Leadership Development Programs

I've interviewed 100s of people for 6-figure roles. (Here's what nobody tells you...) It's not the most qualified candidate who gets the job. It's the best prepared for the interview. How to prep like the top 1%: 1. Research the company like you already work there. ↳ Know their challenges, victories, and latest news. 2. Practice your answers out loud. ↳ What sounds good in your head may not when spoken. 3. Prepare 3 specific stories that showcase your skills. ↳ Focus on your adaptability and leadership. 4. Study the job description. Find the top 3 skills they want. ↳ Then craft examples proving you have them. 5. Do a mock interview with a trusted person. ↳ Someone who will give you honest feedback. 💡 And 7 questions to ask that make YOU stand out: 99% of candidates ask basic questions at the end. Don't waste this opportunity to impress! Ask these instead: ➟ What does success look like in the first 90 days? ➟ What are the biggest challenges facing the team that I could help solve? ➟ How would you describe the management style of the person I'd be reporting to? ➟ What distinguishes your top performers from everyone else? ➟ How does the company support professional development and growth? ➟ What made YOU decide to join this company, and what keeps you here? ➟ What do new employees find surprising after they start? The best candidates don't just answer questions. They create meaningful conversations. Remember: Interviews are a two-way street. You're evaluating them just as much as they are you. You spend 90,000 hours of your life at work. Choose a company and manager that support your growth. Your career will thank you. P.S. What's your best tip for nailing your interview? Share in the comments to help others prepare. ♻️ Valuable? Repost to share with your network. 🔖 Follow Justin Wright for more on career success. Want my 80 best cheat sheets? Get them here for free: BrillianceBrief.com   

Before I knew 5 things about management, I would stress about these 5: •Holding my team accountable •Feeling like I had to know everything •Managing my time - between my team, stakeholders, leaders and myself •Delegation, feeling like I was losing control •Giving my team critical feedback Then I focused on these 5 and I started winning: 1. Delegation = Growth (for you and your team member) ↳Accept that team members will not do things exactly like you would. Provide the necessary context and resources, set the right expectation and have checkpoints along the way for support. 2. Learning is a Continuous Journey ↳Lean on your curiosity, ask questions and admit when you don't know something. Accept the fact that you can't know everything. Your value lies in your ability to learn. 3. Goals are Empowering ↳Set goals with each team member (for growth and delivery), review them regularly. This will enable autonomy, drive ownership, support accountability and promote growth. Leverage frameworks such as SMART or OKRs for crafting effective goals. 4. Crucial Conversations drive High Performance ↳Provide feedback on a timely basis and be precise about what was done vs. what was expected, and the resulting impact. Agree and follow-up on next steps. Be firm on the result and caring in your approach. 5. Time Management Own your calendar. Block time in advance for your priorities (key initiatives, 1:1s, self-care and personal time etc.). Leverage productivity methods such as Eat the Frog (get the hardest task done first thing) and Deep Work. From an overwhelmed rookie manager → to a confident, effective manager. 🔁 Useful? I would appreciate a repost.

It was unbelievably painful. When I became a first-time manager years ago, I made all the mistakes in the book. I thought I was on the right track. In reality, something had gone awry. By avoiding hard conversations about quality of work, I hadn’t setup my report for success. And when her presentation to senior leaders fell flat, I felt devastated. I knew it was my fault. Here’s 3 things I wish I knew as a new manager: 𝟭/ 𝗛𝗮𝘃𝗲 𝘁𝗵𝗲 𝗵𝗮𝗿𝗱 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀 𝘀𝗼𝗼𝗻𝗲𝗿 I focused on building rapport (good manager), but delayed giving candid feedback to my report about her work output (bad manager). I was avoiding confrontation—procrastinating until the “right moment” struck (never did). Since then, I’ve learned to lean into the discomfort. If there’s a performance concern, sit down privately with your report, explain the concern openly, point to specific pieces of work, share examples of what “good” looks like, and invite them to give their feedback. 𝟮/ 𝗔𝗱𝗮𝗽𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝘀𝘁𝘆𝗹𝗲 𝘁𝗼 𝘁𝗵𝗲 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 The beauty and curse of managing people is that each person is a unique combination of skills, motivations, and behavior. While I can “get out of the way” for certain skilled and motivated high-performers, the same approach would be a disaster for reports who are struggling due to weaker skills. The challenge is to listen and observe your report intently—so you understand which style to use to help them perform at the next level. 𝟯/ 𝗗𝗲𝗹𝗲𝗴𝗮𝘁𝗲 𝗺𝗼𝗿𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 As a manager, my reports frequently raise concerns about other people. Early on, I would immediately jump into problem-solving mode. This got me overwhelmed. Fast. Later, I learned to first ask, “Have you talked to the person about your concern?” 80% of the time, the answer is no. Then I would make it my mission to coach my report to independently resolve their conflict. If I succeeded, they’d be empowered to handle a wider range of situations on their own. **** P.S. If you’re making a change, I coach tech professionals to make career transitions and build wealth abroad. Slide into my DMs and join my past clients at companies like Google, Meta, Square, & Stripe.

Leadership development is not just a one-time training event (time to change): Is your organization truly investing in its leaders? Developing leadership is more than just a one-time event. It needs an ongoing approach with several key parts. To grow strong leaders, focus on these four areas: 1️⃣ 𝗔𝘀𝘀𝗲𝘀𝘀𝗺𝗲𝗻𝘁 & 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸: ↳ 360-degree feedback for strengths & areas to improve. ↳ EQ and leadership skills make sure leaders are balanced. ↳ Career plans give a path for growth. ➟ 𝗔𝗖𝗧𝗜𝗢𝗡: Do regular assessments to track progress. -- 2️⃣ 𝗖𝗼𝗮𝗰𝗵𝗶𝗻𝗴 & 𝗠𝗲𝗻𝘁𝗼𝗿𝗶𝗻𝗴: ↳ Executive coaching offers personal guidance. ↳ Peer coaching creates a supportive environment. ↳ Mentor relationships build trust and share knowledge. ➟ 𝗔𝗖𝗧𝗜𝗢𝗡: Set up a coaching and mentoring program. -- 3️⃣ 𝗪𝗼𝗿𝗸 & 𝗘𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲: ↳ Stretch assignments challenge leaders to grow. ↳ Action learning mixes learning with real work. ↳ Real work experiences build practical skills and confidence. ➟ 𝗔𝗖𝗧𝗜𝗢𝗡: Give stretch tasks and encourage action learning projects. -- 4️⃣ 𝗧𝗿𝗮𝗶𝗻𝗶𝗻𝗴 & 𝗘𝗱𝘂𝗰𝗮𝘁𝗶𝗼𝗻: ↳ Blended learning uses different training methods. ↳ Common models & shared meanings ensure consistency. ↳ Aligning expectations and leader-led sessions reinforce learning. ➟ 𝗔𝗖𝗧𝗜𝗢𝗡: Make a training plan with blended learning methods that fit goals. -- Investing in these areas will grow your leaders and build a strong, innovative, and forward-thinking organization. Start today! __________ 💡 React if this resonated with you. 💬 Comment to share your thoughts. ♻️ Repost to benefit your network. ➕ Follow me for more content like this.     

7 Things I Wish Every New Leader Would Stop Screwing Up. Getting promoted into leadership doesn’t mean you suddenly know how to lead. It means you’ve just started learning how not to mess it up. As a leadership coach for new leaders, I can tell you—these 7 habits separate the managers people tolerate… from the leaders they follow. 👇 1. Delegate. Don’t micromanage. If you’re still doing the job you hired someone to do, you’re not leading—you’re hoarding. Focus on outcomes, not tasks. Delegate with clarity, then get out of the way. 2. Have tough conversations early. What you avoid becomes your culture. One underperformer protected for too long becomes the standard. Address issues early. Be direct. Be kind. Be clear. Don't let problems rot in silence. 💥 3. Give timely, specific feedback. No one grows from “good job.” Be surgical. Be fast. Be honest. Replace annual reviews with weekly micro-feedback loops. 💥 4. Tailor your style to each person. Leadership is not one-size-fits-all. Some people need autonomy, others need coaching. Know the difference. Adjust accordingly. 💥 5. Listen more than you talk. If you walk into every meeting with all the answers, you’ll leave with zero buy-in. Ask more questions. Give space. The quieter you get, the more you hear what matters. 💥 6. Make time for big-picture thinking. You’re not just a doer anymore—you’re a direction-setter. Block weekly “CEO hours.” If you don’t make space to think, you’ll always be reacting. 💥 7. You’re human. Act like it. You’re going to screw up. You’ll overreact, under-communicate, or freeze. Own it. Learn. Move on. Great leadership is built in recovery, not perfection. Which one of these habits do you need to work on this quarter? 📩 Want to go from managing to leading? Book a session. Let’s turn your potential into power. #FirstTimeLeadership #LeadershipCoaching #LeadershipHabits #NewManagers #LeadershipTraining

“This is my sixth manager in two years.” Sound familiar? That’s why the worst thing a new manager can do is take over the helm of the ship too quickly before they know what direction their team wants to go. Then, wonder why they’re experiencing disengagement, coaching resistance, missed quotas, team conflict and trust issues.   Making changes before understanding the current team landscape and dynamics will set you and your team up for failure.   Instead of assuming what would help, start by having a level-setting conversation so you can learn about each person’s goals, work-style, strengths, opportunities for coaching,  and how they want to be managed, motivated even held accountable. Here are several questions to open up the conversation. Remember, the questions flow both ways.   1-Let's start by sharing a little about ourselves, our background, current role.   2-How have you been managed before? 3-What worked? What didn't work? 4-How often did you meet with your manager for one-to-one coaching sessions that focused solely on your agenda? What was your experience? 5-What did you find most valuable in terms of how your manager supported you around achieving your goals? Least valuable? 6-What can I do that would make me your ideal manager?   7-How can I be your accountability partner so I’m supporting you around your goals and commitments in a way that sounds supportive and not like I’m micromanaging you? 8-Can you please share your expectations around how you want to (be managed, coached, work together, collaborate, communicate, handle problems, create mutual accountability, build a trusted relationship, etc.)? #leadership #salesmanagement #coaching

When I work with "new" leaders, one of the questions they frequently ask is for a "roadmap" or template of how they can be most successful. Of course there are a of possible answers. Frequently, folks say just be yourself. Don't try to become someone else, etc. I'm not sure that's 100% solid advice. Over the years I have come up with list (seems like it's always being updated) of ideas to become a better leader. 1️⃣ Understand Your Leadership Style Reflect on your strengths and areas for growth. A bit of EQ is critical here. Seek feedback from others to identify blind spots. Ask them directly for feedback. Create an easy forum to receive it. 2️⃣ Build Relationships with Your Team Take the time to learn about each team member’s skills, goals, and challenges. Schedule one-on-one meetings to establish trust and open communication. One-on-ones are a great tool. Use them regularly! 3️⃣ Set Clear Expectations and Communicate Them. Define roles, responsibilities, and performance standards. Communicate team goals and how they align with the organization’s vision. 4️⃣ Develop Active Listening Skills Practice empathetic listening to understand team concerns and ideas. Create a safe space for open dialogue and encourage diverse perspectives. 5️⃣ Lead by Example Model the behaviors, work ethic, and attitudes you expect from your team. Be transparent, accountable, and consistent in your actions. 6️⃣ Learn to Delegate Effectively (this is a true skill to be worked on always). Trust your team to handle responsibilities and empower them to take ownership. Focus on coaching and guiding rather than micromanaging. Micromanaging will be your kiss of death! 7️⃣ Foster a Culture of Feedback Give constructive feedback regularly and ask for feedback on your leadership. Celebrate successes and recognize team contributions. 8️⃣ Adapt to Change Be open to learning and pivoting as challenges arise. Stay informed about industry trends and how they might impact your team. 9️⃣ Invest in Personal Development Commit to continuous learning through books, training, or mentorship. Reflect on your leadership journey to evolve and improve. Network now. Don't wait to build relationships. 🔟 Focus on Building a Vision Inspire your team with a compelling vision for the future. Collaboratively create a roadmap to achieve team and organizational goals.

Waiting for the feeling of motivation is like waiting at a bus station that’s no longer on the route. Becoming a great leader isn’t about just: ➡️ saying the right things ➡️ having a good attitude ➡️ trying to keep your emotions in check Many people just go through the appearance of leadership like they are performing the role of “leader” and their habits are like a costume they put on and take off. Becoming a great leader is like anything else you are building and maintaining. It is a goal that you have for yourself and your organization. It, therefore, requires GOOD SYSTEMS. When motivation fails you; when life flips the script on you; when it rains, pours, and floods the messiness of people working with people… You can’t muscle your way to good leadership (rely on your emotions alone). You need good systems to follow. PRIORITIZE ✅ Prioritize strategically vital roles on your team and spend a disproportionately high percentage of your time coaching and developing these people. ❌ Not all people get equal attention. Treat your coaching capacity like the finite resource that it is. 💡 Delegate some coaching relationships to others who are building their skills and leading mini or sub-team units. ORGANIZE ✅ Schedule your 1 on 1’s, have a consistent agenda, and protect this time at all costs. ❌ Impromptu and “as needed” check ins are nice as a supplement to organized and consistent 1 on 1’s - not as a replacement for them. 💡 If you are having problems keeping up with them, schedule important ones for the beginning of the day and meet off site. This helps me remove the excuse of “the day got crazy”. LEVEL UP ✅ Treat your leadership development like a work out regiment where you have to develop your leadership muscles. What you read, listen to and take in from your own mentors are all part of going to the “leadership gym.” ❌ When you are with your people, this isn’t the time you’re building skill. It is when you’re using your skill. Athletes have clearly delineated times of PRACTICE and GAME TIME. You have to go to leadership practice. The office is game time. 💡A 10 minute section of a podcast on your commute to work; a 10-page routine every night before going to bed… there’s many ways you can build the PRACTICE times for feeding your leadership muscles. You’re not an imposter. You’ve just been led to believe that leadership is a quality. It’s not. It’s a skill. You wouldn’t be a great musician if you only pulled out your violin during concerts. Anyone you have ever admired for their great performance (athlete, musician, etc.) has practiced thousands and thousands of hours for something you saw momentarily. Their excellence isn’t a product of their goals. Everyone and their neighbor Phil has a goal. Their excellence is proof of the quality of their SYSTEMS. 🤘🏼

Really enjoyed leading the Unlock Your Leadership DNA program for the amazing lawyers and professionals Stoel Rives LLP earlier today (with my cat Dini serving as my executive assistant!). While we covered the fundamentals—directing, delegating, motivation—what really stood out were the less obvious takeaways that challenged how leaders think about their style. 💡 Your Strengths Can Be Someone Else’s Stress Many people assume their natural way of giving direction is universally clear. But what’s “efficient” for one style can feel abrupt or vague to another. For example, a fast-moving, big-picture leader (D or i style) may think they’re empowering their team with flexibility, while their more detail-oriented team members (S or C styles) experience it as a lack of guidance. The fix? Match clarity to the receiver, not just your own instincts. 💡 Motivation is Not About You—But Your Default Still Shapes It We all want to motivate our teams, but our default approach is often what we personally find motivating—not necessarily what works for others. Some leaders bring energy and vision, others stability and structure. Both can inspire, but only if they align with what their team members actually need. A simple shift? Instead of asking “How can I motivate them?” try “What already drives them, and how can I tap into that?” If you’ve ever struggled with how to develop talent across different personalities, this was a powerful reminder that self-awareness isn’t just about you—it’s about making leadership work for everyone you manage. Thank you Katina Cousar Wilson, PHR, SHRM-CP, CEP, MHFA for inviting me to lead this year's Stoel Leadership DE&I Impact Series! What’s a leadership habit you had to adjust once you realized it wasn’t landing the way you expected? Let’s swap lessons! 👇 #LeadershipDevelopment #Management #DiSC #LeadershipGrowth

Interviewing for a leadership role? Here’s what I’ve learned from interviewing hundreds of leaders over the years... Stepping into a leadership role isn’t just about proving what you’ve done, it’s about showing how you lead, how you think, and how you care. I’ve interviewed hundreds of leaders, and these are a few things that make them stand out: . Lead with vision, not just experience Talk about the why behind your work. Share how you’ve aligned your team with big-picture goals and helped them grow with you. . Show how you lead people, not just projects Culture, trust, development, empathy matter. Talk about how you support your team, especially through change or challenges. . Back it up with impact Whether it’s revenue growth, process improvements, or stronger engagement, help them see the results you’ve created. . Think beyond your role Great leaders collaborate. Show how you’ve built bridges across departments to solve problems and move the business forward. . Ask thoughtful questions Not just about the job, but about the mission, the culture, and how you can make a difference. That’s what sets leaders apart. If you're building a leadership team of your own, I’d love to support you. This is my passion, and it shows in the way we work at Nivalmi Consulting. #Leadership #InterviewTips #ExecutiveSearch #HiringWithHeart