How do you balance executive leadership development with daily challenges?

It is a very important challenge - as an executive leader I face many daily challenges but I can overcome these challenges by growing myself. How to achieve this balance? I do it by doing self reflection and also checking with my colleagues on how am I doing and in what areas I can go further. What is the biggest domino I have to topple now? From the data, I choose 1 most important area to work for 3 to 6 months. I read best books on the subject, HBR articles and also learn from colleagues/industry friends who could already be experts in those areas. For example - at one point I realised I needed to improve my hiring skills - I deep dived into the subject and now I can say my hiring skills are at least 2x and it has skyrocketed my results.

From my personal experience I can say that , balancing daily challenges with executive leadership development is an ongoing process and the key is to prioritize and integrate development into your daily routine. Seek out learning opportunities , for eg-attend industry conferences, workshops, and seminars. Enroll in online courses , read books and articles. Consider finding a mentor or coach who can provide guidance and support on your leadership journey. And yes, regularly seeking feedback from your colleagues, managers, and mentors to gain valuable insights into your leadership strengths and areas for development is always helpful.

In my experience, it’s important to grow yourself and admit you will never stop learning. Accept feedback from others and ask for developmental feedback and at least one positive piece of feedback that helps you put your strengths and limitations into perspective. It’s then time to action the developmental feedback and keep hold and nurture the positive feedback.

Sun Tzu's ancient wisdom of 'know your enemy' resonates profoundly even in modern executive leadership. In this context, the 'enemy' is not an external force but our unrecognized weaknesses and untapped strengths. The first step towards exemplary leadership is a deep, introspective journey into understanding oneself. By utilizing tools like feedback surveys, 360-degree reviews, and coaching sessions, leaders can gain invaluable insights into their leadership styles and areas for improvement. This self-awareness is pivotal. Just as a great general understands their limitations and strengths to strategize effectively, great executive leadership hinges on the acute awareness of one’s capabilities and areas for growth.

Los desafíos de los líderes y ejecutivos es constante frente a los cambios recurrentes, por la variedad de factores que influyen, "la economía", "el mercado", "la automatización" etc. Por eso, una de las principales habilidades para ejercer y desarrollar el liderazgo ejecutivo es la evaluación propia y del equipo de manera constante. Lo que hoy puede ser una fortaleza, mañana podría cambiar. O podría quedar de manifiesto una debilidad y ser una afectación directa en las tareas (por ej. en pandemia, colaboradores que no tenían conocimientos básicos en tecnología). Y aquí la "Flexibilidad" y "Adaptación" juega un papel fundamental, en el liderazgo efectivo. No olvides: Los espacio de evaluación (fortalezas y brechas) es inversión.

There can be no development if you haven't taken the time to thoroughly and properly assess an executives strengths, blindspots and areas of opportunity for success. Regardless of what tool, model or assessment I use, I always make sure there is a strategic correlation between the "what" and the "why" to ensure it's moving the person forward in the right direction

One needs to do more than assess your strengths and gaps. Your profile varies in relation to different leadership tasks. Identify the key deliverables you have for the next 3-6 months, a year and 3-5 years. What are they and what skills and knowledge are you going to need to deliver more effectively than you currently are doing. If you applied those skills to the identified tasks, how would you do them differently from the way you do them now? What will it take for you to change your habitual methods? (Training? Coaching? Feedback? Commitment? Support?) Who will notice these changes and how will you measure their impact? The key question will always be, " How would I usually do this? Is this good enough/ the way I want it to be?

Simply put, you don't "balance" them, or separate them at all. As Mintzberg might describe it, the "challenges" ARE the leadership development opportunities. So long as people bifurcate performance and development, they will struggle to develop "performance ready" leadership capabilities. In our approach to development, we see "daily challenges" as the issues an executive must address to achieve the organization's purpose. The development opportunities lie in how the executive understands and defines the issue and its impact on results, how she influences others to engage that issue, how (or even if) he surfaces and resolves critical conflicts that block progress, and how they manage performance once commitments are made.

Anyone could do this, but in my view they’d nearly always be wasting their time. There might be a role - in theory - for a SMART goal like this, but reality is infinitely capable of pulling that rug from under you. I have rarely seen this philosophy work when applied to personal or professional development. Instead, I think you should focus less of obsessive goal attainment and more on being prepared. Be prepared for what you know is coming and, as far as your resources will stretch, for what MIGHT be coming (surprises!). Maybe you could rebrand the rather smug elements in the SMART script with new ones. How about development that is: S Sustainable M Meaningful A Aware R Reflective T Thoughtful

I have always found the most impactful approach to leadership development in this situation is a mentorship program to focus on areas of development of the trainee and then have them aligned with the mentor’s. Additionally, rotational assignments, leveraging the trainees transferable skills. Optimally combine the two. Then align their objectives or smart goals around outcomes aligned with their responsibilities.

As they say, there's always more than one way to skin a cat. I think your new elements are as important and full of thought as the traditional acronym SMART. I see a synergy of fusing these two approaches for a bigger return. None, in isolation takes away the challenging dynamics of the change.

TIP - Identify your circle of support as you pursue your leadership goals. Reflect on who among your peers, mentors, or industry connections can offer guidance, encouragement, and constructive feedback. This network not only provides emotional backing but also diverse insights and experiences, enriching your development path. Engaging with supporters ensures you're not navigating your growth journey in isolation, amplifying your resilience and perspective.

TIP: While setting SMART goals for your leadership development, begin by deeply understanding the purpose behind each goal. Ask yourself what the current reality is and what you aspire to achieve; visualize the desired state vividly. Describe the outcomes you're aiming for in detail, as clearly defined end states can significantly boost your motivation and commitment. This clarity not only helps maintain your focus through setbacks but also ensures that every effort you make is aligned with a meaningful and desired change in your leadership capabilities.

WOW! So true. A Maxwell leadership maxim that I find to be so true is the need to commit to “intentional growth” no matter how high you climb. Growth is never easy, often even painful, because it is change and therefore always an uphill journey. As the saying goes- You owe “them-those you lead” your best so do it anyway!

None of the listed steps will result in behavior change. Once you have highlighted a goal (.e.g, I would like to regulate my emotions), the next step is to break it down in actionable behaviors. If I observed you - how would I know that you are doing something different? In the case of emotional regulation I may see you meditating, co-regulating with a colleague, labeling and processing emotions, etc. It is around those specific behaviors than one can assign SMART goals.

The problem with SMART goals and action steps, in my experience, is that there is often a fundamental disalignment of values that must be addressed. This is not to say that the disalignment of values must be ironed out, or that it is impossible to collaborate when a disalignment of values exists. But it is necessary to (1) clearly define those values and (2) bring them to the surface. In this way everyone can gain a deeper and more profound understanding of one another, which will inevitably increase the likelihood that those SMART goals and action steps deliver the required impact for everyone.

By setting specific, measurable, achievable, relevant, and time-bound objectives and defining corresponding actions, leaders create a roadmap for growth. Regular progress tracking and adjustments enhance focus, motivation, and the likelihood of success, ensuring a purposeful and dynamic developmental journey.

Allocate dedicated time for structured learning. Whether it's attending conferences, enrolling in leadership courses, or participating in webinars, carving out specific slots in my schedule ensures consistent development.

Having an accountability partner has always helped me to carve out the time I need for such activities. Other options could be to - make it a part of your weekly or monthly checklist, so that you are not stressed yet you know this on the list for completion Most often than not - when this is important to one, you will find that you have been able to find time amidst that crazy calendar. Hence it’s also important to look at the actions that means important to self

Identify your top 3 priorities in both areas and then create a plan for success. One of my top management tools is time blocking. This will allow you tom dedicate a certain amount of time to each task, and decrease feelings of overwhelm. Lastly, delegate, delegate, delegate!!! I've noticed that this is a great challenge for many leaders because they believe they have to and can do it all. Well what's the point of having a team. Delegating tasks to your team not only builds trust, but it helps your team to learn new skills and build confidence and gives you more time to focus on what matters most at this time.

¿Es posible que en tu puesto de trabajo, la habitualidad sea el imprevisto, y no al revés? SI... El día que se podía realizar lo planificado, era la excepción. Un cliente, Un problema sistémico, un visita, reuniones imprevistas, etc., etc., etc. Entonces, ¿Cómo desarrollas el liderazgo ejecutivo, bajo estas condiciones? Te comparto lo que a mí me ayudo: 1.- Reconocer y abrazar el imprevisto como parte de mis funciones, y no renegar de ellos. 2.- Definir prioridades, que eso incluía mis sesiones de coaching ejecutivo, según necesidad. 3.- Preparar un back Up. Esto era doble beneficio, potenciaba a un futuro líder y me apoyaba cuando me tenia que ausentar en espacios de coaching o feedback. Esto permitía asignar tiempo y recursos.

Just as I allocate time for crucial meetings and tasks, I carve out dedicated slots for leadership development. Whether it's reading industry insights, attending webinars, or engaging in self-paced courses, having it on my calendar ensures it's a non-negotiable. Also, recognizing that our days are often packed, I embrace microlearning. I consume bite-sized content during short breaks or commutes—podcasts, articles, or TED Talks that offer quick yet impactful insights.

Setting aside time for it and utilizing techniques for skill development is needed. In addition, I feel it is crucial to implement those practices in daily operations mindfully. When we carefully and intentionally apply the learnings to day-to-day activities, it allows us to introspect and becomes the quickest feedback mechanism.

Why it's challenging: Leadership development & daily challenges create a classic paradox for middle managers, often leading to overwhelm, stress, burnout, impacting their mental and physical wellbeing. Combining development with daily work can dilute deep, reflective learning, which requires dedicated time & effort. What can help: Leaders who effectively delegate and manage time are likelier to succeed. Developing these skills is crucial for maintaining focus. What to do: Calendarize. Steal time. Dedicate just 30 minutes a day putting yourself 1st. Do what it takes for your development. When you make time, the ways that work for you will follow. “Success usually comes to those who are too busy to be looking for it.” – Henry David Thoreau

Dedicating time and resources is pivotal in managing leadership development amidst daily challenges. I believe in treating personal development as a non-negotiable commitment, using strategies like blocking out calendar time and delegating tasks. From my perspective, a leader's consistent growth is contingent upon this disciplined allocation.

I agree with this. I am always spending time each day to read articles, books, journals, etc. relevant to business and leadership. Another good resource for leadership growth and development is investing in a Business Coach. I am a Business Coach and I also had a business coach of my own to challenge me and help me grow as a leader. Lastly, attend industry events, conferences, and seminars/workshops to expand your network and gain fresh perspectives on leadership. I never want to stop learning!

Feedback is the best way to grow as an individual. It is especially important for executives to seek feedback and then act on it. Most people will not feel comfortable giving feedback to executives, so it is important for a leader to create a culture of authenticity and comfort where feedback is asked and given with positive intent. Executives should seek feedback regularly and in real-time instead of once or twice a year so that they can be more effective

Una de las cosas que más nos puede costar hacer, es PEDIR AYUDA. Se puede interpretar como debilidad o falta de autonomía. Y la verdad es que sólo nos limita a expandir nuestra mente y generar nuevos aprendizajes. La capacidad de pedir ayuda, permite aliviarnos y poner enfoque. Un superior, un colega, un subordinado, puede ser un gran aporte.

Leaders should assume that their direct reports and their peers are not telling them everything, even when they ask. This is because it’s difficult for even the best leaders at times to create a culture where everyone feels comfortable giving behaviourally specific feedback to their boss or colleague, particularly with regards to the leader’s biggest relational challenges. An intelligent leader who prioritizes their own development employs methods such as 360 Reviews or organizational assessments, implemented by an independent third party, in which feedback is solicited and shared with the leader in such a way that everyone giving the feedback remains anonymous.

I encourage all my executive clients to seek feedback from their peers, team(s) and other stakeholders, no matter the size of the organisation they are leading. Engage with peers and mentors who share your commitment to growth. Networking events, mastermind groups, or even virtual coffee chats provide diverse perspectives and mutual support.

Great book - "Insight" by Tasha Eurich. If you don't know how to solicit good, honest feedback it is worth hiring a professional. The cost of not having data (flying blind) is too high.

In my role as CEO of Halo Life, I find it critical to make sure to check in with my direct supports on the direction and vision I am championing. I reinforce with them daily that getting their feedback and opinions are invaluable to me personally as well as the smooth operations of the organization. It is also a way for me to encourage additional ideas to implement and since it is their idea often times, they champion it across the organization as well.

The most foundational aspects of Character are: Courage and Humility. Both will have to be applied if the leader really wants to know self and be held accountable for the necessary.

Navigating executive leadership development amid daily challenges involves actively seeking feedback and support. Overcoming isolation or resistance to change, leaders should reach out to peers, subordinates, superiors, and external experts. Employ diverse methods, like seeking feedback, joining networks, or engaging mentors, to gain constructive insights, fostering continuous improvement in executive leadership skills.

Do your own self-assessment and THEN ask others for feedback. Compare the similarities and differences. Make your own conclusions about the validity of their feedback. You don't have to agree with all of it. You don't owe them anything as a result either. Also, get feedback from someone you may perceive as an "enemy" or difficult to get along with, or that you simply don't like. They may give you precisely the information you need that someone else won't. You don't need to "like" that person, just be neutral about your feelings and focus on the information. They may very well give you the insight you need to help you continue growing ...and it could change the dynamic you have with them.

To encourage feedback, leaders must create a safe space, demonstrating openness and valuing diverse perspectives. Establish a feedback culture by actively seeking and appreciating input, focusing on growth. Overcoming feedback insecurity involves adopting a growth mindset, viewing feedback as a tool for improvement. Reflect on feedback with an open mind, setting specific goals for development. This approach fosters a supportive environment for continuous learning.

I try to ask my child each night before bed about the day with a goal of discovering the best parts of her day, what her challenges were, and what she learned. Sometimes she’s had a great day, other times, it was a rough day and she ends up in tears telling me her challenges. We try to refocus and see what she learned from the experience. Every executive leader has the opportunity to, and should, take time to reflect on their day in the same way- as a learning opportunity. How will the challenges of today prepare me to handle those that I know will be here tomorrow, and those that will inevitably pop up at the last minute? How can I use what I took from today to serve my team and my company? Give yourself 10 minutes daily to do this.

Leaders who transition from a military space are great at this, they treat it like an after-action report or AAR. Take a hard look at yourself and be honest about what worked and what didn't. Set aside time to do this after completing certian goals or achievements to outline what you'd like to do differently next time. Ask yourself, "Did it really add value and contribute to your professional development in a positive way?" Do it every time. If you skip this, you're missing a critical piece of the continuous self-improvement process.

Can’t stress this enough. On the journey. At transition points. This latter piece has been critical for me as I laid down the mantle of formal Leadership and transitioned into a Coach/Speak/Train mode. The past year has greatly strengthened my resolve and self-understanding as I lean into helping others exceed expectations…

Balancing executive leadership development with daily challenges is an art; it's about turning everyday tasks into opportunities for growth. To achieve this balance, focus on applying and reflecting on new leadership skills in your daily work. Integrate the lessons from your development activities into routine decisions and interactions. Regularly reflect on these applications, understanding their effectiveness and areas for improvement. This method ensures leadership development is not sidelined by daily challenges but becomes an integral and practical part of your ongoing professional journey.

Balancing is a matter of focus and prioritisation. Whilst there are some tasks that leaders need to focus on it is important that they can set clear timeframes to ensure that good quality of work is delivered. During the deep work or focus time, I would advise they clearly communicate with their collaborators that they will be unavailable for that period of time. This will vary depending on the type of role, culture, environment, etc. Then they should ensure they have time for the human side of their role as leaders where their priority will be the needs of the team. Keeping an eyes on and hands off approach and ensuring to delegate, coach and advise when needed, but without directly intervening in the tasks performed by the team members.

Executives must not only acquire new skills but also integrate them into daily challenges. By actively practicing learned behaviors, reflecting on experiences, and identifying areas for improvement, leaders consolidate their learning, boost confidence, and showcase their evolving executive leadership potential.

Agreed. In addition to your own development, it's important to delegate what you can. If someone can carry out a task at 70% of the level that you can, it's time to delegate that task. Often, it's easy for high-performers to feel that they'd like to do it all themselves. However, this caps out the team and does not let them take advantage of economies of scale. It stunts development. Whereas, having a growth mindset where employees are empowered to try (and fail) is where you'll maximize the output, productivity and motivation of your team members.

Viewing leadership development as integral to daily life transforms it into a journey of becoming a better human. Like threads in a tapestry, professional growth, personal development, and daily tasks intertwine, each enhancing the other. This perspective sees leadership not just as a skill set but as part of a broader quest for personal growth and ethical living. It's about leading by example, with compassion and integrity, making every challenge an opportunity for improvement. This holistic approach not only makes balancing leadership and daily responsibilities more meaningful but also contributes to a richer, more fulfilling life, weaving a legacy of positive impact and continuous self-discovery.

Every situation, especially challenges offer a learning opportunity. Also a opportunity to implement the leadership lessons. I would look at combining the two. Leadership lessons are not taught only in the class room. They are also taught by life challenges.

The best way to balance leadership development with daily challenges is to stop thinking about them as separate things! Integrate learning into your work - improving every day is part of the work. Identify the gap between your intent and your impact and commit to closing it on a daily basis. Seeking new perspectives, amplifying listening, asking for feedback, and reflecting on your behavior and outcomes every day drives development. Of course, seeking new perspectives through books and learning events can help with mindset (calendar block the time if needed) but focusing on application and practice will make the biggest difference. Engaging an executive coach can accelerate the process with limited time investment.

I also strongly believe that, in the social media age, leaders need to have a voice. It's expected by the public and employees - especially for CEOs. By using platforms like LinkedIn, senior leaders can be the voice and face of the business. But more than that, they can develop their own personal brand and be seen as s thought leader. Social CEOs (and CMOs, CTO, CIOs, etc) are also magnets for top talent. This can be a daily challenge of as little as 10 minutes.

What? Daily challenges ARE the development opportunities, and executives typically have expert resources to get through such challenges: have to manage a belligerent board member who tanks your ideas? have a low-performing executive on your team who is beloved in the org? need to tell investors that your troublesome CFO just quit? how about managing a looming lay off where you're delivering the message to employees you love? An executive is in the business of humans all day long. Development abounds at encyclopedic range and depth. Get an accountability buddy, make a list based on where the biggest impact for your organization will be, then focus on learning and applying skills that will make things better for everyone around you. (+$.02)

Take advantage of microlearning opportunities during your daily routine. Listen to podcasts, read articles, or watch short videos related to leadership development during commutes or downtime

😎First Things First! ⏲️ Effective time management is about conscious trade-offs based on your why and your career goal. 1. Look out 3 months in your calendar🗓 to block the big rock (important/not urgent) activities like self-reflection, refresh, learning, connecting with staff, teaching staff, family time etc. ⏲️ 2. #Delegate the urgent/not important to your staff 3. #Delete/stop being BFN - busy for nothing - on not important/not urgent for yourself ▶️ Rethink leadership development ✅️ Not always about being in a classroom ✅️ daily challenges are opportunities for leadership development like diagnosis and rootcause solving ✅️ Stakeholder engagement is a daily exercise ✅️ new challenges is an opportunity to learn something new

Daily challenges are the fuel to executive leadership development. These are the times you have to put all the learned tools into practice. As long as we work with humans, challenges will occur and how you navigate them shows your leadership style and ability. Reflecting on how you have handled certain challenges is key. Then choose the right follow up action. In case of a less than ideal interaction make sure to repair even if it’s scary.

If you don't dedicate time for your own development then you will become a less and less effective leader over time. What got you to where you are now was likely hard work and constant learning both of which helped you grow. If you take away either of those foundations then you will struggle ahead. What got you to where you are today, is never good enough to get you to where you need to be tomorrow. Book time to learn new skills in your new leadership role - execute and learn. Set the example of a growth mind set for your team who also need to spend time dedicated to learning and growing. Be the example you need others to be and enjoy a fruitful career. Get the help of an executive coach if you need someone on your team.