Lessons Learned in a Leadership Laboratory

ERIC B. LUFTIG, MANAGING DIRECTOR, EBL CONSULTING

After more than 25 years of working in different functions across various companies, managers, and geographies, I have come to learn a lot about leadership. By no means am I an expert, yet I pride myself in practicing, watching others, and seeing how leaders' actions impact the actions of others. Maybe call me a student of leadership.

Personal and professional life is a leadership laboratory. Every day, there are opportunities to further develop and grow your capabilities. I have learned over the years it isn’t about making big decisions or what books you read or quote, but more about how you engage, inspire, and energize people, helping them maximize their contributions.

Below are some of these key learnings, many of which I have learned from my heralded leaders. In these somewhat tumultuous times of the “Great Resignation,” I hope something here strikes a useful chord to help you help your people.

• Treat people like people. “Walk the floor” and take time to know your people and what they are working on. Be authentic, sensitive, caring, and even vulnerable. Recognize that employees have unique work-life balance needs and support them in pursuing them. Remember - no matter your rank or role, we are all human.

• Communicate often, broadly, effectively. Never assume communications transfer correctly. Don’t hide behind electronics - balance verbal, visual, and electronic forms of communication. Read the room and look for the unspoken words via body language - bring disengaged people into the discussion. Praise in public, but provide constructive feedback in private. Performance discussions should be ongoing. • Trust, empower, delegate, and take ownership. Engage the “bowling alley bumpers,” but let your team “bowl!” Be there to coach along the way, showing your team you are willing to get your hands dirty too. Empower others to own their world, but you are responsible for the team’s outcomes. If the team succeeds, it’s “we” succeeded. If the team fails, it’s “I” failed. Do your best to not be the holdup for things your team is trying to accomplish.

• Be humble; keep your ego in check. Always remember where you started. Put yourself in the shoes of your employees, shoes you likely wore somewhere along your path. Allow your employees to make mistakes and seek to fully understand when they do. Recognize when you may be at fault for a misstep and seek to correct it with proper communication, training, and support. Your job as a leader is to serve, not be served!

• Use appropriate energy, stay nimble. Know when to have a garden hose and when to have a fire hose - not every situation requires the same energy. Surround yourself with talent that complements your strength and development areas. Tap into each person’s individuality and talents to maximize overall team success. Embrace change, and always remember your role in helping others around you through that change.

• Align your team. Usually, teams struggle most because of a lack of alignment, primarily when this occurs at the highest levels of an organization. Always do your best to get team members bought into the mission, especially as it relates to internal and external customers.