Confidence in Leadership Strengths
Margo Metcalfe Margo Metcalfe

Confidence in Leadership Strengths

Companies that are evolving, responding to change, are doing so with a new management cultures that support open, collaborative work styles.

The last thing leaders need when facing the next storm of change and leading into the chaos of evolution is to be wondering how they will maintain their footing to withstand that next wave. What strengths will be required for you and your team to come through the next storm of change? What strengths reside within each of your team members and how do you leverage these in collaboration?

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Resilience
Margo Metcalfe Margo Metcalfe

Resilience

Resilient organizations enjoy a 21% improvement in work effectiveness, a 46% increase in employee engagement and a 45% improvement in employee well-being. And these organizations invest in leadership development.

Teams that feel motivated and empowered to act when faced with “new” and the unknown, enabled to be collaborative, creative, candid and adaptable, and able to make “intelligent” mistakes without fear of punishment – within specific guidelines and guardrails - enable organizational agility and resilience.

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Leading into Uncertainty
Margo Metcalfe Margo Metcalfe

Leading into Uncertainty

How does a leader navigate the uncertainty, the ambiguity of tomorrow’s unknowns, when all one can be sure of is “there will be change”? How, through rumbling background feelings of fear, uncertainty and doubt, does the leader cultivate the culture of innovation and creativity that will support that agility and adaptive pivots AND achieve their objectives – without burning out?

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Intentional Hybrid Working Policies
Margo Metcalfe Margo Metcalfe

Intentional Hybrid Working Policies

Intentional policies start by creating opportunities to collaborate that are specific, achievable and agreed to, and they need leaders who will maximize the time together to seed opportunities to collaborate, nurture new shoots of cooperative initiatives, and amplify such opportunities.

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Coaching made me a better people leader
Margo Metcalfe Margo Metcalfe

Coaching made me a better people leader

Coaching enabled a small diverse team to deliver more, better, faster. It fostered high-value and innovative contributions and facilitated pro-active and nimble adaptation to changing circumstances.

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Leader as Gardener
Margo Metcalfe Margo Metcalfe

Leader as Gardener

Bringing together the required strengths to meet our goals, and positioning each team member to excel, encouraging each to recognize their own value in the team as well as the individual brilliance of each of their colleagues

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How Many "I"s in "TEAM"?
Margo Metcalfe Margo Metcalfe

How Many "I"s in "TEAM"?

While brainstorming, a lightning-bolt inspiration beginning with “I think….” would be shared enthusiastically with the team as a possible solution to the challenge. Invariably one of the group would respond “There is no I in Team”. In the end, it was clear: There were eight profoundly unique “I”s in that team. And every single “I” contributed to their success.

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Learning
Margo Metcalfe Margo Metcalfe

Learning

You can read all the books available on the topic of your choice. It is in finding/ developing your own solutions, proving to yourself they are effective, that they will “stick”.

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The Powerful, Positive Spotlight
Margo Metcalfe Margo Metcalfe

The Powerful, Positive Spotlight

…your fears can backlight your super powers - like a spotlight!

“Fear that’s examined yields powerful discoveries about you at your best”
~ Marcus Buckingham from Work+Love

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You Do Not Need a Coach
Margo Metcalfe Margo Metcalfe

You Do Not Need a Coach

There’s so much on your plate. A coach could never understand the challenges you face, the complexity of your world or the crushing timelines.

You are, absolutely, the leader you have always wished you had!

You don’t NEED a coach or a personal trainer. . .

And, I bet it would be kinda nice not to feel so worn out, and have a safe place to think, with someone who believes in you. . .

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Imposter Thinking? - or Strength?
Margo Metcalfe Margo Metcalfe

Imposter Thinking? - or Strength?

Imposter thinking? No.

That voice that has called me out as an imposter is the voice of my subconscious letting me know I might have missed something in the complexity and speed of the situation. It’s the voice that drives “better”.

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Celebrate
Margo Metcalfe Margo Metcalfe

Celebrate

This day is a treasure chest of moments yet to happen. A day of gifts, to be opened, one after another. Each one with potential to celebrate.

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Confidence in Strengths: Strength of Confidence.
Margo Metcalfe Margo Metcalfe

Confidence in Strengths: Strength of Confidence.

Leadership at any level has nothing to do with trying to be something, appearing one way or another or learning how to have a convincing style. Leaders I want to follow stand naturally, comfortably confident in their strengths, know their value, are content with their quirks, and are unafraid of their limitations. Knowing their own limitations, they actively seek out the brilliance of others to bring the strengths required to achieve the objectives in front of them.

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The Advice Rack
Margo Metcalfe Margo Metcalfe

The Advice Rack

Why seek a used, second-hand piece of “advice” that may have been applicable to another situation with a different cast of characters for someone with a different set of strengths?

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Is there a Top Gun style Maverick on your team?
Margo Metcalfe Margo Metcalfe

Is there a Top Gun style Maverick on your team?

If you have the good fortune of having a maverick on your team, make the most of it. It might not last because they are often head hunted out of your team or a time might come when the fit is no longer there: And the longer you can work together, the longer you will reap the outstanding results.

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Leader-by-title or Leader-by-focus?
Margo Metcalfe Margo Metcalfe

Leader-by-title or Leader-by-focus?

I was asked if I had ever met someone who really wasn’t leadership material. My response, after consideration, was “I think so – yes – and it wasn’t necessarily terminal”.

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