How to Develop Leaders for the AI Age

Recently, MIT Sloan Management Review published one of the most important articles I’ve read on AI and leadership. In “Why AI Demands a New Breed of Leaders,” authors Faisal Hoque, Thomas H. Davenport and Erik Nelson propose that while most organizations think of AI implementation as a technical challenge, they also need leaders who can manage the “profound cultural and organizational changes” that AI brings.

Photo by Tara Winstead

They make a compelling case—one that should spark conversations for executives, HR and L&D professionals, and all of us who develop leaders. As creator of a learning platform and a longtime coach for Fortune 50 companies, I’ve identified some key priorities for organizations to keep in mind as they cultivate leaders who can bridge technical expertise and change management.

Raise Your ‘Unicorns’ In-House

The MIT article envisions a role that might be called the “chief innovation and transformation officer.” A “CITO” would combine technical knowledge with strategic vision and deep understanding of organizational psychology and culture.

That’s a rare combination of skills. But before you craft a job posting seeking a “unicorn,” I recommend a different strategy: Develop these capacities in-house. Start by identifying potential leaders who excel at big-picture thinking. Who is able to “connect the dots” between technology initiatives and broader organizational goals? They could become your most valuable asset in these times of transformational change, so it pays to invest in their learning and growth.

Break Down Silos

The most challenging part of AI transformation isn’t usually the technology itself. It’s creating an adaptable, resilient culture where innovation can flourish. More than nine out of 10 large-company data leaders feel this way, according to the MIT article.

AI is a big, complex challenge. No single leader, or single department, is going to have all the answers. In these situations, I’ve seen the power of bringing together cross-functional leadership teams who represent a variety of perspectives.

Consider building this approach into your leadership development programs. Cohorts of emerging leaders from different departments could come together both for learning and to talk about your organization’s AI goals. This kind of collaboration increases understanding and buy-in, and it helps head off resistance to change.

Big Results from Micro-learning

As we all know by now, the AI landscape changes fast. That means development for AI leaders has to be ongoing. Traditional once-a-year training programs won't cut it.

Amid rapid disruption and transformation, our clients are embracing “growth in the flow of work”: integrating learning directly into daily work processes rather than separate training events. They like the fact that their leaders can access relevant guidance anytime through micro-learning — “bite-size” lessons two to seven minutes long.

There’s a growing body of evidence about how this approach drives business results. Research from Josh Bersin, for example, shows that organizations that embed learning into everyday work are 37% more likely to be first to market with innovative products and services.

Lift Up Different Voices

I was fascinated to read in the MIT article that Zillow and Air Canada experienced significant failures in their AI implementations because leaders didn't think through strategic and organizational consequences.

This is another reason why it’s so important to break down silos, especially through leadership development programs. I believe it’s also a powerful motivation to make leadership training available to more employees. All too often, organizations that reserve leadership development for high potentials end up focusing on employees who fit the mold of their current leaders. That creates an echo chamber. Expanding access to leadership development brings more voices to the table—voices that can raise valuable concerns that others may overlook.

The Future of AI Leadership

Reimagining leadership for the age of AI doesn’t mean we’re throwing out the fundamentals: strategic thinking, relationship building, ongoing growth, weighing different viewpoints. It just means we’re using them in new contexts. Success moving forward won’t solely be a matter of which organization has the most advanced AI tools. It will also hinge on leaders who create cultures where tech capability and human wisdom work hand in hand.

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Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.

Want Your Company To Survive The Next Decade? Develop Strategic Leaders Now

Take a moment to imagine what’s ahead for your organization. What do you see happening 10 years from now? Fifteen? Twenty?

If the future looks cloudy, you’re far from alone. In their recently released "28th Annual Global CEO Survey," PwC asked CEOs around the world about how their companies will fare in the coming years. More than 4 out of 10 (42%) said their organizations won’t survive the next decade if they continue on the same path.

Photo by Yan Krukau

Their responses point to an urgent need for strategic leaders who can drive reinvention. Leaders themselves recognize this need. In DDI's "Global Leadership Forecast 2025,"" about two-thirds of the leaders surveyed cited setting strategy (64%) and managing change (61%) as essential skills for the future. But just over one-third (37% and 36%, respectively) said they had received development in those areas.

That’s a big gap. And with change happening faster than ever, organizations must quickly address that gap through their leadership development programs. So how can you do this even when it’s not clear what the future—and the accompanying changes in your organizational priorities—will look like?

What Does It Mean To Lead Strategically?

Quick: How would you define strategic leadership? If your mind went blank at this question, that’s understandable. Sometimes it feels like just another business buzzword. But through two decades of working with leaders across industries, I've found that strategic leadership fundamentally means thinking beyond short-term goals to anticipate future challenges and how to respond to them.

That’s never been easy. But it’s especially hard today. DDI reports that 71% of leaders say their stress has gone up significantly, and only 30% have enough time to do their jobs properly. Similarly, Harvard Business Publishing Corporate Learning found that many leaders are struggling to operate in an increasingly challenging environment over the long haul. When it’s such a battle just to get day-to-day tasks done, no wonder there’s a gap in strategic leadership.

How To Develop Strategic Leaders

The same dynamic shows up in leadership development programs. Organizations often choose training to address pressing needs but miss opportunities to cultivate the strategic capabilities their future leaders will need. For example, respondents to the Harvard survey rank tech skills like AI ahead of capacity to innovate in their organizations’ leadership development priorities.

Equipping leaders to deal with immediate demands and keep one eye on the future is definitely a balancing act. But through our extensive work with Fortune 500 executives and building our own leadership development platform, my company has identified three proven tactics that empower leaders in the short term while also enhancing their strategic thinking:

Teach Leaders How To Prioritize Through A 'Big 3' Framework

Acknowledge the reality of the competing demands leaders face, and then give them a shared framework for setting priorities. The approach that consistently delivers results for my clients is identifying the top three areas where each leader should focus to drive the biggest business impact, given their role and strengths. Then they work on making shifts to their time to focus on their "Big 3."

The goal here is to reserve your leaders' bandwidth for strategic work by helping them get other tasks off their plates. (This could look like delegating more or even deciding that some tasks with minimal value no longer need to be done.)

Break Down Silos To Gain Strategic Perspective

Leaders who work relentlessly on their individual and team goals are not strategic leaders. They rarely look up from what demands their near-term attention or venture outside of their corporate silo to get a sense of the bigger picture. Working with cross-functional leadership teams has shown me that leadership development programs that bring together leaders from across the organization broaden participants’ perspectives.

Build Influence

A leader who thinks strategically but can’t get others on board has limited effectiveness. Leadership development programs should help participants communicate more effectively and build their influence, especially in situations where they lack authority.

One thing that always creates an aha moment for my clients is highlighting the importance of “connecting the dots.” For example, they may understand the strategy behind their organization’s recent decisions, but others may not. Explaining that connection doesn’t just bolster short-term productivity and engagement, it also helps others grow as strategic leaders in their own right.

Are You Ready For The Future?

It’s really this simple: Strategic leadership will determine which companies will be thriving a decade from now—and which ones will become just a memory because they failed to evolve. The good news? Even small shifts in how you develop your leaders today can dramatically improve their strategic capabilities for tomorrow. The key is moving quickly to cultivate leaders who see beyond today's challenges to tomorrow's opportunities—before your competitors do.

This article was originally published by Neena Newberry in Forbes.

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Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.

Beyond Skill-Building: Leadership Development Must Focus On Capacities

How many leaders at your company really drive results? Harvard Business Publishing Corporate Learning recently posed this question in a survey of L&D/HR professionals and functional leaders. Their answers were dismaying. Only 53% of respondents said their organization’s leaders are very effective.

That’s a clarion call to reimagine leadership development. And I agree with the Harvard report about what the starting point should be: Leadership today means more than having the right skills. It requires new and deeper capacities. This, in turn, means a big shift in how we think about development.

Photo by Pavel Danilyuk

Let’s explore why this shift is so crucial and how leadership development programs must evolve.

The Rising Pressure On Today’s Leaders

If you’ve been in the professional world for at least a decade, you’ve experienced seismic changes in what organizations expect from leaders. DDI’s "Global Leadership Forecast 2025" sums up the situation well: "Leaders must be agile—able to navigate rapid change, pivot strategies, and guide their teams through it—plus foster growth, drive innovation, and build genuine human connection. And they must do this while delivering business results."

That’s a lot of pressure. We can see the effects of this pressure in how leaders are doing (as the Harvard survey proves), and in how they’re feeling, with stress and burnout on the rise.

In my own work, I’ve found that organizations are aware of this leadership crisis and know that they must address it. But the ways leadership development must change are much bigger than you might realize.

If this resonates with what you’re seeing inside your organization, grab 30 minutes with us to talk through solutions.

Why Many Leaders Are Unprepared

Many leaders didn’t start their careers seeking the roles they now hold. Instead, they’re what I call "accidental managers." They became leaders based on the organization’s needs, not based on their own training or ambitions. But even professionals who did intend to move into leadership now find that they’re ill-equipped for today’s demands.

Right now, you might be thinking something like this: "Ah, so we should offer more leadership development!" But more training alone won’t solve this problem.

Yes, some organizations do need more development. But almost all organizations need a different approach to leadership development that addresses what the role of a leader really looks like today.

Development For A Complex Profession

So just how different are we talking? The Harvard report makes the case that we must now think about leadership as a profession, with all the complexity of fields like law and medicine. If that’s true (and I believe it is), effective leadership requires more than the occasional workshop about giving feedback or resolving conflict.

Instead, the report argues that leaders "need to build capacities as well as skills." Think of it this way. The skills a leader uses change over time. For example, six years ago, we didn’t know how important it would be for leaders to know how to manage hybrid teams. But the capacities—things like navigating complexity or pivoting based on new information—that underlie skills are more consistent.

The Harvard report effectively explains the difference between skills by using an example from sports. Soccer great Lionel Messi has skills like passing and free-kicking. His capacities—endurance, balance, agility—allow him to execute those skills.

Putting It All Into Practice

How can you develop your own "Lionel Messis"? Here’s what I’ve learned from implementing my company’s tech-based approach to building capacities at our client organizations.

• Focus on key capacities. Keeping pace with rapid technology changes is on everyone’s mind right now. But don’t let those concerns take over your development programs. Yes, your leaders need AI skills. But they also need the capacities that will help your organization optimize AI—things like big-picture thinking and the ability to coach others to succeed with AI.

• Emphasize learning in the flow of work. Capacity building happens when leaders put themselves to the test through real experiences. I’m not saying cancel all your offsites or conference trips. Just make sure that there are also ways your leaders can learn something new and then immediately see what happens when they put it into practice. In the Harvard survey, 45% of respondents said they plan to use more on-the-job learning through projects this year.

• Follow action with reflection. This works hand in hand with learning in the flow of work. After your leaders try something new, their learning will deepen when they discuss how it went with someone they trust, whether that’s their manager, a mentor, a coach or their cohort in a peer learning program.

Moving Forward

No matter what field your company is in, the demands you face will keep evolving. And your approach to leadership development must evolve right alongside them. We don’t know what’s next, but we do know what capacities allow us to weather any challenge. Organizations that invest in these capacities will be best positioned for whatever the future brings.

This article was originally published by Neena Newberry in Forbes.

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Don’t wait for performance to drop before taking action. Discover how the New Lens® platform helps organizations support managers with bite-sized, actionable learning—built for today’s fast-paced, high-stress environments.

What’s Wrong With Leadership Development (And 5 Ways To Fix It)

As an executive coach and founder of a leadership development learning platform, I thrive on seeing our clients achieve lasting change. Unfortunately, not all organizations see positive outcomes from their leadership development programs, despite the global market exceeding $81 billion a year.

Post-pandemic, it's clear that this investment often fails to deliver expected results. So what's the issue, and more importantly, how can we solve it?

Image by fahribaabdullah14 from Pixabay

Too Many Leaders Aren’t Prepared

One of the biggest red flags about leadership development I’ve seen recently comes from the Josh Bersin Company. Their two-year study of corporate leadership programs found that just one out of four companies believes their leadership training efforts are delivering high value. Additionally, only 24% of companies say their development model is relevant and up-to-date. This is alarming—and also not an outlier.

You don’t have to look far to find other indicators that leadership development programs are falling short. I’ve seen in my own work that far too many managers are promoted not because they’re ready to lead, but because there’s an operational need. The Chartered Institute of Personnel and Development (CIPD), an international HR association based in London, calls managers who have not had formal leadership training "accidental managers."

It gets worse. CIPD also found that these ill-prepared managers are driving employees away—specifically, one in three employees who quit. And 84% of respondents in a study by the Society for Human Resource Management said poorly trained managers create stress and extra work. Might this help explain why less than one-third of U.S. employees feel they are engaged at work?

I believe that a lack of training and preparation for leadership roles is also damaging managers’ mental health—to devastating effect regarding their performance. More than half of managers feel burned out. It’s time for this to change.

5 Key Steps For Change

Clearly, the leadership development industry as a whole needs a shakedown. We must rethink how we approach our work. That imperative has been top-of-mind for both me and my company as we have responded to pandemic-driven changes in the business environment while simultaneously developing our own leadership development platform. Here are five of our key learnings, based on both our own experiences and current research:

1. Mental health comes first.

Even before leadership development, prioritize enhancing your managers’ well-being. No training program can be truly effective if the participants are at their breaking point with stress, fatigue and burnout.

2. Expand access to leadership development.

As Josh Bersin puts it: "Leadership is now everyone’s job. The new employee or first-line manager who’s leading a project to save money or analyze the sales team is now a leader. What education, training and perspectives have you given this person?"

When only a few employees get access to leadership development, your organization misses out on what others could potentially contribute. Even small improvements across a larger number of employees can have a big impact.

3. Increase the relevance of training.

Leadership development is not "one size fits all." You can’t just throw a huge online content library at your employees and expect them to figure out what they need. Instead, look for programs you can customize according to both organizational goals and your employees’ needs.

4. Leverage the power of connection.

Your employees have so much wisdom to share with each other, but mentorship, sponsorship and peer learning are all underutilized tools when it comes to leadership development. As a bonus, such programs also strengthen connections that may have frayed during the shift to hybrid work.

5. Build learning into every day.

Most of us have had the experience of going to a development workshop or event, learning things we’re excited about—but then never putting that knowledge into action. Studies have found that if we don’t apply what we’ve learned within a day or two, then we’ll forget most of it. It’s more effective to take even a little time every day to learn and then start trying out that new knowledge right away.

Final Thoughts

I’ll end with a call to action. Think about the current state of leadership at your own organization. What’s happening with your leadership development programs? And how effective are your managers and leaders?

Now, more than ever, companies must invest wisely in their leaders and empower them to drive meaningful change in the ever-evolving business landscape. The future depends on it.

This article originally appeared on Forbes.com. To read more of my contributions to Forbes Coaches Council, click here.

Newberry Solutions Turns 14

If you had asked me in early 2008 whether I would have my own business later that year, I would have called you crazy. Fourteen years later, I have to say that entrepreneurship has been challenging and rewarding. This month marks a major milestone because Newberry Solutions has been in business for the same amount of time that I worked at Deloitte!

A lot has changed during this timeframe, but our focus on passion and purpose remains constant. And I’m confident those two things will carry us forward as we build the next generation of high-impact, high-performing leaders — especially women. 

Coming from an Indian family full of high expectations and overachievers, it’s been a lifelong journey to take time to notice and celebrate accomplishments. If you struggle with celebrating your own successes, it might be a good exercise for you to make a list of them and notice what you’ve learned along the way. 

Here are a few bits of advice from my personal experience.

Tap Into the Power of Your Passion

When I founded this company, I knew I loved to develop high performers and that I needed a change. The intensity of the travel and work made it hard for me to show up in my life in the way that I wanted to, especially with my 2-year-old son. So, I decided to pursue my passion in a different way.

Starting Newberry Solutions was a mixed bag of excitement and unexpected twists and turns, such as the Great Recession and Hurricane Ike (I was Houston-based at the time). Reminding myself of the purpose and passion behind my business fueled me then and continues to do so today. In fact, it helped me work through two major challenges in 2020: the pandemic and a breast cancer diagnosis. 

Find Ways to Increase Your Impact

In my first few years in business, I underestimated the power of my strengths – which is ironic since I constantly coach leaders on how to tap into theirs. Once you notice what you do well and how you consistently do it, you can leverage your strengths to create a bigger ripple effect. 

We’ve figured out what helps us develop strong leaders, and more than 75% of our clients get promoted. Now if that isn’t motivation to have a broader reach, I don’t know what is! 

That type of impact has led us down a path I never expected – developing software. In this challenging business environment, we want to provide creative solutions. Coaching is a powerful solution but not easy to scale affordably. But through technology you can scale what makes coaching work. That’s the secret sauce behind New Lens®, our online platform designed to bring the benefits of coaching to more leaders and make leadership development more affordable and accessible to all levels.  

We’re on the path to success with several Fortune 500 clients, so please reach out if you want to see if New Lens can help your company.

Be Intentional

At Newberry Solutions, we focus on what gives us positive energy and have used that to guide our evolution. What brings you joy? If you’ve lost sight of it, it may be time to recharge and reflect. 

One thing that brings me joy is to make a difference by thinking and playing big. This is reflected in the Fortune 500 and global brands we serve and the platforms like the Wall Street Journal, Forbes and Fast Company that we use to share leadership strategies and tools. 

But our success at Newberry Solutions isn’t all about us. We are all about using our skills and experience to elevate others and give back. As a member of the board and the Orchid Giving Circle at Texas Women’s Foundation, I’m so proud of the POWER Leadership Forum we hosted to develop the next generation of AAPI women and support nonprofits (engaging over 800 women and raising almost $600,000 in grants since 2021). My passion also extends to United Way of Metropolitan Dallas, the Jane Nelson Institute for Women's Leadership at Texas Woman’s University, and the George W. Bush Presidential Center Women’s Initiative Fellowship Program.

Smell the Roses

While I’ve learned from the challenges over the past 14 years, the high points —including the invitation to join the Forbes Coaches Council and multiple awards (from the Stevie Awards for Women in Business and Dallas Business Journal, among others) — continue to motivate me to reach higher because they signal that something is working.

Today, it seems even harder to predict what lies ahead. But I do know this: If we continue to move toward our vision one step at a time, we will see big results. I believe that for my business. And I believe that for you, too. 

Leadership Development for a Changing World

It’s been only a couple of years since the start of the Covid-19 pandemic. But it feels like we’ve all gone through at least a couple of decades’ worth of change since then.

Through our work with some of the world’s top companies, we at Newberry Solutions have seen firsthand the effect of this upheaval and uncertainty on organizations and the leaders who drive their success.

What we are all experiencing is nothing less than a transformation in how we work and what organizations are asking of their leaders. As our work environment dramatically changes, so, too, must leadership development.

That’s why we’re excited to share with you our response to these new challenges. “Leadership Development for a Changing World” is a white paper that explains why and how your leadership development efforts must evolve.

We’re eager to hear your feedback and questions after you read the report. Please feel free to tag me in your LinkedIn posts about this report or contact us directly at info@newlensleadership.com. At the heart of all we do is our passionate belief that leaders can change the world when we cultivate their full potential. And that’s what we hope this white paper empowers you to do. Start reading now at https://www.newberrysolutions.com/white-paper.

Add Some Zen to Your Leadership Style

These days, it might feel like the only certain thing in our lives is uncertainty. In this atmosphere, how you show up as a leader can make all the difference for your team.  

I’m coaching a couple of leaders who excel in showing up in a calm, positive way. Very Zen indeed. Their presence works wonders to help ground and center others. I’ve seen it in action, and it’s powerful. It not only benefits their organizations, but also differentiates them as leaders.

Image by Schäferle from Pixabay

So, I want to do my part to help you notice how you are showing up. Your presence as a leader matters even more right now in the midst of work environments full of stress and change.

Take a quick look at the list below and rate yourself from 1 (for things you never or almost never do) to 10 (for the things you always or almost always do).

_____ My tone of voice reflects positive energy.

_____ The pace of my speech is evenly paced and calm.

_____ I take a moment to personally connect with others before discussing the topic at hand.

_____ I let others finish speaking without interrupting.

_____ When I respond, my response reflects that I heard what the other person said.

_____ I am fully engaged and present during in-person or virtual meetings; I don’t multi-task.

_____ I notice the stress level of others around me and adjust my style accordingly.

_____ I thank others and recognize them for their contributions.

Now that you’ve assessed how you’re doing, identify one area to prioritize for the next week. For example, to minimize distractions during meetings you might turn off email and instant message notifications. If you need to look at something urgent on your device during a meeting, consider letting other attendees know. (“It looks like Greg just emailed me the report we were waiting for, so I have to take a quick look.”)

To help you address any root causes that keep you from feeling grounded and centered, take a look at some of my past blog articles below. After all, it’s a lot easier to exude calm and Zen when you feel calm yourself!

• How to Stop the Loop of Negative Self-Talk

• Maintaining Focus in the Midst of Chaos

• Crazy Day? Here’s How to Get Centered

• How to Overcome Negative Feelings

• 4 Ways to Keep Your Busy Life from Taking Over

And if you’re ready to take the next steps in building your leadership presence, I invite you to consider executive coaching with me or explore my self-paced tools, including the award-winning New Lens app.

How to Focus on Your Well-Being in 2022

Before your schedule fills back up again after the holidays, it’s a good time to check in on your well-being. If you’re a regular reader, you know that I’ve always taught that the quality of your leadership (i.e., how you “show up”) depends on your physical and mental well-being.  In demanding times like these, that’s even more true. 

In the current environment, self-care is a critical strategy rather than something to get to when you have a spare moment. You and I both know that those spare moments may never come. So how can you start the year with a focus on you and your well-being?

3 Questions to Ask Yourself

First, let’s get a sense of how you’re doing right now. Life often gets so busy that we lose sight of this. This is why it helps to reflect before you take action.

1. How would you rate your energy level on a scale of 1 to 10 (10 is high)?

2. What one or two derailing behaviors do you want to eliminate from your daily routine? 

3. What are one or two simple changes you can make right now to support your well-being in 2022? Keep in mind the strategies that energize you and have already proven effective.

How I’m Making Shifts

To help you think about these questions, I want to share what answering them brought up for me.

I know from experience that I’m happier and more productive when I go to bed on time and exercise or meditate first thing in the morning. Leading up to the holidays, I had let this personal best practice fall by the wayside. I had gotten into the habit of working too late and then staying up even later doing something to decompress, like watching TV. Instead of jumping out of bed well-rested, I started hitting the snooze button each morning. This put a damper on my energy level. On top of that, I got drawn into reading the depressing news notifications on my phone when I finally woke up.

As I start off this year, I’m being much more intentional about my sleeping and waking habits. I have set more realistic expectations for myself, especially when I know I’ll be really busy, and have let go of all-or-nothing thinking. If I can’t do a full workout in the morning, a 10-minute walk or run still has benefits. I’ve adjusted the notifications on my phone and read the news when it’s less likely to affect my mindset. 

Another way I support my well-being is by proactively managing my calendar. This is a work-in-progress. I’ve been experimenting with blocking out time on my calendar for different kinds of work and then evaluating whether I used those blocks as planned. Over the past six months, I’ve tweaked my system three times to align with when I have the most energy, my clients’ needs, and the work I actually need to get done. 

What Steps Can You Commit to?

As you think about how to better support your own well-being, remember that it’s not about perfection or having everything all figured out before you take action. It is a process of continuous improvement. Commit to just one or two small changes right now and then see how they affect your energy and well-being. Use what you learn to help you continue to refine your approach. And remember that small steps lead to big results.

If you’re looking for even more actionable strategies to start your year on the right foot, check out my award-winning New Lens app. It features bite-size lessons like the ones in this article that you can quickly absorb and apply.

4 Questions to Take You Into 2022

Annually on this blog, I share a series of questions that can have a profound effect on how you move forward into the new year. Consistently, I hear from both my coaching clients and my readers that this simple exercise yields big insights with just a brief time investment. Whether you answer these questions each year with me, or if this is your first time reading them, I hope that they’ll create “aha” moments and positive momentum as we head into 2022. All you need are a few distraction-free minutes (as little as 10 should do the job) and a pen and paper. (Yes, you can use your computer if you want, but you'll get the most out of this exercise if you write your answers out by hand.)

Image by Alexandra_Koch from Pixabay

1. What Did You Learn About Your Leadership in 2021?

If there’s one thing we can say about the past couple of years, it’s that they’ve put us to the test. What have you observed about yourself amid the challenges of 2021?

2. What Did You Learn from Other Leaders?

You can learn a lot about the kind of leader you want to be — and the kind you don’t want to be — from the other leaders around you.

3. What Do You Want to Take Forward Into 2022?

Want to know a surprisingly common mistake that many high-performing leaders make? They don’t pause often enough to notice the results they’re creating and how they create those results. When you understand how you accomplish what you do, you can put your own personal best practices into play more deliberately — and help others leverage them. What were your wins in 2021? How did you make them happen? And how can you use those same strategies to achieve your 2022 goals?

4. What Do You Want to Leave Behind?

The end of the year is a good time to think about any setbacks, mistakes, conflicts or big changes that you find yourself dwelling on. Sometimes we can stay stuck in frustration even as we push ourselves to move forward and be more resilient. But resilience doesn’t mean simply powering through. Instead, it requires delving into our thoughts and feelings and taking a look at successes and failures – so we can learn from them and make different choices. My article “Why Can’t I Get Over This?” has some strategies you can use to get past any stumbling blocks you want to leave in 2021.

Planning for Next Year?

As the year winds down, arm yourself and your team with easy-to-use, high impact tools. If you haven’t already, check out the New Lens® app to start getting results immediately without breaking the budget.

This is my last blog article of 2021, and I want to thank all of you for reading this year. I’ll be back in the new year with more resources to help you accomplish what’s important to you.

Download Some Inspiration

May is Asian Pacific Heritage Month. To mark this occasion, my friend Tracey Doi, CFO of Toyota North America, spearheaded a project called "Inspiration for our Next Generation Leaders." She asked me to contribute to this guide which features Asian American executives from a variety of industries and companies, including American Airlines, Bank of America, EY, and Toyota, among others.  Tracey shared the guide at Toyota, but sent it to us share with others who could benefit.

Contributors' Asian roots include Cambodia, China, Hong Kong, India, Japan, Korea, Philippines, and Taiwan. Some of us immigrated to the U.S. when we were very young; others are third, fourth and even seventh generation. But one thing we all have in common is a passion for supporting, inspiring and developing our next generation of Asian American leaders. 

Whether you are early in your career or an executive, I hope you’ll enjoy reading the words of wisdom from some of the people I have gotten to know  including Tracey Doi, Bonnie Clinton, Caren Lock, Thear Suzuki, Cynthia Yung, Radhika Zaveri, Jin-Ya Huang, Carina Reyes and Sakina Foster.

Here's a little preview of my contribution:

As a first-generation immigrant, I remember wrestling with how much I wanted to stand out, to be “me” vs. blend in. In my early years at Deloitte Consulting, I prioritized fitting in because I didn’t want anything to get in the way of my credibility. Although I have had a very successful career, I now know this made me play smaller and lose important parts of myself in the shuffle.

To read my full essay, as well as those of other contributors, you can click on the image below to download "Inspiration for our Next Generation Leaders." And remember to share it with others!

Do You Know What Really Differentiates You?

As I have coached high performing leaders over the years, I can’t help but notice some common themes. As they move up the ladder, sometimes they take for granted how hard it would be for someone to fill their shoes. Or they underestimate the value of their perspective, one that has been shaped by a unique set of personal and professional experiences.

So, today, I want to ask, “When is the last time you stopped to think about what makes you truly unique and valuable to an organization, whether it’s your current employer, a client or prospect?” If you’re like most people, you spend little to no time contemplating what differentiates you—unless you’re actively job hunting or lobbying for a pay increase or promotion. Yet going through this process can help you step up your game, leveraging your unique value in a way that serves you and your company.

To clarify what sets you apart, start by answering the three questions below. Remember that this won’t take the place of a more thorough personal leadership branding exercise, but it will get the ball rolling in the right direction.

What common themes do you see in the type of work others ask you to do?

Sometimes it takes other people repeatedly pulling you into certain types of projects or opportunities before you notice that what you bring to the table is unique and valued. Think about some of your experiences over the past six to nine months. What jumps out at you?

What have you heard others say about your work?

What do others value most about your work? I want you to think about it from two vantage points, what you do and how you do it. Also consider what you have heard people consistently say, whether or not their feedback made it into your performance review.

What skills or perspective do you have that would be hard to replace?

Finally, get to the aspects that cannot be easily replicated, i.e., your unique approach, perspective, skills, or background. People often openly point these out when they initially meet or get to know you. So, think about conversations you have had with people who have known you for little time, as well as those who have known you for years. What have you heard them say?

It may help to start by asking a few people you trust for input. But even if you don’t, you should gain some insight from answering the questions yourself. If you want to take the exercise one step further, identify one small step to highlight or leverage your unique value, in the context of your career goals and what’s important to business.