Mustang Leadership: Follow Before You Lead (Part 2)

Leadership Development – by Brandon Seyl

Unpacking the Pitfalls of Teams Without Ownership: Understanding the Root Causes

What causes a team to need more ownership? We often hear about teams or people that exhibit significant ownership, but very little is said about the opposite.  Photo by Ono Kosuki at pexels.com Ownership is critical to effective teamwork and a unit's success. When a team lacks ownership, productivity wanes, motivation fades, and the chances of winning diminish. The absence of ownership within a team can be likened to a ship adrift without a captain, lost in a sea of ambiguity and disarray.  True leaders understand that ownership is not about control but empowerment and inspiration. — Simon Sinek I love this quote from Simon Sinek because ownership is 100% about empowering those closest to the problem. It’s not about boosting your ego or making you feel necessary.  Photo by Christina Morillo at pexels.com But what would cause a team to lack ownership in the first place?  What underlying issues plague group dynamics and hinder progress or collaboration?  In today’s post, I’ll share some of the underlying symptoms and reasons why teams lack a culture of ownership.  What is Ownership? In the team context, ownership means an individual or collective commitment to taking initiative, making decisions, driving progress, and ensuring the success of the shared goals and objectives.  For lack of better words, someone or a team of people sees something within their control and improves the situation.  Units or people with high ownership — don’t wait to be told what to do.  They are Proactive.  Have a willingness to assume responsibilities.  Have a sense of pride and dedication toward fulfilling one’s duties and obligations.  Root Causes for Lack of Ownership: 1. Ambiguous Goals and Objectives: Clarity breeds ownership, while ambiguity creates detachment and apathy within a team. A team needing more ownership typically stems from a need for clear direction, goals, or objectives.  In my experience, I have seen leaders so focused on meeting their supervisor's expectations and goals that they abandon their folk's development. This is problematic as subordinates need a clear purpose or will become demoralized quickly.  Photo by Skitterphoto at pexels.com The bottom line is that people need goals and objectives to thrive. As a leader, you must guide them toward accomplishing their goals. If they lack ownership, be persistent in granting them the required authority.  2. Absence of Accountability: Have you ever seen someone willingly raise their hand and accept accountability for a failure?  9 out of 10 times, it ends well for that person.  Any leader who accepts accountability of the people and equipment under their control creates an environment free from finger-pointing, defensiveness, shifting blame, or disengaging from their duties.  Photo by Andrea Piacquadio at pexels.com Leaders must set expectations and hold their personnel accountable. Too often, I see people giving multiple chances instead of enforcing strict standards and discipline. The problem is that everyone else also sees that an individual needs to be held accountable. This then becomes an issue that spreads like wildfire. 3. Poor Communication and Collaboration: Fragmented approach: Clear communication channels lead to understanding and collaboration. However, with clear communication, team members may collaborate, focusing solely on their tasks without considering the broader objectives of the team.  Photo by nappy at pexels.com Lack of Alignment: When communication is strained or ineffective, team members may have differing interpretations of goals, expectations, or priorities. This lack of alignment can lead to confusion, frustration, and a diminished sense of ownership as individuals struggle to understand their roles within the team’s collective efforts.  Lack of Trust: Do people trust each other? Is it a team of individuals? Are people communicating behind closed doors? Are they open and fully engaged?  4. Leadership Deficiencies: It’s tough to be a leader in the modern day. Everything you say or do is often criticized by those who know nothing about the weight of responsibility a leader carries.  But — there’s no denying that a leader is responsible for whether or not there is a culture of ownership.  When leaders fail to provide direction, support, or empower their team, they create a sense of disillusionment among team members.  Photo by cottonbro studio at pexels.com You will often find that ownership becomes a foreign concept, and individuals may feel disengaged from their roles.  5. Fear of Failure or Repercussions: This lack of ownership might also be rooted in the fear of failure or repercussions. If one is not bold in taking risks, innovating, or making independent decisions, one would refrain from taking ownership of tasks. Cultures of fear kill creativity, initiative, and ownership and encourage hesitancy and self-preservation. If you notice any of these underlying symptoms, you are likely in an environment that lacks ownership. The good news is that you can be the change that brings trust, accountability, and ownership back.  It won’t be easy. Cultures are deep-rooted and are often the result of years of neglect or deficiencies.  Regardless — it’s the right thing to do. Your folks will benefit from empowerment, and so will the overall organization.  Happy reading,  Brandon      

Leadership Development – by Brandon Seyl

5 Steps to Guide Your Team Out of ‘Firefighting’ Mode

Is everything a priority at work? Are you constantly being bombarded with meaningless work that wasn’t planned out?  Yep. Been there. It sucks.  There’s a name we have for it.  Firefighting mode Photo by Elisa Giaccaglia at pexels.com Unfortunately, it comes without a fantastic truck and uniforms.  However, it does come with plenty of headaches, hair loss, and frustration.  Here’s the reality….an organization doesn’t get there overnight. At its core, it typically boils down to a lack of vision and communication.  Employees need those fundamental ingredients to prioritize their tasks at will. This leads to chaos, with everyone running every which way, making simple tasks much more complicated.  Creating healthy, sustainable processes is an unsolvable mystery.  Do you want to constantly dive into emergencies with a moment to focus on proactive planning and strategy?  Didn’t think so. You are in luck! It’s possible to shift your team from reactive mode to proactive success with the right strategies.  One effective method is implementing a Kanban board to visualize workflow and enhance efficiency. This blog post will outline five practical steps to help your team control the scene.  Step 1: Setting Priorities and Establishing Clear Goals The first step in moving from firefighting to proactive planning is setting priorities and defining clear goals. Sit down with your team to identify the most critical tasks and determine what success looks like for each. Make sure to cast a wide net to collect feedback and opinions from as many team members as possible. Each person's unique perspective and experience will paint a complete picture for you.  When setting goals — don’t forget to make sure they follow S.M.A.R.T. Photo by Markus Winkler at pexels.com S: Specific: Clear, detailed, and well-defined. Outline what you want to accomplish, who is involved, why it’s critical, and any constraints or requirements. Example: Implement a new onboarding program that includes standardized training modules, mentorship opportunities, and knowledge assessments to increase employee performance and satisfaction and reduce errors. Constraints include resource limitations, change resistance, and technological constraints.  M: Measurable: Each goal requires defined metrics, quantities, or milestones that you can use to track your progress and determine when the goal has been achieved. Example: Increase employee proficiency levels by 20% after completing the onboarding training program, as measured by performance evaluations and post-training assessments. A: Achievable: Is the goal realistic and attainable? Consider resources and skills, and determine if the goal is within reach with effort and commitment.  Example: Enhance training readiness by providing access to online learning resources, conducting regular skills development workshops, and assigning mentors to guide employees through their training journey. R: Relevant: Think about the overall business outcomes. Do your goals align with short and long-term plans?  Example: Align the training readiness program with the company’s strategic goals of fostering a culture of continuous learning, employee growth, and readiness to adapt to industry changes. T: Time-bound: Draw the line in the sand. Setting suspense creates a sense of urgency and helps rack & stack priorities.  Example: Roll out the updated training readiness program by the end of the first quarter to ensure all employees have completed the initial modules within the calendar year. Step 2: Implementing a Kanban Board Don’t worry — you are perfectly fine if you don’t know what a Kanban board is. It’s a fancy word for an organized visual workflow. Most people become exposed to them when they are dealing with project management.  But if you think about it….nearly everything is a “project,” so the applicability and use are relevant to stopping “fires.”  Photo by Alena Darmel at pexels.com A Kanban board will quickly convert your complex workflows into visual, manageable tasks. By addressing the root cause of workplace fires (Vision / Communication), a Kanban board helps everyone “see” and “communicate” team goals.   This will give your team a structured framework for tracking progress, managing deadlines, and increasing productivity.  How to Set-up Using a whiteboard or string yarn, create three equal-sized columns: “To-Do,” “In Progress,” and “Done.”  Write your tasks/goals on Post-it notes, then place each in its respective column. Pro tip: Priority items are closest to the top.  Congratulations! Your team now has a visual representation that allows them to see where tasks stand in the workflow at a glance, making it easier to prioritize, allocate resources effectively, and identify bottlenecks. As the leader, ensure you are involved early on but gradually take a step back to empower your team members to update the board regularly.  Another nice perk of this strategy is that it provides a very easy visual for your leadership to identify what your team is focusing on.  Step 3: Conducting Regular Team Meetings I’m including this as a step because it’s important to note that a Kanban board DOES NOT replace meetings.  You can see what everyone is working on and where it stands, but it’s much more than a queue viewer. The real value is gained when everyone meets to discuss progress, challenges, and upcoming tasks.  Photo by Christina Morillo at pexels.com Establish a meeting battle rhythm (preferably early in the work week in the morning). This time will create stability and allow everyone to address roadblocks and adjust priorities together.  Step 4: Empowering Team Members and Delegating Responsibly Depending on the volume of work and the size of your team, you might be dealing with 20+ post-it notes on the board. Hence, step #4: Delegation. You will have to delegate tasks to your subordinates.  Photo by Mizuno K at pexels.com The bottom right of each sticky note includes the name of the OPR (Office Professional Responsibility) for the task. I color-coded the sticky notes based on the work section. Adding a member to the bottom right creates ownership and a sense of responsibility.  For example, the help desk is blue, the network team is red, etc.  Your goal as a leader is to encourage autonomy and trust within the team, enabling each member to own their responsibilities. Delegate tasks based on individual strengths and workload, ensuring a balanced distribution of work. Step 5: Recognize Hard Work As you have noticed, the first four steps are just casting a vision and getting everyone on the same page.  Regardless of how successful you are in implementing steps #1–4, anticipate “unplanned” work. You cannot control or prevent your team from facing a fire or two. The main point of these steps is to keep your fire hoses pointed the same way.  Hopefully, by this point, you will recognize significant differences in achieving business outcomes and in your employees' performance and satisfaction.  So, give credit where credit is due. Kudos to those who exceeded everyone's expectations. I recommend presenting praise or awards at your team meetings. Keep it a secret and surprise them. This will instill a sense of accomplishment and pride within your team.  The goal is to create a positive and supportive work environment that builds team cohesion and productivity.  Conclusion: Alright — here’s a recap of how to get your team out of “firefighting” mode.  #1: Set Priorities and Establish Goals#2: Build a Kanban board#3: Regular team meetings#4: Delegate tasks#5: Recognize hard work Just remember, this won’t be an overnight success. It will require getting everyone in the same room and taking some L’s as you invest in this framework. After some time, you will notice everyone working together and succeeding.  Be patient, delegate, and get after it. Happy Reading,  Brandon  

Leadership Development – by Brandon Seyl

5 "Must-Dos" for Servant Leaders

To lead people, walk beside them. As for the best leaders, the people do not notice their existence. The next best, the people honor and praise. The next, the people fear; and the next, the people hate … When the best leader’s work is done the people say, ‘We did it ourselves!— Lao Tzu Hey everybody! Servant leadership is just one of many leadership styles, but it’s personally my favorite because it pokes at the heart of leadership—taking care of the needs of others. At its core, the servant leadership approach prioritizes team members’ well-being and growth, putting their needs first to unlock their full potential. Servant leaders are focused on achieving goals and empowering and uplifting those they lead.  Okay — in today’s blog post, I’ll be sharing 5 “Must-Do’s” for how you can best serve your team(s).  Photo by Pixabay at pexels.com Happy Reading! 1. Daily Check-Ups: Okay, let’s not confuse daily check-ups with meetings. A daily check-up is either (1) you physically walking over to your folks, (2) calling/emailing your team, or (3) any other means of connecting.  I recommend this daily until you have established relationships with subordinate leaders and your team. Once you have rapport, you can scale back or adjust as necessary.  However, the intent is to be present and available for your team to openly receive updates about progress, challenges, and opportunities they might face.  Over time, your presence or method of daily check-ups will become typical to your team. This is good. As Lao Tzu mentioned, this is walking beside your team.  Photo by cottonbro studio at pexels.com 2. Provide Resources and Support: Servant leaders flex to whatever their team’s needs are because they understand taking care of their team is the top priority. The best way to do this is to anticipate resourcing gaps and mitigate shortfalls.  Understanding your organization’s vision and upcoming projects is the best way to accomplish this. Communicating this to your team allows them to report metrics or inventory levels, allowing you to identify deficits or align resources properly. Resource management is a no-brainer, as it’s black and white in your duty description. But showing support to your team is the key! For example, you can support your team by stopping by with popsicles or water on a hot summer day. It could also mean reaching out internally or externally to get more manpower or assistance for a project.  Bottom line: You are an enabler. Focus on the background items that allow your team to succeed.  Photo by Tiger Lily at pexels.com 3. Mentor and Coach: One of the greatest values of mentors is the ability to see ahead what others cannot see and to help them navigate a course to their destination. — John C. Maxwell Another reason behind Must-Do #1 is that establishing rapport with your team allows you to understand their strengths, abilities, and interests. You are in a prime position to help your team develop their skills and reach their full potential. However, your junior subordinates usually need a stronger sense of the opportunities and career paths. This is why you must mentor and coach.  For example, you could mentor informally, conduct 1-on-1s, or develop a professional development schedule for your organization.  Photo by Vanessa Garcia at pexels.com The bottom line is that your mentorship and coaching will have a lifelong impact on your folks. It’s worth it 100%.  4. Roll Up Your Sleeves: It is not the employer who pays the wages. Employers only handle the money. It is the customer who pays the wages. — Henry Ford I love this quote from Henry Ford. It sets the tone for servant leadership.  Rolling up your sleeve is an action that sets an example. When your team sees you taking out the trash, cleaning up, or working with them, it has a positive ripple effect.  Photo by MART PRODUCTION at pexels.com Once again, another shameless plug for Must-Do #1. Connecting with your team allows you to create opportunities to roll up your sleeves and get to work. In my experience, if I had to choose between sitting at my desk or going out and jobbing it with my team…it’s a pretty easy choice. 5. Recognize and Appreciate: Appreciate everything your associates do for the business. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They’re absolutely free and worth a fortune. — Sam Walton My FAVORITE! Best for last, of course.  People want to feel valued and appreciated.  At work.  At home.  Wherever.  It costs nothing to walk over to your team, shake their hands, look them in the eyes, and praise their hard work.  As a leader, this is often the best part of the job. When top performers are recognized, everyone rallies around to show their gratitude. Kind words and hand-written letters are two great methods of showing your appreciation.   Consideration #1: If you have subordinate leaders — don’t rob them of the opportunity to praise their team. Let your subordinate leaders praise their team, then make sure to provide kind words to everyone, including their leader. Consideration #2: Remember the impact family has. Invite the family and friends; a written note or phone call will suffice. No different than your situation, everyone sacrifices something to be at work. Often, it’s the ones we love the most. Photo by RDNE Stock project at pexels.com Alright, in conclusion, by focusing on these 5 “must-dos” (Daily check-ups, Resource and support, Mentor/Coaching, Rolling up your sleeves, and showing appreciation), you can build a high-performing team, foster a positive workplace culture, and drive organizational success through empowerment, support, and genuine care for your team members. I hope you enjoyed it. Until next time.  Brandon 

Leadership Development – by Brandon Seyl

Leading Forward — Excel in Your First 60 Days

Your first 60 days as a new leader are crucial for setting the tone, building trust, and establishing your credibility. Welcome! If you’re reading this, you may have just accepted a new job or position and are now on the cusp of your leadership journey.  Congratulations! It’s normal to feel excited and nervous. Meeting new people and learning a new organization is a fun experience. Being the new person, not so much. Especially when you’re the leader, all eyes are on you.  Trust me — everyone, and I mean everyone, has and will talk about you.  Why? Your influence will either improve their work lives or cause them to brace the conference room table at every staff meeting in fear.  Don’t worry, though! I’m here to help you navigate it. In today’s post, I’ll outline 2 key points to focus on in your first 60 days. Photo by Magda Ehlers at pexels.com Let’s get into it.  #1: Build Relationships and Establish Trust Let’s take a moment to reflect. Think back to the interactions you had with new leaders. What do you remember?  There is a crucial separation in those interactions that matter. The leaders who stood out approached me as “Brandon” rather than my position.  Okay, okay! Hang with me… In my experience, I’ve learned it’s the first dead giveaway about the leader’s priority. Are they genuinely invested in understanding you or cataloging you in their head based on function? Leader vs. Manager.  We’ve all heard the saying, “People first,” but most leaders' daily actions don’t align.  Keep your mind focused on what matters…..learning your people. With time, you will understand their functions and positions.  I promise you it’s very liberating when you honestly approach these first interactions with curiosity. Just get to know the person. Joke, laugh, listen, and be present.  Here are the five essential things you should know about your folks.  Their name Family Birthday or significant life events Hometown Passions/hobbies? Schedule one-on-one meetings with each team member during your first weeks as a leader. These meetings will give you valuable insights into their personalities and aspirations.  Photo by Marcelo Dias at pexels.com Your goal is to ask questions and learn about the individual. Nothing else matters. When they leave, write notes on your interaction so you can reflect on it.  The longer you can hold back on any work-related interactions, the better because, as a leader, you need strong rapport and trust with your team.  #2: Set Clear Expectations and Goals Clarity is critical when setting expectations and goals for your team.  In your first days, make it abundantly clear that your first goal is to learn the people and mission. Communicate early and often that your vision, objectives, and performance expectations will be communicated to everyone around the 30-day mark.  By providing a roadmap for success and outlining clear deliverables, you empower your team members to align their efforts with the organization's overarching goals. In your first team meeting, solicit and understand your team’s quarterly goals and articulate your individual and collective performance expectations.  Photo by Ann H at pexels.com By asking questions and seeking to understand, you reinforce your first expectation — education. This will invite everyone to share their knowledge with you, creating a cooperative work environment.  From day 1 to day 29, you are essentially a sponge. On or around day 30, you lay out your expectations. Hopefully, with everyone’s collective input, what you say and articulate aligns with the organization.  Alright y’all. Your first 60 days are critical for laying the groundwork for your leadership success. Prioritize relationship-building and setting clear expectations and goals.  If you’re having fun and excited — you’re doing it right! Leadership can be challenging but it’s also gratifying. You’re responsible for shaping and molding the people in your charge. Stay authentic to yourself, and your team will recognize it.  Best of luck!  Until next time,  Brandon

Leadership Development – by Brandon Seyl

Mustang Leadership: “Ground Pounding — The “Up & Out” Strategy”(Part 5)

Because firing email “missiles” from your desk will only get you so far.  Welcome back to the Mustang Leadership series. If you’re new here (ABOUT TIME!), check out the links to Parts 1–4 at the bottom of this post. Part 5 features a leadership approach that helps build cross-organizational/department rapport to ease your team’s problems. This approach, and credit, goes to a mentor of mine, who dubbed it “Ground Pounding.”  Photo by Nelson Rodriguez at pexels.com The inspiration, “Ground Pounders,” is a slang term used to refer to U.S. Army infantry soldiers because of the long hours they spend marching.  Okay — let’s get after it.   What is Ground Pounding? Most of us know the classic leadership advice of leaving behind your desk to see the organization firsthand. Some of those benefits include learning about your people, their mission, and professional goals, all of which will help you lead.  That is solid advice for new supervisors but ground-pounding is about more than meeting your people. By this point, I hope you have identified the frequency of how often you visit your team without being disruptive. (Yes — there are negatives too) Ground pounding involves meeting the people external to your team that your organization relies on or provides service or support to.  Photo by Laura Tancredi at pexels.com For me, this realization was groundbreaking (horrible pun).  It’s no longer enough to step away from your desk—you have to think “up and out,” which may involve leaving your building, city, or country to develop professional relationships.  This is important because each organization has sections, departments, or [insert name]. The inherent problem with an organizational structure is that it naturally creates information silos and barriers to communication.  We, including myself, are very guilty of ignoring anything external to our respective “silo.” But not anymore. From this day forward, we will be ground pounders.  Now that we’ve covered what ground pounding is, let’s seek to understand the more extensive workforce.  Understanding the Work Environment  Did you know that over 754,633 office workers are employed in the United States?  To put that into perspective, the United States civilian labor force amounted to 167.43 million people. That’s a lot of people not tethered to a desk full-time. When you think of just how many people are scattered across the departments below, it highlights how imperative it is to think “up and out.”  Top 10 Company Departments:  Administrative Human Resources Purchasing Information Technology Operations/Delivery Product/Service Development Sales Marketing Accounting Finance The Ground Pounding Approach Step 1 (Identify): Examine your organization processes to determine what your inflow and outflows are. List out every external dependency by annotating the respective organization or person.  Think about what makes your organization “tick”. For example, you work in the Human Resources (HR) Department and know that new employees have Information Technology (IT) requirements such as creating their email account. This is a key “outflow” process for your team as you are dependent on the IT department.  Photo by Christina Morillo at pexels.com Step 2 (Rack & Stack): Create a value system next to how dependent you are on this person/team. List in order of dependency. By listing out every process you can sort by relevancy. This will help you later on in determining how much energy/effort to exhaust.  Step 3 (Plan): Develop a schedule that lists out the frequency with whom you need to visit. Once a relationship is established this will become more natural and less formal. (Which is right where you want to be) Photo by Jess Bailey Designs at pexels.com Step 4 (Act): Meet with those teams and people you have determined. Find opportunities to help each other. Ideally, your goal should be to get some early “wins” for those listed on your list.  Parts 1–4:  Mustang Leadership: Build Your Leadership Foundation (Part 1)Welcome to “Mustang Leadership,” a blog series that shares practical leadership advice and perspective for aspiring…medium.com Mustang Leadership: Follow Before You Lead (Part 2)Welcome back to “Mustang Leadership,” an engaging blog series where you will gain valuable insights and practical…medium.com Mustang Leadership: Stop Talking and Listen to Your People (Part 3)Quick and actionable tips that will make you a better listener and leader.medium.com Mustang Leadership: Establishing Clear Focus for Your Team (Part 4)If everything is a priority, then nothing is.medium.com Conclusion Okay, ground pounders, today we talked about the importance of “Up & Out” leadership and how it can benefit your team and organization. The further you progress in your leadership journey the more it revolves around thinking “big picture”. Ground pounding is simply one step of breaking down siloes to get your team marching forward.  Hope this was value-added. Let me know what you think! Brandon

Leadership Development – by Brandon Seyl

5 Steps to Deliver Criticism-Free Feedback

Balancing honesty and tact as a leader is a delicate task.  We’ve all been on the receiving end of negative feedback.  If you’re like many, feelings of self-doubt can undermine your confidence and cause feelings of unworthiness.  Naturally, as social beings, we don’t want to be perceived poorly.  What’s harder than receiving feedback? Giving it.  Why? Because it takes so much courage to confront someone and tell them they did X, Y, or Z incorrectly.  Delivering “constructive criticism” is an art that requires empathy and clear communication.  When offered with good intentions and in a thoughtful manner, it can help individuals learn, improve, and reach their full potential. The goal is for the member to understand your feedback and to receive it positively.   In this blog post, we will discuss five essential steps to deliver constructive criticism to foster growth, understanding, and positive change. Step 1: Choose the Right Time and Place Timing and environment are crucial when delivering constructive criticism.  Instead of rushing to give feedback when someone makes a mistake, it’s helpful to pause and mentally prepare before offering your input. On-the-spot corrections are acceptable but if you have time (which most times you do), you should wait.  One strategy is to have a go-to feedback area. This can be a private setting where the member will be receptive and comfortable. The goal is to maintain confidentiality and minimize distraction.  Then simply notify the member that you would like to discuss “insert subject” at XX:XX on Friday.  This level of preparation allows the member to understand the situation and focus on the feedback.  Photo by Tima Miroshnichenko at pexels.com Step 2: Focus on Specific Behaviors or Actions Constructive feedback should be specific and solution-oriented rather than vague or personal.  Instead of attacking someone’s character, direct your attention to particular behaviors or actions that need improvement.  Be prepared with specific examples to back up your observations. This approach helps the person better understand the issue and provides a clear path towards positive change. For example: Instead of saying, “You’re always so disorganized, “try focusing on a specific instance, like, “During yesterday’s meeting, I noticed that your notes were incomplete, which made it difficult to follow the discussion.” As you can see — one presents a clear path ahead such as improving note-taking skills and the other creates tension because the member is unsure of which way to go.   Photo by Antoni Shkraba at pexels.com Step 3: Use “I” Statements to Express Concern Okay — this is one of the few times where it’s okay to use “I” statements to express your concerns.  “I” statements are great for feedback because they empathize with personal feelings and experiences. This approach avoids making you sound accusatory or judgmental.  For instance, say, “I noticed that sometimes you interrupt others during team discussions, and I feel it hampers effective communication,” instead of using phrases like “You always interrupt everyone!”  By framing your feedback in this way, you foster a more open and non-confrontational conversation. Overall — just saying the word, “you”, can place people on the defensive.  Trust me, this is a hard habit to break but once you do you gain positive control of the interaction.  Photo by Designecologist at pexels.com Step 4: Offer Suggestions and Alternative Perspectives While highlighting areas needing improvement, don’t forget to provide potential solutions or alternatives.  Constructive feedback is not solely about pointing out weaknesses but also about guiding growth.  Offer suggestions and perspectives that can help the person develop better habits, skills, or approaches.  Encourage them to think critically and brainstorm their ideas for improvement Photo by Jens Johnsson at pexels.com Step 5: Show Empathy and Offer Support Delivering constructive criticism should be accompanied by empathy and support.  Acknowledge the person’s efforts and strengths, and demonstrate your belief in their ability to grow.  Make it clear that your goal is to help and support them in their journey towards improvement.  Offer assistance and be available for further discussions or mentoring if needed.  Building trust and rapport will make the person more receptive to feedback and more likely to embrace positive change. Photo by Kevin Malik at pexels.com Conclusion: Constructive feedback, when delivered effectively, can be a catalyst for personal and professional growth.  Summary of 5 Steps: 1. Choosing the right time and place2. Focusing on specific behaviors3. Using “I” statements4. Offering suggestions and alternative paths5. Showing empathy and support  Remember, the ultimate goal is for the member to receive the feedback healthily and productively.  Being able to do so will only create trust within your team.  Happy Reading,  Brandon

Leadership Development – by Brandon Seyl

Mustang Leadership: Establishing Clear Focus for Your Team (Part 4)

If everything is a priority, then nothing is.  Welcome back to “Mustang Leadership,” a blog series where you will gain valuable insights and practical advice on leadership. Efficiency is doing things right; effectiveness is doing the right things. — Peter Drucker Have you ever witnessed that work colleague who is always stressed out because they “feel” as if they have too much on their plate?  Photo by Atul Choudhary at pexels.com What about the ones who aren’t worried and seem to be focused on things that don’t matter?  In my experience, both situations are ever so common. The underlying cause is that neither individual understands what matters.  As leaders — your ability to prioritize what matters is the defining factor between success and stagnation.  In Part 3 of this series, we learned about the importance of listening to your people but the lesson today is to help your team achieve clarity, focus, and effective time management.  In this blog post, I’ll provide you with actionable tips and tricks that can help you build an autonomous team that chases the organization’s vision.  1. Clarity of Vision Whether you have been at your organization for one week or five years, understanding where your team is going is critical.  Starting with your company vision or mission statements isn’t a bad start but the reality is that most people don’t read them, don’t care, or forget them.  To gain a true in-depth understanding of your organization and its strategic goals you have to start by asking questions. Photo by Mario Cuadros at pexels.com Using Nike as an example, their vision is to bring inspiration and innovation to every athlete in the world. Their internal definition of an athlete is anyone with a body.  Let’s say “Michael” is the newest mid-level manager at a regional Nike office. Here are some questions he could ask to better guide/direct his team toward that vision.  How does our vision of inspiring and innovating every athlete align with the day-to-day work we are doing?  How are we communicating our commitment to every athlete effectively within our team and our customers?  What obstacles or challenges do we face in carrying out this vision?  Asking questions across several layers and even externally outside of the company can help define your understanding of the vision.  Photo by RDNE Stock project at pexels.com Once you understand the vision in your terms you will now be able to articulate the vision effectively in a manner.  Actionable Tip: Regularly communicate the organizational vision to your team and tie daily tasks to the overarching goals.  Why? Alignment cultivates a sense of purpose that drives team unity and over time changes how everyone internally prioritizes their work.  2. Eliminate Distractions  Now that you have a crystal ball view of where your team is heading the next step is to identify what will slow you down.  Continuing the Nike example, some of the distractions that can prevent leaders from delivering inspiration and innovation to their customers are:  Accessibility and Affordability (Quality typically =’s $$$) Cultural Barriers (Tailoring products to different cultures) Supply Chain Shortages (Labor practices, ethical sourcing, etc.) Social and Political Issues (Brand image and reputation via athlete endorsements) The examples above are more organizational-level distractions but at the lower levels, it can simply be working on a product that doesn’t align with the vision.  Photo by Brett Jordan at pexels.com Actionable Tip: Identify distractions and prioritize items aligned to the vision 3. Delegate & Empower! Okay here comes the fun part. At this point, you understand the organization’s vision intimately and are working aggressively to eliminate distractions.  Now — it simply is a matter of delegating and empowering your team to prioritize their tasks. Pro-Tip: Don’t prioritize your team's tasks.   You see, I’m a firm believer that once you delegate or provide your intent/expectations, you are inherently empowering them.  By prioritizing their tasks for them, you are eroding that empowerment and creating a dependency on you vs. allowing them to make decisions.  Granted, there are always exceptions but being mindful and proceeding with caution is vital.  So, to Peter Drucker’s point, to be effective you have to do the right things. To do the right things, you need to empower your team members to take ownership of their work.  It won’t be a quick process but with patience and determination, you will have yourself an autonomous culture that internally processes based on the vision cast. Allowing you to focus on removing barriers along the way.  Photo by Belle Co at pexels.com Actionable Tip: Delegate and empower your team to accomplish their assigned scope of responsibilities.  Conclusion: By focusing on what truly matters, you create an environment where your people can thrive toward success. Clarity of focus is often overlooked in a world that sometimes unknowingly values quantity vs. quality of impact.  However, the below actionable tips will help you shape your team to make longer-lasting impacts.  Summary of Actionable Tips:  Communicate the vision: Regularly communicate the organizational vision to your team and tie daily tasks to the overarching goals. Cut Distractions: Identify distractions and prioritize items aligned to the vision Build an autonomous culture: Delegate and empower your team to accomplish their assigned scope of responsibilities.      

Leadership Development – by Brandon Seyl

Mustang Leadership: Stop Talking and Listen to Your People (Part 3)

Quick and actionable tips that will make you a better listener and leader.  Welcome back to “Mustang Leadership,” an engaging blog series where you will gain valuable insights and practical advice on leadership. When you imagine a leader, do you picture traits such as decisiveness, assertiveness, extrovert, etc.?  I mean — honestly, aren’t these the type of people who jump at leadership opportunities first?  Yes, but that doesn’t necessarily qualify them as leaders.  Leadership is all about influence.  A leader casts a vision, compelling others toward a path of uncertainty.  It doesn’t matter if someone is the most charismatic person or quiet.  Gaining influence starts with one key trait— listening.  In this post, we will discuss why effective leaders elect to listen to their teams first. I’ll also provide you with some practical tips and suggestions for developing this skill.  Happy reading.  Photo by Markus Spiske at pexels.com 1. Stop Talking so Much Ever sit in a meeting where the leader does all of the talking? In your first couple of interactions, you probably won’t notice too much about it but next time — look around the room.  You will notice that most of the people are disengaged, not collaborating, and waiting to escape.  The truth is that leaders who talk excessively hinder their ability to gain others’ perspectives and valuable input.  People quit their bosses, not their job. Listening creates an opportunity to build trust and meaningful relationships within a team.  When you elect to listen first, your actions are saying:  “I trust and value what you bring to the table”.  It also makes your followers feel valued.  Photo by Yan Krukau at pexels.com Great leaders recognize that they don’t have all the answers. By listening to different perspectives and seeking diverse viewpoints, leaders can make informed decisions that consider the collective wisdom of their team. Listening is a great tactic for improving your decision-making. An excellent example of this approach is Satya Nadella, CEO of Microsoft.  He held Q&A sessions, utilized employee surveys, engaged in Town Hall meetings, encouraged social collaboration, and simply walked around and talked to employees across all levels of the company.  Why? He recognized the value of having an inclusive team.  Photo by Salvatore De Lellis at pexels.com 2. Tips for Practicing Active Listening This list is not all-inclusive but serves as a good memory jogger.  Have a 1-on-1 conversation in a quiet location Maintain eye contact Stay curious — make it your goal to learn as much as possible Be disciplined — silence the thoughts in your head.  Give non-verbal cues (Shake your head, grin, etc.)  Paraphrase and summarize what they said Ask clarifying questions to gain deeper understanding Be empathetic. Save your judgment and answers (This is hard).  Be mentally present Be patient — see #7 Reflect on conversations Leaders — “Listen” to your team. They have ideas, experience, and perspectives you don’t.  Speak when needed, listen always.  Keep leading!  Previous Posts: Part 1: “Build Your Leadership Foundation” Mustang Leadership: Build Your Leadership Foundation (Part 1)Welcome to “Mustang Leadership,” a blog series that shares practical leadership advice and perspective for aspiring…medium.com Part 2: “Follow Before You Lead” Mustang Leadership: Follow Before You Lead (Part 2)Welcome back to “Mustang Leadership,” an engaging blog series where you will gain valuable insights and practical…medium.com My book:  The Military Mustang: The Journey From Enlisted to Officer"The Military Mustang" is an inspiring collection of short stories that explores the journey from enlisted…amzn.to Disclaimers: I want to be transparent about affiliate links on my blog, which may result in earning a commission from purchases made through those links. Rest assured, I only recommend products and services I have used or believe in. Your support through these affiliate links is greatly appreciated and helps me continue providing valuable content.    

Leadership Development – by Brandon Seyl

Mustang Leadership: Build Your Leadership Foundation (Part 1)

Welcome to “Mustang Leadership,” a blog series that shares practical leadership advice and perspective for aspiring leaders.  Now, some of you might wonder if I’m suggesting we examine leadership from a horse’s perspective.  Well, that’s not the case.  Photo by Trace Hudson at pexels.com You see, the term “Mustang” originates from the old slang used to describe enlisted soldiers who eventually earned their commission. As a proud “Mustang”, I strive to impart more than 12 years of military leadership experience to you.  Here’s the beautiful thing about leadership — it is applicable anywhere. Any job. Any time.  Leadership is in high demand and quite honestly — we need more leaders. So thanks for being here.  So, what exactly is Mustang Leadership, and why should you care?  Mustang leadership encompasses the qualities and experiences of individuals who have transitioned from blue-collar to white-collar roles.  What sets Mustang Leadership apart is its ability to bridge the gap between frontline workers and those in command.  Your ability as a leader to understand the challenges, sacrifices, and realities of those you serve can be crucial in navigating organizational challenges.  Throughout this blog series, you will learn the principles of Mustang Leadership by uncovering effective strategies in decision-making, team-building, and communication.  In the first post (Exciting!) we will discuss three topics: 1) Why Do You Want to Lead2) Continuously Learn and Seek Growth Opportunities3) Develop Self-Awareness 1. Why Do You Want to Lead?  Leadership is not about being in charge. It is about taking care of those in your charge. And when you know your ‘why’ — your purpose, cause, or belief that inspires you — it becomes easier to define your roles and responsibilities as a leader. Leading from your ‘why’ means leading with intention, empathy, and an unwavering commitment to your values. — Simon Sinek To be frank, effective leaders are looked up to and exude an aura to them. Just like a pro athlete, many of them make it look easy.  However, Individuals with limited leadership experience often overlook the emotional toll, and the difficulties in juggling competing priorities, handling uncertainty, and constantly motivating their team. Leadership is deeply rooted in one’s identity and character.  Photo by Brett Sayles at pexels.com Not everyone “wants” or “needs” to be a leader.  For those who choose the path or the path chooses them, the thought-provoking questions below can help you identify your “why”.  What do you aspire to achieve as a leader?  Do you want to inspire a team, drive organizational change, or make a positive impact in your community?  How do my values align with the responsibilities of a leadership position? Can I handle criticism and manage conflict effectively? How do I plan to create a supportive and inclusive work environment for my team? Do I genuinely care about the personal and professional development of those I lead? One thing that I’ve noticed in my career is that it’s very easy to spot self-serving leaders and rare to find servant leaders.  2. Continuously Learn and Seek Growth Opportunities Leading deals with uncertainty.  As an aspiring leader — your appetite for knowledge and growth needs to be high.  Leaders are Readers  — Harry S. Truman Photo by HONG SON at pexels.com My #1 book recommendation for starting in leadership is, “The Front-Line Leader”.  It’s an inspiring story of how Mr. Chris Van Gorder goes from a police officer to CEO. In this book, his leadership purpose was clear — people come first. The Front-Line Leader: Building a High-Performance Organization from the Ground UpThe Front-Line Leader: Building a High-Performance Organization from the Ground Up [Van Gorder, Chris] on Amazon.com…amzn.to So, let me get this straight, Brandon.  Are you saying that by simply reading some books, I can magically transform into an amazing leader?  Haha, if only life were that simple.  The truth is, that books can only give you a glimpse into the knowledge, perspectives, and experiences of others.  It’s like dipping your toes into the waters of leadership.  To truly excel, you need to supplement that knowledge with firsthand experience. Imagine it as expanding your horizons. You have to actively seek out opportunities to challenge yourself and gain practical knowledge.  How can you gain experience? Well, that requires stepping into unfamiliar and uncomfortable territory.  Photo by Craig Adderley at pexels.com Have you ever considered leading a volunteering project or organizing an event that benefits others?  These kinds of experiences push you to grow and develop as a leader.  Those first few events will be nerve-racking. You will mess up and guess what? Learn from it and keep going. Most people will quit.  Leaders with a strong purpose are relentless.  3. Develop Self-Awareness Clarity and purpose are essential qualities for a leader.  It is crucial to recognize that no one is perfect, especially as a leader. Despite having twelve years of experience, I acknowledge that I still have a long way to go.  However, the first step towards improvement is self-awareness. This involves mindfully reflecting on personal values, strengths, and weaknesses.  Imagine it as a radar system, where you can only identify your weak points if you can detect them. One key component to your “radar system” is to actively seek feedback from trusted mentors or coaches.  Their insights and perspectives can provide valuable guidance beyond your perceptions. To make it easy for you — check out the Leader’s Self-Awareness checklist here:  A Leader Self-Awareness ChecklistDo you honestly think you are the best leader you can be?medium.com In closing — today we discussed 3 topics that make up the Mustang Leadership Foundation: 1) Defining your purpose, 2) Continuous Learning and Growth, & 3) Developing Self-Awareness. Thank you so much for joining me on this Mustang Leadership blog series.  Let me know what you think and stay tuned for upcoming posts where we will continue to discuss leadership concepts and strategies. Take care,  Brandon The views and opinions expressed herein are solely those of the individual and do not necessarily reflect the views or opinions of the United States government or military. Some links on this platform are affiliate links. If you purchase through these links, I may earn a commission at no extra cost to you. Your support is greatly appreciated.  

Leadership Development – by Brandon Seyl

A Step-by-Step Guide to Commanding Effective Meetings

Follow this guide to quit wasting your people's time and yours.  You are sitting at your desk when your eye catches movement in the bottom right of your screen.  Yep — Joe’s setting up another meeting. He has personally invited you to waste time with him.  How sweet.  We’ve all been there. Most of you reading this are going to attend on average one to two pointless meetings a day. (If you are lucky) Here’s the reality — meetings typically have great intentions but horrible planning and execution.  Why? Well — there are a couple of reasons such as no clear purpose, poor planning, unnecessary attendees, lack of structure, and those few individuals who love to hear themselves talk.  Here’s the scary part.  There are 11 million meetings held each day. This translates to 55 million meetings per week and an astonishing 220 million meetings per year. (Otter) 71% of respondents in a survey found that most meetings are inefficient and unproductive. (Harvard Business Review) More than 35% of employees found that they waste 2 to 5 hours per day on meetings and calls, but they achieve nothing to show. (Otter) As leaders — you can’t always give your people more money or resources but you can always give them their time back. Which in my humble opinion — is more valuable.  So — let’s discuss how we “command meetings effectively”! Before scheduling a meeting, consider the reasons behind the “need” for one.  Factors like problem complexity, collaboration, urgency, conflict, stakeholder involvement, or an announcement determine whether a meeting is necessary.  Ultimately, if you can easily get the answer by calling or visiting someone, there’s no need to hold a meeting. If you truly determine a meeting is required, start with step 1 below.  1. Define Clear Objectives What is it that you want to achieve? What is the goal and purpose of the meeting?  Defining this allows those invited to understand your expectations and prepare accordingly.  This creates alignment and discussion.  An example provided by Brandon Seyl In the example above, you can see, that the overall intent is to improve continuity within the organization and the purpose of the meeting is to kick off the project/effort.  A clear objective provides attendees with a better understanding of what they can expect.  2. Develop an Agenda Most people disregard this step. They think to themselves that they can “wing it” or navigate the meeting in real-time.  Stop fooling yourself.  Preparing a well-structured agenda before the meeting allows people to: 1) See your desired talking points and the effort behind it (Yes, this matters)2) More depth as to what preparation is required3) Ask questions before the meeting  An example provided by Brandon Seyl 3. Command the Meeting Okay, so by now you’ve sent the meeting invite.  In natural response, most people probably dreaded the meeting invite pop-up but this time it’s different. They notice the thought behind it.  (RECOMMENDATION) Ten minutes before the meeting, print out your meeting agenda so you can reference it and take any notes on it.  Ensure that you arrive punctually and walk in with confidence. Upon taking your seat, kindly greet everyone present, capturing their attention. Setting the tone and taking charge early on is key. The risk of not doing so is your meeting being hijacked by John and Sarah who only want to hear themselves talk.  Photo by Rebrand Cities at pexels.com Start by setting the ground rules for the meeting, respecting each other’s opinions, maintaining a constructive atmosphere, and following the agenda.  Then….you need to reinforce the time constraints.  For example, “We have specifically set aside 30 minutes for this discussion and will ensure that we conclude within the allocated time.” If you need to, appoint someone as a “time hack”. Someone that will wave or get your attention when you’re five minutes from being complete.  Once you set the ground rules, follow your agenda and keep your team on track.  4. Take Effective Meeting Notes Depending on your position, you may elect to delegate taking meeting notes to someone else but regardless the information needs to be recorded.  If you take a step back and think about it. The value of a meeting is the discussion, the brainstorming, and potential solutions that may pop up. For example, as the meeting progresses and we hit agenda item #6, “Brainstorming”, you can jot down ideas such as “ShareDrive, Microsoft Teams, SharePoint, etc.”  Photo by cottonbro studio at pexels.com Maybe you discover that John does more than just talk.. he has 2 years of experience building SharePoint sites.  Who knew?  5. Follow Up with Actionable Items Okay, now the final step!  Ideally, within 24 hours of your meeting, you should send an email out with clear “due-outs”.  If you have an executive officer or secretary, create a standing expectation or time threshold for when to publish meeting due-outs.  For example, see below.  24 Jan Meeting Due-Outs:1) John: As Team Lead, conduct an extensive analysis of SharePoint’s capabilities and limitations, documenting findings in a comprehensive report. Share the report with all team members via email for review and discussion by 25th January 2024. 2) Sarah: As Senior Advisor, collaborate with John by compiling relevant supplementary information for the SharePoint analysis. Additionally, collaborate with Resource Advisors to assess budgetary constraints and propose innovative strategies to work within those limitations. Once you send the email out it’s simply a matter of following up and communication until your objective is achieved.  Okay — so this concludes the step-by-step guide for how to command an effective meeting.  I do hope you gained value from this post because too many hours are being wasted on mismanaged meetings.  Let’s change that! Happy Reading,  Brandon  

Leadership Development – by Brandon Seyl

A Leader Self-Awareness Checklist

Do you honestly think you are the best leader you can be?  The reality is that no one is a perfect leader. We all have weaknesses.  However, we should all strive to be an effective leader. Some people quite simply won’t align with your personality or leadership style.  That’s okay. You will find those people will drive you insane, frustrate you, and ultimately force your development as a leader.  Think of your “B” and “C” grade students in high school. Were they perfect? Nope, but they were effective enough to meet the objectives levied against them.  That’s leadership. It’s a close-contact sport that requires a slew of interpersonal skills to be successful.  In this post, I have included a self-awareness checklist that you as leaders can quickly digest and evaluate your “effectiveness”.  Leaders — if you discover that you are weak in an area that is…..okay! Photo by Dziana Hasanbekava at pexels.com Leadership is a muscle that requires you to be challenged.  Cheers! Instructions: Read the question and assess yourself honestly on a scale of 1–4. If you score a 1 or 2, that is considered ineffective and is an area you need to develop in. There are 10 items in total. One piece of common advice I have for you is that finding a mentor or someone you trust to answer these same questions for you can help identify any blind spots you might have.  Bottomline: Being self-aware is great….include others as well for additional feedback/awareness.  “The task of the leader is to get his people from where they are to where they have not been.” — Henry Kissinger 1. Emotional Intelligence Question: Do I understand and manage my own emotions and the emotions of others? — 1: Rarely conscious of my emotions or the emotions of others. — 2: Occasionally aware but struggle to manage emotions effectively. — 3: Mostly aware and able to handle emotions adequately. — 4: Consistently self-aware and capable of effectively managing emotions. Course of Action: Attend emotional intelligence training, read a book, or find mentorship to develop this skill further. “To listen well is as powerful a means of communication and influence as to talk well.” — John Marshal 2. Active Listening Question: Do I listen to others and demonstrate my attentiveness? — 1: Often interrupt or show disinterest while others are speaking. — 2: Sometimes have difficulty maintaining focus and attentive listening. — 3: Mostly attentive but occasional lapses in active listening. — 4: Consistently attentive and actively listening to understand others. Course of Action: Practice active listening techniques such as paraphrasing and summarizing to improve listening skills. Photo by Oleksandr P at pexels.com “Knowing yourself is the beginning of all wisdom.” — Aristotle 3. Self-Reflection (My favorite!) Question: Do I reflect on my actions, decisions, and impact as a leader? — 1: Rarely take time to reflect on my leadership. — 2: Occasionally engage in self-reflection, but it’s not consistent. — 3: Mostly reflect on my actions and their consequences. — 4: Regularly engage in self-reflection and actively learn from it.Course of Action: Set aside dedicated time for self-reflection, journaling, or seeking feedback to enhance personal growth. Photo by Anastasiya Vragova at pexels.com “The measure of intelligence is the ability to change.” — Albert Einstein 4. Adaptability Question: Am I comfortable in adapting to change and embracing new perspectives? — 1: Strong resistance to change and struggle to consider alternative viewpoints. — 2: Occasionally open to change, but prefer stability and familiar methods. — 3: Mostly adaptable but hesitant when encountering significant changes. — 4: Embrace change, remain open-minded, and actively seek new perspectives.Course of Action: Sign up for activities that take you out of your comfort zone, and be open to diverse ideas and opinions. Photo by ROMAN ODINTSOV at pexels.com “By ethics, I mean knowing what is right and doing it.” — Roy Disney 5. Integrity Question: Do I consistently act in alignment with my values and ethical principles? — 1: Frequently compromise my values for personal gain. — 2: Occasionally stray from my values but aim to act ethically. — 3: Mostly act with integrity but sometimes face difficult ethical decisions. — 4: Consistently prioritize ethics and align my actions with my values.Course of Action: Determine and reinforce your core values, and seek guidance in challenging ethical situations. Photo by Ann H at pexels.com “Empathy is about finding echoes of another person in yourself.” — Mohsin Hamid 6. Empathy Question: Do I understand and consider the feelings and perspectives of others? — 1: Rarely consider the emotions or needs of others. — 2: Occasionally recognize others’ emotions but struggle to respond appropriately. — 3: Mostly empathetic, but sometimes fail to fully understand others’ perspectives. — 4: Consistently demonstrate empathy and understand diverse viewpoints.Course of Action: Instead of focusing on the solution, actively listen to another person, seek feedback, and put yourself in others’ shoes. Photo by Ketut Subiyanto at pexels.com “The best leaders are the ones most open to scrutiny.” — John C. Maxwell 7. Accountability Question: Am I accountable for my actions, decisions, and their consequences? — 1: Frequently deflect responsibility and blame others for mistakes. — 2: Occasionally fail to take accountability but aim to improve. — 3: Mostly stand accountable, but sometimes struggle with accepting mistakes. — 4: Consistently take responsibility for my actions and their outcomes.Course of Action: Accept your mistakes, learn from them, and focus on proactive solutions instead of dwelling on failures. Photo by Mikhail Nilov at pexels.com “Leadership is the capacity to translate vision into reality.” — Warren Bennis 8. Visionary Thinking Question: Do I envision a compelling future and inspire others toward it? — 1: Rarely think beyond immediate tasks and lack a clear vision for the future. — 2: Occasionally reflect on the future but struggle to inspire others. — 3: Mostly have a forward-thinking mindset and inspire others occasionally. — 4: Consistently envision and communicate an inspiring future.Course of Action: Build time in your schedule to focus on the future, build that future in your mind so you can articulate it effectively, and inspire others to share in your vision. Photo by Subin at pexels.com “Success is not final, failure is not fatal: It is the courage to continue that counts.” — Winston Churchill 9. Resilience Question: Do I bounce back from setbacks, remain optimistic, and persevere? — 1: Frequently give up easily and struggle to recover from failures. — 2: Occasionally experience setbacks but aim to bounce back. — 3: Mostly resilient but sometimes find it challenging to stay optimistic. — 4: Consistently bounce back from setbacks, maintaining optimism and perseverance.Course of Action: Embrace a hardened mentality by seeking support during challenging times and practicing self-care routinely regardless of hard times or not. Photo by Ann H at pexels.com “Feedback is the breakfast of champions.” — Ken Blanchard 10. Feedback Receptivity Question: Am I open to receiving constructive feedback and utilizing it for personal development? — 1: Frequently defensive and resistant to feedback, dismissing it easily. — 2: Occasionally open to feedback but struggle to fully embrace it. — 3: Mostly receptive to feedback but sometimes find it difficult to accept. — 4: Actively seek and appreciate feedback, integrating it for personal growth.Course of Action: Actively seek input from others both formally and informally and reflect on feedback received. Photo by Artem Podrez at pexels.com Thank you for reading and investing in becoming a better leader.  What area were you weakest? Which area were you strongest in? See you around! Brandon

Leadership Development – by Brandon Seyl

Lights Out, Lessons On: How a Power Outage Shaped My Understanding of Leadership

Trusting and listening to your team is invaluable, but there’s more to effective leadership than meets the eye.  Allow me to share a brief leadership lesson based on a personal experience. During the early years of my career, my main objective was to become an exceptional radio technician.  Photo by Ron Lach at pexels.com Starting with zero skills or knowledge, the thirst for learning, gaining experience, and seeking opportunities drove me forward.  Task by task, project by project, I followed a simple success formula for technicians: acquire knowledge, deliver high-quality work, and pursue further education during my free time. After many years and earning my bachelor’s degree, I finally secured a highly sought-after “Leadership” position.  This role came with admiration and respect from others. At this stage, I had developed a deep appreciation for the front-line supervisors, technicians, and teams who made our work possible.  Taking on a leadership position meant that I could better serve those who dedicated themselves to their roles. Photo by Anna Tarazevich at pexels.com To put it simply, I was promoted to the role of Information Technology (IT) Director.  Suddenly, my life changed from performing routine radio checks to leading a team of thirty network professionals.  This team encompassed an impressive range of ages, spanning from 20 to 64 years old.  Leading such a diverse group presented a myriad of challenges, pushing me to develop new interpersonal skills often referred to as “soft skills” — the ability to listen, understand, and effectively communicate. Every day, I endeavored to be the best leader I could and improve as an individual.  By reading, studying, learning, and leading, I gained invaluable experience.  One consistent theme emerged from the leadership literature I absorbed: the importance of listening, empowering, and trusting your team. One eventful day, my team informed me about an upcoming power maintenance that would result in a complete outage in our telecommunications building.  Photo by PEDRO DUTRA at pexels.com As the decision-maker, my team relied on me for guidance.  Trusting their expertise, I asked for their recommendation and they unanimously agreed it was best to proceed with the maintenance. However, something didn’t sit right, prompting me to delve deeper into the situation. To my surprise, they mentioned the presence of uninterruptible power supplies that should have kept our systems running during the maintenance.  At face value, their response seemed satisfactory, suggesting this maintenance was routine.  We discussed the potential consequences and developed strategic messaging to inform our base.  Everything seemed in order, leading me to confidently communicate our plan to my superiors and receive their approval. Despite this assurance, our entire company experienced a one-hour network service outage.  It was a nightmare scenario where phone calls, emails, and access to services came to a halt.  The blame fell squarely on me, intensifying the pain and embarrassment I felt, especially considering the impact it had on my team.  My boss wasted no time in demanding an explanation. This incident marked a significant failure in my leadership journey, serving as a pivotal moment for reflection.  Although we were able to restore services relatively quickly, the scars left by this experience reminded me of the vital necessity to consider the broader consequences of my decisions. I learned the importance of analyzing second, third, and even fourth-order effects before making crucial decisions.  While listening to my team remained essential, I realized that I needed to go beyond that and gather all necessary information to thoroughly evaluate the potential outcomes.  In hindsight, there were numerous questions I should have asked:  Photo by Ann H at pexels.com When were the uninterruptible supplies last serviced?  How long could their batteries last?  Could we reroute services or bring external generators for maintenance?  The list goes on.  Trusting your team is crucial, but as a leader, it’s your responsibility to understand the bigger picture. Merely relying on initial recommendations or assumptions was no longer sufficient.  This experience exposed the limitations of theoretical knowledge alone and taught me that nothing engraves lessons into your mind quite like facing defeat, encountering pain, and enduring the humiliation that accompanies failure. These humbling moments shape us, instilling resilience, caution, and guiding us to make more thoughtful and informed decisions in similar scenarios.  To summarize, the leadership lesson I extracted from this failure is the paramount importance of analyzing second, third, and fourth-order effects before making decisions.  Leaders must surpass listening to their team and gather comprehensive information to accurately assess potential consequences.  This approach ensures decision makers consider the broader impact and minimizes the risk of unintended adverse outcomes. Thank you for reading! Brandon      

Leadership Development – by Brandon Seyl

The Humble Path

Have you encountered that individual who exudes an air of having conquered life’s challenges effortlessly?  With each expression they utter, you can’t help but search for an escape route, as if all your Delta Airline training is about to come in handy.  But let’s be real — chances are their eloquent words do not align with their actual deeds.  Embracing humility is not only a crucial virtue but also promotes personal development and allows for genuine connections with others. Photo by Maddy Freddie at pexels.com Being humble means recognizing our limitations and accepting that we do not have all the answers.  It’s the internal acknowledgment that we are not all-knowing.  We demonstrate this by having a genuine desire to learn from everyone around us.  Seeking knowledge from our leaders, peers, subordinates, strangers, enemies, failure, shortcomings, etc.  Adopting a humble mindset allows us to be more receptive to new thoughts and specific views.  This technique permits us to develop intellectually, emotionally, and spiritually. You will notice that people naturally respond well when you genuinely show interest in what they know or do.  This curiosity and humility can be a powerful way to connect, learn, and grow together.  Imagine a CEO of a major company asking a first-year employee what they think would be best for the organization.  The employee might be caught off guard and think, “What do I know”?  However, the CEO recognizes that the employee has a fresh perspective and hasn’t been influenced by the company.  The CEO is fostering an environment and culture that welcomes new perspectives. That’s powerful.  Photo by fauxels at pexels.com The Humble Path is a life philosophy that we are all lifelong students and it’s in our best interest to foster a space for collaboration and mutual development.  Here’s another example. While you might be great at computers or mechanics, you might lack the skills for how to give a patient a Peripherally Inserted Central Catheter (PICC).  If you’re like me…you are humbled every day by the vast knowledge in this world.  There is such joy in knowing that you will never know it all.  The people you perceive as “smart” probably aren’t as much as you think.  For me, the humble path makes feelings of defeat or failure easier to digest because your mindset views them just as life reminding you that there is much to learn.  Being humble keeps you in a non-stop manner of reflection and excites you to wake up to see what life teaches you.  Each day is an opportunity to be taught.  Stay open-minded. Keep learning.  #Humble Happy reading,  Brandon

Leadership Development – by Brandon Seyl

Two Habits for Your Path to Success

Everyone’s definition of success is different. For Kobe Bryant, it was the constant pursuit of excellence.  He would often refer to this as the “journey” or the “process”.  Others might define it as the recognition and respect it brings.  Maybe, the financial security and lifestyle?  Photo by Bubi Bubi at pexels.com Achievement and personal fulfillment?  The list goes on.  We all want to be successful, but what if two specific habits could guarantee it?  In this blog post, I’ll provide two timeless habits that have been proven to contribute to success. 1. Morning Routine: “The early bird catches the worm” Most of us have heard the English proverb above.  For centuries, it has been well-known that those who wake up early and take action have a higher chance of success by seizing opportunities.  Successful people often start their day with a well-defined morning.  Yes — you will have to leave the comfort of your nice cozy bed to voluntarily exercise, meditate, journal, read, or plan your day.  The reality is that most people lack discipline and instead decide to stay snuggled in bed.  They dream of success while they hold tightly onto their teddy bear.  But not you. You want success.  Yes, waking up early absolutely sucks but you will find out that it eventually becomes the norm.  I promise you that it will set a positive tone for the day, boost energy levels, and give a sense of focus and clarity. Don’t believe me? Check out this book: The 5 AM Club This book personally helped me understand how waking up early can maximize your productivity and personal growth. It’s not a complicated or long read, instead, it offers practical advice and motivation for those wanting to establish disciplined morning routines.  The 5AM Club: Own Your Morning. Elevate Your Life.The 5AM Club: Own Your Morning. Elevate Your Life. [Sharma, Robin] on Amazon.com. *FREE* shipping on qualifying offers…amzn.to Here’s an example of my morning routine: - Prayer- Exercise 45 mins — 1 hour (Currently training for a marathon)- Read/Write  This routine can and will change based on your priorities. Not sure where to start? Don’t worry the next habit will help! Photo by Rosemary Ketchum at pexels.com 2. Goal Setting and Prioritization:  Did Kobe Bryant have a goal?  Dang right he did — to win NBA championships. Creating goals and setting priorities is fundamental because it provides a sense of direction, motivates your actions, and can help with your focus.  We all have 24 hours a day. Goals and priorities can help shape how you utilize that time.  Here are some steps to consider when creating goals and setting priorities: Reflect on your values and aspirations:  What matters to you?  What are you passionate about?  Who do you want to be in the future?  2. Define SMART goals:  SMART is an acronym for Specific, Measurable, Achievable, Relevant, and Time-bound.  Specific: Clear and well-defined. Measurable: How do you track progress?  Achievable: Is this goal realistic?  Relevant: Does this goal align with your values, interests, and aspirations? Time-Bound: Set a deadline or time frame for each goal to keep yourself accountable.  Photo by The Sunday Collection at pexels.com 3. Prioritize your goals:  List out all of your goals and rank each one according to your long-term vision. For example, your long-term goal is to become a doctor. Any goals that pertain to schooling should be a higher priority than say obtaining a personal pilot's license.  4. Break goals into smaller milestones:  The goals often seem overwhelming when viewed as a whole. Breaking it down into smaller, more manageable points helps make greater progress and provides a clearer roadmap. Identify the small steps or goals needed to achieve each of your larger goals. This will allow you to better track your progress. 5. Review and revise regularly:  Take time to review goals and assess your progress regularly. Determine whether your goals are still aligned with your values ​​and aspirations. Make adjustments as needed to make sure your goals are still relevant. By constantly reviewing and revising your goals, you can adapt to new opportunities, challenges, and changes in your life. 6. Stay motivated and focused:  To stay motivated, remind yourself why you set your goals and the value they bring to their lives. Create a routine to stay organized and focused, such as a routine, setting reminders, or to-do lists. Celebrate milestones and accomplishments along the way to stay motivated and reward progress. In conclusion, incorporating two habits into your life can go a long way toward success.  First, while it may be difficult at first, establishing a disciplined morning routine can give you the energy and focus to set a positive tone for the day.  Secondly, goal setting and prioritization are important in providing guidance, motivation, and focus, which helps you manage your time and better track your progress . . . . Stay motivated, review and revise regularly, and celebrate milestones to stay on track and reach your goals. See you O’dark early.  Brandon I want to be transparent about affiliate links on my blog, which may result in earning a commission from purchases made through those links. Rest assured, I only recommend products and services I have used or believe in. Your support through these affiliate links is greatly appreciated and helps me continue providing valuable content.