Posted on Leave a comment

Are you a “Limitless Leader”?

LL leadership model_RGB

 

“To be limitless, is to break boundaries, knock down walls and false fears and know in your heart that what you believe you can do, is limitless”

Renée G

The word limitless has always resonated with me, as I really do believe anything is possible.  The minute you limit yourself, you limit your thinking, your feelings and therefore what you need to action to achieve what is possible.  It is known that as a baby we have only two fears, that of loud noises and of falling.  As children our fears are minimal, we never stop asking why this and why that and we are endlessly curious of everything and everyone that surrounds us. As we grow older we stop asking questions because we fear rejection, judgment and being seen as inadequate and then we attempt develop a curious mind again, not unlike the one we had when we were younger.

Being limitless in a leadership context means we are forever learning, unlearning, learning again and evolving our thinking and our ways. It never ends but in a good way!  The minute I see people rest on their laurels and they think they have hit a ceiling of growth I get excited to share new ways, innovation and to reinvigorate their potential. As leaders we need to be coachable, teachable and open to take ownership of our growth.  To become a “Limitless Leader” we need to have true commitment to our leadership through a clear purpose, self belief and motivation and a growth mindset to get us there.  We need to be effective and authentic communicators and deep connectors.

I believe there are six stages that we could be at, at any time. This can be dependent on many variables such as what you value, what you want and where you are at professionally and personally. It also has a lot to do with your level of self-awareness and in the business of our lives today, it is often overlooked and this can be dangerous.

These stages are simple and a great way to gauge where you sit right now and in the future. You may be near the top (limitless) but when in a new role or industry or leading a new team or project, this may change.

Stunted: Here you are doing the work, you may have narrow responsibilities and are almost in auto pilot mode and most probably disengaged to some extent. This is the lowest end of the ladder, where you are limited in more ways than one. You are demotivated, plodding along and your growth is stunted.

Constrained: You manage yourself quite well here and are engaged to a degree. You aren’t running so to speak but what you do, you do well. You are not reaching outside your comfort zone to grow your leadership; self-management is your focus. You may not know what you don’t know here, so opening awareness is key.

Developed: You are engaged and engaging others and at this stage you are in flow in managing your team. This could be a direct team or indirect reports you may manage. I see many people at this stage and the exciting next progression is to transition from a management mindset to that of a leadership mindset. In this stage you are still “in” the team so to speak and are working heavily at an operational level.

Ripened: Like an apple ready to pick you have made the jump from managing to leading. At this stage expectations are being met in all areas and there is both accountability and ownership from your end and that of the team. This is where you are leading and are positioned above the line; you are empowering and enabling others. You are doing less of the operational driven tasks and you are focused more “on” the team.

 Seasoned: Those you now lead are exceeding expectations under your leadership. You are leading leaders so to speak. They are self-reliant; own what they are doing and you are simply guiding, coaching and facilitating change and progress. You are setting the vision and strategy and developing your leadership in order to leverage yourself to lead others and the decisions they need to make.

 Limitless: This is nirvana! Congratulations  if you are here and if you are, you need to work at sustaining this. All these stages are obtainable; it’s the sustainability to move up and stay there that can be the challenge and therefore the opportunity. At this stage you are leading your organisation and industry. You are cross-functional, co creative and a strategist. You stand out!

As Jim Rohn would say, “If you want to have more then you need to become more.” Jim would also suggest that people should make becoming a millionaire a goal – not so much because of what they got through that goal, but because of what they became as a result of aiming high.

Make a note to where you believe you are. Be honest, you need to know where you are to bridge this gap and become a Limitless Leader!

Renée Giarrusso is an accomplished facilitator, speaker, trainer and coach who works with high performing leaders and their teams across a myriad of industries and organisations. She passionately helps leaders fulfill their full potential resulting in increased motivation and performance. Her expertise in growing and developing capability and behavioural change around leadership, communication, transition, presenting and sales effectiveness leave her clients inspired, re-energised and with improved results. 

Renée is currently working on her first book “Limitless Leadership”

 

Register you interest:

NEW Limitless Leadership Master Class- 2 day Public Workshop!

Melbourne July 25/26

Sydney August 4/5

Limited to 14 places per program, Contact us for details

 

MELBOURNE EVENT –Join us!

4ward Thinking Event- June 8th Melbourne

Join me and 3 other Thought Leaders where we will take cutting edge ideas and demonstrate how to put them into action to propel you and your organisation into the future.

https://www.eventbrite.com.au/e/4ward-thinking-event-collins-st-melbourne-tickets-24245421709

 

Contact us today to learn more about our in-house or public programs

“The Top Fifteen Percent Leader”

A dynamic interactive leadership program, run as an openly facilitated program 3 hours a month over the year!

Download our FREE whitepaper and program details

http://thetopfifteenpercentleader.com.au

 

 

Subscribe to your Success

Your fortnightly insight to lift professional and personal performance delivered directly to your inbox.

100% Privacy. We won't send you any spam.
Posted on Leave a comment

Don’t give feedback the way you like it!

Screen Shot 2016-04-03 at 6.47.01 PM

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” – John Quincy Adams

Receiving feedback to me has always been an indication that my manager, colleague’s or peers actually care about my development. Feedback shouldn't just be given at the start of the year and at the half way mark, would a football coach only check in at the start and midway through a season? Feedback needs to be a consistent, regular and a platform to catch people out doing things well so there are no surprises along the way. If there are this is on you, as a leader you need to drive this and encourage shared accountability when giving and receiving feedback.

Feedback can simply be a conversation, from experience I personally lean towards a questioning model when providing feedback. This not only empowers the recipient, it is also a good gauge to check in on their self-awareness of what is working and would could be changed or done differently, with your input added if needed.

There are many feedback models to work with but the focus of this blog is around the when and how to provide it. Tap into how often and in what mode individuals like to receive feedback, don’t assume they all like it the way you do. Some people are internally referenced and know for themselves they are doing a good job, these people still need feedback but not as often as an individual who is externally referenced. A highly external person will come to you on a regular basis to let you know what they have completed and will be seeking feedback ongoing, from external sources such as you. Many senior leaders I work with are highly experienced, time poor and highly intuitive and are very often quite internal. Do not make the mistake of not giving feedback if you, yourself, don’t require it often.

Get to understand individuals in your team and find out how often they like to receive feedback and do they like to receive it in a public or private setting. Obviously constructive feedback is provided privately but when celebrating a win or sharing best practice, yes we need to do that, in what setting and how often should we provide it?

Based on my model I believe people can fall into the following:

  • Submerged: These people don’t like receiving feedback publicly and don’t like receiving feedback often. They may be brilliant at their jobs but don’t rely on feedback to get the job done and stay motivated. These people can be quite internal and know for themselves how they are going. Encourage feedback here and make it a good experience. Regular coaching conversations can assist in this shift and build regularity and openness to feedback.
  • Emerged: These people like receiving feedback externally from themselves, on a regular basis but not in a public forum. They may prefer a pat on the back or a call from you, opposed to an email congratulating them with the entire team copied in. Ensure you don’t miss these feedback opportunities, especially if you don’t spend a lot of 1:1 Time with these individuals or they are working remotely.
  • Exposed: Satisfy the trumpet in your team! This person relishes feedback given regularly and in a public forum. To motivate this persons feedback level be consistent, timely and ensure feedback is recognised, where relevant, in front of peers and in the right mode. Utilise this feedback as a way of sharing best practice with the team. Encourage peer feedback and coaching to assist in satisfying this person.
  • Occasionally exposed: Feedback out loud but not often. If you asked this person how they would like feedback they would say “I like to receive feedback as part of the team but don’t need it often”. These people accept feedback publicly but don’t need it as often as some. Your challenge here is to ensure feedback is regular and consistent instead of an event.

You have heard the saying “There is no such thing as failure, only feedback” and I believe it is crucial to make feedback a priority to grow and develop your team and organisation. Simply ask the question and tap into each individuals preference of feedback and make it part of “the way” things are done in your team with everyone understanding the pay off for them and their progress!

Renée Giarrusso

Renée Giarrusso is an accomplished facilitator, speaker, trainer and coach who works with high performing leaders and their teams across a myriad of industries and organisations. She passionately helps leaders fulfil their full potential resulting in increased motivation and performance. Her expertise in growing and developing capability and behavioral change around leadership, communication, transition, presenting and sales effectiveness leave her clients inspired, re-energised and with improved results.

Contact us today to learn about how we can work with you.

“The Top Fifteen Percent Leader”

A dynamic interactive leadership program, run as an openly facilitated program 3 hours a month over the year!

Download our FREE whitepaper and program details

http://thetopfifteenpercentleader.com.au

 

MELBOURNE EVENT

4Ward Thinking Event-April 13th Melbourne

Join me and 3 other Thought Leaders where we will take cutting edge ideas and demonstrate how to put them into action to propel you and your organisation into the future.

https://www.eventbrite.com.au/e/4ward-thinking-event-collins-st-melbourne-tickets-22509531615