞𝐚𝐝𝐭𝐡 𝐨𝐟 𝐭𝐡𝐞 𝐣𝐨𝐛 To lead marketing, the CMO must be good at demand gen, branding, paid acquisition, product marketing, corporate communications, revenue operations, content marketing, etc. etc. etc. CEOs want a unicorn that knows how to do all this and more (HINT: this person doesn't exist!). Marketing leaders will almost always be good at either demand, brand or corporate comms, be good at another, then will have a gap somewhere else. 𝐓𝐡𝐞𝐲 𝐜𝐚𝐧'𝐭 𝐤𝐞𝐞𝐩 𝐮𝐩 𝐰𝐢𝐭𝐡 𝐭𝐡𝐞 𝐜𝐡𝐚𝐧𝐠𝐢𝐧𝐠 𝐦𝐚𝐫𝐤𝐞𝐭 𝐥𝐚𝐧𝐝𝐬𝐜𝐚𝐩𝐞 Markets change faster than ever, especially now. And the marketing leader's ability to read and predict where the market is going, then place their bets accordingly, will determine their success. That's why having industry knowledge is a huge advantage. And that's why many people call the CMO the chief 𝒎𝒂𝒓𝒌𝒆𝒕 officer. That's what I'm seeing but would love to hear what you think!