Leadership Development Programs

This week, I facilitated a manager development workshop on to grow and develop people/teams. One question that sparked a great conversation was "how do you develop your people right where they are, outside of formal programs?" it's a great question. I'm a big believer that one of the highest leverage actions a leader can take is making small consistent practices to develop their people. While formal programs play a role, there are far more opportunities for development outside of structured settings from a law of numbers perspective, so helping leaders embrace this is a great opportunity. During our workshop, we got to talk about the idea of "Practices of Development (PODs) aka small, intentional activities integrated into dail ywork that help employees gain knowledge, flex new skills and increase their impact. Here are a few examples of Practices of Development we discussed: - Paired programming: Borrowing from software engineering, this involves pairing an employee with a peer, where one person does the task and the other one watches, so someone can give feedback and someone can observe, as a means to share knowledge or cross train - Learning Logs: Having team members write down write down what they are doing, working on, learning etc, and using prompts/questions to encourage reflection - Bullpen Sessions: Bringing people who are in similar or adjacent roles together for feedback, idea sharing, and collaborative problem solving where people get a chance to both A) share a deliverable they are working on and B) get feedback and suggestions for improvement - Each 1 Teach 1: Give everyone a chance on your team to teach one-work related skill or practice to everyone else. - I do, We Do, You Do: Adopting a tool many educators use, this scaffolding approach lets you model a task/activity, do it together (with feedback) and then hand it off to the employee to do on their own, so they can build confidence and capacity in a new activity or task - Back Pocket Ideas: During strategy/scoping work sessions, ask employees to submit ideas for initiatives tied to a customer problem and personal interest. Find resources to incorporate them into their existing role for the next quarter These are a few examples I've used and seen work well. if you've found other ways to build development into the context of your employees work, I'd love to hear what's worked for you! #leadership #peopledevelopment

I got fired twice because I had poor soft skills. Then, I became VP at Amazon, where my job was more than 80% based on soft skills. This was possible because I stopped being an outspoken, judgmental critic of other people and improved my soft skills. Here are 4 areas you can improve: Soft skills are one of the main things I discuss with my coaching clients, as they are often the barrier between being a competent manager and being ready to be a true executive. Technical skills are important, but soft skills are the deciding factor between executive candidates a lot more than technical skills are. Four “soft skill” areas in which we can constantly improve are: 1) Storytelling skills Jeff Bezos said, “You can have the best technology, you can have the best business model, but if the storytelling isn’t amazing, it won’t matter.” The same is true for you as a leader. You can have the best skills or best ideas, but if you can’t communicate through powerful storytelling, no one will pay attention. 2) Writing Writing is the foundation of clear communication and clear thinking. It is the main tool for demonstrating your thinking and influencing others. The way you write will impact your influence, and therefore will impact your opportunities to grow as a leader. 3) Executive Presence Executive presence is your ability to present as someone who should be taken seriously. This includes your ability to speak, to act under pressure, and to relate to your team informally, but it goes far beyond any individual skill. Improving executive presence requires consistently evaluating where we have space to grow in our image as leaders and then addressing it. 4) Public Speaking As a leader, public speaking is inevitable. In order the get the support you need to become an executive, you must inspire confidence in your abilities and ideas through the way you speak to large, important groups of people. No one wants to give more responsibility to someone who looks uncomfortable with the amount they already have. I am writing about these 4 areas because today’s newsletter is centered around how exactly to improve these soft skills. The newsletter comes from member questions in our Level Up Newsletter community, and I answer each of them at length. I'm joined in the newsletter by my good friend, Richard Hua, a world class expert in emotional intelligence (EQ). Rich created a program at Amazon that has taught EQ to more than 500,000 people! The 4 specific questions I answer are: 1. “How do I improve my storytelling skills?” 2. “What resources or tools would you recommend to get better in writing?” 3. “What are the top 3 ways to improve my executive presence?” 4. “I am uncomfortable talking in front of large crowds and unknown people, but as I move up, I need to do this more. How do I get comfortable with this?” See the newsletter here: https://lnkd.in/gg6JXqF4 How have you improved your soft skills?

When my dad introduces me to his friends, he says “This is my son Danny, and he runs social media 𝐅𝐎𝐑 𝐓𝐇𝐄 𝐖𝐇𝐎𝐋𝐄 𝐖𝐎𝐑𝐋𝐃 at Chubb.” I cringe each time and hope for the moment to pass, but this bombastic description does remind me that working in a global leadership role requires a unique approach. Here’s what I’ve learned from the last nine years building global programs in large companies: 𝐘𝐨𝐮 𝐚𝐫𝐞 𝐧𝐨𝐭𝐡𝐢𝐧𝐠 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐲𝐨𝐮𝐫 𝐭𝐞𝐚𝐦. “If you want to go fast, go alone. If you want to go far, go together.” The trust that you build with stakeholders around the world is the foundation for everything else. 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐞 𝐞𝐚𝐫𝐥𝐲, 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐜𝐥𝐞𝐚𝐫𝐥𝐲. When I start a new role, I like to go on listening tours, gather input, and quickly synthesize findings to reflect back to the team. The faster you can establish and communicate an informed POV and principles behind your emerging strategy, the easier it is to bring people along. 𝐈𝐧𝐬𝐩𝐢𝐫𝐞 𝐟𝐢𝐫𝐬𝐭, 𝐨𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐚𝐥𝐢𝐳𝐞 𝐬𝐞𝐜𝐨𝐧𝐝. People need to understand the “why” and feel enthusiastic about your vision before they can get on-board with making changes in their day-to-day work. Spend time up-front getting stakeholders excited and bought in. 𝐊𝐞𝐞𝐩 𝐬𝐜𝐚𝐥𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐭𝐨𝐩 𝐨𝐟 𝐦𝐢𝐧𝐝. Don’t fall into the trap of constantly solving local problems and scenarios on a case-by-case basis. When faced with a challenge in the Netherlands, for example, think through how you can issue guidance that would help a team in Hong Kong or Canada navigate a similar problem. Document everything; create repeatable playbooks. 𝐌𝐚𝐢𝐧𝐭𝐚𝐢𝐧 𝐩𝐨𝐬𝐢𝐭𝐢𝐯𝐞 𝐞𝐧𝐞𝐫𝐠𝐲! Sounds a little woo-woo, but when you’re only a face in a WebEx box for colleagues thousands of miles away, how you show up really matters. Infuse optimism to keep people moving forward. 𝐂𝐞𝐥𝐞𝐛𝐫𝐚𝐭𝐞 𝐦𝐢𝐧𝐢-𝐬𝐮𝐜𝐜𝐞𝐬𝐬𝐞𝐬. Build momentum among your team and with leadership by recognizing small wins in real-time. Don’t wait for quarterly reporting. 𝐁𝐞 𝐭𝐡𝐞 “𝐘𝐞𝐬, 𝐚𝐧𝐝…” 𝐥𝐞𝐚𝐝𝐞𝐫. Global leadership sometimes involves redirecting or reshaping a localized effort. It’s important to work with stakeholders and build on their ideas, rather than block them. If you become known as the corporate guy/gal who shuts down creativity, it’s tough to recover. 𝐓𝐫𝐚𝐢𝐧 𝐚𝐧𝐝 𝐝𝐞𝐥𝐞𝐠𝐚𝐭𝐞 𝐬𝐦𝐚𝐫𝐭𝐥𝐲. It’s impossible for you to have eyes on everything within a complex global function, so get comfortable entrusting others to uphold the principles you champion. Also know that not everything will be 100% perfect—and that’s OK. 𝐏𝐫𝐞𝐝𝐢𝐜𝐭𝐚𝐛𝐢𝐥𝐢𝐭𝐲 𝐢𝐬 𝐲𝐨𝐮𝐫 𝐟𝐫𝐢𝐞𝐧𝐝. Try to systematize and automate as much as possible—monthly reports, process maps, FAQs, etc.—so that the day-to-day operation runs itself and you can focus on growing your program. Curious if any of these ideas resonate with you!  #leadership #global #marketing #cmo

Im facilitating a “Building Trust” Workshop for an Executive Team this week. Here’s how I prepare: 📌I am using my proprietary framework, but customizing for the company Leadership development material is either too custom or too generic. This hybrid model provides a foundation that clients can trust with the nuance needed for their specific situation. (And as the company delivering, it allows you to NOT reinvent the wheel + scale) 📌Provide prep work Giving a little bit of work for the team to do prior to the workshop provides more context and gets every participant excited/thinking about the topic at hand. 📌Include activities that keep all learning styles engaged I include exercises that help: - auditory learners - visual learners - kinesthetic learners - strengthen team bonds - make it fun and not like a boring lecture 📌Create lots of space for discussion. The best workshops are those where you can - you guessed it - WORKSHOP through real examples. 📌Have deliverables and practical next steps Too many L&D providers give open ended/one-way content. Instead, we want every team member to come away with one practical thing they can do tomorrow. 📌 Ask, “What was your biggest takeaway” Not only is this good market research for our company, it’s helpful for participants to reflect on WHY XYZ thing was their biggest takeaway. Which one of these is most interesting? —- P. S. In addition to our outplacement, we provide customizable, actionable leadership development training for teams of all sizes. 😉

Yesterday, I got to facilitate a workshop at the UT Conference Center about leadership. One of the exercises the group did was to come up with a list ways leaders can continue to grow. While I have added a few things to the list, the most important item here is that as leaders we must continually look to grow in our skills and grow the skills of others. Hope you can take something from this list and add it to your toolbox. ✅ Continuous Learning: Attend leadership development courses, workshops, or seminars to stay updated on the latest management trends and practices. ✅ Mentorship and Coaching: Seek mentorship from experienced leaders or work with a coach to gain feedback and guidance on personal growth areas. ✅ Self-Reflection and Self-Assessment: Regularly evaluate strengths and areas for improvement, using tools like 360-degree feedback, personality/behavioral assessments, or journaling. ✅ Networking and Peer Groups: Join leadership forums, peer groups, or networking organizations to share experiences, gain new perspectives, and discuss challenges. Join a Mastermind group. ✅ Setting Personal Development Goals: Establish specific goals for skill improvement, such as enhancing communication, decision-making, or emotional intelligence. ✅ Reading and Research: Read books, articles, or listen to podcasts focused on leadership, industry trends, or personal development. ✅ Practicing Emotional Intelligence (EQ): Work on empathy, self-awareness, and relationship management to better understand and support team members. ✅ Embracing Feedback: Regularly ask for feedback from team members and peers, and use it constructively to adjust and improve. ✅ Improving Communication Skills: Engage in public speaking, workshops, or activities that enhance communication skills, essential for effective leadership. ✅ Taking on New Challenges: Seek out stretch assignments or new projects that challenge current abilities and expand the skill set. ✅ Delegating and Empowering Others: Practice effective delegation to build trust, empower team members, and improve leadership impact. ✅ Adopting Technology and Innovation: Stay current with technology trends and innovations to lead effectively in a digital world.

As Speaker at the Senior Executive program of Global Mindset, I shared essential strategies on Elevating Team leadership: Coaching, Conflict Resolution, and Positive Mindset in Multicultural and Diverse environments. Interactive exercises were used in breakout rooms to discuss challenges and ways to build trust through communication, growth, and transformation. These are some key takeaways: - Mindfulness & Positive Conditioning: Taking short breaks during the day to reconnect with your body and mind can boost your energy and positivity. Techniques like mindful breathing, visualization, and simple physical exercises can help you reset and approach challenges with a fresh perspective. - Shifting from Reaction to Reflection: Leaders often face the dilemma of balancing accountability with empathy. Instead of reacting emotionally to setbacks, adopt a learner mindset. Shift your thoughts from “Why is this happening to me?” to “What can I learn from this?” This mindset encourages a constructive approach to problem-solving. - Creating an Inclusive Team Culture: One of the challenges highlighted was the difficulty in motivating team members who may not immediately see the value in tasks. It’s crucial to establish a shared purpose and foster an environment where everyone feels responsible for the team's success. Regular open dialogues and understanding each team member’s strengths can build trust and alignment. - Coaching & Mentoring for Growth: As a leader, you are a guide. Encourage your team to be problem-solvers by actively involving them in decision-making. Use questions that provoke thought and self-reflection, helping them to find their own path to success. Remember, it’s not just about giving directions but facilitating growth. - Conflict as an Opportunity: Conflicts are inevitable, but they are also opportunities for deeper understanding and innovation. Reframe conflicts as a chance to align goals and perspectives. Ask probing questions to navigate disagreements and focus on the bigger picture rather than immediate frustrations. - Empowering Through Positive Psychology: Tools like Positive Intelligence can help identify our inner saboteurs—those negative thoughts that hold us back—and replace them with positive strategies. Building self-awareness and intentionally choosing a positive response can elevate both individual and team performance. - Leadership is not just about managing tasks; it's about nurturing a mindset that turns every challenge into an opportunity. Let’s continue to build teams that are resilient, connected, and driven by a common purpose! Mentoring is about guiding individuals through their personal and professional growth journey. It's about providing feedback, identifying strengths, and supporting development areas Coaching, on the other hand, empowers team members to find their own solutions. Both approaches encourage continuous learning and adaptability, vital skills in a globalized world. #globalmindset

Managing a team across 7 countries taught me one big lesson: Leadership is the real challenge. When team members ran into problems or made mistakes but didn’t say anything. Instead, they’d try to fix things on their own. I didn’t get it at first. Then I realized: ❌ It wasn’t about their ability. ✅ It was about fear. In some cultures, the boss is seen as untouchable. Admitting a mistake feels like failure. It’s not that they didn’t care, it’s just the way things are in some places. But staying quiet often made small problems much bigger. I knew something had to change. 1/ Creating a safe space. → I started by making it clear that mistakes are okay. → In team meetings, I shared my own mistakes and how I fixed them. → In 1-on-1s, I’d say, “If something’s wrong, just tell me. We’ll sort it out together.” 2/ Leading by example. → I didn’t just talk about it, I showed it. → I was always on time for meetings to set the tone. → If I made a mistake, I owned it right away and explained how I’d fix it. This built trust. It showed my team it’s okay to be human. That’s why everything changed. ↳ People spoke up early. ↳ Teamwork got stronger. ↳ Mistakes became opportunities to learn. ❌ Leadership isn’t about being perfect. ✅ It’s about making your team feel safe to be real, ask for help, and grow. In the end, it’s not about cultural gaps. It’s about building trust and connection. ➡️ Follow me for more insights from entrepreneurs building global-first companies!

Here are three things I’ve learned from leading globally-distributed teams: 🌎 Work asynchronously - Run your department asynchronously, regardless of how your company operates (9-5 Eastern, for example). Allowing your team autonomy over their time will not only produce better work, but you’ll also see relationships and team dynamics improve when you remove the pressure of artificial deadlines. 🌎 Plan early - Processes and tasks can take more time than you expect to complete, especially when you’re getting used to remote work. Start by planning backward, and build in extra time. This prevents team members from feeling like they're failing for not meeting unrealistic deadlines. 🌎 Respect cultural differences - This should be a no-brainer, but take time to communicate and reflect on how cultural differences over work-life balance, communication style, etc. affect team dynamics. Make space by granting autonomy over how and when things get done so that everyone in the team feels included. What am I missing? 💬 #RemoteWork #DigitalMarketing #Leadership #Asynchronous #DistributedTeams

Leadership meetings designed to generate bold ideas and produce creative solutions MUST start a specific way, or they’re doomed from the beginning. Here’s an example: Last week, I facilitated a BREAK THE MOLD™ session with a client’s leadership team. After confirming goals with the CEO, I knew the intention of the session was to come up with a creative solution to enable the firm’s growth. Here’s the thing… The success of a session like this is often determined in the first 2 minutes. Many times, leaders will simply state the problem and open the floor to brainstorming. Here’s the issue with that approach: People are going to be blinded by all of their inherent biases, preconceived notions, and traditional ways of thinking. What you’ll get is a bunch of what I call “admiring the problem”. People dancing around the issue and assuming all the usual roadblocks are in the way. Instead, I opened this leadership session with the following: “I want everyone to assume we’re starting with a blank whiteboard. During this discussion, I don’t want you to think in terms of how we already do things. Instead, I want you to assume we’re building a firm from scratch. If we were building from scratch, how would you solve for this problem? Then we’ll address roadblocks later.” Now the tone has been set. We’ve framed the discussion in a way that gives everyone permission to think differently. Then, it’s your job, as a leader, to keep people out of the weeds and away from getting caught up on roadblocks. That’s another skillset and a post for another time… Try this next time and let me know how it goes. #innovation #leadership

Most "creative leadership" programs are just recycled ideas in new packaging. They promise transformation through frameworks and methodologies that look impressive in PowerPoint decks. The real shift isn't thinking outside the box. It's about ecognizing that the boxes have been recycled into a dress that has a billion likes on Instagram. At Merlin, we face the same challenges as other companies. Departments working in isolation. People focused on their roles but disconnected from the bigger picture. Valuable information getting lost in a sea of data. The conventional approach is to hire innovation consultants to run expensive workshops. Instead, we're doing something different. Right now. It's called Merlin Match. It is embarrassingly simple. We randomly paired people from across the business for 30-minute chats, either virtually or in person. "You'll be randomly paired with someone from across the business," the announcement said. No complicated frameworks. No innovation methodologies. Just curiosity and conversation. After each meeting, participants shared takeaways through an automated Slack workflow. The questions were straightforward: → What did you learn about the other person's role? → What surprised you about their work? → Did you discover anything helpful to your own role? → How would you describe your catch-up in a word, song, emoji or gif? No consultants required. No leadership gurus. No expensive training modules. The results have already been remarkable. People are discovering projects they didn't know existed. Finding connections between seemingly unrelated work. Identifying problems they didn't know were problems. Traditional business methodologies are collapsing because they were designed to create obedient workers, not creative leaders. The new paradigm isn't about better leadership. It's about better systems that allow creativity to emerge organically. Merlin Match isn't a leadership program. It's a system for connection. And connection beats innovation training every time. You don't need to develop creative leaders. Instead, create systems where creativity is inevitable.