Can I say something gently, the way I would if we were sitting across from each other with an almond milk latte? If you’ve ever walked out of a meeting thinking, “Dang it. I should have said that,” you’re not alone.

Let’s cut to the chase: Executive presence isn’t about how you sound. It’s about how you listen. Not just to others.

Situational leadership isn’t easy when you need to pay attention to the diverse body of people under your guidance while applying the right type of leadership–directive, coaching, delegating, or visionary–to the situation and keeping your eyes on the ball (of results). An effective situational leader manages to balance these three things (people, circumstances, and outcomes) because they are committed to their leadership development. ‘Development’ is the operative word here.

How often does someone get promoted to a leadership (or C-level) position because they’ve produced amazing results in their technical role but do not have a clue how to actually lead?

Let’s get you up to speed in case you’ve not been following along. Situational leadership is critical to your team’s success. (Full stop.) There are four types of situational leaders: visionary, coaching, delegating, and directive. Meow, the name of the game in this blog post is delegating leadership, which is likened to herding cats.

For Megan Trainor, it’s all about that bass, but for excellent performance from your teams, it’s all about that situational leadership. Four types of situational leaders are visionary, coaching, delegating, and directive. Today’s blog post is brought to you by the letter D for Directive Leadership.

You can't be everything to everyone—after all, you aren't a Swiss Army Knife. And if you were, well, that would be weird.

The author humbly advises you to read the following in your best Morgan Freeman voice. Behold the industrious prairie dog; humble, head bowed, quiet, perfectly content to stay out of sight.

You’re already thinking about how to make 2023 your most kick-ass year yet, right? You’re thinking about all the ways you can empower your team, build trust, and collaborate to achieve your goals. You’ve got a million ideas, and the only question is: which one should go first?

“Come on in, Ted. Grab a seat for our quarterly meeting, and let’s find out which balls we’ve been dropping for the last six months and who needed support but didn’t get it!” Sounds silly, doesn’t it?