Stewarding Management Leadership

This quote got me thinking. Early in my career, I struggled with how people showed up. I was often called too intense, I was often perceived as overwhelming, but the truth of it is I SHOWED UP! I was engaged, I was committed, and I wanted to make an impact. Not knowing why there was such a difference between how I showed up and others, I learned … that ONLY 31% of employees are enthusiastic and energized by their work? Imagine that almost 70% of the people in your team are there because they just have to 🫣 I honestly can't imagine that, which is why I implemented some solutions in my teams, most of it worked, some of it I’m still testing & trying … Here are some things I did: 👉 Trust & Empower: I involve my team in decision-making processes and push decisions to them when possible. This fosters a sense of ownership and responsibility. 👉 Celebrate Feedback: I create an environment where feedback is frequent and constructive. It encourages continuous learning and growth. 👉 Connect 'Why' to Vision: I share a compelling vision to motivate team members and clearly explain why their contributions matter. 👉 Offer Development: I signal my commitment to personal growth with training and development opportunities. It sparks motivation and increases loyalty. 👉 Recognize & Praise: I acknowledge achievements and make saying ‘thank you’ my default. A little recognition goes a long way to boost morale and motivation. 👉 Promote Diversity: I embrace diverse perspectives and backgrounds to enrich the work environment, prompt healthy debate, and drive innovation. 👉 Encourage Collaboration: I encourage teamwork on projects. This builds a sense of community and belonging while also accelerating learning 👉 Challenge Comfort Zones: I push and encourage team members to expand their skills and what they think is possible. It promotes growth and enthusiasm. 👉 Cultivate Inclusivity: I ensure all voices are heard. For example, I make sure extroverts don't steal the show and create the space needed for quieter team members to speak. Be the leader that serves, empowers and inspires. And all will go just fine 🙌 #EmployeeEngagement #TeamMotivation #WorkCulture

Consider the challenges that my colleagues and I come up against in the leaders with whom we work: uncertainty, prioritization, conflict aversion, authenticity, the hunger to be liked, balancing empathy with accountability, fear of being called out on social media, and navigating competing demands from multiple stakeholders. Or the challenges that recur in their organizations, such as decision-making, prioritization, collaboration, disengagement, and burnout. The apparent problem is rarely the underlying problem. What most leaders don’t recognize is how much what they’re feeling and struggling with internally is influencing the way they show up externally. Treat symptoms with behavioral solutions or quick fixes, and any relief they provide will be temporary at best. The challenges inevitably reoccur, much as weeds resurface after they’ve been pulled from a garden. My team and I worked with the senior team at a company that had struggled for two years with trying to create a decision rights framework. Each new solution seemed promising, and each one failed. They kept spinning. The core problem turned out to be that the CEO felt insecure about making any important decision. By becoming more aware of earlier events in his life that drove his insecurity but no longer applied, and by homing in on the values he held most dear, he progressively gained confidence in his instincts. Most every issue that we face, and struggle to resolve, has roots in our own doubts about our worthiness, and in our tendency to look outside ourselves for answers. These are questions we regularly ask all our coaching clients when they’re struggling: 1. What are you not seeing? 2. What part of what you’re feeling – or avoiding feeling – is a reflection of something you’re bringing to the present from experiences that happened in the past? 3. Rather than seeking certainty, can you create space for all of what you’re feeling, and tap into your core capacity to do the next right thing? #excecutivecoaching #leadership #selfreflection

How do you help your team members handle challenges—without taking on their challenges for them? 

In working through a challenge and learning from it, your team is able to grow. Think about the last time a team member told you about a challenge they had…and then somehow it was turned over to you to manage, or you picked it up and solved it.

You might be so good at putting out fires you didn’t even realize it. 

I get it. I’m an action-oriented person. I love to solve problems. I love to support my team.

A leader’s job is to coach team members to solve their problems and handle difficult situations, not necessarily do it for them. 

I definitely learned this the hard way as a new leader.

First, I drowned in directly managing the team’s challenges plus my own. Then, I learned my efforts to help my team unintentionally showed them that only I can handle something, or to expect that I will.

I still take seriously my role as a leader to remove barriers and intervene, as appropriate—but I also remind my team members that I believe in their abilities.

Here are three steps to help your team members navigate their own challenges (with your support and guidance, of course). ASK QUESTIONS Ask your team member open-ended questions to help them think through the challenge. You might say, “What do you think the next step should be?” or “How should we handle this challenge?” You want to draw out their perspective and demonstrate that this is something you expect them to manage. DETERMINE YOUR ROLE When your team member starts talking about their challenge, try to determine if they need to vent or need you to do something. Because I have a tendency to jump into things, I have to catch myself to ask if the team member wants feedback, support, or action. If they want feedback or support,they’re showing they intend to manage through the challenge and would benefit from your guidance. If they request action, dig a little deeper before you take this on. Try to understand if they aren't confident in their choices and need reassurance, or if they're delegating the tough stuff to avoid managing it themselves. REINFORCE YOUR TEAM MEMBER’S STRENGTHS Acknowledge your team member’s challenge—and their ability to get through it. Reassure them that you believe they can handle it. You may remind them of how they successfully handled a difficult situation in the past. Most importantly, remember that the leader’s role is not to solve their team's problems—but to help their team become better problem solvers.

Every leader eventually faces a moment when external forces test their systems, their culture, and their resolve. When you find yourself in these moments, your team watches you closely. They’re looking for confidence. Clarity. And proof that the mission still matters. Over the years, I’ve learned that how you communicate in those moments of adversity determines whether your team feels anxious or aligned. Here are five practices that have helped me motivate with both empathy and authority: 1. Mix up your delivery channels. Different messages need different mediums. Sometimes a quick memo or short video is enough. Other times, a personal note or live conversation builds more trust. What matters most is that your tone stays clear, honest, and human. 2. Invite questions, and answer them transparently. We use a simple “Ask Me Anything” format that lets employees submit and upvote questions anonymously. Everyone can see what’s on each other’s minds, and they see that no question is off limits. 3. Tell stories that connect the past to the present. Stories remind people they’re part of something enduring. When you revisit moments of resilience from your company’s history, it reminds the team what you’ve already overcome and what you’re capable of again. 4. Use symbols intentionally. Every season has its own rallying symbol: a gesture, a phrase, or even an inside joke that reminds your team of what really matters. When you repeat it, it becomes shorthand for courage and unity. 5. Recommunicate the vision. Your team needs to know that the destination hasn’t changed, even if the path looks different. When you restate the “why” behind the work, you create stability and restore forward momentum. As a leader, you won’t always have all the answers. But it is your job to communicate with enough clarity and empathy to steer your team in the right direction, no matter what the world throws your way. Patti Sanchez #leadingwithempathy #executivecommunication #communicatingchange

𝗦𝗲𝗹𝗳-𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝘃𝘀. 𝗪𝗼𝗿𝗸 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: 𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗶𝗻𝗴 𝗧𝗼𝘂𝗴𝗵 𝗖𝗿𝗼𝘀𝘀𝗿𝗼𝗮𝗱𝘀 As a leadership mentor, I often encounter mentees grappling with a daunting dilemma: should they endure disrespect to accomplish professional goals, or should they uphold their self-respect, knowing it may jeopardize certain outcomes, especially in the politically charged corridors of office dynamics? 𝗧𝗵𝗶𝘀 𝗰𝗿𝗼𝘀𝘀𝗿𝗼𝗮𝗱 𝗶𝘀 𝗺𝗼𝗿𝗲 𝗰𝗼𝗺𝗺𝗼𝗻 𝘁𝗵𝗮𝗻 𝘄𝗲 𝗹𝗶𝗸𝗲 𝘁𝗼 𝗮𝗱𝗺𝗶𝘁. Many professionals, eager to prove their worth, fall into the trap of prioritizing short-term results at the cost of tolerating disrespect. But 𝗵𝗲𝗿𝗲’𝘀 𝗺𝘆 𝗮𝗱𝘃𝗶𝗰𝗲: 𝘀𝗲𝗹𝗳-𝗿𝗲𝘀𝗽𝗲𝗰𝘁 𝗶𝘀 𝗻𝗼𝗻-𝗻𝗲𝗴𝗼𝘁𝗶𝗮𝗯𝗹𝗲. It is the foundation of your long-term success & sanity. Choosing #selfrespect doesn’t mean abandoning responsibilities; it means finding ways to achieve results while standing up for your core values. Here are five ways to navigate such situations: 1. 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗔𝘀𝘀𝗲𝗿𝘁𝗶𝘃𝗲𝗹𝘆: Address disrespect calmly & clearly. Use “𝗜” statements to express your boundaries without being confrontational. For eg.,“𝘐 𝘧𝘦𝘦𝘭 𝘮𝘰𝘳𝘦 𝘱𝘳𝘰𝘥𝘶𝘤𝘵𝘪𝘷𝘦 𝘸𝘩𝘦𝘯 𝘸𝘦 𝘤𝘰𝘭𝘭𝘢𝘣𝘰𝘳𝘢𝘵𝘦 𝘳𝘦𝘴𝘱𝘦𝘤𝘵𝘧𝘶𝘭𝘭𝘺.” 2. 𝗦𝗲𝗲𝗸 𝗖𝗼𝗺𝗺𝗼𝗻 𝗚𝗿𝗼𝘂𝗻𝗱: If the disrespect stems from office politics, try to understand the other person’s motivations. 𝘍𝘪𝘯𝘥𝘪𝘯𝘨 𝘴𝘩𝘢𝘳𝘦𝘥 𝘨𝘰𝘢𝘭𝘴 𝘤𝘢𝘯 𝘵𝘶𝘳𝘯 𝘢𝘥𝘷𝘦𝘳𝘴𝘢𝘳𝘪𝘦𝘴 𝘪𝘯𝘵𝘰 𝘢𝘭𝘭𝘪𝘦𝘴. 3. 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝗮𝗻𝗱 𝗘𝘀𝗰𝗮𝗹𝗮𝘁𝗲 𝗪𝗵𝗲𝗻 𝗡𝗲𝗰𝗲𝘀𝘀𝗮𝗿𝘆: If the behavior persists, document incidents and escalate the issue to the appropriate authority. 𝘗𝘳𝘰𝘧𝘦𝘴𝘴𝘪𝘰𝘯𝘢𝘭 𝘦𝘯𝘷𝘪𝘳𝘰𝘯𝘮𝘦𝘯𝘵𝘴 𝘮𝘶𝘴𝘵 𝘱𝘳𝘰𝘮𝘰𝘵𝘦 𝘮𝘶𝘵𝘶𝘢𝘭 𝘳𝘦𝘴𝘱𝘦𝘤𝘵. 4. 𝗙𝗼𝗰𝘂𝘀 𝗼𝗻 𝘁𝗵𝗲 𝗕𝗶𝗴𝗴𝗲𝗿 𝗣𝗶𝗰𝘁𝘂𝗿𝗲: Assess if the situation is a one-off or a recurring pattern. Temporary tolerance might be necessary for strategic goals but 𝘴𝘩𝘰𝘶𝘭𝘥 𝘯𝘰𝘵 𝘴𝘵𝘦𝘱 𝘰𝘯 𝘭𝘰𝘯𝘨-𝘵𝘦𝘳𝘮 𝘷𝘢𝘭𝘶𝘦𝘴. 5. 𝗜𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗥𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲: Practice mindfulness, journaling, or 𝘵𝘢𝘭𝘬𝘪𝘯𝘨 𝘵𝘰 𝘢 𝘵𝘳𝘶𝘴𝘵𝘦𝘥 𝘮𝘦𝘯𝘵𝘰𝘳. Resilience helps you maintain perspective and act with poise. #Leadership is about giving & earning respect without losing your own. By staying true to your values, you not only navigate tough situations but also inspire others to uphold theirs. The #choice must always be to uphold your self-respect. The motivation to write this post is "Meenu" (name changed as requested), for after my talk, when I was on my way out from a super engaging #Mentoring Circle.. she stood by patiently at the exit waiting for a rendezvous. She was grappling with a situation at work where she had reached a crossroad, whether to keep tolerating disrespect (which she had done enough of) or take a stance for self & how? While I made a choice to mentor her, hope this post reaches someone who needed this advice today!

As a former Senior Director at L'Oréal, here's 5 of my best practices to lead high performing teams with excellence: #1: Create unity and togetherness There's nothing more demotivating than feeling like you're working in silo and disconnected with the broader team and vision. Create intentional moments to bring your team together so they understand their impact and can support each other to gain win-win outcomes. #2: Celebrate post-mortems as much as successes Managers often celebrate successes and move onto the next thing so quickly. The real value is in taking time to assess past projects of what could have been done better and what should be maintained. This also allows you and your teams to create best practices more systematically that can transcend other departments. #3: Never be above the work yourself The best way you can support your team is to show them you aren't afraid to get your hands dirty and help them where they're at. It's not about micro-managing but rather showing that you can support them in their roadblocks and empower them to push through without feeling alone in that. #4: Foster a feedback culture The moment your team feels open and safe to share feedback with you, this unlocks many possibilities. You encourage them to speak up, identify opportunity areas and allow them to challenge the status quo. From here, take action on the feedback. This is one of the most effective things you can do for your team. #5: Understand what motivates your team members beyond the work Take the time to ask them questions about what gets them excited? What helps them feel empowered? What helps them feel connected at work? What makes them happy? This allows you to ensure their roles are well aligned with these factors so you continuously keep them highly satisfied and engaged in a customized way. What would you add to the list? #teammanagement #peoplemanager #leadership #leadershipdevelopment

𝐅𝐨𝐮𝐧𝐝𝐞𝐫𝐬 𝐚𝐫𝐞 𝐚𝐫𝐭𝐢𝐬𝐭𝐬, 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐬 𝐚𝐫𝐞 𝐜𝐫𝐢𝐭𝐢𝐜𝐬—𝐚𝐧𝐝 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩 𝐢𝐬 𝐚𝐛𝐨𝐮𝐭 𝐤𝐧𝐨𝐰𝐢𝐧𝐠 𝐰𝐡𝐞𝐧 𝐭𝐨 𝐛𝐞 𝐛𝐨𝐭𝐡. Founders have a unique way of thinking—unparalleled creativity, unyielding persistence, and the ability to turn ideas into transformative realities. These qualities often give birth to game-changing companies. However, the same strengths that drive founders forward can also bring challenges. The deeply personal connection to their businesses can make delegation difficult, lead to sensitivity to criticism, or even foster an overly optimistic approach to risk. On the other hand, managers excel at scaling, creating systems, and executing with precision—but they may lack the spark of bold, divergent thinking that fuels innovation. This isn’t about choosing one approach over the other. It’s about knowing when to shift gears. Successful leaders understand how to harness the best of both worlds. They build on the founder's vision while integrating the operational discipline of management to drive sustainable growth. Here are some actionable reflections for leaders navigating this balance: 1️⃣ 𝐁𝐥𝐞𝐧𝐝 𝐕𝐢𝐬𝐢𝐨𝐧 𝐰𝐢𝐭𝐡 𝐏𝐫𝐚𝐜𝐭𝐢𝐜𝐚𝐥𝐢𝐭𝐲 Embrace bold ideas but stay grounded with realistic execution plans. A compelling vision needs a foundation of operational strength to succeed. 2️⃣ 𝐊𝐧𝐨𝐰 𝐖𝐡𝐞𝐧 𝐭𝐨 𝐃𝐞𝐥𝐞𝐠𝐚𝐭𝐞 Leadership doesn’t mean doing everything. It means building a trusted team that can amplify your impact. Delegation isn’t a weakness—it’s a multiplier. 3️⃣ 𝐊𝐞𝐞𝐩 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 Leaders, whether founders or managers, must continuously evolve. Adapt to new challenges, listen to different perspectives, and never lose your curiosity. The essence of leadership is adaptability—knowing when to create, when to critique, and when to collaborate. As you reflect on your own journey, which mode are you in? And how are you striking the balance? #leadership #growth #management #progress #entrepreneurship

Do you ever feel like you're everyone's "work therapist"? Where people come to you and share their stresses, strains, pains and more? On one hand, it's wonderful to be helpful, compassionate, and supportive. (And boy do we need that more than ever!) On the other hand, unless you're actually a licensed mental health professional, you may be overstepping your helping role. This can both tax YOU emotionally, and underserve someone who really would benefit from professional help. As a manager, your role isn’t to diagnose or provide therapy, but to create the conditions where your team member feels supported, respected, and connected to the right resources. Here’s a breakdown of what's actually MORE helpful than being everyone's quasi-therapist. 1. Notice and acknowledge Pay attention to changes in behavior, performance, or engagement. Approach with empathy: “I’ve noticed you seem stressed lately—how are you doing?” 2. Listen, don’t diagnose Offer a safe, nonjudgmental space to talk. Focus on listening and validating feelings, not fixing or labeling the problem. 3. Connect to resources Know your organization’s policies, Employee Assistance Program (EAP), or mental health benefits. Encourage them to access professional help if needed. 4. Adjust work supportively Explore flexible options (deadlines, workload, schedules) where appropriate. Reinforce that performance expectations remain, but show willingness to adapt. 5. Model healthy behaviors Set an example by taking breaks, managing stress openly, and respecting boundaries. Normalize conversations about well-being so team members feel safer sharing. In short: Your role is to notice, listen, support, connect, and model. You’re not their therapist; you’re their leader, creating a culture where mental health is taken seriously and help is accessible. #mentalhealth #wellbeingatwork #stress

😈 Stop skipping 1:1s. You might be skipping your team’s biggest well-being support system. Research suggests that for almost 70% of people, their manager has more impact on their mental health than their therapist or their doctor -and it’s equal to the impact of their partner. Wild, until you realize most people spend more waking hours with their boss than anyone else. Managers = Mental Health Influencers. 🟢1:1s are more than performance reviews. They’re moments for connection, clarity, and psychological safety. 🔵 Done right, they reduce stress. By giving people space to express concerns, ask questions, or feel seen. 🟠 They catch problems before they escalate. Small frustrations, misunderstandings, or early signs of burnout often surface here first. 🔴 They build trust and loyalty. A consistent, caring check-in says: “I see you. You matter.” ✅ PRACTICAL TIPS TO MAKE 1:1s A WELLBEING TOOL: 👉 Always ask: “How are things outside of work?” (Optional, but powerful.) 👉Leave space for silence. Some people need time to open up. 👉Don’t cancel last-minute. It sends the wrong message. 👉Make it about them, not just updates. 👉Log trends. If someone’s off several weeks in a row, check in deeper. If you lead people, treat your 1:1s like a wellbeing investment—not a calendar obligation. The ROI? Trust, performance, and a healthier team. #Leadership #Wellbeing #Empathy #TeamCulture #MentalHealthAtWork

The biggest leadership challenge post-pandemic is NOT remote work or digital transformation. It’s leading in a dynamic business environment, and staying grounded while everything around you shifts. Even before 2020, C-level leaders were expected to navigate ambiguity. But now, change isn’t episodic. It’s the only constant. One quarter, it’s a new compliance regulation. The next, your margins are threatened by supply chain disruptions. Then comes shifting talent needs, hybrid team models, or global competition. In coaching conversations with senior leaders, I keep hearing: “We don’t even get a breather between two transformations anymore.” And it is the new norm because you can’t control how fast the external environment changes. But you can build an internal system of clarity, trust, and alignment that helps you move with the change, instead of being thrown off by it. In my work with CXOs, here’s what I’ve observed about leaders who thrive: 1/ They stay close to their values as a filter to make quick, high-stakes decisions. 2/ They build adaptive teams not just by hiring smart, but by developing energetic alignment and resilience. 3/ They evolve their systems, not out of panic, but through alignment. 4/ And most importantly, they know when to slow down and reflect because speed without alignment creates burnout, not breakthroughs. So, if everything outside seems shifting, look at the one place you can reset. i.e., inside your leadership ecosystem. Some reflective questions to help you start: - “Where do I need to evolve?” - “What systems no longer serve us?” - “How do I keep my team aligned through this pace of change?” Sit and reflect on these today. ♻️Save & Repost to help leaders in your network.