How Leadership Shapes Career Growth

My Leadership career transformed by doing this: I used to solve every problem myself. And this caused me to burn out. Then I started mentoring and coaching my team. And it shifted everything. When you lift others up, Life has a way of helping you succeed. Most leaders try to be indispensable. Smart leaders make others capable. My experience in the C-suite taught me this: 1.Delegate meaningful projects, not just busy work. 2. Share your network to help team members grow their careers. 3. Ask "How can I support your goals?" Then actually follow through. 4. Remember their career aspirations And create opportunities for them. 5. Highlight their wins in leadership meetings. 6. Celebrate their promotions like personal victories. 7. Teach them skills that make them more valuable. 8. Shield them from unnecessary politics and drama No complex leadership theories. No management tactics. Just developing your people. The transformation was incredible. My stress dropped, my team flourished, and my own career accelerated faster than ever. The more you help others become leaders, the more your influence grows. If you want to increase your influence as a leader, this will help you out : read.drdegnan.com

Find your sweet spot and help your team find theirs. Each person on your team is on their own career journey. As a leader of the team, it’s your responsibility to nurture and support career development AND to keep a pulse of the overall health of the team. Here’s an approach I’ve used in the past that I hope you'll find helpful. The key to high performance is to find the sweet spot where each person on the team is really motivated by their work and also has a high degree of skill to actually do the work well. A great starting point is to have a conversation with each person on your team to get a sense of where they are in their journey. Using this framework can give you a sense of where they are in these four quadrants, and help you prioritize how you spend your time supporting the team. It can also be a useful tool for you to think about where you are personally on this arc. 𝐐𝐮𝐚𝐝𝐫𝐚𝐧𝐭 𝐀 (𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠) People usually start here. Eager to learn and seek out opportunities to stretch, but haven’t yet developed a high degree of competence in the work. * Action: connect them to experts to learn from and shadow. Expose them to stretch assignments to learn by doing. 𝐐𝐮𝐚𝐝𝐫𝐚𝐧𝐭 𝐁 (𝐒𝐰𝐞𝐞𝐭 𝐒𝐩𝐨𝐭) This is someone that’s really motivated by the work and is recognized as an expert. * Action: find out where they want to continue to grow to build upon their expertise. This could be expanding the scope of their role to anchor on areas of strength while exposing them to new opportunities. Find opportunities for them to mentor and coach others. 𝐐𝐮𝐚𝐝𝐫𝐚𝐧𝐭 𝐂 (𝐃𝐚𝐧𝐠𝐞𝐫 𝐙𝐨𝐧𝐞) Someone that’s been doing the same thing for too long may become less interested in the work over time. It’s a natural progression. This is when people may be at risk of leaving or under performing. If they stay in this headspace for too long, they may become less effective in their role because they’re not motivated to learn new skills as the role evolves.  * Action: these are often people on the team that have been around longer or have more experience in a certain area. Look for opportunities to reboot and spark interest. These are great opportunities to leverage their expertise to apply to other types of adjacent work. For example, an experienced sourcer may be getting burned out from high volume engineering and could be energized by getting exposure to executive or leadership level searches. 𝐐𝐮𝐚𝐝𝐫𝐚𝐧𝐭 𝐃 (𝐂𝐡𝐞𝐜𝐤𝐞𝐝 𝐎𝐮𝐭) When someone is here they’re not engaged with the work and don’t have a high degree of competence in the work either. This is a place that isn’t healthy for the team or the individual. * Action: find a role that plays to their strengths either on your team or elsewhere in the company. If there isn’t an opportunity internally, it may be time to help support them in finding something externally so that you can bring on someone that’s more motivated and qualified to do the work.

Most managers are bad at a critical part of their job... b/c most probably don't think it's their job. 𝐂𝐚𝐫𝐞𝐞𝐫 𝐃𝐞𝐯𝐞𝐥𝐨𝐩𝐦𝐞𝐧𝐭! It's something I frequently think about. And I hope anyone who has ever worked for me feels this. Here are some of the things I do to help develop my team. 𝐖𝐞𝐥𝐜𝐨𝐦𝐞 𝐒𝐮𝐫𝐯𝐞𝐲 When someone joins the team, I send a Welcome Survey that covers work styles, professional development & personal interests. Questions include:  – What impact do you want to have at Crosschq? – What are you most excited to learn in your new role? – What are your career goals in the next 5 to 10 years? – List 3-5 professional skills that you'd like to develop in the next year. – What would make this job especially meaningful and enjoyable? DM me for my full survey. 𝐐𝐮𝐚𝐫𝐭𝐞𝐫𝐥𝐲 𝐂𝐡𝐞𝐜𝐤-𝐈𝐧𝐬 Different than a weekly 1:1, in this meeting, we take a step back to assess how things are going. I'll often pull up the welcome survey to guide the conversation, but it's a chance to ensure:  – They are getting what they need out of the job – The company is getting what it needs from them I'm asking questions like:  – Do you know what is expected of you? – Do you have what you need to be successful?  – Do you feel like your work is having an impact?  – Are you enjoying your work and the people you work with?  – Do you feel like you have the opportunity to do your best work? Then, we spend a chunk of time on career pathing so they know what’s needed to move to the next level. 𝐑𝐞𝐯𝐢𝐞𝐰𝐬 𝐚𝐧𝐝 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 Any good manager knows they must give frequent feedback, but there's still value in more formal performance reviews. Feedback is something I try to weave into the culture by training my team on how to give & receive feedback. Personally, it's something I'm still working on. 𝐂𝐮𝐥𝐭𝐢𝐯𝐚𝐭𝐞 𝐚 𝐠𝐫𝐨𝐰𝐭𝐡 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 One of the most important things a leader must do is intentionally create their team culture. I believe this is separate (but strongly aligned with) the company culture. The best way to do that: values & operating principles. One of the core principles I always set is continuous learning and a growth mindset. Other things I think about for good career development: 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧 Open comm ensures everyone feels comfortable discussing their aspirations, concerns & feedback. 𝐂𝐨𝐥𝐥𝐚𝐛𝐨𝐫𝐚𝐭𝐢𝐨𝐧 Involve other stakeholders/depts to ensure that development plans are holistic and integrated into the broader org strategy. 𝐏𝐞𝐫𝐬𝐨𝐧𝐚𝐥𝐢𝐳𝐞𝐝 Eveyrone is unique. Personalize the plan to suit their specific needs & aspirations. 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 Be open about the business's needs and how they align with individual growth paths, so expectations are clear on both sides. 𝐄𝐦𝐩𝐨𝐰𝐞𝐫𝐦𝐞𝐧𝐭 Allow everyone the autonomy to make decisions regarding their career path, providing guidance and support as needed. What would you add? 

Ever felt like you're carrying the weight of the entire organization? Making every decision, steering the organization forward, and being involved in all processes. Many leaders probably feel the same way. It's a common trap for leaders to fall into - taking on too much, leaving little room for others to step up. Meanwhile, a crucial part of your role is expanding your team's capabilities. Leadership isn't just about direction. It's about growth, empowerment, and the sometimes challenging but deeply rewarding process of stepping back. Here's how you can reshape your approach to leadership to not only improve your satisfaction as a leader but also boost your team's performance and morale: 1️⃣ Lead with humility: Remember, it's not about who gets the glory. Create an environment where your team members can shine. Your role? Be the guide, not the dominant hero in the spotlight. 2️⃣ Pursue personal growth: Never stop learning. The more you grow, the better you can support your team's development. 3️⃣ Give authority: Delegate with trust. Give your team real responsibilities, and watch them rise to the occasion. 4️⃣ Share the credit: Celebrations are best when shared. Acknowledge the efforts of your team, and you'll build a culture of appreciation. 5️⃣ Be a mentor: Share your wisdom. The knowledge you pass on today is the foundation for their success tomorrow. Giving others authority to lead isn't about diminishing your role. It's about improving the leadership function within your organization. Consider where you want your mark to be—center stage for a moment or resonate through the actions and achievements of those you have empowered for years to come. Use these shifts as a guide to transform your approach to leadership. Acknowledge your team's leadership potential and begin to redefine success through the scalability of your influence, not just the scope of your personal contributions. This change will lead to a stronger and more adaptable organization. #Leadership #Leader #LeadershipDevelopment #BeyondYourShadow

Leadership Insights: Learning to Stop for Growth Just getting into my new read of the year, "What Got You Here Won't Get You There" by Marshall Goldsmith. I was quickly inspired by Peter Drucker's wisdom, "We spend a lot of time teaching leaders what to do. We don't spend enough time teaching leaders what to stop. Half the leaders I have met don't need to learn what to do. They need to learn what to stop." This resonates deeply with the essence of leadership evolution; my evolution. Growth isn't just about acquiring new skills; it's equally about shedding old habits. Goldsmith brilliantly highlights the importance of self-awareness and the courage to identify behaviors that might hinder our journey to becoming better leaders and people. Habits Leaders Need to Stop (A few favorites): 1. Not Taking Time to Reflect: Regular self-reflection is essential for leadership growth. 2. Ignoring Personal Well-being: Prioritize self-care; a healthy leader is a resilient leader. 3. Not Listening: Actively listen without interruptions; understanding precedes effective leadership. 4. Being Defensive: Accept feedback gracefully; defensiveness inhibits personal growth. 5. Failing to Celebrate Wins: Acknowledge achievements; celebrate successes with the team. 6. Clinging to the Past: Embrace change; don't let past successes limit future opportunities. 7. Not Having a Clear Vision: Define a clear vision for yourself and your team; clarity inspires. 8. Avoiding Difficult Conversations: Tackle challenges head-on; constructive conversations are catalysts for improvement. 9. Neglecting Professional Development: Stay curious; continuously invest in your leadership skills. 10. Lacking Gratitude: Express gratitude; appreciation fuels motivation and commitment. Leadership Growth Tips: • Self-Reflection: Regularly assess your leadership style and its impact. • Seek Feedback: Actively solicit input from peers, subordinates, and mentors. • Continuous Learning: Stay curious; invest time in expanding your leadership toolkit. • Actionable Goals: Develop a plan to replace old habits with positive ones. Remember, leadership is a journey, not a destination. Let's commit to not only learning new skills but also unlearning habits that might be holding us back. What behaviors do you believe leaders, or you for that matter, should "stop" for continuous growth? Share your thoughts! #Leadership #PersonalGrowth #LeadershipDevelopment #LeadershipInsights #BookRecommendation

A couple leadership truths that I’ve learned in my career thus far: If you avoid tension, you enable dysfunction: Have the courage to confront and address issues early before they compound. Lead conversations with care, compassion, and brutal honesty. Burying problems lets cancers grow. All decisions have tradeoffs: Understand deeply what you must give up to move forward. Make choices wisely by calculating second and third-order consequences, and know that the perfect solution doesn’t exist. Don’t try to have it all. The day you stop learning is the day you stop leading: If you think you’ve got it all figured out, I’ve got news for you. The courage to admit doubts & re-examine assumptions unlocks evolution. Remaining intellectually humble and teachable is the master skill. You reap what you sow with hiring: If you don’t invest in attracting & developing top talent, mediocrity becomes the norm. Building a team of A-players is your highest leverage activity as a leader. True character is revealed under pressure: When stakes are high, leaders either rise up or shrink down. That’s when any facade breaks down. How you choose to respond in make-or-break moments defines you. If you want A-players, be an A-player: You set the tone. Your team mirrors your behaviors, standards, and operating rhythms. To attract eagles, you have to soar first. Losing emotional control loses respect: As pressure mounts, anchor yourself in stillness. Temper and composure inspire followership in storms. Losing your cool loses credibility. A loss of self-awareness = a loss of perspective: Honest self-reflection grounds you in reality and aligns your self-perception to how others experience you. Seek critiques. Identify blind spots. Get coaching. Understand your weaknesses and address them. #leadership #selfawareness #development #prmi #mortgage #businessacumen

Leadership, like any other skill, requires development through training and practice. After years leading change efforts in healthcare and coaching leaders, I've observed steps that can foster a leader's growth: 1. Self-Reflection: Regularly evaluate your decisions, actions, and their consequences. Assess your strengths and areas for improvement. 2. Emotional Intelligence: Lead with empathy and develop emotional awareness. It not only enhances your relationship with your team but also sharpens your decision-making. 3. Embrace Change: A true leader is a change agent. Don't shy away from disruptive ideas. View obstacles as chances to grow. Remember, it takes practice. Leadership is about growth, not perfection. Keep learning, evolving, and changing things for the better. Share in the comments what steps you are taking to intentionally develop your leadership skills. #LeadershipDevelopment #ChangeAgent #emotionalintelligence

“If my people want to grow, they’ll speak up.” “If I keep my head down and work hard, my boss will notice.” Both are common assumptions — and both can lead to missed opportunities, unmet expectations, and frustrated teams. The truth? Most people aren't taught how to advocate for themselves at work. They don’t always know what they can ask for, and they may be worried about being seen as too ambitious, too demanding, or not loyal to their current role. So they keep their heads down, hoping someone will notice their potential. At the same time, many leaders are juggling too much. They’re not intentionally ignoring career development — but without clear signals from their team, it can easily fall off their radar. 💣 Growth and development don’t just happen. And it’s not something a leader or company can own alone. It’s a shared responsibility — and it starts with the employee. But leaders play a critical role. We have to create the space for real conversations — not just during performance reviews or when someone's struggling. * Ask your people what they’re interested in and where they want to grow. * Invite them to take on stretch opportunities. * Don’t assume you know what they want — co-create a growth and development plan with them. That's how you grow talent, build trust, and create teams that thrive — not just perform. And as employees, we need to take the lead on our own career development: * Get clear on what lights you up. * Don't wait to be tapped on the shoulder. * If you’re curious about a skill, a path, or a project — speak up. Your manager isn’t a mind-reader, and you don’t want to be passed over just because someone else raised their hand first. ✳️ Great leaders don’t build careers for people. They build them with people. ✳️ And great employees don’t expect growth to be handed to them. They take ownership — and invite others to help them get there. Who do you think owns growth and development — the employee, the leader, or the organization?

Don't merely instruct people to perform tasks. Rather, assist them in constructing a prosperous career. Here's how leaders can connect the dots. 🔑 Leaders help shed light on your career aspirations. They offer direction, help recognize your capabilities, and understand your career interests. This leads to gaining valuable insights, feedback, and the powerful feeling of having a clear path. 🔑 Leaders aid in developing skills necessary for career advancement and growth. They arrange opportunities for you to enroll in courses and explore new areas for growth. Working with such a leader brings about both personal and professional development. 🔑 Leaders act as your advocates. They represent and vouch for you behind closed doors. They put forward your name for promotion when the time is right. In them you find a trusted advisor, mentor, and potential sponsor for your career. Efficient leaders do more than just oversee tasks: they empower people to build careers through mentorship, skill development, goal setting, feedback, and acknowledgment. Strive to be a leader that fosters growth and inspires others to evolve. Sparked a thought? If leadership and personal mastery is your thing, hit 'follow' to join the conversation!

Invest in your direct reports' growth for their benefit, not your own. A big part of leadership is career development. But not your career development, the career development of the people on your team. This may sound counterintuitive, but the advancement of the people on your team should be one of your highest priorities as a leader. The typical career development pathway in a lot of organizations is not structured this way, though. I challenge you to be better. It's always awesome once you find a star, or train someone to be fantastic at their job. You might think that you have it made because now this person can handle all of that hard stuff you were worried about. And they can handle it until the end of time, right? Wrong. Most people do their best and are motivated to be their best when they feel like they're growing and advancing toward something. Stagnation is the greatest killer of an individual's morale. Every leader should make it a priority to know their direct reports' long term goals and actively work to help fulfill those goals. Maybe a report isn't interested in advancing and loves to do what they do! That's great, but for the ones with a growth mindset, it should be nurtured. Maybe someone wants to learn a new skill, get a certification, or take on a direct report of their own. All of these activities should be encouraged and supported. Even if that means writing a reference letter to facilitate those growth opportunities in another organization. Because, leadership isn't about fealty, getting a kickback, or being repaid for your investment. Leadership is about people, and building the foundational skills in those people to create the next generation of leaders. --- Want my content in your inbox? Visit my website ⬆️