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Outcomes-based work vs time-based productivity: Shifting the Focus in Modern Workplaces

In 2004, Netflix made headlines with its now-famous culture deck – a 124-slide presentation that later went viral. One of its boldest statements? “We don’t measure people by how many hours they work.” They raised the distinction between outcomes-based work vs time-based productivity.

Under co-founder Reed Hastings’ leadership, Netflix built a high-performing culture based on freedom and responsibility. Staff were not evaluated by how much time they spent at their desks, but rather by the quality of their results. This outcomes-based approach is credited with helping Netflix outpace competitors and reshape an entire industry.

This example from Netflix poses an important question for today’s businesses: are we still valuing time at the expense of results? Should we instead be valuing results at the expense of time? And if so, what might we be missing?

The Traditional Approach: Paying for Time

For much of the industrial age, time-based productivity made sense. Factories, retail stores, and other businesses needed a workforce on-site, working specific hours to meet demand. Success was often easy to measure: the longer someone worked, the more products were produced, or the more customers were served.

Even in modern office environments, this time-based mindset persists. Many leaders and managers still equate long hours with commitment, ‘hard work’, and success. People are rewarded (sometimes unconsciously) for staying late, replying to emails after hours, or appearing busy.

However, in a knowledge-based economy where creativity, innovation, and critical thinking drive success, hours worked do not always equate to value created.

The 21st Century Shift: Focus on Outcomes

In contrast, an outcomes-based approach measures success by results, not hours. It places trust back into the hands of the worker and allows for a far more flexible way of operating. Employees are hired for their expertise and ability to deliver specific outcomes – whether they achieve that in 20 hours or 40 is less important than the quality and impact of their work.

This approach aligns perfectly with the realities of the 21st-century workplace:

1. Flexible Work Expectations: Employees are balancing work with family, health, education, and other responsibilities. Trusting them to deliver outcomes rather than clocking in set hours creates better life/work balance and fosters loyalty.

2. Remote Work Realities: Especially since 2020, hybrid and remote work have become the norm. Measuring productivity by hours logged is no longer practical or effective.

3. Increased Innovation: Giving employees the autonomy to manage their time and energy often leads to more creativity, better problem solving, and stronger engagement.

4. Stronger Leadership and Communication: Managers must shift from micromanaging time to communicating clear goals, providing the right support, and trusting their teams to deliver.

What would be the benefit for your organisation, and your people, of valuing results at the expense of time?

Leadership and Communication: The Cornerstones of Outcomes-Based Work

Moving to an outcomes-based model isn’t simply about changing policies. It demands a shift in leadership and communication. Leaders need to set clear expectations about what success looks like and provide regular, open feedback loops. Trust becomes central.

When people understand what is expected of them and are trusted to deliver, they are more likely to take ownership of their work and feel intrinsically motivated. Effective communication ensures that even without traditional oversight, everyone stays aligned and connected to the broader goals of the business.

Key leadership practices that support outcomes-based work include:

1. Setting Clear, Measurable Goals: Employees should always know what the desired outcome is, how success will be measured, and when it’s expected.

2. Regular Check-Ins, Not Check-Ups: Leaders should focus on removing obstacles, offering guidance, and celebrating achievements, rather than monitoring time spent.

3. Empowering Decision-Making: Encourage staff to make decisions about how best to achieve outcomes, fostering greater innovation and engagement.

Why This Matters More Than Ever

Businesses that cling to outdated, time-based measures of productivity risk losing top talent, especially younger workers who value flexibility and autonomy. Outcomes-based work respects the whole person – recognising that employees have lives outside of work and that their ability to deliver outstanding results isn’t tied to rigid schedules.

Companies like Netflix, Atlassian, and Basecamp are proving that when you trust your people and measure them on results, not time, you unleash far greater potential.

The future of work is about what you accomplish, not how many hours you spend at your desk.

For leaders today, the challenge – and the opportunity – is clear: build a culture that rewards outcomes, supports flexible work, and prioritises trust. Strong leadership and communication will be the skills that turn this vision into reality.

If you or your team would benefit from training or coaching around empowering and trusting your people to achieve results, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session. Alternatively, you can email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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A story of shift and transformation

In our last blog post, we introduced Howard Schultz as a visionary leader at Starbucks, and how he was able to break the cycle of the self-fulfilling prophecy of emotional intelligence. Today’s post looks at another element of Schultz’s leadership; his focus on his people.

In 2008, Starbucks was in trouble. Sales were dropping. The brand was losing its spark. Stores had become mechanical, profits-driven operations rather than welcoming community spaces. Many blamed external market forces, but Schultz—who had stepped down as CEO years earlier—saw something deeper.

When he returned as CEO, Schultz didn’t just tweak strategy or update the product line. He changed the focus. He asked: “What happened to our people?”

The answer wasn’t pretty. In pursuit of rapid expansion and increased efficiency, leadership had stopped listening. Communication between corporate and the frontline was broken. Employees—called ‘partners’ in Starbucks’ culture—felt like cogs in a machine. Morale was low, and it showed in the customer experience.

So Schultz shifted the leadership mindset. He made it clear: It’s not about us—it’s about them. Our partners. Our people.

He recommitted to something deeper: people-first leadership.

What followed was a massive reinvestment in staff training, listening forums, and a renewed focus on purpose. The business didn’t just recover—it thrived.

True leadership begins with understanding

Great leadership isn’t about charisma, control, or vision in isolation. It starts with something quieter, more human: understanding.

Understanding that your success depends on the people you lead.
Understanding that when your team feels seen, heard, and valued, they give their best.
Understanding that communication isn’t top-down—it’s a two-way relationship.

Schultz realised that his job wasn’t to fix Starbucks by himself. His job was to reconnect the company with its people and create the conditions for them to do great work.

Leaders often think that their people are there to serve them, to work for them. Schultz understood the essence of great leadership: that he was there to serve his people.

That’s what true leadership looks like.

The trap of “leader-centric” thinking

It’s easy to fall into the trap of thinking that leadership is about you: your vision, your strategy, your results. But that mindset quietly creates distance.

Your team isn’t inspired by your targets—they’re inspired by how they feel when they work with you. Are they respected? Are they listened to? Do they believe they matter?

When leaders make it about themselves, even unintentionally, they often miss key signs of disengagement. Communication becomes transactional. Decisions are made in isolation. Trust erodes.

And here’s the twist: when you shift focus away from yourself and towards your people, the results take care of themselves.

Making the shift: from self to service

So how do you do it? How do you shift from a self-centric leadership style to one rooted in service and understanding?

Here are three practical starting points:

1. Listen more than you speak

Hold regular one-on-ones. Ask open questions. Seek out feedback—even when it’s uncomfortable. Make it safe for your people to speak honestly.

True communication is about connection, not control. Listening shows respect, and respect builds trust.

2. Define success together

Don’t assume you know what matters most to your team. Ask them. Involve them in setting goals and deciding how to get there. When people co-create the plan, they’re far more invested in the outcome.

3. Show up with empathy

Be curious about your people’s experiences. Notice what’s unsaid. Recognise personal wins and team efforts. Lead the human first, the employee second.

Empathy isn’t weakness—it’s a strength. It fuels better decisions, stronger relationships, and a culture where people want to stay and grow.

People first, always

When Schultz returned to Starbucks, he didn’t bring a revolutionary product or flashy new marketing campaign. He brought attention back to the people. He reminded the business that its soul lived not in the logo or the stock price—but in the hands and hearts of its baristas.

That’s leadership.

And it’s a principle that applies whether you lead a team of five or five thousand.

When you truly understand that leadership is not about you—it’s about them—everything shifts. Communication improves. Culture strengthens. Performance lifts.

Because at the end of the day, results don’t come from pressure. They come from people who believe in what they’re doing, feel proud of who they’re doing it with, and know they’re supported by a leader who’s genuinely in their corner.

A final thought
Take a moment this week to ask yourself: “Am I making this about me, or about them?” Am I demonstrating people-first leadership?

The answer to that question could change everything.

If you or your team would benefit from training or coaching around supporting your people to be as successful as they can be, and how to shift the focus on to them, for the benefit of all, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session. Alternatively, you can email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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A Real-Life Example: The Missed Opportunity of Howard Schultz

Before Howard Schultz became the visionary leader who transformed Starbucks into a global brand, he faced a moment that could have easily derailed his career; a classic example of the self-fulfilling prophecy of emotional intelligence.

Early in his professional life, Schultz worked at a housewares company, where he quickly developed a passion for business and innovation. However, despite his enthusiasm and ideas, he was overlooked for major projects and excluded from key meetings. His leaders, believing he lacked the necessary experience and connections, hesitated to give him the stretch assignments that would allow him to grow.

Frustrated but undeterred, Schultz eventually left to seek out an opportunity that would challenge him. When he joined Starbucks, he had to fight for his vision, but his persistence paid off. His story could have ended differently if he had internalised his earlier experiences and let them erode his confidence.

Many employees today, however, don’t get the second chance Schultz created for himself—they remain trapped in a cycle where their lack of exposure prevents them from growing into their full potential.

The Self-Fulfilling Prophecy in Leadership

Daniel Goleman’s model of Emotional Intelligence highlights four key quadrants: self-awareness, self-management, social awareness, and relationship management.

Quadrant 3, social awareness, is where leaders can unconsciously reinforce a damaging self-fulfilling prophecy. When managers avoid giving challenging assignments to employees who lack confidence or experience, they reinforce the very limitations they seek to avoid.

This negative cycle unfolds as follows:
• A leader perceives an employee as “not ready” for high-visibility projects or stretch assignments.
• The employee is excluded from opportunities to learn, grow, and build key relationships within the organisation.
• As a result, they remain stagnant, missing out on the skills and confidence that would help them excel.
• Their performance deteriorates, confirming the leader’s initial bias.

The result? A widening gap between those who receive opportunities and those who are left behind—not because of ability, but because of a self-perpetuating leadership approach.

The positive cycle

The opposite also applies, of course. The leader instead gives the juicy assignment to the person they think is capable and “ready”, further increasing that employee’s experience and exposure. This in turn boosts their skills and confidence.

This is the positive cycle in action, and unfolds in the opposite way to the negative cycle above. The leader gives the stretch assignment or high visibility project to the employee they think is ready for it. The employee is thus given an opportunity which helps them grow further, nurture key relationships, building confidence, all of which helps them to excel. This onfirms the leader’s initial bias (“I chose the right person”).

This is not to be avoided; it’s a great way of leading and growing people’s skills and confidence.

The trap that leaders can fall into is giving these desirable assignments only to those deemed “ready”. Leaders must ensure all employees have the opportunity to stretch themselves, gain exposure within the organisation, and with support from the leader, to grow their experience, skills and confidence.

The Hidden Costs of Playing It Safe

Leaders who unintentionally create this negative cycle may believe they are acting in the best interest of the company and the employee. They may think:
• “They’re not quite at the level yet.”
• “They need more time to develop before handling key projects.”
• “I don’t want to set them up for failure.”

However, these well-meaning intentions create several problems:
1. Loss of Potential – Employees who are never challenged will never grow into the leaders they could be.
2. Erosion of Confidence – When individuals sense they are being overlooked, their confidence takes a hit, making them even less likely to step up.
3. Inequity in Opportunity – High performers continue to get better, while those perceived as “not ready” remain stuck, deepening workplace inequity.
4. Lack of Innovation – A homogeneous group of high performers monopolising opportunities leads to groupthink and stagnation.

How Leaders Can Break the Cycle

To prevent this self-fulfilling prophecy of emotional intelligence, leaders must be intentional about fostering growth and confidence in all employees. Here’s how:

1. Reframe Your Mindset
Instead of focusing on who is “ready,” shift your thinking to “How can I help them get ready?” Consider giving developing employees structured support to bridge the gap rather than sidelining them.

2. Provide Scaffolding, Not Exclusion
Rather than withholding opportunities, offer stretch assignments with built-in guidance. Pair less confident employees with mentors or give them a role in a project with clear expectations and incremental challenges.

3. Create Psychological Safety
Employees must feel safe to take on challenges without fear of extreme failure or punishment. Reinforce that learning comes from experience, and mistakes are growth opportunities, not career-ending setbacks.

4. Expose Them to Key Stakeholders
Confidence grows when employees feel seen and valued. Invite them to leadership meetings, encourage them to present their ideas, and facilitate introductions to key figures within the organisation.

5. Give Feedback That Builds Confidence
Shift from generic praise (“Good job”) to specific, growth-oriented feedback (“Your analysis was strong, and next time you could take it further by considering X”). Show them their progress and potential.

Rather than withholding opportunities, offer stretch assignments with built-in guidance. Pair less confident employees with mentors or give them a role in a project with clear expectations and incremental challenges.

The Ripple Effect of Intentional Leadership

When leaders make the conscious effort to challenge and develop all employees, the effects extend beyond individual careers. Organisations benefit from a broader talent pool, increased innovation, and a culture that fosters growth rather than exclusion.

Howard Schultz eventually proved himself, but what if he had been given stretch opportunities earlier? What if leaders had seen his potential rather than his lack of experience? Many employees today don’t get the chance to answer those questions. It’s up to leaders to ensure that growth isn’t reserved for the few—but extended to all who have the drive to succeed.

By breaking the self-fulfilling prophecy, leaders unlock potential that might otherwise go unnoticed. The question is: Who on your team are you unintentionally holding back? And what will you do to change that?

If you or your team would benefit from training or coaching around supporting your people to be as successful as they can be, and avoiding the self-fulfilling prophecy of emotional intelligence, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session. Alternatively, you can email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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When Indra Nooyi served as CEO of PepsiCo, she was known for her direct but compassionate leadership style. One of her most famous practices was writing letters to the parents of her senior executives, recognising their contributions and expressing gratitude for the values they instilled in their children.

But Nooyi also knew that leadership required more than just appreciation—it required honest, constructive feedback.

A defining moment came when Nooyi had to provide tough feedback to a senior leader who was struggling to align with the company’s evolving strategy. Instead of vague or overly critical remarks, she used a structured approach to make her feedback clear and impactful.

She outlined specific situations where the leader’s decisions had caused misalignment, described the observable behaviours, and explained their impact on team morale and business outcomes. This feedback not only helped the executive improve but also reinforced a culture of accountability and continuous growth at PepsiCo.

This moment reinforced her leadership principle: feedback should be clear, actionable, and tied to real impact. There are many frameworks for giving effective feedback; one of the best is the SBI Model (Situation, Behaviour, Impact), which we will expand here to be the SBI+ Model.

What is the SBI Model?

The SBI Model is a structured approach for giving feedback that ensures clarity and effectiveness. It consists of three components:

1. Situation – Describe the specific situation where the behaviour occurred.
2. Behaviour – Explain the behaviour observed, without judgment or interpretation.
3. Impact – State the impact of the behaviour on others or the organisation.

This approach helps eliminate vague or emotionally charged feedback, making it easier for the recipient to understand and act upon it.

How to Use the SBI Model for Effective Feedback

1. Start with the Situation

Begin by setting the context. Clearly define when and where the behaviour occurred so there is no ambiguity.

Example: “During yesterday’s team meeting when we were discussing the upcoming product launch…”

By anchoring the feedback in a specific moment, you ensure that the recipient can recall the event and relate to the discussion.

2. Describe the Behaviour

Focus on observable actions. Avoid subjective interpretations or assumptions about intent.

Example: “…you interrupted two team members before they could finish their points.”

Notice that this statement sticks to the facts rather than assigning motive (e.g., “You were dismissive” or “You didn’t care about their input”). Keeping it neutral prevents defensiveness, or the discussion turning into a disagreement about the interpretations of the behaviour.

3. Explain the Impact

Convey the effect of the behaviour on individuals, the team, or the organisation. This step fosters awareness and encourages accountability.

Example: “…this made it difficult for them to contribute their ideas, and it slowed down our decision-making process.”

By highlighting the impact, you help the person understand why a behaviour needs to change, rather than just telling them to change it.

Expand the model to SBI+

Developing the skill to say no requires self-awareness, clear communication, and strategic thinking. Here are practical strategies to help:

4. Pause

Allow the person time to reflect and respond, or if they don’t, ask them for their reaction / response.

5. Next steps

Agree together on the steps to be taken to get a better outcome next time. If they can come up with the next steps, even better, as they are more likely to buy into it, and it is easier to hold them to account if they don’t.

6. Follow up

Set a date to follow up, in a reasonable time frame. This gives the recipient of the feedback a clear timeline to implement what you have agreed – a short term goal to focus on.

Why the SBI+ Model Works

The SBI Model is particularly effective because it removes personal bias, keeps feedback focused on facts, and promotes a growth mindset. Here’s why great leaders use it:

• Clarity – No room for misinterpretation; the person understands exactly what happened and why it matters.
• Actionable Insights – Provides specific information that the person can use to improve.
• Encourages Open Dialogue – Reduces defensiveness and fosters a culture of learning and development.

Common Mistakes to Avoid When Giving Feedback

Even with the SBI+ Model, leaders sometimes fall into common feedback pitfalls. Here’s what to watch for:

• Being too vague – “You need to be more professional” doesn’t provide enough direction. Use the SBI Model to clarify what professionalism looks like.
• Focusing on personality or traits, instead of behaviour – Avoid statements like “You’re lazy.” Instead, describe specific behaviours that need improvement eg “You’ve been late to work three times in the last 2 weeks”.
• Skipping the impact – Without explaining why a behaviour matters, feedback may not be taken seriously or acted upon.
• Not allowing space for response – Effective feedback should be a conversation, not a monologue. Encourage discussion and questions.

In Summary – Feedback is a powerful part of a leader’s toolkit

Leadership isn’t just about making big decisions—it’s about helping people grow. The SBI Model provides a simple yet powerful way to give feedback that is clear, constructive, and impactful. When used consistently, it fosters a culture of trust, learning, and continuous improvement.

Just like Indra Nooyi demonstrated at PepsiCo, great leaders don’t just give feedback—they embrace it, act on it, and use it as a tool for positive change. Whether you’re leading a team, mentoring a colleague, or managing up, using the SBI Model will help you communicate effectively and drive meaningful results.

If you or your team would benefit from training or coaching around how to give effective feedback, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session. Alternatively, you can email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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When Warren Buffett, one of the most successful investors in history, was asked about the secret to his remarkable career, his answer was both surprising and profound: “The difference between successful people and very successful people is that very successful people say no to almost everything.”

Buffett’s approach underscores a critical principle in leadership and life: Every time you say yes to something, you are, by default, saying no to something else. This simple truth has profound implications for effectiveness, efficiency, health, and life-work balance.

Understanding the Yes-No Trade-Off

On the surface, saying “yes” often feels positive. It aligns with the human instinct to please others, seize opportunities, and avoid confrontation. Yet, each “yes” requires time, energy, and resources. These are finite commodities. When you say yes to an additional meeting, project, or obligation, you are implicitly saying no to other priorities, like time with family, rest, or personal growth.

In the professional world, leaders face these trade-offs daily. An overcommitted leader risks burnout, strained relationships, and a decline in performance. Understanding this dynamic is not just about managing a calendar—it’s about managing life.

The Ripple Effect of Saying Yes

1. Effectiveness and Efficiency

Leaders often believe they can maximise productivity by saying yes to every opportunity. However, research shows the opposite is true. Overcommitting dilutes focus, leading to inefficiencies and mistakes.

For example, think about a manager who says yes to overseeing multiple projects simultaneously. While they may initially appear engaged, their divided attention may result in missed deadlines or poor quality work. Conversely, a leader who prioritises fewer, high-impact tasks can channel their energy into delivering exceptional results. Saying no is therefore also a great time management tool.

2. Health and Wellbeing

Saying yes too often can take a toll on physical and mental health. Chronic stress, caused by overcommitment, is linked to issues such as insomnia, anxiety, and even heart disease. Leaders who learn to say no create space for self-care—be it exercise, hobbies, or simply time to decompress—which is critical for sustained success.

Consider the example of Arianna Huffington. Before founding the wellness company Thrive Global, she collapsed from exhaustion due to her relentless schedule. That moment was a wake-up call, leading her to prioritise well-being and advocate for balance. Her story illustrates how saying no to overwork can transform your life.

3. Life-Work Balance

Leaders who say yes to every professional demand often sacrifice personal time, creating an imbalance that can damage relationships and erode satisfaction. Maintaining a healthy life-work balance requires deliberate decisions to protect personal priorities.

Imagine a team leader who declines an evening meeting to attend their child’s recital. While this choice might seem minor, it reinforces boundaries and strengthens personal relationships—essential elements of long-term happiness and resilience.

How to Master the Art of Saying No

Developing the skill to say no requires self-awareness, clear communication, and strategic thinking. Here are practical strategies to help:

1. Clarify Your Priorities

Understanding what matters most to you is the foundation of intentional decision-making. Reflect on your personal and professional goals. If an opportunity doesn’t align, it’s easier to say no.

2. Use Strategic Communication

When declining an opportunity, frame your response positively. For instance:
• Instead of: “I don’t have time for this.”
• Try: “I appreciate the opportunity, but I need to focus on other priorities right now.”

This approach maintains relationships while asserting boundaries.

3. Evaluate the Long-Term Impact

Ask yourself: “Will this yes bring me closer to my goals, or distract me from them?” Decisions driven by long-term thinking are often the most effective.

4. Practise Saying No Gracefully

Rehearse polite but firm ways to decline. For example:
• “Thank you for considering me, but I’m unable to commit at this time.”
• “I’d love to help, but my schedule doesn’t allow for it.”

Over time, saying no becomes less daunting.

5. Ask your manager what to prioritise

If your manager asks you to do something that you don’t have time to do, ask them to decide which pieces of work you should prioritise. For example:
• “I’d be more than happy to do this, however I have xxx, yyy, and zzz on at the moment, which of these would you like me
to prioritise?”

The Empowering Effects of Saying No

When leaders learn to say no, they reclaim their time and energy for what truly matters. This shift benefits not only themselves but also their teams and organisations. A focused leader sets a powerful example, fostering a culture of clarity and purpose.

Moreover, saying no to excessive demands often opens doors to unexpected opportunities. By creating space in your life, you invite possibilities that align more closely with your values and aspirations.

In Summary

Saying yes is easy. It feels good in the moment and satisfies our desire to be helpful and involved. Yet, the most effective leaders understand the value of saying no. They recognise that each yes has a cost, and they choose wisely to invest their time and energy in what truly matters.

As Warren Buffett reminds us, success isn’t about doing everything – it’s about doing the right things. By mastering the art of saying no, you can enhance your effectiveness, protect your well-being, and achieve a harmonious balance between life and work. Start today by asking yourself: “What am I saying no to when I say yes?”

If you or your team would benefit from training or coaching around how to say no in an effective and appropriate way, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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Leadership is not one-size-fits-all. Different situations and team dynamics call for different approaches, and effective leaders know when to adapt their style. Psychologist Daniel Goleman identified six primary leadership styles – coaching, affiliative, democratic, visionary, pacesetting and commanding – that each have unique benefits and challenges.

In a previous post, we looked at the 6 different styles, and when to use them.

In this post, we’ll look at real-world examples of leaders who have used these styles to make a significant impact.

1. Coaching Leadership: Guiding and Growing Talent

Eric Schmidt at Google – As CEO, Eric Schmidt adopted a coaching approach that was particularly effective in nurturing Google’s high-performance culture. Schmidt worked closely with Google co-founders Larry Page and Sergey Brin, helping them to refine their vision and leadership skills.

Schmidt encouraged innovation by guiding rather than dictating, helping Google grow from a start-up into a tech giant. His coaching leadership helped employees build confidence, take ownership, and continue evolving.

2. Affiliative Leadership: Building Emotional Bonds

Oprah Winfrey – Known for her empathic and approachable style, Oprah Winfrey exemplifies affiliative leadership. Throughout her career, both on her talk show and in her media business, Oprah has fostered close-knit teams and environments where people feel safe to share openly.

Her deep empathy for others has been a driving force behind her success, enabling her to connect meaningfully with her audience and colleagues.

Oprah’s affiliative approach has been instrumental in building a loyal team and creating a brand based on trust.

3. Democratic Leadership: Inviting Participation and Collaboration

Indra Nooyi at PepsiCo – As CEO of PepsiCo, Indra Nooyi exemplified democratic leadership by encouraging open dialogue across all levels of the organisation. She actively sought input from her team on major initiatives, including PepsiCo’s health and sustainability shifts.

Nooyi’s collaborative approach led to greater buy-in and engagement across the company. This collective input helped PepsiCo transition into a health-conscious and sustainability-focused brand, aligning with evolving consumer preferences.

4. Visionary Leadership: Inspiring with a Long-Term Vision

Nelson Mandela – Nelson Mandela demonstrated visionary leadership throughout his life, especially during his efforts to dismantle apartheid in South Africa. His vision of a unified, democratic South Africa inspired millions, guiding his people toward equality, justice, and freedom.

Despite facing imprisonment and significant adversity, Mandela never wavered from his vision of a peaceful and inclusive nation. His leadership was grounded in purpose, resilience, and optimism, making him a powerful example of how visionary leadership can bring about profound societal change.

Mandela’s influence helped unite South Africans and fostered a sense of hope and commitment to reconciliation.

5. Pacesetting Leadership: Setting High Standards and Expectations

Jeff Bezos at Amazon – Jeff Bezos has been described as a classic pacesetting leader. His high standards and relentless drive for excellence pushed Amazon to continuously innovate and optimise operations.

Known for expecting efficiency and top performance, Bezos’ leadership style kept Amazon at the forefront of technology and e-commerce. Although demanding, his pacesetting approach created a culture that rewards initiative and high achievement, positioning Amazon as one of the world’s most valuable companies.

6. Commanding Leadership: Leading with Authority and Control

Mary Barra at General Motors – When Mary Barra became CEO of GM in 2014, the company was dealing with a major recall crisis involving defective ignition switches.

Barra adopted a commanding leadership approach to address the situation head-on, prioritising transparency and accountability. She implemented strict protocols to ensure safety and quality, leading GM through one of its most challenging periods.

Barra’s decisive actions and clear instructions helped restore public trust in GM, highlighting how commanding leadership can be crucial in navigating a crisis.

An important note
Each of these six leadership styles offers unique advantages and is suited to different circumstances. However, each of them, if misused, can have a significantly negative and even damaging impact. When and how to use them needs to be fully understood and carefully considered.

In Summary

From Eric Schmidt’s coaching at Google to Mary Barra’s commanding approach at GM, these real-world examples show that effective leaders are versatile and adapt their style based on their team’s needs and the challenges they face. By understanding these styles, leaders can make conscious choices about how best to guide their teams, inspire growth, and achieve remarkable results.

If you or your team would benefit from training or coaching around the different leadership styles, and when or how to employ them, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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Satya Nadella, the CEO of Microsoft, is known not only for transforming the company’s culture but also for his deep sense of self-awareness, which he credits as being instrumental to his success as a leader. When Nadella took the reins in 2014, Microsoft was struggling to maintain relevance, and its once-celebrated innovation was being overshadowed by competitors like Apple and Google.

Nadella recognised that the issue wasn’t just about products or technology but about the company’s culture. He saw that Microsoft had become a place of intense internal competition, where teams were siloed and innovation was stifled by an “I win, you lose” mentality.

So, what did Nadella do? He didn’t just restructure or rebrand; he started with himself. As part of his leadership journey, Nadella embraced a growth mindset, a concept he had encountered through his personal experiences of learning and failure. He became deeply introspective about his role as a leader and how he could drive positive change.

One of the first things he did was encourage a shift from a culture of competition to one of collaboration, empathy, and continuous listening and learning. As Nadella himself said, ‘Listening was the most important thing I accomplished each day because it would build the foundation of my leadership for years to come’.

Nadella’s self-awareness — his ability to understand his leadership strengths and areas for growth — became a catalyst for Microsoft’s cultural transformation. Under his leadership, the company moved away from rigid hierarchical structures and adopted a more open, inclusive approach. His focus on emotional intelligence and empathy allowed him to connect with employees, partners, and customers on a deeper level.

Nadella’s story offers a real-life example of how self-awareness is the starting point for great leadership. It’s not just about understanding the business but understanding yourself—and how your leadership influences others.

What is Self-Awareness in Leadership?

Self-awareness in leadership is about having a deep understanding of your strengths, weaknesses, emotions, and the impact your behaviour has on others. It’s not just about knowing your technical abilities or the tasks at hand. It’s about understanding how your leadership style influences your team’s morale, motivation, and overall performance.

Without self-awareness, leaders risk creating a disconnect between their intentions and their team’s experience. You might think you’re being clear, decisive, or motivational, but if your team perceives you as overbearing, closed-off, or indifferent, that disconnect can erode trust and productivity.

Why Self-Awareness is Critical for Effective Communication

Great communication is a cornerstone of successful leadership. However, without self-awareness, even the best-intentioned messages can fall flat or be misinterpreted. Let’s look at how self-awareness directly impacts communication in leadership.

1. Understanding How You’re Perceived

Self-awareness allows leaders to step outside of themselves and see how others perceive their words, tone, and actions. We understand now that the traditional “command-and-control” approach doesn’t work. Leadership needed to be rooted in empathy, to foster trust and collaboration. When leaders understand how they’re perceived, they can make necessary adjustments to communicate more effectively.

2. Improving Emotional Regulation

Leadership comes with its fair share of stress and pressure. In high-stakes situations, how you manage your emotions can either calm or inflame your team. Self-aware leaders recognise their emotional triggers and can regulate their responses.

This emotional regulation is key to maintaining effective communication, especially during difficult conversations or crises. A focus on empathy helps manage emotionally charged situations with patience and clarity, earning respect and trust from your team.

3. Enhancing Empathy

Self-awareness opens the door to empathy, which is essential for understanding the needs and concerns of your team. Leaders need to champion empathy, as crucial to both leadership and innovation. When leaders are self-aware, they’re better able to listen actively and respond with empathy, which strengthens relationships and improves communication.

Empathy helps leaders move beyond simply delivering instructions and toward creating meaningful connections that inspire and motivate others.

Self-Awareness Promotes Better Decision-Making

Leaders often face complex decisions that affect their teams and organisations. Self-awareness helps leaders avoid biases and blind spots in decision-making.

By understanding your own tendencies—such as a preference for quick decisions or a fear of failure—you can check those instincts and ensure you’re making balanced, well-thought-out decisions.

This level of awareness also allows you to seek out diverse perspectives and consider how your decisions will impact others. This in turn leads to more inclusive and effective leadership.

How to Cultivate Self-Awareness as a Leader

While some people naturally possess a higher degree of self-awareness, it’s a skill that can be developed with intention and practise. Here are a few strategies to cultivate greater self-awareness in your leadership:

1. Seek Honest Feedback

Ask for feedback from your team, peers, and even your leaders. Encourage them to be candid, and be open to what they have to say. The goal isn’t to defend yourself but to gain insights into how your behaviour is being perceived.

2. Reflect Regularly

Take time to reflect on your interactions, especially after important meetings or challenging situations. Consider how your emotions, tone, and body language may have influenced the outcome. Journaling can be a helpful tool in this process.

3. Practise Mindfulness

Mindfulness practices, such as meditation or deep-breathing exercises, can help you become more attuned to your thoughts and emotions in the moment. This heightened awareness can improve your ability to act thoughtfully, rather than react impulsively, especially in high-pressure situations.

4. Engage in Leadership Coaching

Working with a coach can provide you with personalised insights and strategies for improving your self-awareness. Coaches can offer objective feedback and help you uncover patterns in your leadership style that you may not have noticed on your own.

In Summary

Great leadership starts from within. As Satya Nadella’s story illustrates, self-awareness is the key to unlocking your potential as a leader. It helps you communicate more effectively, regulate your emotions, and make better decisions. By cultivating self-awareness, you set the foundation for creating a positive, productive environment where both you and your team can thrive.

If you or your team would benefit from training or coaching around self-awareness, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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Alan Mulally is the former CEO of Ford. When he joined Ford in 2006, the company was on the brink of bankruptcy. Instead of walking in with the iron-fist leadership style many expected, Mulally chose a different approach.

At his first meeting with the senior leadership team, he asked for a report on the health of their projects. To his surprise, all the reports came back as green — indicating that everything was going well — despite the company’s severe financial struggles. Rather than reacting with frustration or firing people, Mulally acted with humility. He encouraged his team to share their real challenges openly, ensuring they would not face punitive consequences for honesty.

This shift in communication built trust. Soon, team members began to openly discuss problems, collaborate, and find solutions. Mulally’s humility and transparent communication led Ford out of financial turmoil without needing a government bailout. His leadership showed that humility isn’t a sign of weakness but rather a cornerstone of strength, particularly when leading high-performing teams.

Leadership is often associated with strength, authority, and control. Yet, some of the most successful leaders are those who lead with humility. When combined with effective communication, humility can transform a high-performing team into an unstoppable force. Let’s dive into the importance of humility in leadership by starting with a powerful real-life story that demonstrates its impact.

Why Humility is Essential for Leadership

Humility in leadership is essential for fostering strong communication, building trust, and encouraging collaboration within teams. A leader who acknowledges their own limitations and listens to others creates an environment where innovation and problem-solving thrive. Here are a few reasons why humility is critical to effective leadership:

1. Improved Communication: Humility fosters open and honest communication. Leaders who exhibit humility are more likely to ask for input, listen actively, and value diverse perspectives. This level of communication strengthens the team and ensures that everyone feels heard, respected, and engaged.

2. Building Trust: Trust is the foundation of any successful team. Humble leaders create a culture of trust by admitting their mistakes and showing vulnerability. When leaders are transparent about their challenges, team members feel more comfortable bringing up their own concerns, which leads to a stronger, more cohesive team.

3. Encouraging Collaboration: High-performing teams rely on collaboration to succeed. Humble leaders understand that they don’t have all the answers and actively seek out the expertise of others. This openness to ideas from all levels of the organisation fosters a collaborative atmosphere, where everyone is working toward the same goal.

4. Fostering Personal Growth: Humility encourages leaders to focus not only on their own development but also on the growth of their team. By providing opportunities for team members to take on new challenges, humble leaders empower their teams to reach their full potential. This, in turn, strengthens the overall performance of the organisation.

How Humility and Communication Work Together

Communication is the key to unlocking the full potential of humility in leadership. Here’s how the two concepts work together to create an effective leadership style:

1. Creating a Safe Space for Dialogue: Humility opens the door to honest communication. When a leader communicates with humility, they make it safe for team members to express their ideas, concerns, and feedback. This transparency leads to better decision-making and more innovative solutions. A team that feels heard is more likely to contribute their best efforts.

2. Active Listening: Humble leaders don’t just hear their team — they listen. Active listening allows leaders to understand the nuances of what’s being communicated, which helps them respond thoughtfully. This level of attention strengthens relationships and builds a deeper connection between leaders and their teams.

3. Leading by Example: Humility in communication also involves setting the right example. When leaders demonstrate humility in their actions and words, they model the behaviour they want to see in their teams. A leader who communicates humbly is less likely to create an atmosphere of fear or intimidation, and more likely to inspire confidence and mutual respect.

4. Resolving Conflict: In any high-performing team, conflicts will inevitably arise. Humility allows leaders to approach conflict with an open mind, focusing on solutions rather than assigning blame. By communicating with empathy and humility, leaders can resolve disputes in a way that strengthens, rather than fractures, the team dynamic.

In Summary

Humility is often an underappreciated trait in leadership, yet its power to build strong, high-performing teams cannot be overstated. Alan Mulally’s leadership at Ford is just one example of how humility can steer a team through adversity and onto the path of success. Humble leaders create environments where trust, collaboration, and innovation thrive, ultimately leading to stronger, more resilient organisations.

As leaders, it’s important to remember that humility is not a weakness. It’s a strength that, when combined with clear and open communication, creates teams that are not just high-performing, but also deeply connected and empowered.

If you or your team would benefit from training or coaching around humility in leadership or communication, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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Leadership, and the role leaders play, is more crucial than ever. Organisations that thrive are those that continuously develop their talent pipeline, particularly by focusing on developing emerging leaders. But what exactly is an emerging leader, and how can senior leaders effectively nurture these individuals to ensure they grow into outstanding senior leaders?

This blog explores these questions, offering actionable insights on how to develop emerging leaders through strategic communication, mentorship, and leadership development programs.

What is an Emerging Leader?

An emerging leader is someone who has demonstrated potential for leadership within an organisation, but has not yet assumed a senior leadership role. These individuals are often identified based on their performance, ability to influence others, and their alignment with the company’s values and culture.

Emerging leaders are the future of the organisation, and their development is critical to ensuring long-term success.

The Importance of Developing Emerging Leaders

The success of an organisation depends largely on its ability to cultivate strong leaders at every level. Senior leaders play a pivotal role in this process, as they have the experience and insight necessary to guide emerging leaders on their journey.

By investing time and resources into developing these people, organisations can ensure a steady pipeline of talented leaders who are prepared to take on greater responsibilities.

Key Strategies for Developing Emerging Leaders

1. Identify Potential Early

The first step in developing emerging leaders is to identify them early on. Look for individuals who consistently exceed expectations, demonstrate strong communication skills, exhibit a willingness to take on new challenges, and are willing team players.

These individuals are often natural leaders, even if they haven’t yet been formally recognised as such.

2. Provide Targeted Leadership Training

Once you’ve identified your emerging leaders, it’s important to provide them with the training they need to further develop their skills. This can include formal leadership development programs, personalised one-on-one coaching, workshops, and opportunities for them to take on leadership roles in smaller projects.

The goal is to build their confidence and competence in leading others.

3. Mentorship

One of the most effective ways to develop emerging leaders is through mentorship. Senior leaders should take the time to mentor emerging leaders, offering guidance, feedback, and support as they navigate their leadership journey.

A good mentor can help an emerging leader develop critical thinking skills, improve their decision-making abilities, and learn how to handle complex situations.

4. Encourage Open Communication

Communication is a cornerstone of effective leadership. Emerging leaders need to communicate clearly, persuasively, and empathically. Senior leaders should model these behaviours and encourage open, honest communication within their teams.

This includes providing regular feedback, fostering a culture of transparency, and encouraging emerging leaders to share their ideas and perspectives.

5. Create Opportunities for Growth

Emerging leaders need opportunities to stretch their skills and gain experience in leadership roles. This can be achieved by assigning them to lead projects, manage teams, or take on responsibilities that push them out of their comfort zone – stretch assignments.

These experiences are invaluable in helping them develop the resilience, adaptability, and strategic thinking required of senior leaders.

6. Focus on Emotional Intelligence

Leadership is not just about managing tasks; it’s about managing people. Emotional intelligence (EI) is a key component of effective leadership.

Senior leaders should help emerging leaders develop their EI by teaching them how to recognise and manage their emotions, as well as those of others. This includes developing empathy and self-awareness, managing personal behaviour, and understanding those around us.

7. Foster a Growth Mindset

A growth mindset is essential for any leader. It’s the belief that abilities can be developed through dedication and hard work.

Senior leaders should encourage emerging leaders to adopt a growth mindset, emphasising the importance of learning from mistakes, seeking out feedback, and continuously striving for improvement.

8. Recognise and Reward Success

Recognising and rewarding the achievements of emerging leaders is crucial in motivating them and reinforcing positive behaviours.

Celebrate their successes, whether big or small, and acknowledge their contributions to the team and organisation.
This not only boosts their confidence but also signals to others the importance of leadership development.

What Senior Leaders Should Focus On

To give emerging leaders the best chance to develop into outstanding senior leaders, senior leaders should focus on a few key areas:

Modelling Effective Leadership
Emerging leaders learn a great deal by observing the behaviour of senior leaders. Be the leader you want them to become by demonstrating integrity, accountability, vulnerability, and a commitment to excellence.

Providing Constructive Feedback
Constructive feedback is essential for growth. Offer feedback that is specific, actionable, and focused on improvement. This helps emerging leaders understand their strengths and areas for development.

Encouraging Lifelong Learning The best leaders are those who never stop learning. Encourage emerging leaders to pursue continuous education, whether through formal training, reading, or networking with other leaders.

Building a Culture of Trust
Trust is the foundation of any successful team. Senior leaders should work to build trust within their teams by being transparent, consistent, and fair. This creates an environment where emerging leaders feel safe to take risks and innovate.

In summary

Developing emerging leaders is not just a responsibility; it’s an investment in your people, and the future of your organisation. By focusing on targeted training, mentorship, open communication, and creating opportunities for growth, senior leaders can help these individuals reach their full potential.

The result is a pipeline of outstanding, confident leaders who are ready to guide the organisation to new heights.

How we can help you reach your Full Potential…

If you or your team would benefit from training or coaching for your emerging leaders, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!

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Leadership in theory and practice has evolved markedly since the turn of the century. These days, leaders are expected to be more than just strategic thinkers – they must be empathic communicators, resilient decision-makers, and emotionally intelligent mentors. One approach that embodies these qualities is mindful leadership.

But what exactly is mindful leadership, and how can it transform the way you lead? This blog will delve into the concept of mindful leadership, explore its key practices, and explain how it can enhance both your leadership and communication skills.

What is Mindful Leadership?

Mindful leadership is a leadership style that emphasises awareness, presence, and intentionality. At its core, it is about being fully present in the moment, aware of both your internal state and the external environment. This approach allows leaders to make decisions that are not only informed but also compassionate and inclusive.

A mindful leader is someone who leads with a deep sense of awareness. They are attuned to their own emotions, as well as the emotions of those around them. This heightened awareness fosters better communication, as mindful leaders are more likely to listen actively, respond thoughtfully, and create a work environment where everyone feels valued, and safe.

Key Practices of a Mindful Leader

To cultivate mindful leadership, one must embrace several key practices. These practices are not just about enhancing your leadership skills but also about improving communication within your team, leading to a trusting work environment. And when we have trust in teams, anything is possible.

1. Self-awareness

Self-awareness is the foundation of mindful leadership. It involves understanding your strengths, weaknesses, emotions, and triggers. By being aware of your own internal state, you can better manage your reactions and make decisions that align with your values and goals.

A self-aware leader is more likely to communicate clearly and authentically. They understand the impact of their words and actions on others and strive to create a positive, supportive and safe environment.

2. Active Listening

Active listening is a crucial component of effective leadership and communication. Mindful leaders prioritise listening over speaking. They focus fully on the speaker, without distractions, and respond with empathy and understanding.

This practice helps in building trust and rapport within the team. When team members feel heard and understood, they are more likely to be engaged, motivated, and committed to their team’s and the organisation’s goals.

3. Emotional Regulation

In the face of challenges, a mindful leader remains calm and composed. Emotional regulation involves recognising your emotions without letting them dictate your behaviour. By managing your emotions effectively, you can respond to situations with clarity and wisdom.

This ability to stay grounded and balanced, even in stressful situations, enhances your leadership and communication effectiveness. It enables you to provide clear guidance and support to your team, even when the pressure is on.

4. Compassion and Empathy

Mindful leaders lead with compassion and empathy. They understand the importance of connecting with their team on a human level. By showing genuine concern for the well-being of others, they foster a culture of trust, respect, and collaboration.

Compassionate communication involves acknowledging the feelings and perspectives of others, even when delivering difficult messages. This approach not only strengthens relationships but also enhances team morale and productivity. It allows leader and report to work together to find better ways of doing things to create better outcomes.

5. Intentional Decision-Making

Mindful leadership involves making decisions with intention and purpose. Rather than reacting impulsively, mindful leaders take the time to consider the impact of their decisions on all stakeholders. They weigh the pros and cons, consider different perspectives, and make choices that align with their values and the organisation’s mission.

This deliberate approach to decision-making leads to more thoughtful and strategic outcomes. It also enhances communication by providing clear rationale and transparency behind decisions, which can help align the team and reduce misunderstandings.

6. Presence

world, it’s easy to get caught up in multitasking and distractions. However, mindful leaders prioritise presence—they give their full attention to the task at hand, whether it’s a team meeting, a one-on-one conversation, or a critical decision.

This presence not only improves the quality of communication but also sets a positive example for the team. When leaders are present, they create a culture of focus and engagement, which can lead to higher levels of performance and satisfaction.

In summary

Mindful leadership is more than just a leadership style – it’s a way of being that can transform your approach to leadership and communication. By cultivating self-awareness, practicing active listening, regulating your emotions, leading with compassion, making intentional decisions, and staying present, you can become a more effective and impactful leader.

Incorporating these practices into your daily routine will not only enhance your leadership abilities but also foster a more connected, engaged and trusting team. As you embrace mindful leadership, you’ll find that your communication becomes clearer, your decisions more thoughtful, and your leadership more authentic.

If you or your team would benefit from training or coaching in and around mindful leadership, or any of the other leadership, communication and soft skills required to develop outstanding leaders and high performing teams, please book in for a free, no obligation Discovery Session, email us at info@full-potential.com.au, or call us on +61 412 403 373. We’d love to chat with you!