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As <a href="https://successcom.wpenginepowered.com/generative-ai-advertising-strategy/">AI accelerates business complexity</a>, leaders need collective intelligence—not top-down control—to make better, faster decisions. Traditional hierarchies are out, and collaboration, critical thinking and collective foresight are in.&nbsp;



More companies are opening communication channels by setting up brain trusts, a concept introduced by Ed Catmull, co-founder of Pixar and co-author of Creativity, Inc., to encourage more productive team feedback, solve complex problems and anticipate disruption. Here we explore what it means to have a brain trust for CEOs, benefits of brain trusts and how to create a brain trust in your company.



<h2 class="wp-block-heading" id="h-what-is-a-brain-trust-nbsp">What is a brain trust?&nbsp;</h2>



“A brain trust is built on the idea that decisions are better when you tap into the collective knowledge and unfiltered opinions of a group,” says Tim Berney, CEO of <a href="https://www.vimarketingandbranding.com/" target="_blank" rel="noreferrer noopener">VI Marketing and Branding</a>. It’s really about getting beyond one person’s perspective and drawing on the wisdom of many. 



“You bring together a small group of leaders, each with their own experience and point of view, to dig into a specific challenge,” explains Berney. “The goal isn’t just to give advice. It’s to help the person asking the question to see new angles and possibilities they might not have considered on their own.” The best type of brain trust for a business involves building a diverse group of individuals from across the organization, regardless of title or hierarchy.



<h2 class="wp-block-heading" id="h-what-benefits-do-brain-trust-sessions-provide-nbsp">What benefits do brain trust sessions provide?&nbsp;</h2>



A brain trust helps the team make more informed, effective decisions for the business. “One person brings [a challenging] question to the group, and instead of trying to solve it, everyone shares insights, examples and ideas that help expand the way you’re thinking about it,” explains Berney. The benefits result from considering diverse perspectives throughout the decision-making process. “It’s not about everyone agreeing; it’s about everyone contributing. When you build that kind of dynamic, you start to see problems and opportunities from angles you would’ve missed on your own,” he adds. 



Brain trusts also help members widen their networks, creating opportunities for new <a href="https://successcom.wpenginepowered.com/how-to-create-strategic-partnerships/">partnerships</a> and resources. They also offer a level of emotional or moral support when everyone on the team shares their challenges, ideas and successes in order to learn and grow. “Everyone’s there to be honest—to share what’s really happening and to help each other think better,” Berney says. “There’s a real level of vulnerability in that. You have to show up as your full self, be generous with what you know and [be] just as willing to listen as you are to speak.”



 At NU Media, for example, an internal brain trust model “flattens hierarchy and amplifies the collective intelligence” of the team, leading to the best solutions possible. “Every major campaign… starts with a cross-department ‘innovation council’ of strategists, designers and data analysts,” says Ada Hu co-founder and CEO of <a href="https://www.nu.marketing/" target="_blank" rel="noreferrer noopener">NU Media</a>. “This structure helps us identify opportunities faster and avoid blind spots that come from top-down decision-making….” says Hu. “By empowering <a href="https://successcom.wpenginepowered.com/next-generation-leader/">emerging leaders</a> to challenge ideas and co-create strategies, we’ve strengthened both innovation and retention.” 



<h2 class="wp-block-heading" id="h-how-the-brain-trust-model-is-helping-to-solve-complex-problems-nbsp">How the brain trust model is helping to solve complex problems&nbsp;</h2>



The <a href="https://successcom.wpenginepowered.com/values-of-a-good-leader/">future of leadership</a> isn’t about control. Instead, transparency and input are creating the conditions for teams to solve complex problems together, says Berney. Members of a brain trust from various departments, levels, skillsets and backgrounds work together to engage and brainstorm in order to determine the most effective solution possible.&nbsp;



“Instead of everyone staying in their own lane, they’re forming small, cross-functional groups…” explains Berney. “You’ll have someone from operations, someone from creative, someone from data, all looking at the same challenge from different angles…. More and more leaders are moving away from silos because they see that transformative ideas happen when people challenge and inspire each other’s thinking."



Brain trusts can also be valuable when trying to anticipate disruptions in the market, such as AI growth. “Brain trusts are a reminder that the best solutions often come from people—not just from asking a tool like ChatGPT,” says Berney. He believes that we all have blind spots, especially when the market is changing so quickly, and it’s beneficial to discuss these concerns as a group.&nbsp;



“Having others shine a light on what you’re not seeing allows you to plan ahead and better manage whatever is being changed or transformed.” This might look like identifying risks and opportunities about what will be disrupted, such as increased automation or job elimination, and what actions to take to adapt successfully.&nbsp;



<h2 class="wp-block-heading" id="h-building-a-brain-trust-nbsp">Building a brain trust&nbsp;</h2>



Building an effective brain trust involves taking time to set goals, strategically plan and handpick brain trust members that will make the most out of this collaborative opportunity. Here is a step-by-step framework for forming an internal brain trust at your company:&nbsp;



<ol class="wp-block-list">
<li>Identify corporate goals and challenges that need the most attention.  </li>



<li>Invite a diverse group of experts who have a mix of skills, experiences and perspectives to join the brain trust. “Start small: bring together five to seven people from different teams who think differently,” suggests Hu.</li>



<li>Formalize the relationship by clearly outlining expectations, participation rules, roles and time commitment. “Create cross-functional teams where everyone has an equal voice, and make it safe to disagree,” advises Berney.</li>



<li>Meet regularly in-person or virtually to establish a rhythm for the group. Hu recommends meeting every couple of weeks to review major initiatives or challenges.</li>



<li>Keep it fresh by rotating brain trust members every few months so new perspectives are considered, says Hu.</li>



<li>"Capture ideas: Use shared boards or AI tools to summarize and track decisions."</li>



<li>Try incorporating an AI brain trust to act as another ‘chair in the room’ by using ChatGPT, Gemini, Miro’s AI, Notion AI or other tools, but be careful to balance technology and people. “Let AI handle data, but rely on people for insight, creativity and context,” recommends Hu.</li>



<li>Implement feedback for effective change. Be sure to celebrate ideas and wins, says Berney. “When people realize that insight matters more than hierarchy, that’s when they really start to show up and contribute.”</li>
</ol>



Through collaborative brain trusts, companies can tap into a plethora of ideas to solve today’s most critical challenges.



Photo by JLco Julia Amaral/Shutterstock

Sandi Schwartz

Discover how CEOs replace hierarchy with brain trusts to encourage collaboration, innovation and faster decision-making in the age of AI.

Discover how CEOs replace hierarchy with brain trusts to encourage collaboration, innovation and faster decision-making in the age of AI. | SUCCESS

Think Tank Leadership: How Smart CEOs Build Brains, Not Hierarchies

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Think Tank Leadership: How CEOs Build Brain Trusts That Work | SUCCESS

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Charity De Souza

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If you’ve spent any time in the leadership or personal development space, you know the specific frustration we are talking about. You work with someone—or perhaps you work on yourself—focused on a big goal. Maybe it’s a new habit, a business breakthrough or a fitness result. And, for a few weeks, it works.



But then, six weeks later, the momentum is gone. The old patterns creep back in.



In a landscape saturated with coaching programs that promise quick fixes, the newly relaunched <a href="http://coaching.success.com">SUCCESS Coaching™ certification</a> stands apart and goes much deeper. In fact, we believe that understanding the root cause of these failures is what separates the best coaching programs from the rest.



And, with that, Glenn Sanford, founder of eXp Realty and managing director of SUCCESS® Enterprises, and Courtland Warren, a veteran facilitator with over 25 years of experience, are inviting you to have a different conversation with them—one that focuses on the root cause of human performance: identity.



<h2 class="wp-block-heading" id="h-behavioral-coaching-vs-identity-coaching">Behavioral coaching vs. identity coaching</h2>



The central thesis we operate on is simple yet profound: Coaching fails when it addresses behavior without first addressing identity.



Think of it using the “iceberg model.”



Traditional coaching focuses on that visible 10% above the water—the behaviors, habits and results. But we know that the 90% below the surface—your beliefs, values, identity and nervous system regulation—is what actually drives the ship.



Consider the difference in how we speak to ourselves:



<ul class="wp-block-list">
<li>Behavioral coaching: “I’m trying to quit smoking.” This relies entirely on willpower, which often fails under stress.</li>



<li>Identity coaching: “I am not a smoker.” This relies on a self-concept; when the identity shifts, the behavior naturally aligns.</li>
</ul>



As Courtland emphasizes in the program: “When identity and behavior conflict, identity almost always wins.” The goal of SUCCESS Coaching™ is to help you shift that internal identity first so that your external actions become next to automatic.



<h2 class="wp-block-heading" id="h-how-identity-coaching-works-following-the-success-framework">How identity coaching works—following the SUCCESS framework</h2>



So, how do we facilitate that deep shift together? We have built the program around a proprietary acronym that guides your coaching conversation from inception to sustainable growth.



Here is the framework you’ll use every day as a leader:



<h3 class="wp-block-heading" id="h-s-set-intention">S: Set intention</h3>



First, we clarify the “what” and the “why.” We have to distinguish between your client’s surface-level wants and their deep, authentic desires.



<ul class="wp-block-list">
<li>The question you’ll ask: What do you truly want?</li>
</ul>



<h3 class="wp-block-heading" id="h-u-understand-obstacles">U: Understand obstacles</h3>



Next, you’ll identify the real barriers. We aren’t just looking for a lack of resources; we are looking for internal blocks like limiting beliefs, protective parts (internal family systems) or nervous system dysregulation.



<ul class="wp-block-list">
<li>The question you’ll ask: What’s really in the way?</li>
</ul>



<h3 class="wp-block-heading" id="h-c-create-your-system">C: Create your system</h3>



As the saying goes, “Good intentions fail; good systems succeed.” In this stage, you focus on building habits and structures that make success inevitable, removing the reliance on fleeting motivation.



<ul class="wp-block-list">
<li>The question you’ll ask: What structure supports this?</li>
</ul>



<h3 class="wp-block-heading" id="h-c-commit-to-action">C: Commit to action</h3>



Now, you’ll move from planning to execution. But remember, true commitment only arises when your nervous system is regulated and your identity is aligned. We use state management to help clients move past the amygdala’s fear response.



<ul class="wp-block-list">
<li>The question you’ll ask: What’s your first step?</li>
</ul>



<h3 class="wp-block-heading" id="h-e-engage-support">E: Engage support</h3>



Transformation rarely happens in isolation. You’ll help your clients navigate how their relationships must “evolve or dissolve” as they grow into their new identity.



<ul class="wp-block-list">
<li>The question you’ll ask: Who’s on your team?</li>
</ul>



<h3 class="wp-block-heading" id="h-s-score-and-reflect">S: Score and reflect</h3>



Progress must be measured at this stage. This involves creating “evidence loops” to reinforce the new identity, allowing them to learn from both wins and setbacks.



<ul class="wp-block-list">
<li>The question you’ll ask your clients: How will you know?</li>
</ul>



<h3 class="wp-block-heading" id="h-s-sustain-momentum">S: Sustain momentum</h3>



Finally, you’ll help them create long-term change. Momentum is built through small, consistent actions that release dopamine. Your ultimate goal is to build client autonomy so they can eventually coach themselves.



<ul class="wp-block-list">
<li>The question you’ll ask: What keeps this alive?</li>
</ul>



<h2 class="wp-block-heading" id="h-how-to-become-a-success-certified-coach">How to become a SUCCESS Certified Coach™</h2>



This is your invitation to master the mechanics of human potential. Tier 1 of the program is a hybrid model involving self-paced learning and live weekly training. We ask for a commitment of at least 3-5 hours per week.



Here is a glimpse of the key concepts you will master:



<ul class="wp-block-list">
<li>Biology of breakthrough: We dive into the nervous system and polyvagal theory, teaching you to identify “survival mode” versus “thriving mode.”</li>



<li>Identity architecture: We focus on beliefs and self-image, using tools like internal family systems (IFS) to align the subconscious with conscious goals.</li>



<li>Environmental design: We use habit science to bypass decision fatigue.</li>
</ul>



<h2 class="wp-block-heading" id="h-launch-your-identity-based-coaching-certification-journey-today">Launch your identity-based coaching certification journey today</h2>



This is more than just a certification: It’s an opportunity to master the language of lasting change. When you integrate these six modules, you stop being just a motivation coach and become an identity architect.



Here are the details you need to know:



<ul class="wp-block-list">
<li>Who is this for? While highly relevant for real estate professionals, we designed this for any leader, mentor or influencer who wants to assist people in solving problems and transforming their lives.</li>



<li>The investment: The tuition for the Tier 1 certification is $3,000 with an early-bird rate of $2,497.</li>



<li>The start date: Our first cohort begins January 12, 2026.</li>



<li>What comes next? After this foundation, a Tier 2 Master Coach level will follow, requiring 6 months of active coaching.</li>
</ul>



If your mission is to create autonomy, stability and authentic transformation in the lives of the people you serve, then this is your next step. We are building a global community of leaders who are elevating the standard of identity coaching, and we’re ready for you to join us.



<h2 class="wp-block-heading" id="h-frequently-asked-questions-faqs">Frequently Asked Questions (FAQs)</h2>



<h3 class="wp-block-heading" id="h-1-what-is-the-fundamental-difference-between-identity-coaching-and-behavioral-coaching">1. What is the fundamental difference between identity coaching and behavioral coaching?</h3>



The core difference lies in the area of focus. Behavioral coaching targets the external action or habit—the visible 10% above the water (the “iceberg model”).&nbsp;



Identity coaching, as taught in the SUCCESS Coaching™ framework, focuses on shifting the internal self-concept, beliefs and nervous system regulation—the 90% below the surface. When the identity shifts (e.g., “I am an entrepreneur”), the desired behavior (e.g., launching a product) becomes next to automatic.



<h3 class="wp-block-heading" id="h-2-is-success-coaching-considered-one-of-the-best-coaching-programs-for-transformation">2. Is SUCCESS Coaching™ considered one of the best coaching programs for transformation?</h3>



The <a href="http://coaching.success.com">SUCCESS Coaching™ certification</a> is designed to be one of the best coaching programs by leveraging the legacy of the nearly 130-year-old brand and focusing on permanent, sustainable change rather than temporary motivation. 



Its distinction is the proprietary SUCCESS framework, which integrates advanced concepts like polyvagal theory and internal family systems (IFS) to address the root cause of human performance—identity—a level deeper than most traditional coaching methods.



<h3 class="wp-block-heading" id="h-3-how-does-identity-coaching-differ-from-therapy-or-consulting">3. How does identity coaching differ from therapy or consulting?</h3>



Identity coaching is future-focused and centers on the client’s self-generated solutions for growth. It differs from:



<ul class="wp-block-list">
<li>Therapy: Therapy is typically past-focused, dealing with healing trauma and addressing mental health conditions and emotional distress.</li>



<li>Consulting: Consulting involves an expert giving advice, diagnosing problems and providing prescribed solutions. Identity coaching, by contrast, is a partnership built on powerful questions and client autonomy.</li>
</ul>



<h3 class="wp-block-heading" id="h-4-what-are-the-key-concepts-mastered-in-the-success-certified-coaching-program">4. What are the key concepts mastered in the SUCCESS Certified™ coaching program?</h3>



The program’s core modules focus on the mechanics of lasting change. Key concepts include the biology of breakthrough (nervous system and polyvagal theory), identity architecture (internal family systems and belief-shifting), and environmental design (habit science to bypass decision fatigue).



<h3 class="wp-block-heading" id="h-5-who-is-the-ideal-candidate-for-the-success-certified-coaching-program">5. Who is the ideal candidate for the SUCCESS Certified™ coaching program?</h3>



The program is ideal for any leader, mentor or influencer committed to creating authentic transformations for others. While highly relevant for real estate and business professionals who lead teams, it is designed for coaches, consultants, executives and HR leaders who want to master the art of facilitating deep identity-based change.



Photo by Josep Suria/Shutterstock

Behavioral coaching is less effective than identity coaching. Learn how the SUCCESS Coaching™ framework can help you achieve client transformation today.

Behavioral coaching is less effective than identity coaching. Learn how the SUCCESS Coaching™ framework can help you achieve client transformation today. | SUCCESS

Why the Best Coaching Programs Focus on Identity First—Not Behavior

Why the Best Coaching Programs Focus on Identity First | SUCCESS

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SUCCESS is your guide for personal and professional development through inspiration, motivation and training.

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SUCCESS Staff

Leading others is difficult. Whether managing a team of five or hundreds of thousands of employees, <a href="https://successcom.wpenginepowered.com/understanding-the-six-leadership-styles/">leadership</a> at any organization comes with demands and burdens that can buckle superiors.&nbsp;



A <a href="https://info.lhh.com/gbl/en/ICEO-LeadershipTransformation-2025" target="_blank" rel="noreferrer noopener">recent survey</a> of thousands of C-suite executives found that inflation, trade wars and rapid AI adoption has created a veritable pressure cooker for executives across organizations. Leadership burnout is up 4% from two years prior, and over 43% of organizations surveyed lost half their leadership team in the past year.



<a href="https://successcom.wpenginepowered.com/values-of-a-good-leader/">Leaders</a> need to know how to adapt in situations like these, where they are squeezed from every side with economic, social and technological challenges. But focusing on external pressures may miss the point. They need to focus on a core internal attribute: curiosity.&nbsp;



“We come into the world curious,” says <a href="https://www.linkedin.com/in/tom-morris-0955474" target="_blank" rel="noreferrer noopener">Tom Morris</a>, a Yale-trained former Notre Dame professor turned public philosopher with over 30 published books such as the bestseller <a href="https://amzn.to/4odxBoY" target="_blank" rel="noreferrer noopener">If Aristotle Ran General Motors</a> and <a href="https://amzn.to/3LwWzkI" target="_blank" rel="noreferrer noopener">Stoicism for Dummies</a>. Far too often he’s seen leaders treat curiosity as an unimportant ideal rather than a core “intellectual virtue” in the way philosopher Aristotle might describe. He thinks that view doesn’t place curiosity in the right frame.&nbsp;



“This ability to admit we don’t know, and this ability to show genuine curiosity and to cultivate it in other people, I think it’s one of the most important leadership traits,” he says.&nbsp;



<h2 class="wp-block-heading" id="h-putting-curiosity-in-its-proper-place">Putting curiosity in its proper place</h2>



Morris is the founder of the Morris Institute for Human Values and has been helping business leaders at the highest levels cultivate curiosity and a love for learning in themselves and their employees for decades. In his experience, he’s seen far too many executives put up a facade of seeming to know—rather than face their uncertainties with courage and be curious.&nbsp;



“That’s where leaders block their own ability to learn. And that’s where they abandon their own ability to teach,” he says.&nbsp;



To the executives’ credit, according to <a href="https://www.sciencedirect.com/science/article/pii/S1048984325000190" target="_blank" rel="noreferrer noopener">recent research</a> published in The Leadership Quarterly, showing uncertainty has been correlated with negative social influence in organizations. However, <a href="https://pmc.ncbi.nlm.nih.gov/articles/PMC11134984/" target="_blank" rel="noreferrer noopener">other research</a> published in the Quarterly Journal of Experimental Psychology suggests there could be an “honesty premium” for leaders who express internal uncertainty about decisions to stakeholders.&nbsp;



While the jury is still out on how leaders can show uncertainty, Morris views proper leadership as a marriage between humility of character and nobility of purpose, with curiosity as a key ingredient. It’s a tense dance that pays off big for executives willing to learn the steps.&nbsp;



“They need to be open, and they need to be honest. And too many people are afraid of the <a href="https://successcom.wpenginepowered.com/benefits-of-being-vulnerable/">vulnerability</a> that may result, equating [it] to weakness in people’s eyes, but very few people actually view vulnerability as weakness,” he says.







<h2 class="wp-block-heading" id="h-wisdom-from-sages-and-scientists">Wisdom from sages and scientists</h2>



Morris doesn’t necessarily reinvent the wheel when it comes to helping leaders reflect on the world around them. Instead, he relies on intellectual giants of old and digs up forgotten wisdom, putting these gems of sagacity in a new light.&nbsp;



Take the work of Roman emperor and Stoic Marcus Aurelius, who Morris studied extensively for his recent work on Stoicism. Morris recounts one of Aurelius’ journal entries where the Roman leader wrote, “The obstacle is the way.” It struck him as a new way to approach problems.&nbsp;



“And I think what he means, in almost a zen master sense, let any difficulty, any hardship, any challenge, any obstacle, spark in you such curiosity that you will figure out how to use it, not just how to get rid of it, but how to use this experience to be even better than you would have been without it,” he says.&nbsp;



This idea isn’t unique to second-century philosophers either, Morris adds. Scientists take this approach to problems as well, viewing them as a positive rather than a negative. If a scientist has uncovered a new problem, they could end up winning a <a href="https://successcom.wpenginepowered.com/nobel-prize-innovation/">Nobel Prize</a>, he quips. 



<h2 class="wp-block-heading" id="h-the-fertile-soil-for-innovation-nbsp">The ‘fertile soil for innovation’&nbsp;</h2>



Curiosity might sound like a nicety, but to Morris, it’s the engine of business innovation.&nbsp;



“It’s the fertile soil for creativity and innovation. And if you talk to top business leaders, it’s going to be hard for them to imagine anything more important than creativity and innovation for their business,” he says. 



His statement rings especially pertinent in an age of continuous technological development, with AI leading the charge.&nbsp;



As a case study from the past, Morris takes a page—or rather a letter—from the book of the renowned English poet John Keats. At one of his “wisdom retreats” that he hosts for people from all over the globe, Morris recalled a letter that Keats sent to his brothers regarding a conversation he had about how great individuals accomplish major feats—a topic any leader would eagerly engage in.



In the letter, Morris says, Keats ponders what qualities make people like Shakespeare accomplish larger-than-life achievements. Keats identified a key quality that didn’t have a name at the time; one he coined “negative capability.”



“[Keats] says it’s the ability to confront uncertainty, perplexity, ambiguity, the fog of the future, and not engage in an irritable rushing to judgment. But the ability to just sit,” Morris explains. “The great people, Keats is saying, are the people who are able to hang back and allow their curiosity, that pause moment, to just take it all in.”



<h2 class="wp-block-heading" id="h-embed-curiosity-into-company-culture">Embed curiosity into company culture</h2>



Like any virtue or positive trait, Morris argues, curiosity is something business leaders can’t expect to grow on its own accord. It requires effort to become an intellectual muscle one is accustomed to flexing on a daily basis.&nbsp;



On the plus side, we’re all arguably born with an innate desire to know, as Aristotle begins his famous Metaphysics. But, this desire only grows with use and atrophies without constant engagement. How can busy leaders keep their drive to know and create active?&nbsp;



Morris has a remarkably simple solution: Make curious <a href="https://successcom.wpenginepowered.com/no-matter-how-busy-why-you-should-always-make-time-for-brainstorming/">brainstorming</a> a practice embedded in company culture. Not the kind of brainstorming where solving problems is the focal point, but a kind of dialogue focused on coming up with problems not yet noticed.



“What’s a problem we haven’t thought about solving? What’s a problem that could be posed with respect to our strategic plan, with respect to our goals this year?... And the more you cultivate that and people see it’s OK to do that, the more they’re going to sort of try it in their everyday life,” he suggests.&nbsp;



<h2 class="wp-block-heading" id="h-the-key-to-a-new-kind-of-leadership">The key to a new kind of leadership</h2>



The results of pursuing curiosity aren’t abstract, unlike Morris’ philosophical ponderings. They’re concrete changes that can completely transform a company from the top down. Morris recalls one such transformational example.



He was having dinner with the CEO of one of the largest communication companies in the world, along with a number of his direct reports. At the meeting, the CEO asked one of the team members why they hadn’t been first to market with their product. 



Morris was prepared for the worst. “At first I thought he was just upbraiding the guy,” he explains. But he was pleasantly surprised. The direct report calmly explained the rationale behind the decision to the CEO.&nbsp;



The CEO’s response? “OK. I like that.”&nbsp;



Morris casts the event as a testimony of the power of curious leadership. “At first, I thought he was just angry, but he was genuinely curious. And he asked some other follow-up questions that reinforced that. And it kind of reinforced to the guys around the table, it's OK not to be first to market if we’re best to market.”



That’s the edge that being a curious leader cultivates. Not the ability to sit in wonder without action, but the virtue to approach a problem as something that shapes us and helps us evolve individually and collectively.



Photo by insta_photos/Shutterstock

Brett Surbey

Discover how curiosity helps leaders thrive through uncertainty, spark creativity and build resilient teams in a rapidly changing world.

Discover how curiosity helps leaders thrive through uncertainty, spark creativity and build resilient teams in a rapidly changing world. | SUCCESS

The Case for the Curious Leader: Thriving Through Change and Uncertainty

The Case for the Curious Leader: How Curiosity Drives Innovation | SUCCESS

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Have you ever felt like you’re destined for more, but something keeps holding back your leadership potential? 



Maybe you’ve seen some success, but you know you could achieve more. You look at others on social media getting bigger roles, hitting bolder goals and a voice whispers: “Why not me?”



Think of the caterpillar and the butterfly. Obtaining a leadership mindset isn't just about habits; it's about a deep, fundamental mindset transformation—becoming a new version of yourself.



That’s the kind of transformation we’re discussing today.



<h2 class="wp-block-heading" id="h-what-s-a-leadership-mindset">What’s a Leadership Mindset?</h2>



To understand what a leadership mindset is, you must grasp the concept of power.



I define “power” as the capacity to cause movement. If you have a leader mindset, you have the ability to move things.



Maybe you’re moving a project forward, moving a person out of their comfort zone or moving your entire organization toward a future vision.



The most important tool in this movement is communication. Using your words and your story in a way that inspires others to act—not for your benefit but for reasons that benefit them.&nbsp;



<h2 class="wp-block-heading" id="h-the-hidden-price">The Hidden Price</h2>



The biggest obstacle to developing a leadership mindset isn’t external; it’s internal. When I coach clients, I challenge them with a tough question: What’s the benefit you’re getting for holding onto that doubt?



People struggle with this, but every time we peel back the layers, we find safety, comfort or the ability to blame something external for lack of progress.&nbsp;



The belief of “I’m not ready” is often a comfortable shield against the fear of failure. My job in leadership mindset coaching is to get you to look at the other side of that equation: the price.&nbsp;



What’s your doubt costing you in terms of your potential, your opportunities and your ultimate fulfillment?&nbsp;



Recognizing this hidden cost is the moment your true mindset transformation begins.



<h2 class="wp-block-heading" id="h-the-great-resistance">The Great Resistance</h2>



Once you see the price of limited thinking, you hit the next barrier, which I call “habit gravity.”



Taking the first step is brutal because your brain’s basic function is to conserve energy. That primal part of your brain resists anything new. It interprets change as a massive, unnecessary expenditure.&nbsp;



Think about a rocket. Most of its fuel is used to escape Earth’s gravity. You face the same struggle.&nbsp;



To create a new leadership mindset, you must embrace that you will have a period of higher expenditure and focus and greater discipline.&nbsp;



This initial push is what’s required to convince your brain that this new way of thinking and acting is permanent.&nbsp;



This is where leadership mindset training helps you build necessary discipline.



<h2 class="wp-block-heading" id="h-a-leader-s-armor">A Leader’s Armor</h2>



If you’re going to sustain a leadership mindset, you must accept that adversity is part of the process.&nbsp;



There’s no such thing as success without challenge, but that doesn’t mean you can’t go in without armor.&nbsp;



A leadership mindset supports long-term personal growth by enabling resilience. We can’t prevent obstacles, but we can control how we react to them.&nbsp;



Practice avoiding the three P’s of low resilience:



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<ol class="wp-block-list">
<li>Don’t take it personally—the setback isn’t a reflection of your worth.</li>



<li>Don’t let it be pervasive—a failure in one area doesn’t mean failure in all areas.</li>



<li>Don’t view it as permanent—this is a bump in the road, not a brick wall.</li>
</ol>



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For years, I felt like I had to show up perfectly but the work of unburdening is the work of becoming. It means embracing all the sides of yourself: the mistakes, the regrets, the parts you wish were different. That radical self-acceptance is what allows you to lead with authentic integrity.



<h2 class="wp-block-heading" id="h-excellence-starts-here">Excellence Starts Here</h2>



Now that we’ve walked through this together, I want you to sit with one thing:&nbsp;



You’ve faced those internal whispers, you’ve wrestled with habit gravity and you’ve committed to the mindset transformation that enables you to cause movement in your own life.&nbsp;



That is a profound achievement.



You have a voice, you have wisdom and you have experiences that someone else needs to hear to break free from their own self-limiting beliefs.&nbsp;



You’ve been on the journey; now it’s time to light the path for others.



You’ve done the internal work. Now, let’s turn your experience into a framework and your wisdom into a service.



My advice? Channel your experience into a certified profession through the SUCCESS Certified™ coaching program. We give you the framework, tools and authority to help others.



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Enroll in <a href="https://coaching.success.com/">SUCCESS Certified™ Coaching</a>



Photo courtesy of Courtland Warren

Courtland Warren

Courtland Warren explains what a leadership mindset is and how to conquer self-limiting beliefs. Start your mindset transformation today!

Courtland Warren explains what a leadership mindset is and how to conquer self-limiting beliefs. Start your mindset transformation and learn about leadership mindset training. | SUCCESS

How to Achieve a Leadership Mindset

How To Achieve a Leadership Mindset in 2026 | SUCCESS

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young business man works in the office with a laptop

Artificial intelligence (AI) is taking over the business world. It’s no secret. <a href="https://explodingtopics.com/blog/companies-using-ai" target="_blank" rel="noreferrer noopener">According to 2025 data</a>, roughly 78% of companies are already using AI in some capacity—and 92% intend to increase their investment in AI over the next three years.&nbsp;



It’s no longer a trend. AI is here, and it’s here to stay. And for business leaders and founders across all sectors, that means that AI literacy is no longer just nice to have; it is essential for survival. For founders, the need to learn quickly has always been part of the job, but as the half-life of professional skills shrinks and the skills gap grows, it’s more important now than ever for founders to commit to a culture of continuous learning and upskilling.&nbsp;



It’s not just about learning quickly; it’s about learning effectively. To see what that looks like in practice, we asked real-life founders how they carve out time in their demanding schedules to stay on top of AI learning. Whether you’re focusing on startup founder skill development or growing your toolkit as a seasoned founder, their answers can help you remain relevant and resilient in the AI epoch.&nbsp;



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Breaking: <a href="https://successcom.wpenginepowered.com/why-ai-projects-fail-and-how-to-succeed/">What Percentage Of AI Projects Fail? The Shocking Truth You Need To Know</a>



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<h2 class="wp-block-heading" id="h-the-ai-learning-imperative-why-it-matters-for-leaders">The AI learning imperative: Why it matters for leaders</h2>



“Confidence today includes digital confidence.” Speaker, best-selling author and coach for women leaders, Simone Knego, shares these wise words. Words that tell you everything you need to know about the professional world we’re living in.&nbsp;



Leaders today need to have that digital know-how, including <a href="https://successcom.wpenginepowered.com/ai-leadership-skills/">AI skills</a>, in order to keep themselves and their company competitive. <a href="https://online.uc.edu/blog/business-benefits-artificial-intelligence-ai/" target="_blank" rel="noreferrer noopener">AI has the power</a> to automate tasks, boosting efficiency. It can spark innovation and aid in decision-making. It allows organizations to be more agile and to scale in ways that wouldn’t have been possible just a few years ago.&nbsp;



A founder’s job is to harness AI’s power in a way that’s unique to his or her business. For co-founder Daniel Lee, AI already acts as a co-pilot for his mental wellness app Aura, and he expects it to become further embedded into the way his company operates. “AI is the biggest technological shift of our time, and staying ahead means we can accelerate our mission and create outsized impact,” he says. “In mental health especially, I see it as a way to <a href="https://successcom.wpenginepowered.com/ai-health-care-movement/">democratize access</a> and help millions of people find peace and rediscover their light.”



Ultimately, AI shouldn’t be something founders are scared of or intimidated by. It should be viewed as an opportunity and a partner in pushing your mission forward. “AI isn’t just about keeping up; it’s about leaning into change with curiosity and courage. You don’t have to be technical to lean in, just open to learning and willing to explore what’s possible,” Knego says.



<h2 class="wp-block-heading" id="h-five-ways-leaders-can-learn-ai-skills-fast">Five ways leaders can learn AI skills fast</h2>



You can’t learn AI overnight. But even for entrepreneurs who are juggling a million priorities, the process doesn’t have to be overwhelming or overcomplicated. Real founders share their own strategies for fitting AI skill-building into their days, creating a framework of accelerated learning that anyone can put into practice.



<h3 class="wp-block-heading" id="h-1-start-with-a-purpose">1. Start with a purpose</h3>



AI learning should be a deliberate practice for businesses and leaders. Logging in to ChatGPT and watching the cursor flash as you think of a vague demand isn’t going to get you far. Instead, learning should be focused and goal-oriented. Ask yourself, “Why do I want to learn AI?” Knego says you should already know what problem you want to solve before you even open a tool.&nbsp;



Lee follows a similar approach with his own AI learning. “I think about my daily life and ask which tasks could be automated or supported with an AI assistant, then I experiment in real time,” he says.&nbsp;



AI is a massive field, and it’s growing every day. Starting with a purpose helps you to cut out much of the noise and avoid shiny object syndrome. This clarity will put you on the fast track to finding the AI tools and solutions that are best suited for you and your business. It’s okay to start small and hone in on just a few tools that align with your goals.&nbsp;



<h3 class="wp-block-heading" id="h-2-learn-by-doing">2. Learn by doing</h3>



Lee says “the fastest way to learn AI is to actually use it”. There’s a time and place for tutorials and courses, but the real learning comes from jumping in and getting your hands dirty. Practice using different prompts in OpenAI. Experiment with automating real tasks. Ask an AI tool to break down a complex idea. Create content with AI, whether it be a visual or a content piece.&nbsp;



For Ash Hatef, who has founded multiple platforms in the AI space, including the AI content creation tool Stravix and the AI automation agency for small businesses Chime Stream—learning by doing manifests as a process of constant building. “The more I build, the more I understand what’s possible,” he says. “What we’ve shipped so far is maybe 10% of what we’ve actually built. Generative AI is evolving so fast that you only stay sharp by experimenting relentlessly. We build a lot, we test and then we only ship what truly works—every build teaches us something new.”



<h3 class="wp-block-heading" id="h-3-integrate-ai-tools-into-daily-workflows">3. Integrate AI tools into daily workflows</h3>



AI can be your assistant, tutor and creative partner, all in one. High-performing founders find ways to take advantage of all its functions, using it to simplify their lives on a daily basis.&nbsp;



<a href="https://successcom.wpenginepowered.com/how-to-use-chatgpt/">ChatGPT</a> is one of the most popular tools leaders use for things like research, content creation and boosting efficiency. Just take it from Lee. He says he is able to multiply his learning speed by 10 times and increase his output by using the chatbot for concept breakdowns, brainstorming, experimentation and quick summaries of articles, reports and videos.



But ChatGPT is just the tip of the AI iceberg. There are countless other AI tools available for personalized learning. You may notice that some are built into the platforms you already use, like <a href="https://successcom.wpenginepowered.com/why-businesses-switching-to-microsoft-copilot/">Microsoft Copilot</a> or Gemini, which is integrated into Google Workspace. Then there’s <a href="https://notebooklm.google/" target="_blank" rel="noreferrer noopener">NotebookLM</a> to turn documents into quick insights or study materials. <a href="https://www.canva.com/magic/" target="_blank" rel="noreferrer noopener">Canva Magic Studio</a>, which teaches you design principles interactively. <a href="https://replit.com/" target="_blank" rel="noreferrer noopener">Replit Ghostwriter</a>, which can help you master code writing. And so many more.&nbsp;



Finding clever ways to <a href="https://successcom.wpenginepowered.com/how-to-train-ai-for-your-workflow/">incorporate these tools into your routine</a> means you’re gaining AI knowledge—sometimes without even realizing it—while also increasing your productivity. A win-win.&nbsp;



<h3 class="wp-block-heading" id="h-4-embrace-microlearning">4. Embrace microlearning</h3>



Leaders and founders are famously busy. So, finding time to dive into AI and ensure that learning isn’t falling through the cracks can be difficult. The solution? Microlearning for executives.&nbsp;



Microlearning allows founders to break down learning into quick, targeted sessions. These bursts of 10 minutes or less make the process far more approachable—it could even be done during a morning commute. Knego shares that blocking out short AI sprints in her own schedule allows her to experiment and stay curious without getting overwhelmed.



But the best part is that this approach is also proven to be more effective. <a href="https://www.engageli.com/blog/20-microlearning-statistics-in-2025" target="_blank" rel="noreferrer noopener">Studies</a> show that microlearning improves content retention compared to traditional methods. Those big payoffs can start with you and just 10 minutes of your time per week.&nbsp;



<h3 class="wp-block-heading" id="h-5-follow-what-other-leaders-are-learning-nbsp">5. Follow what other leaders are learning&nbsp;</h3>



Founders keep their finger on the pulse of what other leaders in their space are doing and consuming. It can be highly beneficial to understand not only what AI tools they may be using, but also how they’re applying them and what habits they’re forming to stay on top of developments in AI.&nbsp;



“Every week I follow industry leaders and creators who experiment with new AI models and capabilities,” Hatef explains. “I absorb what they’re discovering and immediately test how those advancements can improve my product and team. It’s a constant cycle of learning, adapting and applying.”



He also points to the tech platform <a href="https://www.producthunt.com/" target="_blank" rel="noreferrer noopener">Product Hunt </a>or even X to keep up on new AI product launches. Tapping into founder communities or following AI-centric creators like Matt Wolfe or Ben’s Bites can also help founders stay in the know.&nbsp;



<h2 class="wp-block-heading" id="h-master-ai-master-the-future-nbsp">Master AI, master the future&nbsp;</h2>



Hatef says, “The future belongs to products that tame AI,” and the same could be said for leaders who tame AI. Founders who are able to make AI work for them, not against them, will find themselves in an advantageous position. The crux of the matter is finding a way to augment your business operations with these <a href="https://successcom.wpenginepowered.com/ai-tools-for-small-business-growth/">cutting-edge tools</a>, and that inevitably starts with learning how to use them.&nbsp;



It can be as simple as committing to microlearning, using AI for daily tasks or diving in headfirst to test and experiment. When compounded over time, these practices will help founders stay sharp and lead longer in ever-changing industries.&nbsp;



Photo by TetianaKtv/Shutterstock

Discover 5 ways busy founders are mastering AI skills fast—through microlearning, hands-on use and daily AI integration for real results.

Discover 5 ways busy founders are mastering AI skills fast—through microlearning, hands-on use and daily AI integration for real results. | SUCCESS

The Learning Edge: How Busy Founders Master AI Skills Fast

How Founders Can Master AI Skills Fast | SUCCESS

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Megan McKinzie is a seasoned writer whose passion for storytelling began early and reignited after earning her marketing degree from The Ohio State University. Since 2019, she has built a diverse portfolio—from profiling Ohio entrepreneurs and covering Santa Barbara weddings to crafting SEO content for established online retailers and brands. Since 2022, her work has focused on the rich intersection of cuisine and culture, with bylines in Eat This, Not That!, Yahoo, and Tasting Table. And in 2024, she joined the editorial team at SUCCESS magazine, where she now contributes insights on career growth and professional development.

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Megan McKinzie

Leadership is one of those words we hear often, but it holds a different meaning for each of us. For me, leadership has never been about titles or power—it’s about leading with purpose.



Throughout my career, I’ve had the privilege of managing many creative teams, and I’ve learned that the most <a href="https://successcom.wpenginepowered.com/rich-diviney-mastering-uncertainty-effective-leadership/">effective leaders</a> show up with authenticity, empathy and a clear sense of “why.” When you combine those qualities, people feel seen, inspired and ready to bring their best selves to the table.



However, leadership doesn’t just happen in the steady moments—it’s tested most during times of transition. Whether you’re navigating change at work or in life, <a href="https://successcom.wpenginepowered.com/values-of-a-good-leader/">leading with empathy</a> can transform uncertainty into opportunity. 



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Here are a few simple practices I’ve found invaluable:



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• Listen first. Create space for others to share their concerns and ideas before jumping into solutions.



• Acknowledge the human side of change. <a href="https://successcom.wpenginepowered.com/maintaining-company-morale-during-transition/">Transitions</a> bring emotions as well as logistics—naming both helps people feel understood.



• Communicate with clarity and consistency. Even when all the answers aren’t available, being transparent builds trust.



• Model resilience. Show that it’s possible to adapt while staying grounded in your values.



• Invite collaboration. Empower people to contribute, cocreate and feel ownership in the journey forward.



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That’s why this Leadership issue is such an exciting one for us. Inside, you’ll discover stories, strategies and insights designed to help you lead not just in business, but in life. From practical tools to big-picture inspiration, this edition is packed with ideas to help you find your own path to purposeful leadership.



Our cover stars, Dean Graziosi and his wife, Lisa, embody this balance beautifully. Dean is known worldwide as an entrepreneur, bestselling author and mentor, but what stands out most is how he and Lisa lead together. Whether in business ventures or family life, they model what it means to step forward with clarity, compassion and collaboration. Their partnership is proof that true leadership is about lifting others, creating opportunities and staying grounded in your values. Learn more about our conversations with Dean and Lisa on how they make it work in our cover story.



So, remember, as you dive into this issue, reflect on leadership as a value guiding all areas of your life. It isn’t about having all the answers—it’s about asking the right questions, staying open to growth and remembering that the way you show up has the power to influence and inspire those around you.



Here’s to leading with heart and purpose and building a future where success is shared.



With gratitude and purpose,



Kerrie Lee Brown



Editor-in-Chief



SUCCESS® Enterprises



Photo by ©Chermetra Keys.&nbsp;Discover more by subscribing to&nbsp;<a href="http://offer.success.com/success-plus">SUCCESS+™</a>&nbsp;to read the print issue in its entirety and so much more.

Discover how leading with empathy, authenticity and purpose can transform teams and inspire meaningful growth in business and life.

Discover how leading with empathy, authenticity and purpose can transform teams and inspire meaningful growth in business and life. | SUCCESS

From the Editor: Leading With Heart

Leading With Heart: How Purposeful Leadership Inspires Growth | SUCCESS

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Kerrie Lee Brown is an international journalist, author and women's health advocate. Over the years, she has written for more than 150 publications worldwide and held numerous executive and senior editorial roles across Canada and the U.S. She has interviewed a plethora of Hollywood celebrities and some of the most inspiring thought leaders around the globe. Today, Kerrie Lee is the editor-in-chief of SUCCESS Enterprises' impressive magazine portfolio and an advocate for authentic storytelling as the founder of RedLilyLife.com.

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Kerrie Lee Brown

a boss sitting in an office and having a team meeting with employees

Visionary leadership is a leadership style that focuses on forward-thinking and future growth. Visionary leaders tend to inspire others through traits like courage, adaptability, strong communication skills, high emotional intelligence, a commitment to lifelong learning, and more. They are also likely to innovate and lead teams toward pathways of growth and success. With effort, anyone can learn to develop visionary leadership skills and empower teams.&nbsp;



When you think of a profound leader, someone who has led an organization through good times and bad times, what kind of qualities do you imagine them having? Persistence? <a href="https://successcom.wpenginepowered.com/the-5-pillars-of-authentic-leadership/">Authenticity</a>? Critical thinking?&nbsp;



When we think of successful leaders, we tend to think of someone with the ability to help others accomplish a shared vision. Though we might not know the term, we’re thinking of a visionary leader—someone who can <a href="https://successcom.wpenginepowered.com/8-new-rules-of-innovative-leadership/">innovate</a> with the future in mind.



Visionary leadership isn’t just a nice-sounding buzzword, either. It’s a staple of successful organizational guidance, especially in times of change. With technology continuing to progress, this type of leadership style is more important than ever. A visionary leader can help an organization stay true to its goals without getting caught up in shiny-object syndrome.



In this article, we’ll discuss what a visionary leadership style looks like and the key qualities visionary leaders have. We’ll also provide some examples of what visionary leadership looks like in practice.&nbsp;



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Your Next Step: <a href="https://successcom.wpenginepowered.com/founders-master-ai-skills-fast/">How Busy Founders Master AI Skills Fast</a>







<h2 class="wp-block-heading" id="h-what-is-visionary-leadership">What Is Visionary Leadership?</h2>



Put simply, visionary leadership is the act of an authority figure inspiring others toward a common goal via innovation, collaboration, and clear communication.



The term was first coined by psychologist Daniel Goleman in 2002 as part of his six styles of leadership framework. Goleman defines visionary leadership succinctly in an <a href="https://content.leadershipacademy.nhs.uk/aspce3/files/Leadership_that_gets_results_goleman.pdf" target="_blank" rel="noreferrer noopener">HBR article</a> on leadership as “the ability to take charge and inspire with a compelling vision.”



Notice that Goleman’s definition of visionary leadership does not include the leader making their staff follow their ideas. The very nature of the goals and visions they create for their organization is compelling. This means that staff can’t help but feel pulled towards them. A key marker of a visionary leader is someone who can create or “cast” an inspiring vision. But, what exactly is a vision in the context of business leadership?



<h3 class="wp-block-heading" id="h-what-is-a-leadership-vision-nbsp">What Is a Leadership Vision?&nbsp;</h3>



Vision is a word that we use a lot in the business world, sometimes without entirely understanding its meaning. In the context of leading others, a vision is a dream, direction, or goal for a company or organization. It’s the key driver for company culture, the why behind top-level decisions and ultimately what makes working for a company worth it.&nbsp;



An example of a leadership vision for a cleaning company might be “helping families love the spaces they live in.” Notice that a vision doesn’t include details as to the “how” of a business, only the key idea that inspires the business to continue.&nbsp;



A critical component of being a visionary and inspirational leader is having a compelling vision. But there are other important qualities most visionary leaders have, too. Let’s move on to what those are.



<h2 class="wp-block-heading" id="h-top-qualities-of-a-visionary-leader">Top Qualities of a Visionary Leader</h2>



Here’s an outline of the most <a href="https://successcom.wpenginepowered.com/15-traits-of-excellent-leaders/">impactful traits</a> visionary leaders demonstrate and share regardless of the industry they work in. Do you recognize any of them in yourself?&nbsp;



<h3 class="wp-block-heading" id="h-strong-communication-skills">Strong Communication Skills</h3>



Powerful visionary leaders know how to invite others to share in their vision. They are strong communicators that can convey their desires, goals and dreams clearly to others. <a href="https://successcom.wpenginepowered.com/communication-skills/">Strong communication</a> goes hand-in-hand with inspiring others toward a shared outcome.&nbsp;



<h3 class="wp-block-heading" id="h-high-emotional-intelligence-eq">High Emotional Intelligence (EQ)</h3>



Visionary leaders usually have a high <a href="https://successcom.wpenginepowered.com/why-is-emotional-intelligence-important/">emotional intelligence</a>, or EQ. This trait allows them to be aware of their own emotions and those of others. A critical trait, it allows insight into which actions they can take to better motivate those around them.&nbsp;



Importantly, high EQ allows visionary leaders to lead with empathy. For example, they empathetically notice when team members might need more guidance and connection. Leaders can then organically create tight trust bonds with staff. Building trust, in turn, helps team members desire to stay on board with the company vision—even if things might not be going to plan.&nbsp;



<h3 class="wp-block-heading" id="h-ability-to-inspire-and-motivate-others">Ability to Inspire and Motivate Others</h3>



Being goal-oriented people, visionary leaders often have an uncanny knack for inspiring and motivating those around them toward a shared goal or idea. They also understand how to connect specific team members’ strengths to furthering the company vision. Successful visionary leaders know that their goals can’t be accomplished alone, nor is it worth it to try.&nbsp;



<h3 class="wp-block-heading" id="h-adaptable-and-open-to-change">Adaptable and Open to Change</h3>



Knowing when to alter the course of their vision is a trait successful visionary leaders share. They’re adaptable when the situation calls for it and are always ready to hear new ideas.



<h3 class="wp-block-heading" id="h-long-term-strategic-thinking">Long-term Strategic Thinking</h3>



While visionary leaders tend to be open to change, they are resolute in their ability to stay undeterred from their long-term goals. Even if they go through setbacks, these leaders know how to take them in stride and stay focused on the big picture.&nbsp;



<h3 class="wp-block-heading" id="h-courageous-nbsp">Courageous&nbsp;</h3>



The best visionary leaders are bold. Indeed, creating a vision for how a company is to operate for its potential lifespan is no small feat. These leaders would rather fail trying to accomplish their goals than not try at all.&nbsp;



<h3 class="wp-block-heading" id="h-committed-to-continuous-learning">Committed to Continuous Learning</h3>



Continuing to improve themselves through continuous learning is a necessity for visionary leaders. They have an insatiable drive to keep their knowledge, skills, and social impact up-to-date. This means that their vision remains relevant and evolves as they do. If a visionary leader isn’t continually learning, their vision stands at risk of becoming obsolete over time.&nbsp;



Related: <a href="https://successcom.wpenginepowered.com/15-quotes-to-inspire-you-to-never-stop-learning/">Get inspired with powerful “never stop learning” quotes.</a>



<h2 class="wp-block-heading" id="h-examples-of-visionary-leaders-nbsp">Examples of Visionary Leaders&nbsp;</h2>



We’ve looked at what visionary leadership is and the characteristics of a visionary leader. Now let’s see examples of what visionary leadership really looks like in the workplace.&nbsp;



<h3 class="wp-block-heading" id="h-steve-jobs">Steve Jobs</h3>



Steve Jobs and his partner Steve Wozniak started the ground-breaking technology brand Apple in the 1970s, which led to the creation of the iPhone, iPod, iPad, and personal computer—some of the most celebrated technological achievements of the 20th century. Jobs was well-known for his “think outside the box” mentality, and his ability to come up with profound ideas cemented his place in history as a visionary leader.&nbsp;



<h3 class="wp-block-heading" id="h-sheryl-sandberg">Sheryl Sandberg</h3>



Sheryl Sandberg shifted the tides for women in leadership by becoming the first woman in history to join Facebook’s board of directors and by acting as Meta’s COO until 2022. Although Sandberg made great strides in her technology career, her visionary leadership traits—such as emotional intelligence and ability to inspire others—were put on display with the publication of her bestselling book “Lean In: Women, Work and the Will to Lead.” Sandberg had a vision for inspiring women to new career heights.



<h2 class="wp-block-heading" id="h-how-to-develop-visionary-leadership-traits">How to Develop Visionary Leadership Traits</h2>



Knowing what visionary leadership entails and knowing how to inspire others to work towards a shared purpose are two distinct actions. Now that we’ve discussed what visionary leadership is and what it looks like in practice, here are some tips on how you can develop visionary leadership traits.&nbsp;



<ul class="wp-block-list">
<li>Know your organization’s mission/vision/purpose. Becoming someone who inspires others has no effect if you don’t have a direction. If you don’t know your organization’s mission and/or vision statement, familiarize yourself with it. If one doesn’t exist, create one.&nbsp;</li>



<li>Develop empathy. Guiding others implicitly requires knowing where they are and how they are feeling. Becoming more empathetic can feel like a challenge at first, but taking simple steps, such as learning to actively listen, can go a long way.&nbsp;</li>



<li>Cultivate a growth mindset. Visionary leaders aren’t held back by setbacks or failures. Instead, they turn their attention to what lies ahead. You can have the same <a href="https://successcom.wpenginepowered.com/what-is-a-growth-mindset/">growth mindset</a> by simply changing your beliefs about failure. Rather than seeing failure as an endpoint, view it as a learning opportunity.&nbsp;</li>



<li>Learn to communicate well. You can only lead people so far if you can’t communicate&nbsp;your vision properly. Take time to improve your communication skills by making small improvements in your everyday discussions. Taking more time to listen than to speak, writing down notes on important ideas to show you respect others’ opinions, and simply double-checking emails before you hit send are all ways to improve your communication ability.&nbsp;</li>
</ul>



Related: <a href="https://successcom.wpenginepowered.com/how-disc-assessments-help-teams-thrive/">Discover how DISC assessments can help your team thrive.</a>&nbsp;



<h2 class="wp-block-heading" id="h-final-thoughts-on-visionary-leadership">Final Thoughts on Visionary Leadership</h2>



<a href="https://successcom.wpenginepowered.com/co-ceo-model-shared-leadership/">Visionary leadership</a> is a type of leadership that points outside of the leader, to a greater purpose or idea that all members of an organization can latch onto. That’s why it’s so effective: it’s a leadership style that isn’t all about the leader. Leaders are focused on future growth and goals and lean towards collaboration and communication to get there.



That said, cultivating leadership traits in a world that prioritizes fast improvements can feel overwhelming. If you need more resources, explore a wealth of personal development insights from legendary leader Jim Rohn on <a href="https://www.jimrohn.com/" target="_blank" rel="noreferrer noopener">his website</a>. Kick off your leadership development journey with a free e-book.&nbsp;



Or, if you’re ready to get started towards fresh goals as a visionary leader, check out our powerful ebook, <a href="https://offer.success.com/ebook/goal-setting/">Setting Goals for Success</a> to gain valuable practical insights.



Photo courtesy of PeopleImages/Shutterstock

Visionary leadership can help teams see their potential. Gain insights to become a visionary leader and empower your team.

A visionary leader is the ideal leader type for helping teams see their potential. Gain insights to become a visionary leader and empower your team.

Visionary Leadership at a Glance | SUCCESS

Visionary Leadership Explained: Key Traits of a Visionary Leader

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Natalia Finnis-Smart

Breaking barriers and building networks, Shelley Zalis is on a mission to close the <a href="https://successcom.wpenginepowered.com/gender-pay-gap/">global gender gap</a>—well before the 134 years projected by the World Economic Forum. As the founder and CEO of <a href="https://www.thefemalequotient.com/" target="_blank" rel="noreferrer noopener">The Female Quotient</a>, she has created the largest global community of women in business, uniting over 6 million women across 100-plus countries and 30 industries through media, workplace solutions and the signature FQ Lounges at major conferences worldwide.&nbsp;



A pioneer in online market research, she sold her company, Online Testing Exchange, for a reported $80 million, becoming the first female chief executive of a top 25 research company. Today, she’s dedicating her “leadership legacy” to rewriting the rules of the workplace so everyone can thrive. Redefining what it means to lead, she tackles taboo topics, champions conscious leadership and proves that equality isn’t just a conversation—it’s a commitment to action.







<h2 class="wp-block-heading" id="h-q-amp-a-with-shelley-zalis">Q&amp;A with Shelley Zalis</h2>



SUCCESS®: From being the “only” woman in the room to building The FQ Lounge™, what key moments sparked your shift from personal success to systemic change?



Shelley Zalis: I was the only female CEO among the top 25 market research firms. It wasn’t just isolating—it was a wake-up call. Instead of letting it hold me back, I used it as fuel. I pioneered online research, but success alone wasn’t enough if <a href="https://successcom.wpenginepowered.com/how-women-are-rising-in-business/">women in business</a> were still seen as the exception, not the norm. After selling my company, I realized I had a bigger mission: to build the community of support I never had. Why should women have to work twice as hard to succeed in a system never designed for them? Instead of fitting into the old rules, I decided to rewrite them. That’s why I created The Female Quotient—to change the equation and build workplaces where everyone belongs, thrives and leads.



S: What were the biggest challenges in building The Female Quotient, and how did you overcome them?



SZ: Breaking into male-dominated spaces wasn’t easy. After selling my company, I joined a board—23 men, two women—and watched as they discussed my employees like chess pieces. When I teared up, I was told, “There’s no room for emotion in the boardroom.” My heart knew that was wrong. That moment fueled my mission: to champion empathy in leadership. Because compassion and care aren’t weaknesses—they are the most <a href="https://successcom.wpenginepowered.com/values-of-a-good-leader/">essential leadership skills</a>.&nbsp;



When I was invited to the World Economic Forum, the message was clear: “You might not feel welcome.” My head said, Why go? My heart said, You must. So, I created The FQ Lounge™—a space where women are seen, valued and equal. Today, our lounge is a must-visit destination in Davos [Switzerland] and conferences around the world, proving that when women have a seat at the table, we don’t just join the conversation—we change it.



S: What does true workplace equality look like, and how can businesses make real change?



SZ: Equality isn’t a dream—it’s a decision. Companies that lead in equality don’t just talk about it—they take action. It’s not about optics; it’s about business strategy. If your workforce—especially your leadership—doesn’t reflect the customers you serve, you’ll fall behind in innovation, product design and talent engagement.



• Ensure equal opportunity. To attract and retain the best talent, companies must build workplaces that truly represent their customer base.



• Treasure what you measure. Track pay equity, promotions and representation—not for compliance but for accountability. Fair and equal treatment must be a nonnegotiable.



• Don’t fix women—fix the system. The workplace was designed for a different era. It’s time to redesign it for today’s workforce.



• Redefine leadership. Leadership isn’t about gender—it’s about conscious leadership. The best leaders prioritize inclusivity, innovation and impact.



• Create a culture of belonging. Employees must feel seen, heard and valued—not just included, but truly respected.



This isn’t just the right thing to do—it’s a smart business [decision]. The most successful companies aren’t waiting for change. They’re choosing to make it happen.



S: How do you balance immediate impact with long-term legacy?



SZ: I don’t wait and watch for change—I make it happen. Legacy isn’t about what you leave behind—it’s about what you create every day. Through The FQ Lounge™, we bring conscious leaders together to turn conversations into real action. 



But here’s the reality:



• The World Economic Forum predicts it will take 134 years to close the gender gap. But why should it take that long?



• We created the internet in 25 years.



• We sent men to the moon in 10.



• We developed a COVID vaccine in one.



Gender equality is the only UN Global Goal that a Fortune 500 CEO can achieve within their leadership tenure. They can’t fix climate change or end world hunger overnight—but they can close the gender gap in their workforce. With prioritization and a moon shot mindset, we don’t need 134 years. We can flip it in five.



S: What’s next for The Female Quotient, and what do you hope the world will remember most about your contributions to equality?



SZ: We’re just getting started. The FQ is focused on three key areas:



• FQ Lounge™—Bringing conscious leaders together across 30 industries, from tech and finance to sports and entertainment.



• FQ Media—What started as content and social media has exploded into a 6-million-strong community, making us one of the fastest-growing media businesses today.



• Transformation advisory—Partnering with Fortune 500 companies to build conscious leadership and embed equality into business strategy.



The legacy I want to leave is simple: a world where equality isn’t a goal—it’s a reality. Until then, we keep pushing forward.



S: For those striving to leave their own legacy, what advice do you have?



SZ:



• Know your “why.” <a href="https://successcom.wpenginepowered.com/go-straight-for-the-joy-and-follow-your-purpose/">Purpose</a> is your North Star.



• Take action. Don’t wait for permission—own your power.



• Find your pack. Community fuels change.



• Use your voice. The most powerful tool you have is speaking up. Let’s stop waiting. Let’s start leading.



This interview has been edited for length and clarity. Photo courtesy of Shelley Zalis. 



Discover more by subscribing to <a href="http://offer.success.com/success-plus">SUCCESS+™</a> to read the print issue in its entirety and so much more.

Shelley Zalis, founder of The Female Quotient, shares how conscious leadership and action can close the gender gap faster than predicted.

Shelley Zalis, founder of The Female Quotient, shares how conscious leadership and action can close the gender gap faster than predicted. | SUCCESS

Shelley Zalis, CEO of The Female Quotient, Discusses Equal Leadership &amp; Closing the Gender Gap

Shelley Zalis on Equal Leadership & Closing the Gender Gap | SUCCESS

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Emily O’Brien is a freelance writer and editor based out of Raleigh, North Carolina, who frequently covers lifestyle, travel, wellness and architecture. Whether she’s interviewing Olympic athletes, world-renowned architects or small business owners, she’s passionate about shining the spotlight on good people doing remarkable work. Connect with her at www.emilytellsstories.com. 

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Emily O’Brien

A man sitting at a table surrounded by coworkers, explaining something.

Learn about the principles of servant leadership and discover servant leadership examples in the modern business world for inspiration.

Servant leadership is a leadership style in which serving people is the core purpose. A servant leader works towards ensuring the satisfaction, | SUCCESS

Best Servant Leadership Examples to Model in 2026

Best Servant Leadership Examples to Model in 2026 | SUCCESS

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Jeet is a freelance writer with over three years of experience crafting blog posts and articles across diverse niches. A science graduate by choice and a literature aficionado at heart, he loves stories in any form or format. Thanks to an ever-burning curiosity, his interests span mythology, art, physics, philosophy, traveling and myriad other things. When he’s not working, you’ll likely find him lost in a book, watching a TV show or practicing French on Duolingo.

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Jeet Kumar Ambasth

Risk is a double-edged sword in business.&nbsp;



When you began your business, you probably <a href="https://successcom.wpenginepowered.com/how-to-weigh-risk-and-reap-the-rewards/">weighed the risks</a> that came with stepping into entrepreneurship. You also potentially recognized that with the risk of uncertainty also came an opportunity for creativity—and the possibility of launching something you could be proud of.&nbsp;



As SUCCESS’® 2024 Woman of Influence and the first woman pilot of an F-14 Fighter Jet, Carey Lohrenz understands uncertainty and risk like few others—yet she doesn’t see them as purely negative. “Uncertainty is not just a risk, but it's an opportunity and sometimes we need to take a step back, take a breath,” she tells Amy Somerville in an <a href="https://open.spotify.com/episode/4PU1TiPstW9gNeOJdg8UY0?si=M0Gzz-7vSrCubJ5KS-Dvpw&amp;nd=1&amp;dlsi=73763ec5eabb4e31" target="_blank" rel="noreferrer noopener">Unscripted podcast episode</a>.



Though all businesses come with inherent risk and uncertainty, sometimes it’s not the wisest idea to continually take risks to succeed. Real success also comes from mitigating or lessening the potential consequences of risks that could come to fruition. As Lohrenz puts it, developing a comprehensive risk management strategy is taking a step back.&nbsp;



Below, we explain risk management and why it is a cornerstone of solid entrepreneurial practice to prevent financial loss, legal operations and operational disruptions. Let’s break it down.



<h2 class="wp-block-heading" id="h-what-is-risk-management-in-business-nbsp">What Is Risk Management In Business?&nbsp;</h2>



Roughly, risk management is the act of finding, understanding, analyzing and reducing the amount and/or types of risks in your business.&nbsp;



It also means developing plans and strategies for facing and managing risks that inevitably crop up over a business's lifetime—and how serious their consequences are. These risks could come from financial, legal, technological or brand sectors, each with its own degree of damage. Risks also come from human error.&nbsp;



For example, say you work in the legal industry as a paralegal. A potential risk for corporate clients is not having accurate business records. This could lead to minor hiccups, such as fixing their corporate information at the last minute. It could also lead to significant issues, such as a client not being able to get financing from a bank for a transaction due to poorly maintained records. Unmanaged corporate records for clients would be a risk a law firm faces.&nbsp;



Part of managing that risk is putting guardrails in place to prevent the mismanagement of corporate records. For example, you could purchase technology to track documents efficiently. You can also train staff to clearly understand how to document corporate minutes to reduce errors and keep records tidy. All of these actions would help manage a key risk for the firm.







<h2 class="wp-block-heading" id="h-types-of-risk-nbsp">Types of Risk&nbsp;</h2>



While the example above might be easy to understand, risk management looks different depending on the type of sector you work in, the risks you face daily, the seriousness of those risks and other factors. Here are the common types of risks that many businesses face—sometimes daily:



<ul class="wp-block-list">
<li>Financial Risk: Financial risk is a business’s ability to handle financial issues that are either internal (e.g., cash flow management, being able to pay employees) or external (e.g., changing interest rates, unforeseen market changes). If a business faces large financial risk, it might be unable to pay bills or secure credit to continue operating.</li>



<li>Operational Risk: Operational risk arises from internal and external factors that may cause a business to experience major bottlenecks in operations. For example, internal operational risks may be human errors, and external operational risks may be natural disasters. </li>



<li>Strategic Risk: Strategic risks come from ineffective or inactive business decisions. For example, not having a <a href="https://successcom.wpenginepowered.com/succession-planning/">succession plan</a> in place for a small business with an older sole owner could be a major strategic risk. If the owner retires without someone to take the reins, the business model could be in jeopardy.</li>



<li>Compliance and Regulatory Risk: Compliance and regulatory risk result from how well a business follows the laws and rules surrounding its profession. Failure to keep up with regulatory and legal developments could have financial or even reputational consequences.</li>



<li>Reputational Risk: Reputational risk is the potential for a business to suffer damage to its reputation or public view. A common reason for reputational risk is poor customer service, which usually leads to negative reviews posted online.</li>
</ul>



<h2 class="wp-block-heading" id="h-planning-and-risk-management-integrating-risk-into-business-goals">Planning and Risk Management: Integrating Risk into Business Goals</h2>



Risk management planning and strategizing should not occur in a vacuum. You should implement it—and bake it into—your overall business goals. By not doing that, you could mis-evaluate decisions that look good for your business goals but don’t consider risks, and vice versa.&nbsp;



<a href="https://www.linkedin.com/in/jennifer-johnson-39237448/" target="_blank" rel="noreferrer noopener">Jennifer Johnson</a>, founder of <a href="https://truefashionistas.com/pages/meet-the-owner" target="_blank" rel="noreferrer noopener">True Fashionistas</a>, a lifestyle resale retail store in Florida, has seen firsthand what happens if business goals and risk management aren’t aligned. At one point in her business’ lifecycle, Johnson was approached by a national mall seeking to have her store in its location. It’s “wooing” worked, Johnson tells SUCCESS, “As a small business owner, all I saw was stars. [I thought] ‘oh wow a national mall wants us (they usually never even consider resale stores.)’”



Because the move aligned with her goals, Johnson moved into the location immediately. But, nine months later they pulled it. Her business wasn’t ready for the expansion due to improper risk management at the time. “It didn’t work. If we would have had risk management tied to our strategic growth plan I am quite certain we would not have wasted so much time and money,” she says.&nbsp;



By building your business goals and risk management strategies side by side, you can mitigate risk while still propelling your business forward.&nbsp;



<h2 class="wp-block-heading" id="h-key-risk-management-strategies">Key Risk Management Strategies</h2>



Mitigating risk in an organization can involve many different approaches. Here are several key risk management strategies.&nbsp;



<h3 class="wp-block-heading" id="h-identification-and-assessment">Identification and Assessment</h3>



Identifying and assessing risk is critical to any successful risk management strategy. Identifying a risk means pointing out or becoming cognizant of a potential issue in your business. This could be a training bottleneck in staff, for example. Assessing that risk requires you to measure its impact. If that risk were realized, how much damage would it cause? Once a handful of risks are identified and analyzed, they should be ranked from most to least important.&nbsp;



<h3 class="wp-block-heading" id="h-risk-avoidance">Risk Avoidance</h3>



Rather than take an opportunity and the accompanying risk, a business may opt not to engage in risk-laden activities. By not participating, risk is effectively neutralized, but so is any potential benefit.



<h3 class="wp-block-heading" id="h-risk-reduction-or-mitigation">Risk Reduction or Mitigation</h3>



Instead of avoiding risk altogether, risk reduction or mitigation strategies aim to take on risk while simultaneously trying to reduce its effects. For instance, your business may purchase a competitor—a transaction with a large potential for something to go wrong. So, as part of that transaction, you review the target company’s financials and staff makeup closely to lower the chances your purchase will hurt your company in the long run.&nbsp;



<h3 class="wp-block-heading" id="h-risk-transferring">Risk Transferring</h3>



Transferring risk is when a business uses a third party to absorb risks it may take on. A common scenario is businesses purchasing insurance to protect themselves from liability.&nbsp;



<h3 class="wp-block-heading" id="h-risk-sharing">Risk Sharing</h3>



Similar to risk transferring, sharing risk means spreading it around multiple parties—but not displacing it to one person or location. A prime example of this is starting a limited liability corporation rather than working as a sole proprietor. This allows you to share the risk with your corporation instead of personally carrying all of it. However, you will still have risks operating as an LLC.&nbsp;



<h2 class="wp-block-heading" id="h-benefits-of-implementing-risk-management-strategies">Benefits of Implementing Risk Management Strategies</h2>



Using even one of the above risk management strategies can completely shift your business’ trajectory for the better. Here are some common benefits when you tackle risk in your organization.&nbsp;



<ul class="wp-block-list">
<li>Reduce financial losses</li>



<li>Avoid reputational or brand damage</li>



<li>Increase executive decision-making and confidence</li>



<li>Improve employee productivity</li>



<li>Demonstrate leadership in your sector or community</li>



<li>Improve adherence to laws and regulations</li>
</ul>



<h2 class="wp-block-heading" id="h-effective-risk-management-tips">Effective Risk Management Tips</h2>



Discussing risk management on a corporate level can feel daunting quickly. You become acutely aware of all the risk-laden decisions you face every day. How do you—or where do you—start? Review these tips to get some ideas going.&nbsp;



<ul class="wp-block-list">
<li>Connect with peers and other businesses to see multiple risk strategies in action</li>



<li>Train and invest in employee’s risk management approaches</li>



<li>Be willing to embrace failure</li>



<li>Record as much data on your organization as you can—then act on it</li>



<li>Continually monitor and adjust your risk strategy as your business evolves</li>



<li>Learn to accept risk and uncertainty as a given in business</li>



<li>Learn to be emotionally and mentally resilient through tough times</li>



<li>Be willing to embrace technology to help with strategic planning </li>



<li>Don’t be afraid to step into risky situations—so long as the benefits are worth it</li>
</ul>



<h2 class="wp-block-heading" id="h-businesses-that-understand-risk-management-are-miles-ahead-of-competitors-don-t-wait">Businesses that Understand Risk Management are Miles Ahead of Competitors—Don’t Wait</h2>



Risk is a staple of business. You cannot succeed without taking some measure of risk, but that doesn’t mean you are priming yourself for failure. By using risk management strategies such as risk avoidance or transference, your business can seize opportunities with the potential for massive rewards without absorbing all the consequences. Want to stay ahead of your competitors? Start managing risk.



Photo courtesy of insta_photos/Shutterstock

Risk management is critical for all types of businesses. Here are some strategies you can implement today.

Risk management is critical for all types of businesses. Here are some strategies you can use today.

Risk Management Strategies All Leaders Should Know About | SUCCESS

Risk Management Strategies: How Leaders Can Effectively Handle Workplace Risks

Risk Management Strategies to Know for 2026 | SUCCESS

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A leader inspires discretionary effort in his team

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Every employee brings two things to work: what they have to do and what they could do, if they’re truly <a href="https://successcom.wpenginepowered.com/how-to-inspire-growth-in-others/">inspired</a>. Discretionary effort is the gap between these, and it involves both meeting the basic requirements of your job description and going above and beyond.&nbsp;



But according to leadership expert <a href="https://www.linkedin.com/in/russelljustice/" target="_blank" rel="noreferrer noopener">Russell E. Justice</a>, discretionary effort isn’t just about putting in more hours or working harder. Justice has spent five decades applying his background in engineering and behavioral science to help leaders create a “want to” culture in their workplaces—and it’s simpler than you’d think.







<h2 class="wp-block-heading" id="h-what-discretionary-effort-is-and-isn-t">What discretionary effort is (and isn’t)</h2>



Discretionary effort, by definition, involves providing <a href="https://successcom.wpenginepowered.com/effort-quotes/">extra effort</a> beyond what’s required by your role. But Justice takes this idea a step further by looking at the difference between “have to” and “want to.” 



“Every person comes to work every day with a pocketful of discretionary effort,” he says. “They don’t have to spend it. They can do their job without it and go back home.” Discretionary effort is used in our personal lives all the time—when we sign up for our kids’ PTA or volunteer to organize a friend’s bachelor party. At work, some employees go the extra mile, while others do exactly what’s needed to keep their jobs and nothing more.



But it’s not about who stays in the office longer or who takes on extra responsibilities. “Folks that exhibit [discretionary effort] act [like] they have two jobs, not just one,” he adds. “Job one is how to do it the best-known way today. Job two is to find a better way to do it tomorrow.”



When leaders crack the code, they create a different atmosphere, one that results in a greater sense of <a href="https://successcom.wpenginepowered.com/8-tips-to-improve-team-collaboration/">teamwork</a>, a visible sense of pride and shared ownership of results that trickles down. It’s even physical. “You can actually see [enthusiasm] in the physical appearance of people,” Justice says. “They’re more innovative, more cooperative.… We’re changing the chemistry inside of our people, and you can see it on them.”



<h2 class="wp-block-heading" id="h-why-leaders-miss-the-mark-nbsp">Why leaders miss the mark&nbsp;</h2>



In his book, <a href="https://abatechnologies.com/this-is-what-leaders-do" target="_blank" rel="noreferrer noopener">This Is What Leaders Do</a>, Justice explains the ABCs of leadership: antecedent, behavior and consequence.&nbsp;



“People do what they do because of what happens to them when they do it,” he says. “We tend to spend all our time on the A, the antecedents, the things that come before behaviors, trying to get people to do things, trying to motivate them.”



However, that’s the issue. The key to changing behavior instead lies in what happens afterwards. “Leaders spend… time on the front-end, the antecedents, and not nearly enough time on the consequences,” he continues, “which is the ultimate thing that will determine whether behaviors happen or not.”&nbsp;



<h2 class="wp-block-heading" id="h-how-to-spark-want-to-in-your-organization">How to spark “want to” in your organization</h2>



Leaders often say that they want <a href="https://successcom.wpenginepowered.com/business-leaders-seeking-reinventors/">engaged employees</a> but don’t necessarily follow through on the conditions that foster that level of engagement, beyond financial compensation.&nbsp;



To help with this, Justice suggests several practices that leaders can implement to spark a culture of “want to” instead of “have to”:



<h3 class="wp-block-heading" id="h-make-performance-immediately-visible">Make performance immediately visible</h3>



The first step is to ensure that your employees’ hard work can be seen in real time, not weeks later in an accounting report. As an example, extra effort is displayed immediately on a scoreboard that’s visible to players and the crowd during a sports match. The workplace isn’t so different.&nbsp;



“We have to have feedback, information about how we’re doing during the game, so we can change the outcomes,” Justice explains. “Scoreboards have to be in the language of the front line, the workforce. The language of senior leaders is dollars.… The language of middle managers, primarily, is percentages.… [And] the language of the frontline is usually counting.… So we’re looking for those kinds of scoreboards out there.”&nbsp;



When Justice worked with American Greetings, employees walked into work each day on a roll of paper that signified how many feet of wrapping paper the company had produced the previous year. Beside it was a roll of paper that represented what had been produced the previous week, with the company-wide goal of increasing the feet of wrapping paper produced per dollar spent.&nbsp;



“And then there's a third row of the goal for this year,” he adds. “So they’re actually walking in on their piece of paper—and that, of course, makes them want to make that piece of paper longer.”&nbsp;



<h3 class="wp-block-heading" id="h-overtly-recognize-and-celebrate-your-people">Overtly recognize and celebrate your people</h3>



Justice also advises <a href="https://successcom.wpenginepowered.com/employee-recognition-6-ways-to-praise-your-team/">in-the-moment recognition</a>. “People are looking to see, ‘Are you going to recognize what I’m doing or not?’” he says.&nbsp;



A heartfelt gesture goes a long way, he believes. This is as simple as giving someone a pack of Life Savers with a note explaining how their action “saved” you.



He also recommends real celebrations that will have a tangible impact on your workforce. No two organizations will have an identical notion of what makes the perfect celebration, though. He cites an example where sales reps with the highest improvements in their conversions were given a trip anywhere in the country to a golf course of their choice—with their supervisor as their caddy. “You can imagine what that did to sales,” Justice laughs.



<h3 class="wp-block-heading" id="h-be-consistent">Be consistent</h3>



He also cautions against shiny object syndrome, a trap that leaders often fall into each year. To avoid this, they should “maintain constancy of purpose.” 



“[Leaders] can’t keep changing the focus all the time,” he says. “One of the biggest destroyers of success is annual planning, where, because the calendar flipped over to a new year, we come up with a new set of things to do.…They get seduced by the latest thing that's come along instead of being faithful to the thing that they’ve already committed to.”



The change doesn’t always have to start at the top, though. “Major changes begin at the grassroots,” he continues. “You have so much success there that it spreads contagiously throughout the organization.”&nbsp;



Often, the reaction to improvements at a lower level is to report success to upper management, but Justice recommends another approach. “What we’re going to do is do such a great job here that [corporate] can’t ignore it. They’re going to come to us,” he says. “That’s the way it’s happened for me through the years. It spreads contagiously from a pocket of interest.”



<h2 class="wp-block-heading" id="h-leaders-are-conductors">Leaders are conductors</h2>



Justice believes that every leader has to orchestrate improvement. “You can have the greatest musicians in the world,” he says, “but as long as they don’t know the song they’re going to play, it’s [just] noise.” This is why leaders have to step up and show the way. “Then, everybody can play their instrument to make some beautiful music. The job of the leader is to orchestrate and prove they become that conductor.”&nbsp;



When leaders get discretionary effort right, employees don’t just play their instruments—they make music.



Photo by Gorodenkoff/Shutterstock.com

Learn how leaders can inspire discretionary effort and motivate their teams to go above and beyond basic requirements in the workplace.

Learn how leaders can inspire discretionary effort and motivate their teams to go above and beyond basic requirements in the workplace. | SUCCESS

From "Have To" to "Want To": How Leaders Can Inspire Discretionary Effort

From &#8220;Have To&#8221; to &#8220;Want To&#8221;: How Leaders Can Inspire Discretionary Effort

How Leaders Can Inspire Discretionary Effort | SUCCESS

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Tayla Blaire is a South African freelance journalist and copy/content writer for business and lifestyle brands. She enjoys helping new writers find their feet in the world of freelancing, thanks to her background in education. Find her at www.taylablaire.com

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Tayla Blaire

Professional leaving a building and smiling because he knew when to step down from a leadership role

Young,African,American,Entrepreneur,Man,Leaving,Business,Center,Building,After

“Should I stay or should I go now?” Although the phrase brings to mind The Clash’s punk rock classic, it’s a weighty question for leaders contemplating a career move.



A record number of CEOs left their roles last year, according to the <a href="https://www.russellreynolds.com/en/insights/reports-surveys/global-ceo-turnover-index" target="_blank" rel="noreferrer noopener">2024 Global CEO Turnover report</a> by Russell Reynolds Associates (RRA), a global leadership advisory firm. The analysis, which tracks CEO departures from 13 global indices, indicates 202 CEOs left their roles in 2024, up 9% from 2023.



RRA broadly attributes the global increase to investor activism and technological change, but it was also likely a deeply personal decision for each of those leaders. Whether you helm a worldwide powerhouse, a Main Street staple or a treasured family business, the decision to leave is influenced by a multitude of factors requiring careful consideration.







<h2 class="wp-block-heading" id="h-engage-in-self-reflection">Engage in self-reflection</h2>



<a href="https://ashnadkarnimd.com/" target="_blank" rel="noreferrer noopener">Ashwini Nadkarni, M.D.</a>, assistant professor of psychiatry at Harvard Medical School, says the decision to step down should come after a process of self-reflection.



“I think it’s helpful for leaders to ask themselves a set of questions to arrive at that conclusion and take some time to be thoughtful when they assess their decision,” she says. “Some important questions to ask oneself include…”



<ul class="wp-block-list">
<li>How have I grown?</li>



<li>What skills did I gain?</li>



<li>What have I achieved?</li>



<li>How have I contributed to other people’s development or success?</li>



<li>Am I still professionally fulfilled in this position?</li>
</ul>



Nadkarni explains that those answers then must be weighed against the leader’s goals. If a leader is considering retirement, these answers could determine if they’ve accomplished all they hoped for during their career. If a leader is not considering retirement, but instead contemplating a career move, they must examine their answers and ask if their current position and company will enable them to continue growing and help others do the same.



“Leaders have to ask themselves, ‘Is there that space for me?’” Nadkarni says. “The other question that they have to ask themselves is, ‘Will my departure create space for others?’... There’s that tipping point where our growth compromises the growth of others.”



Nadkarni says it’s also important for a leader to consider how they’re handling the challenges of their position. What was once exciting and invigorating may now be exhausting and overwhelming.



“People can end up becoming increasingly cynical or experience <a href="https://successcom.wpenginepowered.com/how-to-recover-from-burnout-and-rediscover-balance/">emotional exhaustion</a>, and so when that point comes, it’s a great time to hand over the role to somebody else because you know that they’ll apply a new energy,” she says.



Although every leader would prefer to exit on their own terms, sometimes external stressors lead to a departure. Nadkarni says if a leader is consistently receiving negative feedback, it may be time to make a change. Unexpected life events such as health problems or the death of a spouse can also require a person to leave a position.



<h2 class="wp-block-heading" id="h-seek-support">Seek support</h2>



Even if all signs are pointing to resignation or retirement, it can still be a difficult transition, especially if it’s a long-held position or a role in a family business. Nadkarni says seeking support from friends and family, consulting with a career coach or seeking mental health support can help leaders reconcile their personal emotions and the company’s needs.



If a person is “not in a place of acceptance about the fact that the organization and the individual are moving in two different directions… to get to that place of acceptance, it probably requires some additional reflection,” she says.



Nadkarni acknowledges that leadership changes in family businesses can sometimes be especially stressful or intense due to the emotions that come into play with family dynamics.



“There are actually organizational psychiatrists and behavioral health specialists who specialize in that specific area of focus, where they consult families in that setting,” she says. “Seeking out advice from such a person who’s had that experience and expertise in those specific situations is important.”



<h2 class="wp-block-heading" id="h-leave-a-legacy">Leave a legacy</h2>



As leaders prepare to leave a role, they may want to solidify their legacy to ensure their time spent was meaningful.



To do so, a leader should first <a href="https://successcom.wpenginepowered.com/build-life-aligned-with-values/">identify their values</a>, which will in turn define their sense of legacy. For example, many people value relationships within the business or visibility of specific projects or work, so Nadkarni advises shoring up those things in the months leading up to an exit.



“I think most people would probably agree that a legacy as a leader is certainly defined by your impact on your team and mentorship that you’ve had, the career advancement that you’ve facilitated for others,” she says. “Continuing to amplify that over time, I think that that is really critical.”



She says leaders can build on that outside their role and continue to share their expertise in their next professional chapter through consultant work, writing and teaching, or even “creating your own content platform for people or exploring things like social media as a way to offer that information.” She adds, “A lot of times people will move from a leadership role to teaching at a college.”



She also notes that many of the skills used at work are also needed in nonprofit organizations and can be shared through volunteer work.



<h2 class="wp-block-heading" id="h-activate-a-plan">Activate a plan</h2>



Nadkarni suggests, if the leader is leaving on their own terms, to allow at least a year for <a href="https://successcom.wpenginepowered.com/future-ready-leadership-succession-planning/">the exit process</a> and transition to a successor. It’s important to allow enough time to talk to key stakeholders and help develop the incoming leadership team.



“Having those meetings and ensuring you have a good runway… that’s key,” she says.



Although the idea of leaving a leadership role can be overwhelming and the exit process can be exhausting, it’s best to be proactive. Otherwise, those Clash lyrics may come back to haunt you: “If I go there will be trouble, and if I stay it will be double.”



By planning ahead and working thoughtfully through the transition process, you will not only promote and facilitate the company’s next chapter but also blaze a new trail for yourself.&nbsp;



Photo by Prostock-studio/Shutterstock.com

Stepping down from a leadership position can be a difficult decision, but honest self-reflection is step one to deciding the next best move. Learn more.

Stepping down from a leadership position can be a difficult decision, but honest self-reflection is step one to deciding the next best move. Learn more. | SUCCESS

How to Know When It's Time to Step Down From a Leadership Role

How to Know When It&#8217;s Time to Step Down From a Leadership Role

Knowing When to Step Down From a Leadership Role | SUCCESS

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