Lead One, Lead Many

By: Andy Fry, Renogize Coach & Director of Operations

Much has been written about the difference between IQ and EQ but one of the most profound, yet completely intuitive, statistics I have come across was from “Emotional Intelligence 2.0” by Bradberry and Greaves: People with average IQ’s out-performed people with high IQ’s 70% of the time!  We all know this though, right?  People who know themselves well and play well with others tend to be the most successful.

I like to use a simple phrase when talking about the importance of self-leadership.  “If you can lead one, you can lead many.  If you can’t lead one, you can’t lead any.”  Essentially, if you can learn to identify where you excel and mitigate the negative effects where you struggle, you will raise your ceiling of leadership.  Put differently, if you can cultivate your strengths to be able to leverage them when addressing your weaknesses, you can also coach others to do the same.  Conversely, how can we hope to lead and influence others, if we aren’t able to influence ourselves?

What are your self-identified three greatest strengths as a leader?  Go ahead, write them down.  Now aim those strengths at a challenge that you are currently facing.  How can you leverage the greatness inside of you to overcome obstacles and barriers presented by areas of leadership where you aren’t as strong?  Analytical with low empathy?  Listen intently to the words being used and learn to study the body language of the people you are communicating with.  Strong ambition with low patience?  Apply your ambition toward understanding the abilities of those around you and modifying your pace appropriately.

Leaders can be judged by how effective they are at influencing behaviors.  Unlocking your ability to modify your own actions could be the key to doing the same for your team around you.

Tools for Leading in an Ever-Changing World

By: Kevin Carr, Renogize Coach

We recently concluded a group coaching engagement with leaders facing a dilemma. They serve in an industry that is famously resistant to change. However, they find themselves increasingly aware that changes are imminent, both in their industry and their institution. Some are pushing for change. Others want to do what’s always worked. In the closing moments of our engagement, I zeroed in on an opportunity for growth: the leadership team – collectively and individually – needed to add agility to their repertoire while making sure they excel in their present-day responsibilities.

Effective leaders are agile and accountable.

Agility is the ability to act decisively in the face of uncertainty. Agile leaders are self-aware and sensitive to changes in the environment. They anticipate volatility and hold their plans loosely. They are humble and inquisitive. They are emotionally intelligent, knowing that those they lead and serve vary in their willingness and ability to adapt to change. They remain on track – and help others do the same – because they are guided and grounded by clear values and steadfastly focused on accomplishing their mission.

Effective leaders remain accountable to deliver results no matter how volatile the context. In a 2017 HBR article, John Coleman notes that effective leaders pair agility with consistency. They show up, do the hard work, and deliver results. Coleman points out that high consistency without agility leads to rigidity just as high agility without consistency leads to a lack of focus. “It’s in the combination of consistency and agility,” writes Coleman, “that leaders can become strategic, performing an organization’s purpose with excellence but changing course when the situation demands.”

Only time will tell how the group we worked with will navigate what’s headed their way. After working with them, at least two things are in their favor. The level of individual self-awareness and interpersonal trust are increasing. If they will help one another become more agile while remaining accountable, we are confident they will thrive.