For the past 15 years, superheroes have saturated our screens. Starting with Iron Man in 2008, Marvel began its mission to dominate the global box office with a series of interconnected superhero movies. And it succeeded beyond all expectations. The latest movie, The Marvels, is their 33rd superhero film in what's called the Marvel Cinematic Universe (MCU).

But superheroes have held audiences captivated for a lot longer than that. The first Superman comic book was published in 1938, followed by Batman just a year later. Audiences have been ready for the MCU for nearly 100 years. But why do we love them so much? And what lessons can they teach us?

The Super Team 

Superheroes look like us but they’re better – stronger, faster, smarter, luckier, and they look good in spandex. Despite their extra powers, they still fight against insurmountable odds, battling equally strong intergalactic baddies hell-bent on humanity’s destruction.  

Superheroes offer a sense of hope and inspiration. They’re something to look up to when things seem overwhelming. They take on the impossible and win. And, increasingly, they do it as a team. Egos may clash and tempers fray, but, on many an occasion, they win because they work together. 

Leadership Lessons From Superheroes 

It’s not easy to do, but when you’re a leader of an organization or team, there are many crucial behaviors you need to embody to succeed. Good leadership is about so much more than telling people what to do – and superheroes demonstrate some of the most important of these leadership qualities.

Here is a selection of some classic superheroes, and what they can teach us about how to be a good leader.  

Spiderman: Responsibility

Sure, Spiderman climbs walls and swings between skyscrapers, but his central guiding principle is one we can all adopt – responsibility.

When New York teenager Peter Parker gets bitten by a radioactive spider he becomes Spiderman. He uses his newfound powers to fight crime for the good of the city residents. His deep sense of commitment to helping others is summed up in his calling card, “your friendly neighborhood Spiderman!” He’s here to serve, to do good for his community.

But the most famous of Spiderman’s lines was coined in a 1962 comic: “with great power comes great responsibility.” Dubbed "the Peter Parker Principle," this concept has been alive since the time of the ancient Greeks – but it took a comic book to best formulate the maxim.

Leadership lesson: The possession of power brings with it a moral imperative to do good by others. A good leader knows this and they live the Peter Parker Principle in everything they do.

Batman: Resourcefulness and Planning

The most famous superhero with no actual superpowers, Batman is a brooding loner who moves in the shadows. Not the ideal leader, you might think. But what Batman lacks in people skills and power, he makes up for with "smarts": he always has a plan, he’s ready for anything, and he can adapt.

He keeps the criminals and supervillains of Gotham in check through tactical planning and a clever allocation and deployment of his resources. He doesn’t need superpowers to lead and succeed.

Leadership lesson: Leadership is about being ready for anything. Pragmatism in the face of change and a keen eye for spotting what’s around the corner mean that a leader won’t be caught by surprise. In a fast-changing, unstable world, having plans and procedures in place for when things go wrong is often crucial to the success of a project, and the health of a whole organization.

The Hulk: Keeping Your Cool

You won’t like him when he’s angry. I’m not talking about your ex-boss but Bruce Banner, aka the Hulk.

One fateful day, Banner accidentally absorbed unhealthy levels of gamma rays, and now whenever he gets mad he becomes the Hulk – a giant green mass of rage. But, in the most recent movies, the Hulk learns to control his anger and channel it for good.

Leadership lesson: As a leader, it’s no use exploding at everything and anyone around you when things don’t go your way. Yes, you might get angry sometimes. But learning to accept and deal with it is a crucial skill for leaders. By default of your position, your team will look to you for guidance and see you as an example. You need to adopt the behaviors you want to see in them.

Black Panther: Protecting Your People

Like his father before him, T’Challa takes up the mantle of Black Panther – the protector of Wakanda, a super technologically advanced African nation.

With vast reserves of the precious resource vibranium, Wakanda has remained secretive to avoid the interest of greedy outsiders. Black Panther uses his significant abilities to keep his people safe, fighting invaders as well as dealing with internal instability. T’Challa fights for his people and never gives up on them.

Leadership lesson: A leader is a leader by virtue of the people they lead. Good leaders know that, and they know they are there to protect and serve. When people feel like a leader has their back, their confidence will increase and they’re more likely to do their best work – and they won’t be looking at the door for a better opportunity elsewhere.

The Fantastic Four: Embracing Teamwork

Before the Avengers, before Guardians of the Galaxy, there were The Fantastic Four – the first ever superhero family unit.

After an unfortunate overexposure of cosmic rays, four scientist friends get transformed into superheroes, each with a unique ability. While Mister Fantastic started out as the clear leader in the comic books, over time the hierarchy gave way to a more collaborative approach to saving the world. The team became very much that – a team.

Leadership lesson: A good leader works collaboratively. They recognize the value of teamwork. It’s a cliché, but a team is greater than the sum of its parts, and a project is better served by a fully functioning team than a series of individuals working in isolation.

Professor X: Delegation

In the world of X-Men, some people are born with a "mutant" genome. Considered different from regular folk, mutants have a tricky time fitting in to regular society. Professor Xavier does his best to help, including establishing the X-Men – a team of mutants who fight evil and the fallout of mutant prejudice.

Professor X is the leader of the X-Men, but he lets the rest of the team get on with the real work. He's gathered the best people together, given them a clear mission, and then stepped aside to let them do their thing.

Leadership lesson: Leaders know when to take a step back. It can be one of the hardest things to do, especially when a project, team, or even whole company is your brainchild. But there comes a time when you have to let go. Empower your team and you'll be surprised at what they can achieve.

(If you’re struggling with this, you might be facing an "autonomy" crisis as your organization grows. This is a normal stage in the evolution of a growing company. See our article on the Greiner Curve to learn about phases of growth an organization goes through.)

Bonus Superhero Leadership Lessons

Even the more questionable type of super folk have lessons to offer. Here are two.

Deadpool: Have Fun

Brought to life on the big screen by actor Ryan Reynolds, the “Merc [mercenary] With a Mouth” has become a fan favourite in recent years for his irreverent yet loving send-up of the superhero genre. With a never-ending arsenal of witty one-liners, Deadpool wastes no time in upending and deriding the tropes of superhero stories. He doesn’t so much nod to the camera as reach through it and slap you in the face.

Leadership lesson: Don’t take everything too seriously. This is work. Yes, you’re responsible for people and budgets and bottom lines, but it’s still work. You don’t want to be an energy drainer, either. If people are relaxed and happy, they’ll perform better. Let them take their cue from you.

Thanos: Be Realistic

A few too many Marvel fans seemed to think that Thanos – the giant purple supervillain alien – was on to something when he planned to wipe out half of all living things in the universe in the Marvel Avengers films.

Perhaps he was motivated by a certain kind of misplaced care, but, luckily, the Marvel Avengers recognized it was a somewhat flawed approach and found a way to undo it and save the universe.

Leadership lesson: Don't be a Thanos. When you’ve got a goal and you’ve put time, resources and energy into executing it, it can be hard to admit when it’s not going well. Never be afraid to change your plans when things go wrong or to adapt when things change. People will respect you for it.

Be a Superhero Leader

Leadership isn’t about being the best in the room. Leadership is about getting the best from others. Good leaders know that their role is to make other people shine. They show the way by setting the tone and engendering a positive culture within a team.

If you do that, you’ll be a real superhero in your organization.

Useful Resources on Leadership

Here is a selection of resources on leadership from Mind Tools. (Please note, for some resources you may need to be a Mind Tools member to gain access.)

How Good Are Your Leadership Skills? (Quiz)

Marvel's Legendary Turnaround (Case Study)

Leadership Styles (Article)

What Is Leadership? (Article)

What a Real Leader Knows (Article)

Leading by Example (Article)

Empowerment and Delegation (Skillbook)

Forming, Storming, Norming, and Performing (Article)

French and Raven's Five Forms of Power (Article)

Ethical Leadership (Article)

About the Author:

Matthew has 10 years of experience writing, editing and commissioning online content. As a content editor, he's worked in several industries – including charity, culture and travel – before finding his calling in L&D at Mind Tools, where he creates accessible, timely and engaging content for learners.

The post Leadership Lessons From Superheroes appeared first on Mind Tools.

After all, if we only do the minimum required of us, we probably won't get very far. So, if you've set your sights on world domination (or perhaps just that promotion you've always wanted), use these 18 tips to make it a reality.

Be the Best People Person

People skills are one of the most sought-after competencies valued by employers. When you work well with others, it improves productivity, creativity and job satisfaction. So, let's kick-start our top tips list by looking at what you can do to become a better people person.

1. Be a Great Communicator

Being able to communicate well – in person and in writing – is an essential skill in most workplaces. But, it's also one that is often forgotten about. In fact, a study from the National Commission on Writing reveals that blue-chip companies spend as much as $3.1 billion on writing training.

The ability to express yourself eloquently can mean the difference between getting noticed and being overlooked. Write a bad email and all anyone will remember is your poor grammar. But write one that is clear, concise and interesting, and you'll likely find that people will respond to your message quickly and positively.

2. Nurture Your Work Relationships

People skills are as important in the workplace as technical ability. These kinds of "interpersonal skills" can help you to collaborate, communicate, manage conflict, motivate, increase productivity, solve problems, and network.

When you have good working relationships you'll likely be more happy and engaged at work, too. In fact, a 2023 study revealed that positive workplace relationships can help you to avoid burnout, exhaustion and even loneliness.

3. Listen!

It can be all too easy to "tune out" sometimes. Whether you're really focused and "in flow," or you're easily distracted by emails and other minor tasks, maybe you just aren't paying enough attention to the person who's talking to you. Whatever the case, you're not alone. It seems that most of us aren't great listeners. Indeed, research suggests that we remember between just 25 percent and 50 percent of what we hear!

But listening is vital if you want to succeed at work. It can help you to take in information, learn from others, build relationships, and take direction. Active listening is one of the ways you can improve your ability to listen. It involves making a conscious effort to hear not only the words someone is saying, but the key messages that they are trying to express.

4. Know How to Work With Your Boss

If you're lucky, you'll have a boss that you respect, like and admire. If you're not so lucky, however, you may have one who, for whatever reason, you just don't "click" with. If this happens, it can have a significant impact on your happiness and your productivity.

Ultimately, the onus is on you to make the relationship work. Your boss will likely have several other people to manage, so their relationship with you may not always be at the top of their list. But it should be at the top of yours! Find out more about their preferred management style. Then, adapt your own working style to suit it. Do they like to receive information in person, or prefer email? How do they tend to handle bad news? Do they like to micromanage people or are they happy to delegate tasks?

Be the Best at Taking Initiative

When you take the initiative, you take control of your career. This might be as simple as learning to organize your workload effectively. Or, it could be more complex – for example, seeking out new opportunities and understanding the purpose behind the work you do. Here are some tips for doing this:

5. Prioritize Your Goals

With so many demands on your time, it's easy to get distracted and lose sight of your main goals. Start each day by prioritizing your To-Do List, and focusing your attention on the top three items. This will help you to manage your time effectively, and to concentrate on the objectives that matter the most. And, if you're really swamped, don't be afraid to ask for help, to delegate tasks, or even to say "no" sometimes.

6. Challenge Yourself

Feeling comfortable and confident in a job likely means that you're doing it well. But, if you're finding it all too easy, you may begin to feel bored and unfulfilled.

Sure, you could carry on and "coast" your way through. But this probably isn't going to get you very far in the long term. Instead, stay challenged by setting yourself some new goals. Learn a new skill, go on a training course, or ask your boss for more responsibility. Not only will you be pegged as a "self starter," you'll also get the chance to broaden your skills, and to engage in new ways of thinking. It may even open up opportunities to work on different projects and with different people.

7. Get out of Your "Comfort Zone"

Stepping outside of your comfort zone is – unsurprisingly – uncomfortable! You might feel exposed, or worry that you'll look stupid. However, if you avoid taking opportunities when they present themselves, you'll never know just how far you can go.

Yes, doing something new can be scary. It might also mean more pressure and more work. But, it can also push you to perform better. It can make you more resilient, give you the flexibility to take risks and cope with unexpected problems, and help you to overcome fear of failure.

8. Remember the Bigger Picture

Do you know why you do the work that you do? What's its purpose? Why is it meaningful to you? And how does it help the business to achieve its goals?

Understanding how the work that you do benefits your organization can improve your performance. It adds purpose to your work, helps you to prioritize your tasks more effectively, and enables you to identify tasks or areas of the business that can be made more efficient.

Be the Best Learner

It's never too late to learn a new skill. In fact, building up your knowledge and skills is often a lifetime pursuit. So, start your learning journey today by following these tips:

9. Build Expertise and Share It!

Having a specialized skill or excelling in a particular task can put you "in demand." Even more so if you have deep knowledge of a subject that is highly sought after – for instance, analytical thinking, creative thinking or resilience.

Being the "go-to" person for a particular task or topic can enhance your reputation and allow you to help others. It can also lead to opportunities to work on high-profile tasks, and may even result in promotion. But remember that building expertise takes dedication and resolve. So, be prepared to put the time in!

10. Know Your Stuff

Rapid advances in technology, along with global political and financial developments, mean that change is fast-paced and unpredictable. And, if you don't make an effort to keep up with these changes, it can result in missed opportunities or getting left behind.

Combat this by making it a priority to stay up-to-date with your industry. Join a trade organization, attend trade shows or conferences, read blogs, and connect with industry leaders and colleagues on social media sites like LinkedIn or Twitter.

11. Set Aside Time for "Deep Work"

We live in an age of distractions. Email, social media, instant messaging, office politics, unnecessary meetings… even the weather! All of these things can cause you to lose focus on the tasks that really matter. In fact, some studies suggest that knowledge workers lose up to three hours a day because of distractions. And this can cost businesses 14 to 15 times more than absenteeism due to health-related issues.

Sure, it might be hard to ignore the 150 WhatsApp messages that you've just received. But, if you really want to produce quality work, you and your phone will need to part ways (temporarily at least). This is where "deep work" can help. It involves pushing distractions to one side, and giving yourself the time and space to really focus on challenging and complicated tasks. This has a number of benefits. For example, it can help you to build expertise and knowledge, and give you a greater sense of fulfillment and achievement.

Be the Best Professional

What qualities make you a true professional? Is it the way you dress? Your charismatic charm? Or, is it your ability to learn from your mistakes? Take a look at our tips on what it takes to be the ultimate professional:

12. Make Mistakes (and Learn From Them)

We've all had that sudden sinking feeling when we realize that we've made a mistake. But it's how you handle these "bloopers" that really matters. Do you, for instance, tend to "run for the hills" and hope that no one notices? Pass the blame onto someone else? Or, do you "fess up" and do your best to remedy the situation?

It can be hard to swallow your pride and take ownership of the mistakes that you make. But, it is only by doing this that you will ultimately learn from them.

13. Ask for Feedback and Use It!

It can be difficult to hear criticism, particularly when it's unexpected. But, if you don't get any feedback at all, you may begin to wonder whether your work is valued or even noticed.

Why not take the initiative? Ask for feedback from managers and colleagues. Not only will you be seen as a proactive member of the team, but the advice and insight that they provide will likely help you to improve your performance, too.

14. Protect Your Professional Reputation

Your reputation is what you're known for. It encompasses your personality, your skills, your values, and your temperament.

It can take time and effort to build up a good reputation, but just moments to destroy it. This means that you need to put the work in if you want to protect and maintain it. Do this by carrying out a personal SWOT analysis to assess your skills, and to create a plan for developing the professional traits and abilities that you want to be known for.

Be the Best Leader

You don't have to be a manager to be a leader. And, in fact, many businesses want people to demonstrate leadership skills, even if they're in a junior role. So, why not tap into your leadership potential today by following the tips, below:

15. Develop Leadership Skills

One of the major "pain points" for businesses is the lack of leadership skills among their employees – even those who are in senior or highly technical roles. Research shows that the best and most successful leaders are those who encourage learning and listen to feedback and ideas. And that this, in turn, can help teams to become more resilient and effective.

So, if you've set your sights on a promotion, why wait? Start preparing today by broadening your skill set to include listening, empathy, problem solving, and negotiation. And acquaint yourself with different leadership styles, such as Transformational Leadership, Action Centered Leadership and Adaptive Leadership.

16. Get Yourself Noticed

Have you ever completed a piece of work that you were really proud of, only for it to go unnoticed?

Feeling as though your work isn't valued or even acknowledged can be deeply demoralizing and frustrating. But, there are ways you can improve your visibility at work. Building a strong network of allies, for instance, can help, as can tracking your accomplishments, taking on additional responsibilities, or finding a mentor or coach whom you respect and who can help you develop your skills and career.

Be the Best You

Wherever your career takes you, and whatever role or organization you find yourself in, the one constant will be you. So, cherish your uniqueness, stand up for your values and beliefs, and always be yourself! The following tips can help you to do just that:

17. Learn How to Cope With Stress

It can be easy to get caught up in negative thoughts sometimes, particularly if you've made a mistake, received some poor feedback, or work in a high-pressure job. But, real problems can occur if you allow these thoughts to take over, such as low self-confidence, poor self-esteem, or even depression and anxiety. All of these things can impact your productivity and performance – setting the whole cycle in motion once again.

Remember that setbacks and stress are a part of everyone's life. You can either crumple under the pressure or find strategies to help you cope. These could include mindfulness, affirmations or cognitive restructuring.

Most of all, know when to stop. It can be hard to switch off, particularly when you're surrounded by "always on" devices, like smartphones or tablets. But learning how to relax – really relax – will help you to recharge, stay calm and avoid burnout.

18. Be Yourself

Pretending to be someone else or being a "yes man" (or woman) can be exhausting, confining and demoralizing. It can also hold you back from reaching your true potential. But, when you stay true to yourself and your values, you'll find that you can express your thoughts and ideas much more clearly and confidently. And you'll have a reputation for integrity that will earn the trust and respect of your peers.

Yes, it may sometimes mean "going against the grain" or taking the harder road. But it also allows you to live a more authentic and, ultimately, more rewarding life.

Related Resources

If you want to delve deeper into some of the topics we've discussed in this blog, check out our list of recommended related resources below (please note, to access some resources in full you'll need to be a Mind Tools member):

How Self-Motivated Are You?
Managing Your Career
The Power of Good Habits
Developing a Career Strategy
Pink's Autonomy, Mastery and Purpose Framework
What You're Really Meant to Do, with Robert Steven Kaplan
Plan Your Career From Here
Working With Purpose
What Are Your Values?
Job Crafting

About the Author:

Senior Editor Lucy Bishop started her working life selling ice cream in a theme park. She now heads up the video learning team at Mind Tools, and gets involved at every stage – from writing and editing scripts, to auditioning actors, to running filming days. Lucy’s a committed member of our neurodiversity panel, where she helps Mind Tools to reflect and support all forms of neurodivergence. She’s also fascinated by new technology and is currently learning about AI – especially its impact on learners. Her favorite advice is, “Before asking someone else to fix something for you, see if you can learn to do it yourself.”  

The post 18 Ways to Be the Best You Can Be appeared first on Mind Tools.

In her book, “Breaking Through,” Pfizer Executive Vice-President and Chief Corporate Affairs Officer Sally Susman shares her experiences as the public face of the pharmaceutical giant during the pandemic. 

In our latest Expert Interview, she told me how that felt and what she learned from it. 

Here's an excerpt. (You can stream the audio clip below or read a transcript here.)

But “Breaking Through” isn’t just about Pfizer’s vaccine innovations. Subtitled “Communicating to Open Minds, Move Hearts, and Change the World,” Susman’s book sets out 10 principles that lead to “breakthrough communication.” 

They’re based on what she has observed during her own stellar career, which spans jobs on Capitol Hill and senior communications roles at Estée Lauder Companies and American Express. 

Susman says, “The key point is that the best leaders, the ones who make the most change, know that communications is not a soft skill but a rock-hard competency and they respect it as such. It's as important to them as finance, sales, quality, manufacturing, etc.” 

Each of her 10 principles has its own chapter, which “starts usually with something that went wrong,” Susman explains. This opens into a discussion of why the principle is important to effective leadership communication, with real-life examples of situations and people who demonstrate it well. 

Inspired By the Movie, "The Intern"

For instance, in the chapter titled, “Am I Boring You? Stay Curious, Be Creative,” we learn what happened when Susman hired a senior intern one summer.  

“This is an idea I borrowed from the movie ‘The Intern’,” she recalls. “An elderly gentleman who has recently retired is bored with his retirement and feeling somewhat on the margins, so he signs up to be an intern at a small company run by the actress Anne Hathaway – she plays the role of the boss.”  

“I watched this movie while flying to New York on a business trip and, halfway through the movie, tears were rolling down my face because who wouldn’t love to have this kind of a person in the office?” 

Inspired, Susman approached Paul Critchlow, recently retired former head of communications at Merrill Lynch, and he readily agreed to be one of her summer interns. He insisted on the same pay as the other, much younger interns, and sat with them in the open-plan office.  

This arrangement worked well for everyone involved. The other interns benefited from Critchlow’s vast experience, Susman had a valuable “sounding board” on hand, and for Critchlow himself, it beat the often slow pace of retired life. 

She said, “To my amazement this became a viral thing and we were on the cover of Fast Company magazine, we were invited to speak at the South by Southwest conference. It was a wonderful example of letting your creativity and your curiosity about things lead you. It led to great outcomes for Paul, for me, for Pfizer.” 

Leaders Taking the Stage

I’ve never encountered a senior intern, but I have seen the benefits of other leadership tips laid out in “Breaking Through.” 

In fact, I was involved in one project that modeled several of them at once: an internal leadership event at a large multinational company. I’d been hired to produce content that captured the event, to be disseminated to all employees. 

In select countries where the company operated, senior leaders were asked to deliver a personal TED-style talk, without a script, to a live audience of their colleagues.  

As an external observer, I was fascinated to see how the two U.K. leaders approached this challenge. One chose to speak about their childhood. The other picked a difficult ethical dilemma from their days as a rookie executive. Neither of them found it easy. They'd rehearsed tirelessly, honing their private stories with the help of a specialist coach, and tried hard to get comfortable with their vulnerability. 

When the day of the event arrived, the stakes felt high. Respect and reputations were at risk. The ornate hired hall was packed with expectant colleagues, who listened intently as their bosses stood alone in the spotlight, sharing their mistakes and learning from previously hidden aspects of their lives.  

Each 15-minute talk was followed by a Q&A with the audience. It was remarkable to see how the sincerity and authenticity of these “TED Talks” encouraged others to open up, express empathy, and make new connections.

Principles for Breaking Through By Communicating 

By my calculations, these brave leaders were demonstrating at least six of Susman’s 10 principles for “breaking through.” 

They channeled their intention – the first principle in the book – spending time and effort on figuring out exactly what they wanted to say to that audience, and why. 

They mustered the courage for candor – the second principle – pushing through discomfort to share true stories that could help other people in the telling. 

They took time to pause and prepare, to perfect their pitch (“the tone and the quality that we bring to our human interaction,” as Susman puts it), and they did it with splashes of humor – three more principles from the book. 

Perhaps above all, they reflected on and honored their own past experiences, which is principle number nine.  

“I think there’s a lot to learn about the future by looking in the rearview mirror and remembering what you learned, how you did it, why it mattered, and what it meant to you,” Susman says. 

When I reflect on that event now, several years later, I can see the value it brought, stretching the skills of these leaders, and building trust up and down the global organization. 

Not all companies have the budget for such experimental events, or can spare senior executives to be so involved. But Susman’s 10 principles can be practiced at all levels, in all types of workplaces. The only requirement is the desire to break through. 

Listen to the Full Story

You can listen to or read my full 30-minute interview with Sally Susman if you're a Mind Tools member or if your employer is a Mind Tools for Business licensee.

If you're not already a member, join Mind Tools now to gain unlimited access to 2,400+ resources, including our back catalog of 200+ Expert Interviews. Or you can find out more about Mind Tools for whole organizations, big or small, by contacting our enterprise team.

Meanwhile, catch more excerpts and insights from my guests by searching our Expert Interview blog topic and by signing up free to the Mind Tools Expert Voices podcast.

The post Communicating and Making Change: My Expert Interview With Sally Susman  appeared first on Mind Tools.

How we make others feel when they are in our presence is a valuable leadership trait. In psychology, this trait has been called "affective presence." Leaders with a positive affective presence show they care and are skilled at connecting with those around them. Care and connection are the bedrock of success in a leadership role. This article explores the concept of affective presence, its significance, and strategies for developing a positive affective presence to bolster your leadership influence.

What Is Affective Presence?

The term "affective presence" was first used by psychologists Noah Eisenkraft and Hillary Anger Elfenbein in a 2010 study. According to their findings, some individuals exert a palpable emotional influence that can either make others feel at ease, or uneasy.

As they explain, affective presence refers to how we make other people feel just by being around them, regardless of our own emotions or intentions. It's an overall, lasting effect we leave on others.

There's both a negative and a positive affective presence. For example, one person may inspire excitement in the people around them. In contrast, another tends to cause their peers to feel anxious. In other words, one typically energizes people while the other stresses them out.

Affective presence is attributed to an individual's ability to manage and communicate emotions effectively. When investigating what distinguishes people who elicit a more positive or negative affect than others, researchers point to differences in expressive styles, such as aggressive and competitive versus kind and warm.

4 Reasons Why Affective Presence Is Important

Eisenkraft's and Elfenbein's study, among other research, suggests that affective presence can have significant social consequences:

1. People who elicit positive affect are more popular among their peers. Conversely, individuals who evoke negative emotions in their colleagues are more likely to be the targets of counterproductive workplace behaviors, such as rudeness and taunting.
2. Research reveals that leaders who make other people feel good by their presence have teams that are better at sharing information, which leads to more innovation. Team leaders with a negative affective presence have the opposite effect on their teams' information sharing and innovation.
3. Similarly, a different study also found that leaders with a positive affective presence encourage teams to communicate their creative ideas. Specifically, when a team leader had a higher positive affective presence, withholding of ideas was less likely in meetings where team members generated creative ideas.
4. Finally, researchers found that leaders' positive affective presence boosts the motivation and performance of hospitality service employees, who often work long hours with low pay and tight schedules, which can result in burnout. Service employees must possess high energy and enthusiasm to present customers with a friendly and welcoming demeanor. In this environment, the study says, "leaders' positive affective presence sends an important signal that leaders care about their employees' wellbeing and acts as fuel to fire employees' energy toward work."

How to Strengthen Your Positive Affective Presence

A positive or negative affective presence means you impact those in your presence. Cultivating a positive affective presence requires a deliberate and conscious decision to interact with others in a positive manner – it's a choice we must make daily until it becomes part of who we are and how we present ourselves.

Here are several strategies for creating a positive affective presence:

Develop Self-Awareness

You cannot fix what you don't understand. Self-awareness is the first step toward effective self-management. People who know themselves can better manage their emotions and positively interact with others.

You can increase your self-awareness in many ways. To name a few:

• Understand your emotional triggers. What sets you off emotionally? Who are the people who get under your skin? These situations or people might cause you to have a negative affective presence.
• Don't repress your emotions or deny the factors or people contributing to them. Instead, think about how you will manage your emotions before speaking to others.
• Pay attention to your emotions as they occur. For example, do you ever notice yourself becoming combative, annoyed, angry, or competitive? Awareness will help you manage these reactions more effectively, so you don't act impulsively.

Tune in to Others

Recognizing your feelings is an essential step toward developing self-awareness, but so is understanding how your responses to those feelings affect the people around you. Try redirecting your focus away from you and toward other people to better manage your emotions, moods and behaviors.

For example, before an important meeting, ask yourself:

• What might people need from you in the moment? Perhaps they need support or reassurance during a corporate transition. Or they may need a safe and non-judgmental environment to express their anxieties or dissatisfaction without concern for rebuke or rejection.
• What impact do you want to make on others when you enter a room? Most people are quick to pick up emotional cues that might affect them. Don't leave this to chance by deciding how you want to show up.
• What is the emotional footprint you are hoping to leave behind? Whatever feeling you want to instill in others, you need to feel it yourself. For example, you must project calmness yourself if you want people to feel that way.

Exercise Self-Discipline

How do you feel about the people you're interacting with? People have a knack for sensing your thoughts about them and will respond accordingly.

To shift to a positive frame of mind about the people you're meeting, consider the qualities you may value in them and any acts of kindness or goodwill you've experienced with them. This reflection might change your perspective and help soften your stance.

At all times, take the high road and treat people with respect. A survey of over 800,000 people in 158 countries shows that being treated with respect is the strongest predictor of positive feelings.

You may experience instances of irritation, frustration or impatience throughout the day. The question is, says Elfenbein in an interview with Julie Beck, "Can you regulate yourself so those blips don't infect other people? Can you smooth over the noise in your life so other people aren't affected?"

In short, are you good company? For example, imagine a coworker who consistently remains calm and composed during stressful situations at work. They can manage their emotions, defuse tension, and create a positive environment for their coworkers. As a result, their presence becomes highly sought after and they are seen as someone who brings comfort and ease to those around them.

Consider that you will likely work with your colleagues for a long time, so take the long view. You can better control your emotions by keeping a long-term relationship in mind.

And no matter how you feel about your peers, think about how your words and actions might impact other people's lives.

Recommended Reading

Find out more about developing affective presence with our recommended resources:

Developing Self-Awareness
Emotional Intelligence
Self-Discipline
Mutual Respect
Creating an Energizing Work Environment
How to Make "High-Quality Connections"

About the Author:

Regular guest author Bruna Martinuzzi is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post Affective Presence: How to Stop Draining Your People and Energize Them Instead! appeared first on Mind Tools.

Despite the cost of poor mental health running at $1 trillion globally, according to the World Health Organization, significant numbers of businesses are not getting it done when it comes to looking after the wellbeing of their employees.

What Is Wellbeing Washing?

A recent study by Claro Wellbeing found that more than a third of employers are "wellbeing washing" – the practice of supporting mental health publicly but not supporting the workforce internally when it really comes down to it.

Claro's survey revealed that while 70 percent of workplaces celebrated mental health awareness days, only 30 percent of them actually had mental health support that was deemed good or outstanding by their employees.

Yes, it's all very well championing awareness campaigns (like Mental Health Month), but, much like the saying "a dog is not just for Christmas," wellbeing issues don't magically disappear when the event is over.

So lots of regular quizzes and games for fun, but consistently overworking people or expecting unpaid overtime is the sort of thing we’re talking about here. Table tennis and yoga, but no flexible working or employee assistance programs.

Do Businesses Really Care About Employees?

The research found that under half of businesses offered employees access to a helpline, while 44 percent offered counseling, and only 39 percent had mental health first aiders.

Digging a little deeper, the perception employees have of their employers' attempts to look after their wellbeing is even worse.

A report from global HR consultants MHR revealed that 62 percent of employees believed their employer did not care about their mental wellbeing, while 55 percent said they felt pressured to hide their mental health concerns at work. Ouch.

And in the wake of the likes of the Great Resignation and quiet quitting, it's clear that it makes business sense to take care of your workforce – or you risk retention and recruitment crises.

Or, as the Chartered Institute of Personnel and Development puts it, "Investing in employee wellbeing can lead to increased resilience, better employee engagement, reduced sickness absence, and higher performance and productivity."

Investing in Employee Wellbeing

So what should employers be providing, and what shouldn't they bother with, to avoid wellbeing washing? A recent poll by the Institution of Occupational Safety and Health offered some interesting and, in some cases, controversial insights.

Examples of staff "benefits" not wanted or needed included:

• Online "wellbeing services."
• Employee assistance programs that focus on out-of-hours issues but don't deal with work-related matters.
• Discounts on holidays (which are still too expensive).
• Wellbeing walks (but with no time to go on them).
• Fruit and ice cream.
• Shopping discounts (but having to pay for staff parking).
• Mental health first aid (described as a "box-ticking" exercise that can sometimes see untrained volunteers do more harm than good).

Moving on, benefits workers say they're not getting but would actually welcome included:

• Work risk assessments for stress.
• Access to a wider variety of healthy lifestyle classes, not just gym membership or yoga.
• More support for women going through the menopause.
• Better mental health support.
• Better management.
• Flexible working.
• A more responsive attitude to worker surveys.

Food, if not fruit, for thought.

Further Resources

Mental Health in the Workplace
Personal Financial Stress and Wellbeing
How Happy Is Your Team Member?
What Is Corporate Social Responsibility?

About the Author:

Kevin began training as a journalist on his local newspaper in 1989. He went on to spend 17 years at The Sun newspaper as a sports journalist and travel writer, and his work has been published in The Daily Telegraph, The Times and The Sunday Times. He joined the Mind Tools content team in 2019 and is also a keen golfer, traveler and eater.

The post Wellbeing Washing: Is "Wellness" Coming Out in the Wash? appeared first on Mind Tools.

What's more, your own body language, as a leader, can either enhance or undermine how you are viewed. Positive body language can help leaders be more empathetic and establish better communication. It can strengthen the connection with employees and inspire trust.

To get some tips on effective non-verbal leadership communication, I spoke with Joe Navarro, ex-FBI special agent and one of the world's leading experts on non-verbal communication. Navarro is now an instructor and private consultant to major corporations. He is the best-selling author of over 14 books, including his latest, "Be Exceptional: Master the Five Traits That Set Extraordinary People Apart." I was just as thrilled to speak with Anne-Maartje Oud, CEO and Founder of The Behaviour Company and body language expert.

What Is Non-verbal Communication?

"Non-verbal communication," says Navarro, "is anything that communicates a message but is not a word." It's everything from our facial expressions and gestures, to what we wear, to how well we are groomed.

Even good manners constitute non-verbal body language, Navarro says. "So things such as:

• opening the door for others.
• using a good tone of voice. 
• smiling. 
• being kind. 

"These are all forms of non-verbals, and these are power to businesspeople. Never underestimate the power of being kind and liking others. Period."

You are always on display as a leader, whether in a one-on-one meeting or when virtually presenting to large groups. As Navarro explains, our body language constantly transmits information about our thoughts, feelings and intentions.

How to Improve Non-verbal Communication

Being conscious of the non-verbal messages we send is essential. For one thing, this awareness will help us ensure that our body language matches our words. It will also help us avoid negative body language that could make us appear unfriendly or lacking confidence.

To get you started on improving your non-verbal communication, try these tips from Navarro:

Take Your Time

"One of the things we understand universally," says Navarro, "is that a leader exercises control by how they enter a room, how they look around, and so forth. And, of course, how they dress and the manner in which they walk and carry themselves.

"Leaders don't do anything hurriedly. They don't have to. They're leaders. So, we say that they have temporal control.

"One of the things we see over and over in leadership," adds Navarro, "is this way you carry yourself where you don't have to hurry." 

Use Cadence

Navarro says another way leaders exercise temporal control is that "they take the time to meet and greet everybody, to make good solid eye contact with them. And then they deliver their message. They exercise what we call 'temporal control,' which is they use cadence."

I asked him to give an example of leaders using cadence. "Winston Churchill used this brilliantly," he replied. "Martin Luther King was also exceptional in using cadence. And we saw it also with Abraham Lincoln when he gave the Gettysburg Speech:

Four score and seven years ago, [pause]. 

Our forefathers brought forth upon this continent a new nation, [pause]. 

"Because you're speaking in cadence," explains Navarro, "you're taking up time and the person that controls time, in essence, controls." 

Navarro concludes by saying that "these are things that a leader can use and demonstrate, and in so doing, a leader is communicating that they're in charge because they're not in a hurry. Because they can take their time walking in, walking about, and dominating the conversation by speaking in tones that demonstrate that time is theirs. And, of course, speaking in cadence beautifully controls the attention and time." 

However, your body language shouldn't always be the same for every person you talk to in every conversation. Just like verbal communication, you should tailor your non-verbal communication to fit the context. Here are a couple of examples where some nuance is needed:

Body Language When Navigating a Difficult Conversation With an Employee

Conducting an effective difficult conversation with an employee is a critical leadership competence. You may need to give a negative performance review, deliver stern feedback, or reset an employee's expectations. 

So how can body language help you to handle these difficult conversations successfully?

"That's a great question. First of all," says Navarro, "you have to have boundaries. You have to demonstrate that you are, in fact, a leader, but you are willing to listen. And listen as long as it takes so that the person feels that their message is being received and that they have their say." 

Navarro emphasizes that it's essential to be direct, not fidgeting. "Just think about what you need to say in advance and then just say it. And if you have to tell someone they're being put on notice because they're failing in their task, then you just lay it out, just like that." 

I asked Oud to elaborate on any body language cues a leader should give when handling a difficult conversation with an employee. 

"It depends," replied Oud, "on if the conversation is difficult for you as a leader (maybe you are new to this kind of conversation on how to give constructive feedback) or if the difficulty is there for the employee." 

This is an important distinction. We explored how a leader can make an employee feel comfortable during a difficult conversation.

"Being a good listener helps. Listening is key," explains Oud. "Also, ensure that your posture, gestures and voice are not antagonistic. We can be empathetic with our gestures but also firm with boundaries." 

Our message must be plain and understandable, stresses Oud, "and supported by congruent behavior: a straight posture, a clear voice and good eye contact. Use your eyes to gaze as you listen but not stare with acrimony." 

According to Oud, it also helps to validate the fears and apprehensions of others. "In the end, the message must be conveyed as humanely as possible." 

Body Language When Communicating With a Neurodivergent Employee

Neurodivergent people have a brain that works differently from the average or "neurotypical" person. This includes differences in ways of learning, ways of communicating, or ways of perceiving the environment. 

Should leaders adapt their body language and communication style when talking to neurodivergent employees?

Oud says: "Adaptation is key for anyone who wants to communicate effectively. As a leader, you should observe and understand how you can create comfort during your conversation to help others, yourself and the company achieve the goals ahead." 

"Neurodiversity," she adds, "is such a broad category that may require standing further away or perhaps making less eye contact, slowing down how fast you speak, or changing the tone of voice. Observation is key to determining what will make the other person or team more psychologically comfortable and how to act accordingly."

Focusing on what makes a person more psychologically comfortable ties in with an important principle Joe Navarro talks about: the importance of observing people's signs of "comfort" and "discomfort."

Focusing on these two behavioral clues will give you the necessary information to help you adapt your approach accordingly. It will yield powerful insights that can make you a more effective communicator. Asking yourself, "Are people comfortable or uncomfortable?" is one of the top ways of becoming body-language smart.

Taking Control of Your Body Language

When we seek to learn about body language, many of us look for tips on detecting deception or projecting power. But the overarching message I have gotten from Joe Navarro and Anne-Maartje Oud is to focus instead on observing the signs of comfort or discomfort in others. Using these cues to modify your body language so that others feel at ease around you is a surefire way to become a better communicator and achieve greater success in your interaction.

Discover more about using body language to communicate more effectively, with our recommended resources:

Body Language
Adapting Your Communication Style Video
Body Language Battle Video
What Every BODY Is Saying
5 Moves to Master Body Language Infographic

About the Author:

Bruna is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post How to Use Body Language to Be a Better Leader – Tips From the Experts! appeared first on Mind Tools.

So what is coaching, exactly? And how does it differ from mentoring? Well, we have a video on exactly this topic – but, put simply, coaching is the art of getting people to help themselves. Where a mentor might tell you what to do, a coach will listen, reflect, and ask questions. In this way, they elicit ideas from the coachee – who ultimately finds their own answers.

"Coaching is unlocking a person's potential to maximize their own performance. It is helping them to learn rather than teaching them."

Timothy Gallwey, author and coach.

Coaching Videos

Coaching is a formal pursuit – but, increasingly, coaching skills are being used by managers and leaders to help them develop and look after their people. And an informal, everyday approach to coaching is gaining currency, too.

At Mind Tools, we've noticed that. And in our brand-new batch of videos, we focus on coaching skills – to show you the ropes, and to make coaching part of your everyday approach to management.

What Is Coaching?

The first of our six coaching videos, How to Be a Workplace Coach, introduces the concept of coaching and offers seven rules to get you started. From confidentiality to the types of questions you should ask, this video is a perfect first step into the world of coaching.

There are many potential pitfalls with coaching. Our video Coaching Conversations: Dos and Don'ts helps you to avoid the common traps and have great conversations. Maybe you think it makes sense to have a set checklist of questions. No: that's a don't! It's crucial that a coaching conversation flows naturally: a checklist will create a more stilted, formal atmosphere. Broad or specific, the dos and don'ts in this video apply to any and every coaching conversation.

When to Coach

Coaching doesn't need to be a scheduled, orchestrated, formal event. In fact, coaching often works best "in-the-moment," when people are experiencing work-related challenges. Our video Informal Coaching shows how you can coach over a cup of coffee or in the hallway between meetings. In this video there's also an example scenario, so you can see what informal coaching looks like in action!

Coaching is also a great way to lead people through organizational changes. If you're a leader, it's your responsibility to guide people through change to reach the new status quo. Change can be tough. But, with coaching, you can make the process smoother and, ultimately, more successful. Our new video Coaching Through Change shows you how it's done. And that one features a scenario, too! You can see the principles put into practice in a difficult management situation.

Coaching Tools

As a manager, you have plenty of opportunities to employ coaching methods and tools as part of nurturing your team.

The POSITIVE Model of Coaching is a great way to set and monitor team goals. It uses an eight-step framework that encourages coachees to adopt energizing, exciting goals – and shows how you, the coach, can do your bit to encourage them.

People you coach will be at different levels of ability and determination. Someone with low skill and high enthusiasm will need a different approach from that of someone who's highly skilled but lacks direction. The Skill/Will Matrix Video helps you to decide how to pitch your input with your coachee depending on their skill and will. It's a brilliant and simple tool for fine-tuning your approach to coaching.

The post Get Coaching – Introducing Brand-New Mind Tools Coaching Videos appeared first on Mind Tools.

The news comes less than one month after Jacinda Ardern announced that she would step down as PM of New Zealand. In her six years running the country, Ardern was praised for her strong but compassionate leadership style, proving that kindness and humility are assets to any leader.

With these two strong female politicians stepping down, I wanted to reflect on how kindness and humility can help us to become better leaders, and why stepping aside is not a sign of weakness.

What Is Humility?

Humility is the opposite of bragging. It's staying modest about yourself and your status. But don't confuse humility with low self-esteem; it doesn't mean that you're insecure or lack confidence, but rather that you appreciate your talents without being boastful. Leadership expert Bruna Martinuzzi writes about Humility as "a quiet confidence."

When we're less preoccupied with our own accomplishments, we have more time and energy to think about others. Humility is therefore a highly desirable trait in any leader, since it ensures that they will always act in the best interests of their team, rather than for their own personal gain.

Do Female Leaders Show More Humility?

Author of "The Paula Principle," Tom Schuller, finds that men often work above their level of competence, but women are more likely to work below their level of competence. Tomas Charmarro-Premuzic has also written about this, citing that "women are more sensitive, considerate and humble than men."

But everyone can develop kindness and selflessness, and these qualities are even more valuable in leadership roles.

Traits of a Kind Leader

Humility is just one of the key ingredients that make up a kind leader. And with a little practice you too can develop a more compassionate leadership style:

• Active listening. As a leader, your voice will often carry the most weight in your team. Give others a chance to voice their ideas and pay attention to what they have to say.
• Empathy. Connect with your team members. Try to understand their feelings and points of view. How does their work affect their wellbeing? And what can you do to help?
• Self-awareness. What kind of leader are you? What does your team think of you? A self-reflection will help you to stay grounded and understand your motives.
• Trust and honesty. A kind leader will trust and empower their team. To nurture a culture of trust, you should be honest and authentic with your co-workers. If you set a good example, your team will follow suit!
• Accountability. As leader, the buck stops with you. Kind leaders demonstrate courage and tenacity by accepting responsibility for their decisions and learning from their mistakes.

A Kind Leader Knows When to Step Aside

Resigning because you don't feel up to the task at hand is commonly seen as a weakness, but it's quite the opposite.

Sturgeon and Ardern's reasons for handing over the prime ministerial baton demonstrate kindness and strength. Not only to themselves, but also to their people. Knowing when you've reached your limit is an admirable trait, and admitting it takes a wealth of courage.

Rather than try to "fake it 'til you make it," a good leader can admit when they aren't the right person for the job. For example, asking for help or delegating to team members with more suitable skillsets. Or, in the case of Jacinda Arden and Nicola Sturgeon, stepping down for the sake of the people they represent.

A kind and humble person won't let their vanity or desire for personal glory stand in the way of their team's success.

Beware of Generosity Burnout!

Leading with kindness and humility can be wearing. Especially in politics! With so many people depending on you to guide them in the right direction, it can be difficult to make both quick and ethical decisions. This pressure, and the constant consideration of others' needs over your own can lead to generosity burnout.

In her resignation speech, Jacinda Ardern admitted that she simply did not "have enough in the tank" to continue in her role. Giving too much too often will inevitably lead to exhaustion and burnout. Generosity burnout can even make you resent those who depend on you, so it's crucial to do something about it before it takes hold.

Avoid generosity burnout as a leader by accepting that you can't always please everyone. Reflect on your personal values and those of your company, and consider how you can apply them in your decision making. This will help you to feel confident about the choices you make, and defend them if you face scrutiny.

Finally, take time for yourself. While you are responsible for your people, you can't help them to be their best selves if you you don't show yourself the same care and attention!

The post Leading With Kindness and Humility appeared first on Mind Tools.

Today, more than ever, ethics are a leadership imperative. Ethical leaders rise above the din of the crowd to inspire us at a time of uncertainty and large-scale corporate cases of fraud and unethical behavior in organizations.

It's not surprising that in a 2021 Gallup poll, both Generation Z and millennials rated ethical leadership highly.

Ethics are a key value for these generations, in particular. A recent Deloitte survey reveals that nearly 37 percent of Gen Zs, and 36 percent of millennials, have rejected a job and assignment based on their personal ethics. Moreover, almost half of all Gen Zs and millennials in senior positions have declined positions and projects that did not conform with their values and ethics.

Gen Z and millennials currently account for approximately 38 percent of the global workforce. They will increase to about 58 percent by 2030, making these upcoming younger generations the most dominant in the workplace in less than ten years' time.

When it comes to ethical leadership, how ready is your organization to attract and retain this talent pool?

What Is a Definition of an Ethical Organization?

Simply put, an organization that practices ethical leadership is where all those in management and leadership positions set an example of ethical conduct in their everyday actions and relationships.

What Is the Impact of Ethical Leadership?

A 2021 survey by LRN, based on data collected from 8,000 employees worldwide representing 17 industries, showed that companies with the strongest ethical cultures outperform their peers by 40 percent across all measures of business performance. A company's ethics are only as good as its leaders. Ethical leaders:

• Establish an ethical culture in an organization.
• Attract the best employees.
• Inspire employee loyalty.
• Increase investor confidence and trust in a company.
• Engender customer loyalty.
• Garner positive press.
• Attract the best vendors.
• Help boost the bottom line.

The Dangers of Having Non-Ethical Leaders

We've all read about significant unethical behaviors that become headlines, from bank employees creating fake profiles to file fraudulent applications to government relief programs, to a major car company cheating on emissions tests. While these are significant cases that may seem far removed from our daily life, how about the small acts of unethical behavior right on our doorsteps?

Let me count the ways:

• Cheating on expense reimbursements.
• Stealing company stationery items.
• Altering a timesheet.
• Taking credit for someone else's work.
• Doing work that isn't related to the office during office hours.
• Sidelining a deserving employee as a result of nepotism.

Unethical leadership spreads like a virus, infecting employees at all levels. Unethical leaders breed dishonest employees. For example, a manager seen stealing company products influences other employees to do the same.

Numerous studies show the devastating effects of unethical leadership on employees and organizations. These include poor employee performance, negative attitudes, anxieties, frustration, motivational decline, loss of trust toward the leaders, work alienation, and related negative consequences for employees' private lives, to name a few.

Can an Inspirational Ethical Leader Turn an Unethical Culture Around?

We all want to work for ethical organizations. But it may be unrealistic to expect all organizations to do the right thing consistently in a tumultuous world.

A coaching client of mine once lamented that he'd unintentionally found himself working in an environment where some parts of the company weren't operating ethically.

So, what do you do in this case?

First, it's essential to understand that if you work for an unethical organization, you're walking a fine line between corporate ethical responsibility and individual responsibility, especially if you're a manager or leader in the organization. Regardless of what goes on around you, have your own code of conduct and let people know what you stand for. Build a good reputation for honesty by consistently doing what you say you will do.

You also want to attract positive attention to yourself by honing your leadership skills and developing your leadership presence. Consider these points to help you raise your leadership profile:

• Enhance your presentation and facilitation skills and learn how to chair a meeting with savvy.
• Raise the bar on your communication skills. Speak as a leader. Don't just deliver the facts – learn to inspire your listeners through storytelling and metaphors.
• Work on building rapport with higher-ups and colleagues. Allow them to get to know you.
• Put effort into becoming an expert in your area of responsibility. Being regarded as an expert confers a leadership status and is crucial in influencing others.

While you may not be able to turn the entire organization's culture around, you can, by example, impact the culture of your own team or department positively.

At a minimum, your leadership presence will be noticed and can influence others, starting with those closest to you on your team. Modeling the way can have a ripple effect in one department and, with time, could influence other areas of the organization.

Consider as well that unethical leaders are eventually ousted. That's when senior leaders look around for a suitable replacement. If you've consistently shown up as an ethical leader and have worked on your leadership skills, chances are you'll be on the radar of the powers that be.

This is what happened to Vivian (not her real name). Vivian reported to Ken, a self-interested and arrogant senior leader. Ken initially got away with many infractions, including inappropriate use of corporate funds, such as expensing massages for his wife at the country club. Other instances included giving preference to hiring his daughters as summer interns, altering numbers in reports, and asking subordinates to cut corners by skipping standard procedures. But he tipped the scale when he cut a deal with a vendor for personal financial gain. When he was fired, the company replaced him with Vivian, who'd made inroads by showing leadership at every touchpoint. People notice those who stand out as ethical leaders.

Final Thoughts on Ethical Leadership

Author Zig Ziglar once said, "Live in such a way that if someone spoke badly of you, no one would believe it." Your reputation and ethics go hand in hand – even the slightest unintentional ethical lapse can harm your leadership.

To be considered an ethical leader who inspires and positively impacts the culture, you must guard your reputation with your life. Your reputation is your passport to ethical leadership.

About the Author:

Bruna is an educator, author and speaker specializing in emotional intelligence, leadership, communication, and presentation-skills training.

The post The Power of an Ethical Leader appeared first on Mind Tools.

Maybe that's why business writers reach so readily for sporting metaphors. Sport and business seem to have much in common. They both value competition, leadership, strategy, and tactics. Articles about the motivational skills and tactical know-how of elite coaches are everywhere. And they're often in highbrow business publications.

But not everyone agrees that sport and business make such a great match. In his 2017 Harvard Business Review article, Bill Taylor took aim at some of these assumptions, and pointed out a couple of major league differences:

1: There Can Only Be One Winner in Sports

Sports are usually zero-sum. There are winners and losers. Even in sports that allow for ties, like soccer, there's only one champion in the end.

Taylor points out that business isn't like that, and certainly shouldn't be. In any industry, there are opportunities for a wide range of different organizations. And the ones that succeed will be the ones that focus first on their customers, not their competitors.

2: Sports... No I in Team?

What about the talent? Taylor characterizes the elite sports locker room as "a collection of mercenaries ruled by a tyrant." It's a harsh verdict, but self-interest is inevitable. The average NFL career is less than three years. Players have to look after number one, even in a collaborative setting.

Add to this the fact that in team sports, most customers – the fans – actively dislike their team's CEO and management most of the time.

Sounds like a pretty toxic mix for any business, even one that commands unusual levels of customer loyalty.

A Coach's View

But does it have to be this way? After all, Taylor is talking about elite sports, played and run by millionaires. What about the grass roots?

We asked Simon Hulcoop about that. Simon is Mind Tools' Head of Sales for Europe, the Middle East and Africa. He's a busy man, but, in his spare time, he coaches Southwater Royals, an under-14 girls' soccer team, and a "Wildcats" group aged five to 11.

So you coach a young women's football team. What's that like?

"Seeing them grow, develop and have fun playing football with their friends is something I really enjoy. One of the best parts of the role is seeing them come together as a team and support each other.

"It's also great to see them put into practice the things we've worked on and talked about during training. I'm lucky enough to have a fantastic bunch of girls that listen and give 100 percent in every game, which is fantastic to see!"

What skills do you need to be a successful sports coach?

"Good leadership skills, the ability to stay calm, and patience. You need to adapt to the different ways your players listen and learn, communicate clearly and, most importantly for me, always be passionate and positive!

"Being someone the team looks up to and respects is important too. You're the key person, communicating instructions and sometimes making difficult decisions. So you need to be someone they trust."

Has your role as football coach taught you anything that has been useful in your career?

"Never give up and keep working hard. On several occasions the girls have been losing and come back to win the game. So we might have tried different formations or instructions from the sidelines.

"It's the same in the workplace. I've hit stumbling blocks with deals or not been able to get through to the right people. But being patient and working hard always pays off."

Do you use the same coaching style to guide both of your teams, or different approaches?

"There are a lot of similarities. One of the biggest things is to be adaptable. Whether they're an adult or 13-year-old girl, everyone learns in different ways. So you need to adapt your approach.

"Also, listening and providing feedback are key skills in both. I don't always give them the answer. I guide them through the problem or challenge, whether that's a tactical soccer problem, or responding to objections about a product after a sales call."

What's more rewarding – your football team winning a big game, or your sales team winning a big client?

"I'm competitive, so both of those are up there for me. Actually for some of the same reasons.

"The joy on the players' faces when they've won a big game, and the grin of a salesperson when they close a deal – for me both are rewarding. But I might shout a little louder when the team wins a match!"

Bill Taylor's article claims business has little to learn from sports about competition and success, from talent and teamwork, value and values. What's your take on that?

"I believe that sports – especially soccer – teach us a lot that we can take into other areas of life. Being able to fail, and learn from setbacks, is one of the biggest for me. My team has learned so much from losing tight games against good teams. They've gone on to be stronger. If it's too easy, you learn nothing.

"Teamwork is another big one. Sport really encourages collaboration, another important skill to have and use throughout your life.

"Finally, one of the biggest things I've seen sport do is build self-confidence. Many girls come to the club nervous and lacking belief. But, through coaching and positive feedback, they end up loving the game, and booming with confidence. You need to be confident in different ways and at different times throughout your life, so this is a big positive."

Sports: More Than Just Games People Play

So there you have it. Elite sport and grassroots sport inhabit different worlds. One's cutthroat and zero-sum; the other's full of positives for learning, resilience, collaboration, and self-confidence.

Well, maybe. How about this: "We really analyze our opponents and talk about what their patterns, strengths and weaknesses are, if they have any. Then we say, 'What are our strengths? What do we need to do to harm them?'"

Analysis, collaboration, communication, self-confidence. That's Sarina Wiegman, coach of the England Women's Soccer Team. In July, they became the European Champions. It's an achievement that still eludes their male counterparts.

So perhaps elite sport doesn't have to be the way Bill Taylor describes it – particularly if it's played by women. Maybe it does still have some value for business leaders.

For a further angle on this, check out "Winning Together" by Helen and Kate Richardson-Walsh. It's a book with plenty to say about team building, collaboration, confidence – and winning.

And if you're keen to find out more about effective coaching, read our other blog, "What Makes a Great Coach? – 5 Essential Qualities."

What lessons, if any, can business learn from sports? Share your thoughts and experiences below!

The post Sports Coaching Business Lessons appeared first on Mind Tools.