Did you wake up one morning and realize you were ready to lead a successful company? Me either.

In fact, the more knowledgable I’ve become over the years, the more I realize that I’ve never been inherently ready for anything – and neither are your emerging leaders.

Leadership is a process, and at any given moment your skilled employees are on their own (very unique) journey to becoming the leader you need them to be. It’s up to you to recognize where they are in that journey and know how to support them. 

If leadership were a fire, it would start with a spark, then develop a slow burn and finally ignite into a flame that is unstoppable. If we break the process down into these phases, there are a few not so typical characteristics that you can look out for.

Type 1 – The Spark

Characteristics:

• They’re labeled as difficult.
• People roll their eyes when this individual speaks.
• People avoid speaking to them because they know it may be work they have to do.
• People come to you and complain about this person and they now become your problem.

What do you do? This is the time most leaders develop a performance improvement plan, hand the person off to HR or simply ignore them. 

In Practice:

I’m saddened to know countless people go unacknowledged because true leadership does not recognize the leaders of tomorrow. These people are restless. They have ideas about how things should be. They vocalize their thoughts that are often not popular only to be smothered by disinterest or avoidance because it may be work or things will change. 

Every new idea and change comes with effort, but I ask are you willing to listen and truly see the spark that person brings to your organization. Their ideas may be rough, but under your leadership you could refine the message and help the individual to position their thoughts and energy into a positive impact. 

I saw this person in my last consulting assignment, a highly talented food safety specialist. I worked with them to channel their energy into messages that spoke the language of business or that of the individual they were speaking to. I mentored them to speak more concisely about concepts. I taught them to find the best time / approach to communicating with people as everyone is different. I helped them to regain their confidence in their technical expertise as they found their way to more effectively communicate and to start to effect change. This person had a beautiful spark and I found a way to keep it shining bright. 

What do you do with this “difficult” person? Your role as a leader to see leadership before everyone else sees it and it starts with that person with a little spark. Don’t let others smother it.

Type 2 – The Slow Burn

Characteristics:

• They come to your office and start writing on your whiteboard a new approach to an existing problem.
• They’re so wrapped up in the concept and story telling, they appear lost in their world of trying to convince you of a new way.
• They’re frustrated with their current role and are not delivering yet they have time to share new ideas with you and are energized by it.

You appreciate the well thought out concept, but are distracted by the fact they’re not meeting their performance objectives. 

In Practice:

I saw this person in my office and I was exhilarated with a new way of thinking to help leaders get to a deeper level of thinking when it came to root cause analysis. As we tested the idea and then applied it to the real world crisis, we uncovered a major global system flaw in some ERP software where in the past, a band aid would have been applied in the past. This person was so energized by the work to a fault that some of their other responsibilities did falter a bit, but I’m thrilled this person found a new calling that could impact the business on a greater scale.

That person later resigned to a calling of being a plant manager at another company. When they handed in their resignation, they said the work would allow him to impact so many more people on a greater scale now that he had found his passion to teach and help others to solve problems. 

So I ask you what do you do? This “Slow Burn” can have a tremendous impact on your organization if you provide them the time and mentorship to revolutionize how you do business. I won’t lie to you, but it takes a lot of work to harness this immense potential into something that can create a lasting impact on the organization. It takes an open door policy to support them with monthly 1:1’s to help them to evolve their process and to something that raises them to a level of leadership that is no longer taxing to your energy, but something that creates energy. The question you need to ask yourself is are you willing to invest the time?  And if not you, with whom?

Type 3 – The Igniter

Characteristics:

• They’re your highest performers that make you feel comfortable and you look good because they are so good at their work.
• You don’t have to worry about them, therefore you don’t spend much time thinking about developing their career.

You give them a target performance review and when they ask you for feedback, you draw a blank and say you’ll give it some thought and get back to them. They shut the door on their way out and with that, you’ve forever lost your best performer. 

In Practice:

Your star performers who are highly aware of their performance are always seeking to improve are the ones you have to watch out for. Sure, they’re probably promotion material and top of mind for new projects, but they’re a smoldering fire waiting to Ignite. They’re either going to fall into a confidence deficit, start working themselves to the bone  thinking that will get them ahead or before you know it, they leave you and then you wonder why. 

Whether you realize it or not, they’ve already mentally left you and while they continue to do their work to the highest quality, they’ve been seeking support from other people. I know because they’re being mentored by myself. They’re in my Human Centric Leadership Academy, signed up to be a mentor through a professional organziation or are consuming my content on social media and the podcast. It’s only a matter of time, they ignite themselves into a new role or company and you never saw it coming. 

What should you do? I might propose the first step is to truly “see” these people vs. taking them for granted. They are your future leaders and by not supporting them, your investment will be lost by having to pick up what could later be poor performance or they leave the company. If you realize this is an opportunity, do you have the capacity to provide this to maintain your top performers? Do you need someone to partner with you? I challenge you to ask yourself these questions and if any of these are “yes”, I’d love to connect with you and start a conversation. 

It first starts with a conversation to discuss how you can keep the “spark”, the “slow burn” or the “igniter” people in your organization and protect your investments. Until we meet, promise yourself some time to “see” these people and see if you have a different view of their potential after reading this article. I suspect you have talent that is untapped and you can be the one to help them to leave a lasting impact.

Let’s talk! I’d love to support you in discovering your untapped talent on your team.-Deb

Have you ever felt like you were climbing rungs of ladder in your business, stepping up one-by-one only to look up a realize all you can see is more ladder?

We hit milestones every day, yet most of us are hesitant to share them with anyone. Maybe they feel insignificant, or maybe we’re not sure if it’s professional.

The truth is, if you have a good relationship with your customers, they want to celebrate your success with you.

It keeps you top of mind for future business.

It shows that through your growth, you’ll sustainability be there for them in the future.

It creates deeper connection because you simply care to share major milestones.

If you can’t communicate your successes, how can you be a champion of your clients’ brands?

I’d love for you to practice in the comments. I’ll go first!
– In 2019, Illumination Partners, LLC was formed, servicing clients internationally
– In 2020, we launched The Drop in CEO Podcast is releasing it’s 100th episode on February 26th, 2021
– In 2021, we’re releasing my new book, “The CEOs Compass – 8 points to getting you back on track”

Not ready to share in the comments? Let’s book a 30 minute call and see how we can communicate your milestones in a way that builds more meaningful relationships with your clients and network.

When my client said “Sign me up”, I had finally hit a turning point. The majority of my networking conversations left me feeling drained. I knew I showed up with value, but often those conversations would be a one and done.

Mid-career professionals were coming out of the woodwork through referrals and I would spend an hour with each listening intently to their story and reframe a value proposition that floored them every time. They were amazed. I thought for sure they would return as I provided them so much value, but that wasn’t the case.

I then realized after some soul searching there was nothing wrong with the value that I provided. I was hesitating to extend offers in the context of not wanting to be “salesy”. However, things started to change when I began seeing these conversations as opportunities to help others. If someone doesn’t take advantage of an opportunity, that has nothing to do with me. When I show up with an authentic desire to help, everything changes.

If you would like an opportunity to see how I can help guide you through rapid change, let’s book a chat!

I recently had a client reach out and ask me to provide a proposal for quality support services for a new company they were building.

Normally this would be cause for celebration.

I enjoy working with this client.

I love the work I do.

But despite the joy new business brings, I heard the unspoken distress in my clients’ request.

They said “I need you to help us with our annual audit and provide quality support services…”

I heard, “Help me keep my business afloat after being devastated by the economic impact of COVID.”

Often consultants will rush to deliver a proposal for the requested service without understanding how the client truly needs to be served. That understanding starts with listening.

There are five steps to decoding what your client is really saying:
– Listen to their words
– Look at their body language
– Write down key words they say
– Connect the words to a common theme
– Reframe what you heard to confirm understanding

The next time you have a meeting with a new boss, a new team, a new client… how are you going to serve them?

Follow the 70/30 rule – 70% listening and 30% speaking. The result will be a more trusting relationship and a better result for the people you serve.

If you are struggling with this, Let’s book a call! We’ll figure it out together.

In 2017 at the University of Notre Dame, our team from Cincinnati Curling Club won the Silver Medal at Arena Nationals, losing by only one point to Oklahoma Curling Club. While my team was sad that we lost, I knew we were winners. It took five tries to achieve this goal, but it came only by competing with the best Arena Curlers in the country.

The first year I was the Skip (captain) of our team and I’m embarrassed to say we only won 1 of our 4 games.

The following years, we rebuilt the team with a more experienced Skip and I moved into the Lead (1st position) where my skills were exceptional and key to setting up a good strategy. We went to Nationals again with more confidence and skill, but it was another 3 years before we would make it to the semi-finals and take home the prize.

Are the people around you challenging you everyday to learn something new or push you out of your comfort zone?

If you want to keep company with some of the most amazing leaders, join us by subscribing to The Drop in CEO podcast for weekly free content.
https://lnkd.in/dGKj3NS
If you’d like to learn more about how The Drop in CEO can support you, book a free call.
https://lnkd.in/gwbrBpb

If you’re anything like me you had BIG ambitions for the new year. Now that we’re a few weeks in I’m starting to feel the weight of those ambitions and it’s getting uncomfortable. In fact, this is my new normal; being comfortable with being uncomfortable.

I’m writing a book as we speak, revising my website to clarify my offers, creating relationships that lead to business and also putting my health and well-being first. There is still a long list of things I’m not doing yet, and I haven’t found the skills or resources to help me. It worries me and sometimes keeps me up at night. However, being uncomfortable is what keeps you highly attuned to seeing the people in your network who can help you.

One example is monetization of my content that I put out for free. How do I curate it so my audience understands the value and the opportunity that lies behind the subscription? How do I share this opportunity in a way that is exciting and authentic? I’m trusting when the time is right, my guide will show up and we’ll get the work done. Getting comfortable with that trust is my new superpower, and it can be yours too.

What is one thing you are uncomfortable doing, but know if you do it, your path will be easier?

Starting a Podcast was uncomfortable, but I pushed the button and here we are almost 100 episodes later – check out The Drop in CEO Podcast!

I’m on the 4th round of building a website. It’s still not where I want it, but I trust that 80% is okay. Check out the website!

February of 2019, I posted my first video on Linkedin and was not sure if what I had to say mattered, but now I know it does!

Launching my FB page for Illumination Partners gets average traffic, but I still get comments from my community and that’s all that matters!

I’m still taking risks and I’m quite frankly unsure if I can get it all done, but one thing I know for sure… I believe in myself!

Have questions and don’t know where to get started? I offer a 30 minute free consultation... let’s talk!

-Deb Coviello

I asked for a raise and title change because I felt justified in the work I was already doing. To my surprise, I got what I asked for. The president said “so often we advocate for others and not for ourselves.” This leader recognized the courage to ask and I was rewarded.

However, not everything we ask for works out the way we expect. I was faced with an enormous quality issue that exceeded my capacity and capability within my team to resolve. I asked for help and the Cavalry came. Some people were not pleased that I revealed the vulnerability and it later led to my dismissal from the company.

Had I not asked for help, how many customers might have been affected by a poor quality product? The risk would have been far greater to others vs. the impact to one.

In the first story, I asked for something to benefit myself and I got it. In the second one I asked for help to assist others and I got what I asked for. Having left my company gives me the opportunity to do the work I love to do and inspire so many more than I had before.

Given your circumstances, will you ask for what you want and take the risk of being successful? Or will you stand on the sideline and forever wonder what could have been?

If you’re at a cross road and just shy of asking for what you want, let’s book a call

If you would like more inspiration & insights from my network of industry leaders, please catch The Drop in CEO Podcast and subscribe.

If you just want to follow The Drop in CEO daily content, please follow me on Linkedin!

[et_pb_section admin_label=”section”] [et_pb_row admin_label=”row”] [et_pb_column type=”4_4″][et_pb_text admin_label=”Text”]

10 years ago I was in a meeting with my boss and corporate quality leaders to discuss the hiring of a new quality engineer that would replace me as I moved into a new role in the organization. The leaders were discussing the qualifications that were needed for this role and I was not in alignment with the direction they were taking. I spoke up and said “Isn’t this an Operations role and not a Corporate Quality role?” In the next moments, the absolute silence felt like an eternity. I don’t remember how the conversation ended, but I knew I spoke up and it was not taken well. 

Some time later, my boss called me into his office and told me “You shouldn’t have said that”. What I don’t remember is any coaching I got about what would have been a better approach, because I didn’t get any. I can only remember the moment of devastation – “You shouldn’t have said that”. Whatever happened during the meeting where I spoke up and the follow up meeting was a blur, but hearing nothing and then getting admonished had an impact for many years. I stopped speaking up and voicing my opinion and played safe. 

I ultimately left that organization because they were no longer supporting my growth to impact on a greater scale and found it in another company. The new company allowed me to take risks, show my technical potential and grow my essential skills. 

How can we change the trend for both the individual and the leaders who are not prepared to manage these situations and are causing more devastation?

For the individual, I offer you these thoughts:

1. Start regular 1-2-1’s with your manager and include a) Immediate topics to align on, b) Mid term topics to align on approaches to projects, c) Long term topics to evolve your leadership and technical skills. Some organizations don’t have a formal program, but you can manage “up” and take control of your career
2. Find a mentor or business coach. The mentor is a long term relationship that will ask you questions to help you through your challenges & opportunities. A coach will help you on short term topics to build a new skill. You should decide on what you need to take control of your career

For the business leader and your team:

1. Ask yourself if you have the capacity or capability to serve your team and elevate their technical and essential skills. Are you having regular 1-2-1’s with them? If not, have you ever considered a partner who can work with you to build the skills you need in your team
2. Ask yourself honestly if you have the skills on your team that will sustain your business through rapid change or will this be what holds you back? Do you know who to turn to, to help with this?
3. Do you have people on your team who were high performers and who are now disengaged or behaving differently and don’t know what to do or ignore? Are their lost skills and lost voices in your organization that may now hinder your business?

High Performing individuals can do amazing things for your organization, but they must be supported with a long-term vision for growth. If you’ve ever had an idea met with silence, you know the feeling of being swallowed by uncertainty. As a leader, all it takes is a single voice to break that silence and restore confidence.

For more information, please reach out to me at https://dropinceo.com/contact or [email protected]

[/et_pb_text][/et_pb_column] [/et_pb_row] [/et_pb_section]