I cultivate leadership skills by identifying the strengths and interests of each team member, allowing me to assign roles that align with their skills and career aspirations. As a leader, I also mentor team members through regular one-on-one meetings, providing guidance and support to help them achieve their goals. Encouraging open communication and collaboration, I facilitate regular team meetings where everyone can share their progress, challenges, and ideas. To inspire excellence, I acknowledge and celebrate both individual and team accomplishments. By creating an environment that fosters empowerment, mentorship, initiative, collaboration, and recognition, I help team members develop their leadership skills and contribute more effectively to the project's success.
As a small nonprofit, we cultivate leadership within our small team by holding Teach-And-Learn meetings once a month. These meetings are led by a team member who teaches the rest of our small team something about the impact of their position within the organization, unique life skills, or a combination of both. The agenda is left for the team member to design however she'd like to showcase her specific leadership style and creates a culture of constant teaching and learning within the staff as well as cultivating leadership skills of staff who are not necessarily in leadership positions.
Supporting leadership development among my team means recognizing each individual's strengths and areas of opportunities while also understanding the greater role the team member plays on the team. This helps to ensure that they are each learning from one another in addition to coaching and learning opportunities that come up within each department. Leveraging the team's collective strengths also helps me gain insights into what bigger challenges our team is facing. With this understanding, I am able to host trainings and development opportunities that help to build skillsets needed to run our operation successfully. Leadership skills are built upon everyday in our organization through problem solving and collaboration but also intentionally through acknowledgement, vulnerability, and introspection.
One of the most effective ways is by implementing a "lead by doing" approach. Early on at Sartoro, I identified a team member with potential but lacking confidence. Tasking them with leading a small project, I provided guidance but allowed them the autonomy to make decisions. Watching them navigate challenges and come up with creative solutions not only boosted their confidence but also showed the rest of the team that leadership isn’t about a title but about initiative and problem-solving. This approach developed their leadership skills and fostered a culture where everyone felt empowered to step up. Plus, seeing them succeed was like watching a plot twist in a great movie – unexpectedly satisfying.
One memorable instance of nurturing leadership skills within my team happened during a project we affectionately called 'The Phoenix'—a seemingly impossible rebuild of a client's crashed site with a tight deadline. Instead of micro-managing, I gave team members ownership over various components, empowering them to make decisions and even assign mini-tasks to their peers. Watching them step up, troubleshoot, and support one another was like seeing a group of apprentices forge their own swords. It wasn’t just a test of their technical skills; it was a crucible for leadership. By the end of the project, not only did we have a triumphantly resurrected website, but I also had a team brimming with newfound confidence and camaraderie, ready to tackle whatever challenges the digital world could throw at us.
I work with team members to help them understand their six human needs - certainty, variety, significance, connection, growth, and contribution - and how these needs relate to performance, happiness, growth, and fulfillment at work. My wish is that they will honestly assess whether they are having these needs fulfilled in their position, and if not, what can we do to change that. As employment tends to be, certainty can be the most difficult to achieve, but that doesn't mean we cannot foster a sense of psychological safety in a team. We once had a team member who didn't want to serve on committees. I explained that you never know who you might serve with and that those people could be a source of connection as they move forward in the company. Any achievements the committee made would grant them a sense of contribution. It's not first about team output, but rather seeking a sense of purpose, of fulfillment at work. Results always follow, and while achieving those results, you're helping people grow professionally.
I am a staunch advocate for growth within my team and myself. Within my team, appraisals are crucial, not just for evaluation but for identifying and tracking new skill sets that may need fine-tuning to unlock opportunities for success. Leadership, in my view, is a conscious effort to support my team's individual and collective growth through target setting and performance appraisals. As a team, we set targets, and while I actively work to close my own transactions as the lead, I also create an environment for firsthand experience and modeling. From closing deals to building networks, I ensure they are exposed to communities that encourage them to aspire for leadership and meet the expectations of higher roles. This hands-on approach allows them to observe effective strategies in real-time, access clientele that increases their confidence to deliver, and meet the expectations of the firm. I believe leaders should create opportunities for all levels of management to excel by providing them with platforms to demonstrate their capabilities. At our organisation, we build a structure where each role includes executive functions similar to the level above, creating a practical training ground. This allows for error margins, correction, and real-time development. I've learned that marrying technical competence with operational etiquette is invaluable in business. This approach ensures our employees are not only skilled but also adept in professional behaviour, fostering successful business dealings. Leadership, in my view, is a job that requires both training and opportunity to thrive. Achieving optimal performance in lean teams requires a delicate balance, a dynamic that is nuanced in certain sectors in Nigeria. Central to success is building a culture of support and inclusion, which cultivates commitment and motivation and instils a sense of ownership among team members. Building loyalty and dedication emerges as crucial drivers, empowering teams to deliver excellence consistently and enabling leaders to effectively steer towards shared goals.
Mango Innovation recognizes team members who demonstrate leadership potential, regardless of their current position. The chosen individuals participate in a three-month program where they work on real-world projects essential to company success. This initiative includes mentorship, skills development, and peer collaboration as its core components. Mentorship is facilitated by pairing each participant with a member of our senior leadership team. These mentors provide guidance, share their experiences, and help navigate the challenges that arise during the projects. This one-on-one interaction not only enhances leadership skills but also strengthens connections across different levels of our organization. Skills development is a critical aspect. We conduct workshops that concentrate on leadership skills such as strategic thinking, effective communication, and decision-making under pressure. These workshops are facilitated by both external experts and internal leaders, offering diverse perspectives and insights. Peer collaboration is encouraged through group projects. Participants are divided into small teams to work on initiatives that require cross-functional collaboration. This setup helps them understand the intricacies of leading a diverse team, emphasizing the importance of teamwork and collective problem-solving. At Mango Innovation, we have seen significant growth in the roles of our participants. For example, one of our developers who completed the program last year successfully transitioned to a project manager role. He now leads a team of ten. His journey from being an individual contributor to a team leader demonstrates the tangible impact of our leadership development efforts. By investing in our employees in this manner, we not only improve their skills but also cultivate a culture of ongoing enhancement and leadership at all levels of our company.
One impactful example from my experience involved implementing a mentorship program within our leadership team. We paired seasoned executives with emerging leaders based on complementary strengths and growth areas. Through structured monthly sessions, mentors guided strategic decision-making, stakeholder management, and personal leadership development. This program enhanced leadership capabilities across the board and fostered a culture of continuous learning and collaboration. Seeing mentees grow into confident leaders who, in turn, mentored others, reinforced the program's success. It exemplified how investing in mentorship can cultivate a robust leadership pipeline and strengthen organizational resilience.
Fostering strong leadership within a team means setting aside your own personal ego. As CEO of a recruiting firm, I've more than once had to dig deep and ask myself if I'm vetoing an idea because it's simply too good. Consciously, this is a decision I would never make, but I understand that biases operate subconsciously, and occasionally I've had a worker so impressive I think on some level my own identity felt threatened. Reducing my pride took meditation and reframing. I made regular efforts to see my agency as a collective, and moved away from the idea of singular ownership. Reading books about successful teamwork helped, as did embracing Zen practices. Buddhism has a lot to say about letting go of one's self! So, if you feel your team isn't cultivating leadership within, look to yourself. It's possible you're sabotaging their efforts in some way without meaning to, through inadvertent negative talk or a stifling attitude borne of your own self-importance.
Leadership involves dealing with challenges, being adaptable to change and finding solutions, among other things. One example of how we’ve cultivated leadership (at Science Club for Girls) in our team occurred during the pandemic when there were obstacles everywhere. We asked each member of the team to examine and question how we’d done everything in the past, and since most of our conventional approaches were then unavailable to us, gave them license and agency to propose and implement solutions. The result was that the team came up with new programs and methods born from a tremendous amount of creativity and innovation, which resonated so resoundingly well with our various stakeholders that we are continuing almost all of them into the future. Building trust, communication and support within the team was key to making these efforts successful. All of this combined to give our team a great deal of confidence in their ability to address challenges and to listen and respond to the needs of our communities, which in turn made them stronger leaders.
We practice curiosity. When a team member comes to me with an issue, I'll ask a series of questions to help them work through it. Doing this together helps them develop critical thinking skills. Their problem solving ability is enhanced which improves their decision making skills. These skills are necessary as they grow within our organization to eventually lead teams themselves.
One thing that I practice is biting my tongue! I learned as a parent that if I'm always giving "feedback" or questioning the decisions of others that it undermines their sense of independence and confidence. There are times when I need to be okay with my staff doing things their way, even if it's not the way that I would do it. I find this challenging, but it has resulted in some great outcomes, for the staff person and even the organization.
I've cultivated leadership skills within my team by implementing a "mini-CEO" concept. This approach involves giving team members full ownership of specific projects or initiatives, allowing them to make decisions, allocate resources, and drive the project as if it were their own business. This method encourages accountability, innovation, and confidence, as team members learn to navigate challenges and lead their initiatives to success. By treating these projects as their own, they develop critical leadership skills in a real-world context, preparing them for more significant responsibilities in the future.
At Protect Line, we believe in servant leadership, which means working with each team member individually to build their core skills. Instead of a one-size-fits-all programme, we take the time to understand each person's unique strengths and aspirations. This way, we create personalised development plans that empower everyone to bring their best selves to work. This approach has created a culture where everyone feels valued and supported. Leadership here isn't about seeking individual glory but about lifting others up and growing together as a team.
As a leader we can often default to our own expertise. When someone comes to us with a problem it's faster and easier to just give an answer with a solution. However, this does not develop leaders within our organization. Instead, I have had to learn to slow down and ask thoughtful questions back. In this way I act more as a guide to allow the person to discover the answer on their own. For example, someone has a client issue and is asking, "How should I handle this situation?" Rather than rattle off an answer I will ask, "If you were the client how would you want the situation handled?" or "How do you think I (or someone they admire) would handle this situation?" or "What are you options right now?" This empowers the person to step into their leadership and make critical decisions on their own, ultimately developing independent leaders within your organization.
I encouraged team members to expand their leadership skills via external leadership programmes and then create opportunities to try those skills out. One team member went on a company-sponsored leadership development programme overseas and, on his return, was allowed to lead a large client presentation. It also enabled them to put into practice the skills they had acquired – strategic planning, public speaking, and client negotiation – and to achieve a great pitch, securing a sizeable contract in the process. The combination of external training and internal application is a proven and effective model for developing practical leaders within our organization. This approach not only enhances individual skills but also fosters team coordination, leading to improved performance and goal achievement in our business.
As co-owner of Bonsai Builders, I have focused on developing leadership skills in our team from day one. I provide opportunities for my team to take charge of key clients and projects based on their strengths and interests. For example, I had an employee lead our largest kitchen renovation last year. At first nervous, with guidance she excelled and now leads her own team. I empower my team to make important decisions. Two employees improved our customer service response times by 43% in 3 months by streamlining our process. Their success developed their leadership skills and they now train others. Continuous learning is key. I invest in regular leadership training and coaching. We analyze best practices from leading companies. These opportunities have built strong leaders to drive innovation and fill executive roles as we scale. Through increasing responsibility, learning, and mentorship, I've developed leaders to take Bonsai Builders to the next level. The key is balancing guidance and independence so team members realize their full leadership potential.
As the owner of a landscaping company, I focus on empowering my team and developing their leadership abilities. I provide real opportunities for staff to gain experience in key areas like client relations or project management. For example, one of my landscape designers struggled with handling difficult client situations. I had him observe how I dealt with upset clients, then gave him a chance to resolve a tricky issue on his own. With guidance, he became more confident leading clients. I also encourage staff to pursue their interests. Some employees were interested in new products, so I let them host lunch sessions educating coworkers. Presenting to peers strengthened their leadership and product knowledge. The most valuable development happens when staff contribute to big decisions. I involve senior employees in location design, hiring, and service offerings. Having a say gives them ownership and a leadership mindset. By providing chances to lead, mentoring, and career growth paths, I've built a team of confident, skilled leaders.
As the CEO of Randy Speckman Design, I focus on developing leadership within my team by delegating challenging new responsibilities and opportunities for growth. For example, when we were expanding our service offerings, I tasked one of my designers with building a new landing page template that could be customized for different clients. This allowed her to gain valuable experience in improving user experience and conversion rates. We also cross-train team members in different roles. One of our writers learned web development skills and now builds basic WordPress sites in addition to contributing content. By understanding the full scope of our operations, our staff can provide better solutions for clients and step up during busy periods. I meet regularly with each employee to discuss their career goals and how we can work together to achieve them. If someone wants to strengthen a skill like SEO or email marketing, I find ways for them to gain experience in that area through new client projects or internal initiatives. This approach keeps my team motivated and committed to continuous improvement and growth.