​Understanding personal leadership style is important. However, regardless of preferred leadership style and dominant personality traits, an effective leader knows that they must adapt their leadership style and strategies to meet the needs of their team. A team’s capacity, drive, and culture can determine what type of leadership style is needed from their leader to produce the results needed for success.

Two leadership strategies that a leader may employ are push and pull strategies. These strategies are polar opposites of one another, but each can be very useful if applied in the right context. However, using either of these at the wrong time can frustrate employees or stymie growth and productivity.

Push Leadership
Envision a push leadership strategy as a leader positioned behind their team, serving as a springboard that pushes them toward their goal. In this situation, team members have the knowledge and tools to be successful. These team members need motivation and support from their leader and a strong vision. Essentially, the leader acts as a mother bird that pushes the baby birds from the nest, knowing that they can fly. When a leader utilizes the push strategy, they give their team members latitude to express creativity, develop solutions, and find strategic ways to accomplish the vision. This strategy relies on a strong, effectively communicated vision, trust, support, and motivation.

Pull Leadership
A pull leadership strategy occurs when a leader positions themselves in front of their team and pulls them along. The leader has to pave the way and establish the path for the team to follow. A pull leadership strategy is usually necessary if the vision and goals are unclear, the team or organization is implementing an entirely new process, or the team members do not have the knowledge and skills to be successful independently. A pull leadership strategy should only be temporary! As the leader pulls the team, they should refine the vision, establish processes and systems, equip their team, and cultivate a culture that will promote autonomy in the future. The goal of implementing the pull leadership strategy is to create an environment that will allow transitioning to the push strategy.
If a leader finds themselves constantly feeling the need to implement pull leadership, they should ask themselves the following questions:

• How can I better equip my team to work independently?
• Is my vision crystal clear?
• Do I have the right team members in place?
• Have I created a culture and environment that supports push leadership?
• Do I trust my team enough to implement push leadership strategies?

An effective leader analyzes situations and can adapt their leadership style and strategies to those situations. If you would like support with situational leadership strategies, schedule a coaching call today!

Conflicts in the workplace happen even in the healthiest of organizational cultures. Sometimes personalities clash, stress causes some to speak or act out of frustration, or opinions and feelings dominate creating friction and conflict between individuals or even teams. When conflict happens, how we handle it as individuals and as leaders can determine if bridges will be burned or if working relationships can be preserved. Here are a few tips for handling conflicts in the workplace:

1. Treat others with respect. Always show respect to others as professionals and as human beings. Showing respect will guide how you speak and act toward those who you experience conflict with. It can be difficult to show respect to someone who has disrespected you, but you must be determined to be the bigger person, especially if you serve in a leadership role.
2. Guard your words. Once something is said, it cannot be taken back. Words that are spoken carelessly can lead to further argument, anger, and hurt. Be careful to speak about the conflict at hand and not turn to belittling others or making personal attacks. Also, you should avoid profanity or yelling. Often it is helpful to disengage from conflict to avoid saying things that are hurtful or that could jeopardize your employment and work relationships. Returning at a later time to address the conflict after you have had time to process emotions and develop a constructive solution to the conflict is recommended when possible.
3. Seek resolutions. The goal of resolving a conflict is to mend relationships and move forward, not to “win.”  If you have this goal in mind, your speech and actions will lead to peacemaking instead of further argument. On the other hand, if your only goal is to prove that you are right, the conflict will not likely be resolved. This can lead to tense working relationships, decreased productivity, and a higher possibility of future conflicts.
4. Be humble. Apologies go a long way. If you see that you are wrong or have made a mistake, offer a sincere apology. This can help to resolve the conflict more quickly and to prevent future conflicts. Employees who know that their coworkers hold themselves accountability and admit when they fall short will offer more grace in the future when mistakes are made or conflict arises.

As a leader, you may be directly involved in a conflict in the workplace, or you may be responsible for diffusing conflict among your team. In either of these cases, it is important to remember the unbalanced power dynamic that may exist when there is a conflict between a leader and a subordinate. Your role as a leader is to be fair, equitable, and professional, and to adhere to the guidelines and procedures of the organization for handling employee relations.

When you experience conflict in the workplace, understand that everything may not be resolved and restored right away. What is important is that you do your part in resolving conflict and handle yourself in a professional way so that relationships are preserved and team members can work productively together.

If you would like support in handling conflicts in your workplace or would like to facilitate conflict resolution training for your staff, please contact Reach Consulting today!

by Amber E. Davis

Change is inevitable. Throughout life, change is the only thing that remains constant and how we respond to change can define our success. As leaders within our professions, we can likely recall a time when an organization or leader refused to adapt to change and, as a result, faded into the background. An infamous example of this is Blockbuster Video, a home video rental company who reached its peak in the early 2000s. When technology shifted and people gained access to streaming video, Blockbuster refused to pivot and stuck with its model of brick-and-mortar stores and fees for late returns (Smriti, 2023). We know that this decision did not fare well for them given that the company does not exist anymore, and Gen Z has probably never heard of the company. In the midst of change, we get to decide if we want to be like Blockbuster, or not.

For leaders with optimism and vision, change is viewed as an opportunity to be seized. With courage, a savvy leader can lean into change head on and reap the benefits of being proactive and strategic. For example, generative AI has taken the world by storm and has impacted the personal and professional life of everyone who uses technology. There have been many responses to this change in technology, ranging from fear and avoidance to innovation and invention. Think about how you personally have addressed this change. Have you avoided it at all costs? Or have you sought to learn about it and give it a try?

Before you consider leading a team or organization through change, think about how you personally approach change. Are you reluctant to change, perhaps making as little change as possible to get by? Do you welcome change and see opportunities for doing things in a fresh, new way? These attitudes that you hold will impact your ability and effectiveness in leading change for others. We know that not all change is positive and that changes as a result of tragedy or loss can be difficult; however, even in the midst of these challenging periods of adjustment, effective leaders look for what is within their locus of control or sphere of influence and what positive shifts can be made from a negative catalyst.  If a cloud does not come with a silver lining, a good leader makes one.

Change in our personal and professional lives can be an opportunity for rebirth and reinvention. It may be an opportunity to analyze processes, strategies, and habits and identify what no longer serves you in the new environment. It may be an opportunity to completely start over, but with the knowledge and experiences that you did not have the first time around. Starting over is not shameful, it is noble, because it demonstrates characteristics such as perseverance, determination, and humility. Most successful inventors and entrepreneurs failed with their first inventions or businesses but kept trying until they got it right. Thomas Edison said, "I have not failed. I've just found 10,000 ways that won't work." Rather than pushing back against an inevitable change, embrace it for what it is—an opportunity for rebirth and reinvention.
 
Would you like support managing change in your organization? REACH out to one of our consultants today!