What are the biggest leadership development mistakes you're making?

3 changes you can do to avoid the trap of not seeking feedback in your leadership: 1. Create a feedback-rich environment: Start your weekly 1:1s by inviting feedback 2. Conduct frequent 360-degree leadership assessments facilitated by external experts 3. Role model vulnerability: Share recent failures and invite others to comment on them Remember: Everyone has blind spots. The inventor of management theory Peter Drucker pointed out: "The bottleneck is always on the top of the bottle." By not inviting feedback you slow down the success of your organization.

And I would add before seeking feedback, create a process by which you're building your self-awareness, identifying what makes you tick and what ticks you off. Keep a list of events, how you reacted, what triggered your reaction, how you would like to respond the next time this happens, and what you'll put in place to make it happen. THEN, seek feedback to evaluate your progress and get insight into how others perceive you and your behaviours. Starting with yourself first helps you stay focused on what you control and can change, feedback helps provide direction like a trusted GPS.

We often don’t realise that we are micromanaging. Good indicators are that feeling of having to ‘step in and do everything’ or hearing yourself say ‘it’s faster if I just do it myself’. You might ask yourself ‘can anyone else do this instead if me?’ And answering ‘no not really’. Reframe the question and ask ‘who should be doing this instead of me?’ And then delegate. Remind yourself that if you are being the rescuer, you assigning the role of victim to your team. Expect mistakes and prioritise communication channels that support knowledge sharing and surfacing of issues.

Provide Clear Instructions. When delegating it is important to clearly communicate the task's objectives, expectations, and any specific guidelines. Ensure that the team member understands what success looks like and has all the information they need. In addition, Set Realistic Expectations. Define deadlines and priorities that are reasonable and aligned with the team member's workload. Avoid overloading them with too many tasks at once. Lastly, Empower Decision-Making. Delegate authority along with responsibility. Give your team member the freedom to make decisions within their expertise, which fosters a sense of ownership and accountability.

Exceptional leaders don't diminish talent. They are multipliers. Multipliers, inspire on average 2x the capability of someone they lead. How? Because they develop others through five roles they excel at: The Talent Magnet: Talent magnets get access to the best talent because they know their talents will be fully developed. The Liberator: Liberators create an intense environment that requires people's best thinking and work The Challenger: Challengers define opportunities that challenge people to go beyond. The Debate maker: Debate makers engage people to find sound decisions that people understand and can execute efficiently. The Investor: Investors give other people the investment they need to produce results.

Our job as a leader is to help develop our team members. There is nothing more gratifying than supporting the team, helping to further develop their personal development plan, and assisting in fulfilling their dreams.

This is why Leadership Development with your staff through effective Delegation is so important. In providing your staff opportunities to lead (manage resources and develop people) they will utilize the basic frameworks they have been taught but fill in real time gaps with their or their teams solutions. Which will be unique to them and their experiences. Since age and experience will vary, the variety of solution over time will develop into a progressively better solution set. One does not have to seek change for change sake the team will bring it forward. Also with a developed team one or more members will see writings on the wall of the greater shifts. They can act as your guides into these new eras.

Change is constant and as leaders, we have to model the way as our teams pay attention to us. We need to embrace change and realize that while not all change is positive, we can still grow through it.

Things break when they're not properly maintained. People too. If you "can't leave" or you're the only one who can do things.....that's a problem.

In my executive coaching practice, I firmly believe that a leader's effectiveness is intertwined with their mental health, well-being, and self-care practices. The demands of leadership can be relentless, and neglecting one's mental health can lead to burnout, diminished decision-making, and strained relationships. Self-care is not indulgence, but rather an essential strategy for maintaining resilience and clarity. By prioritizing mental and emotional well-being, leaders can model healthy behaviors for their teams and create a positive work culture. I emphasize that self-care isn't a luxury; it's a necessary investment in sustained leadership success. My coaching approach underscores the importance of self-awareness and stress management.

Would love to add one more Not trusting anyone's ability . As a result micromanagement .I see a lot of leaders who do micromanagement. The main reason they fail to delegate as they don't trust anyone .They feel they are the only one who could accomplish the task effectively.

A mistake I have seen leaders make is focussing on task achievement in the absence of a sense of purpose. A key aspect of leadership is to build your approach based on a clear sense of who you are - informed by your values and a clear sense of what you and your team wish to achieve.