Read more about the article Leadership Feedback: 3 Powerful Ways to Uncover Blind Spots and Accelerate Your Growth

Leadership Feedback: 3 Powerful Ways to Uncover Blind Spots and Accelerate Your Growth

In my years as an executive coach, I've worked with many leaders - some at the top of their field, others newer to their roles - who have one thing in common: something, often invisible, is holding them back from reaching their full potential. Sometimes, it's a habit, a belief, or simply a blind spot they can't see on their own. Take a moment to think about the best leader you've worked with. What set them apart? Was it their infectious optimism, the way they united people behind a vision, or how they encouraged you to stretch well beyond what you thought possible? That's the kind of leadership we remember. But here's the truth I often see: even the most admired leaders still have room to grow. What distinguishes the best isn't perfection - it's their willingness to keep learning and evolving. Sometimes, areas for improvement are readily apparent, but more often, they're hidden, yet impacting everything from team morale to business results. The good news? Being curious and willing to listen, you can uncover those blind spots and use them to drive your personal growth. So, where are you now in your leadership journey? Are you actively seeking feedback, or maybe you've received some surprising comments you're not sure what to do with? You may sense there's more you could be but haven't quite figured out what's standing in your way. Here's what I've learned: introspection matters but real progress begins when you invite feedback from others—the people who see you lead every day. That's where fundamental transformation starts. Blind Spots:  Hidden Opportunities for Leadership Growth Blind spots are just parts of ourselves we can't see. I've worked with leaders who thought they were being crystal clear but whose teams felt uninformed. Others considered themselves decisive but were seen as impulsive by some colleagues. Recognising these gaps in perception is the first step to becoming an even stronger leader. Research from the Center for Creative Leadership shows that most leaders - at least half - have one prominent blind spot affecting their work (CCL, 2020). So, you are not alone in this journey of self-discovery and growth! Korn Ferry categorises blind spots into three buckets: trouble connecting with others, difficulty inspiring or developing people, and having a narrow focus rather than seeing the big picture. No matter where your blind spot lands, recognising it is already a leap forward. If you want to keep growing - and help your team do the same - the most effective move is to ask for feedback from those who work alongside you every day. The Power of 360-Degree Feedback So, how do you uncover what you don't know? That's where 360-degree feedback comes in. It's one of the most powerful tools I use with my clients. By gathering insights from your direct reports, peers, manager, customers and others, you gain an honest and empowering picture of your leadership impact. The Johari Window is a great model for this: it's a four-box model…

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Read more about the article Strategic Moves for Leaders at Career Crossroads: Navigating Your Next Steps

Strategic Moves for Leaders at Career Crossroads: Navigating Your Next Steps

As an executive coach who has guided senior leaders through career transitions for over a decade, I've noticed a common theme: even the most accomplished executives experience times when their career path is unclear, and they are unsure of their next steps. So if you're feeling this way, you are not alone. Perhaps you've mastered your current job or the challenges that once ignited your passion no longer spark excitement. On the other hand, you may simply be ready for a new chapter in your career. This isn't a time to lose momentum. It's an indicator of your next growth phase and a signal to recalibrate who you are as a leader, your unique value proposition, and your aspirations. Navigating Career Crossroads Career renewal is an exciting journey and one well worth taking! You need a proven process to guide you through your options as you creatively explore all perspectives and possibilities. Here are some suggestions for that process: 1. Press Pause, Don't Pull the Plug Before making any moves, create space for strategic reflection. Block out regular time each week and treat this commitment with the same importance as a crucial board meeting. Use this time to: Write notes on your peak professional moments over the years. Identify the challenges that have most energised and motivated you. List the tasks that absorb your attention and cause you to lose track of time. Note the aspects of past jobs that drained your energy. 2. Take Stock, Assess Your Capabilities Map out your career's load-bearing walls—the core competencies, relationships, and achievements that have enabled your success. Ask yourself: What are my most significant strengths? What limitations do I have, and how have I worked around them? How broad and active is my network, and who are my strongest advocates? Where do my expertise and market opportunities intersect? 3. Create Your Personal Job Scorecard Create a personal scorecard for evaluating career options. Think of it as 'reverse recruitment': you're setting the criteria for the job that best suits you. Review the following: What were the major sources of job satisfaction for you in past roles? How can your experience enable you to add value in a new position? Which emerging industry trends intrigue you most? Are there personal circumstances that will influence your choices? 4. Uncover Hidden Opportunities When you clearly understand what you need from your next role, focus on gathering information and insights that will lead you to new opportunities. Be courageous during this discovery phase: Connect with your network in fresh ways, seeking inspiration and diverse viewpoints. Join advisory boards or mentor startups for exposure to new industries and business models. Expand your horizons by attending conferences and workshops outside your current field. Consider enriching your skill set via executive education programs tailored to your interests. 5. Think Outside the Traditional Job Box Career paths are evolving as the nature of work itself continues to change. More executives opt for a "portfolio career" instead of long-term employment. Flexibility, multiple…

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Read more about the article 5 Crucial Tips For Success Before You Start Your New Leadership Role

5 Crucial Tips For Success Before You Start Your New Leadership Role

Securing a new executive role is exciting, especially when it offers career advancement and professional growth. Planning for success before diving into the position can give you a significant advantage. With 15 years of experience coaching newly hired or promoted leaders, we recognise some common mistakes and the challenges of recovering from them in the early days. Here are five crucial tips to consider before embarking on your first day on the job. 1. Get to know the business To what extent do you already know the business? Regardless of your prior knowledge or research, there will be much to learn once you begin. Be curious and open to gathering diverse insights from various people on the business, its operations, opportunities and challenges. Take detailed notes and use them to analyse the job and its context to understand fully what you are dealing with. If you discover any overlooked but problematic issues, address them promptly to create a positive impact in the short term. Newly appointed leaders tell us that documenting their findings has been invaluable for deciding how they would make a difference in the new role and for drafting an initial business plan for their manager or the board. Keep these objectives in mind; they will help you shape the questions you ask and filter the information you are given. Top Tip: Maintain a journal to record what you learn during your first 90 days.  2. Audit your leadership capability Do you view this new job as the next step in your leadership journey?  Orient yourself quickly to the job's needs by identifying the responsibilities you feel confident and well-prepared to handle. Next, explore any challenging areas and consider seeking guidance from a mentor or support from an executive coach to fast-track your learning. Reflect on how best to present yourself and your capabilities to your new colleagues. Some incoming leaders create and share an engaging story about their background, values, and priorities, allowing others to get to know them immediately. However, others neglect this incredible opportunity to make a positive first impression. Remember, when people first meet you, they are eager to learn about you and what it will be like to work with you. You can help them by establishing a warm, optimistic tone that promotes productive working relationships. Top Tip: Reflect on your personal brand to find an authentic way to describe yourself. 3. Connect with your manager How well do you know your new line manager? To establish a strong relationship with your new line manager, you must build on the rapport you developed when you were selected for the role. Observe their actions, communication style, and decision-making process to adapt effectively to their leadership style. You can expect to meet initially to discuss expectations, goals, and priorities. However, we have seen situations where this doesn't happen because the manager is preoccupied with pressing business matters or travelling. Occasionally, a manager may have such confidence in the selected candidate that they expect them to get right…

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Read more about the article 3 Ways to Maximise the Benefit from your 360 Degree Feedback Report
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3 Ways to Maximise the Benefit from your 360 Degree Feedback Report

So you have participated in a 360 degree survey on your leadership skills, several people who know you well have rated your skills and you are ready to receive the feedback. Well, are you? Ready, that is? Maybe you’ve had feedback before and you know the drill. You’re going to sit down with a feedback coach and go over the results in your 360 report. Which of the following describes what you are feeling right now? “Hopefully there won’t be any surprises and I can get back to work.” “I need to find something to work on in time for my review with my manager.” “I’m intrigued to know if people think I have done well building my team”. Whatever your thoughts about 360 or your level of motivation to receive and act on feedback, there are career-building opportunities in your report. You just have to find them! Look for Key Themes What trends are you seeing in the data? Do people see you stronger strategically or operationally? How’s your ability to motivate others? Is there a perception you step up to conflict or shy away from it? Look at the pattern of scores. Understandably, higher scores concentrated on a few skills will be evident for a linear career in one discipline, whereas a broader spread will result from a variety of diverse jobs and assignments. Pay special attention to the highest rated items, say your top five or six. They sum up your ‘personal brand’ and are vitally important. Having the right strengths will open doors for you to new opportunities. What do these themes say about your performance in your current role and the implications for your next move or future career? Are you seen the way you want to be seen? What do you need to address to get you from here to where you want to be? Read the Data Quantitative data, in the form of actual skill ratings, are very useful. It’s always good to see the numbers! You can compare the highs and lows and see how people view your relative strengths and weaknesses. High ratings across the board are a good endorsement of your overall ability. If, on the other hand, you have some very low ratings, people are sending a clear message that they want more from you. Don’t ignore them! Qualitative data in the form of written comments are invaluable. If people acknowledge your strengths and suggest ways in which you could improve, it adds real depth to the feedback. If this option is available in your 360 survey tool, make a point of asking raters to add comments when you invite them to participate in rating you. Seek Out Differences Some differences in the way others see you are to be expected. After all, your raters interact with you in different situations and each one brings their own opinion and perspective. If you have significant variations though, consider why. First, look for the gaps between your ratings and those of others. This is the real biggie!…

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Read more about the article Five reasons to unlock the talent in your team
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Five reasons to unlock the talent in your team

Are you prepared to discover and harness the potential talent within your team, to propel your business to new heights of success? Here are five compelling reasons why you should start now: 1. Discover a crucial skill you might not know you need A well-rounded view of your team's abilities means knowing their strong and weak points. One of your more vulnerable areas could suddenly become critical for your organisation. A successful leadership team experienced this when a significant customer restructured their business and unexpectedly removed them as a supplier. This painful setback happened after the team celebrated 360 feedback showing a strong bias toward action, accountability, and results. Sadly, they had overlooked low scores in strategic thinking and innovation. But, on the bright side, they immediately reviewed market trends and connected with customers to align with their short and longer-term plans. Ensure you take a future-focused look at your team's skillset to avoid such mishaps. 2. Draw on individual strengths and interests When people love what they do, productivity skyrockets. Creative ideas and innovations flow. By delving into each team member's unique capabilities, you can leverage their skills and interests for superior outcomes. For example, a leader saw an opportunity to revive a stream of business at risk of closure due to competitor activity. This individual was passionately committed to its continuation for customers who would be disadvantaged if it closed down. With a carefully drafted business case and astute planning, the leader won support to deliver an outstanding outcome. It shows that one person's vision and talents can make a huge difference. 3. Pinpoint the skills required to round out the team By recognising the different capabilities of team members, you can identify and fill any skill gaps, leading to a more balanced and effective team. When an executive team reviewed their organisation's employee engagement survey, they realised that inadequate technology frustrated many employees. Despite a sizeable investment to enable remote working, the executive team acknowledged they needed to do more to meet the needs of their people and their business. So rather than relying on IT, they took responsibility and educated themselves on how leaders can actively anticipate and support digital and technology solutions to advance their business. They subsequently rolled out a series of very successful information sessions to all managers in the organisation. 4. Continually track and enhance your team's abilities To keep your team at the top of their game, evaluate their skills regularly, offer them growth opportunities, and adapt to changes in the business world. Imagine a situation where you inherited a team that received very little meaningful development in the past. A newly appointed leader discovered that their team had made promises to customers that the company couldn't keep. To address this, the team needed to quickly gain negotiation and financial skills. The solution was a skills assessment followed by practical, hands-on sessions on creating win-win solutions to satisfy both the customer's and the organisation’s needs. This approach helped the organisation to…

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Read more about the article Results Agility: What is it and why should it matter to you?
Results Agility

Results Agility: What is it and why should it matter to you?

The word "agile" has become a buzzword in the workplace. It's commonly used to describe an iterative approach to software development and project management. But in the context of business challenges that leaders face in today's uncertain times, one of the most important terms associated with agile is Results Agility. It's a concept that's been around for a while. It's one of the critical components of Learning Agility, the construct that describes how people learn from experience and use that learning to their advantage to perform well. Results Agility is not simply about whether a person gets results or not. It refers to how they go about achieving them. It's the "how" that makes the difference. If you've ever worked for or with a leader who was slow to react, rigid in their thinking and seemed to find it difficult to change course quickly, you know exactly what I am talking about. You can probably contrast that experience with working for a flexible and adaptable person who was ready and willing to consider all options to achieve the right outcome. In other words, they were results agile. Understanding Results Agility People who demonstrate Results Agility have a strong desire to achieve goals, tackling them with drive and energy. Their signature strengths are resilience, resourcefulness and a willingness to take risks. They are not afraid to change their mind when new information emerges, or circumstances force them to take a new direction. Instead, they find the most effective way to move forward, regardless of conventional approaches. Results Agility is about pivoting. It helps people move quickly and intelligently when the situation calls for it or they discover better ways to solve old problems. Importantly, Results Agility comprises skills and techniques, typically described as behaviours. So, the good news is that you can learn it! Great Leaders are Results Agile Results Agile leaders tend to bring out the best in people. Open to learning, they are prepared to admit when they are wrong. They like trying new things and learning from their mistakes. They apply this thinking as they support their people, making it safe for them to do the same. People who flex their adaptability muscles are more likely to experience positive results as they push themselves and explore alternative courses of action for themselves and others. When people work for a results agile leader, they are happier, more motivated, and more engaged. They are likely to go the extra mile, think creatively and bring new solutions to the table. In summary, strong Results Agility makes leaders great. They are a pleasure to work with because they bring excitement to the workplace and convey a "can do" attitude. By raising the confidence of others to tackle challenges, they reinforce teamwork and empower others to achieve results. Where Do You Stand on Results Agility? Take a moment to think about yourself right now. Are you (a) energised by new, challenging assignments and overcoming obstacles to achieve stretch work objectives, or (b) do…

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Read more about the article Change Agility: a leadership priority

Change Agility: a leadership priority

Little did we know when we started writing about Learning Agility in 2019 that we were soon to face a worldwide threat that would cause millions of people to dramatically change their daily lives. We expected our next topic would focus on defining Change Agility and making a compelling case for it to be central to leadership development in 2020 and beyond. Now, we find ourselves in the grip of a global crisis. The coronavirus pandemic has reached more than 2.5 million known cases, claiming over 177,688 lives across 210 countries.* Revisiting our plan in this context, we quickly recognised that the mindset and behaviours associated with Change Agility are even more critical for leaders than before. To explain, we initially called out the need for leaders to: Understand the social needs of their people, especially during times of change. Cultivate curiosity and scan the environment diligently for opportunities and threats. Prepare for the future of work with strong growth in flexible working and remote teams. Today, we are seeing these in a new light through our coaching practice as we talk daily with leaders dealing with the critical issues of caring for their people and safeguarding the future of their business. Change Agility defined Energy for the new and different is the essence of Change Agility. We see it in people who embrace change and seek out continuous improvement, from small, incremental enhancements to large-scale transformations. As we look at the characteristics of change agile leaders, we see they: Regularly scan the environment, inside and outside the organisation, for opportunities and threats. Envision the future and project multiple scenarios to maximise their chances of success. Like to experiment and use an iterative process in devising new methods, products and services. Look outside the box to find creative and unique ideas they can bring to life. Recognise that change is unsettling for many and take steps to deal with their own feelings and alleviate the anxiety and fear of others. Encourage input from others, recognising that they themselves do not have all the solutions. How many of these are true for you? Take time to reflect on each point and ask yourself how much time and attention you devoted to practicing each one in 2019. What does this tell you about what you need to do differently in 2020? Honest self-appraisal An accurate view of our self and our capability is essential for leveraging strengths and managing weaknesses. Sometimes, we know what we need to work on for development, but don't prioritise the action steps that are required. At other times, daily pressures get in the way and we lose sight of the value of equipping ourselves with new skills, habits or the mindset that will make work easier and results more attainable. If you need inspiration on how to strengthen your Change Agility in the current environment, seek input from two or three people who know you well. Invite their suggestions on how you can strengthen your impact as an agile…

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Read more about the article People agility: a potential game-changer for leaders

People agility: a potential game-changer for leaders

People agility has emerged as a 'must-have' capability for leaders in today's complex and dynamic business world. Not only do leaders need to navigate this turbulent environment successfully themselves, but they also need to be the enablers for their people to solve problems and deliver results. One way they can create the inclusive, collaborative and innovative culture their organisations need is by consistently demonstrating a desire to explore, discover and learn with others. Simply put, it's about being agile in the way they engage with their people. However, many strategic and operational demands on senior executives can get in the way. People agility defined At first glance, people agility seems to describe the capacity to get on well with others, but there is more to it than that. People agility is the ability to take an open-minded, curious and flexible approach to people, looking for diverse opinions to broaden mutual understanding and achieve common goals. People agility is also about communicating clearly, adjusting the style, pace and message to the audience. It's being willing to take on a different viewpoint depending on the person or circumstances. People agile individuals learn quickly how to hear out opposing views and take care not to incite or escalate tension or conflict. These characteristics are rounded out by the ability to read people well and predict how individuals and groups will respond to various events and situations and being ready and willing to help others to excel. This is often referred to as 'emotional intelligence' or EQ. This is the second of five blogs on why Learning Agility matters for executive success, with specific tips for enhancing the people agility dimension for yourself and others. Social leadership Leading involves understanding the social needs of people, including those who consider themselves focused on tasks rather than people. It must be recognised that social engagement is fundamental to human health and well-being which has a significant impact on organisational performance. Dr Matthew Lieberman, neuroscientist and author, describes social engagement as a fundamental requirement built into our biology along with the basic needs for survival. In his book Social: Why Our Brains are Wired to Connect he suggests that it deserves to be at the foundation of Maslow’s hierarchy of needs. Infants embody the need to be connected because they are totally dependent on their caregiver(s) and the quality of care they receive has been shown to influence their cognitive and emotional development. The effects can last a lifetime. So, what are the implications for business leaders? They need a mindset that helps them focus on: Recognising the need for people to 'belong' and emphasising the importance of the team. Facilitating open dialogue with a wide variety of contributors and stakeholders. Breaking down barriers to collaboration across the organisation. Building a sense of community connected to a higher purpose. People orchestration skills In his book Know-How, Ram Charan describes skills that separate leaders who perform from those who don't. One of those skills is the ability to manage…

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Read more about the article Learning Agility: Why it matters for executive success

Learning Agility: Why it matters for executive success

Learning Agility refers to the ability and willingness to quickly adapt. The concept was derived from systematic research over several years into the careers of highly effective business leaders. These leaders were found to share important characteristics that set them apart. Keen observers of what was going on around them, they were intellectually curious, flexible and adventurous. Reflective about their experiences, they frequently made creative connections between apparently unrelated pieces of information and they had a preference for bold and new solutions to problems. Learning Agility Dimensions Further studies revealed some interesting facts about those who had greater Learning Agility - not only did they get promoted faster and more often than others, but they were significantly more successful after they were promoted. Learning Agility has since been widely accepted as a key indicator of potential, and interest in Korn Ferry's multidimensional model as a way to develop leadership capability and performance has grown. This is the first of five blogs on why Learning Agility matters for executive success, each focusing on one of the agility dimensions - mental, people, change, results and self-knowledge - with tips for enhancing Learning Agility for yourself and others. Learning Agility in the 2020's The qualities associated with Learning Agility have taken on new currency in today's complex and dynamic business environment where change and uncertainty are the norms. Significant shifts in technology, globalisation and social trends require organisations to transform the way they do business to stay relevant in their markets. Over the next decade, the organisations most likely to succeed will be those that are nimble and adaptable. The guidance of forward-thinking and strategic leaders will be essential. You'll know them when you see them - they embrace complexity, examine problems in unique and unusual ways and are open-minded toward ideas and people. In other words, they are learning agile. Developing Learning Agility A commonly asked question is - can people develop their Learning Agility? Whilst it's a relatively stable attribute, Learning Agility is defined in terms of behaviours. So, the answer is yes. Conscious and deliberate practise of those behaviours will enable people to enhance their Learning Agility. As a starting point, a person should be on the lookout for opportunities to learn and grow or, even better, embrace the concept of learning as a lifelong journey. In her book Mindset: The Psychology of Success, Carol Dweck described this as having a 'growth mindset' which she says is the key for realising one's full potential. Mental Agility This dimension of Learning Agility concerns the way people deal with concepts and ideas. Being mentally agile is primarily about being curious and inquisitive - searching for the new, exploring the unknown, taking time to think things through and looking for themes within and across situations. A person with this orientation doesn't stop at obvious answers to problems but looks below the surface for underlying causes, drilling down into complex issues to simplify and make sense of them. About Curiosity A Google search today…

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