Interview: Leaders Find Sustained Success When They’re Compassionate, Proactive and Appreciative

It used to be that introversion was a barrier to leadership. Those who focused more on their inner thoughts and ideas rather than external sources of stimulation were seen as less capable of making quick decisions and giving direction. But leadership has changed. Strong soft skills like communication, empathy and integrity are admirable qualities in leadership.

Today, SkillPath CEO Michele Markey shares how she’s adapted her leadership to today’s workforce.   

This interview has been edited for clarity.

What makes a good leader, and how do you think leadership has evolved in the last 10-15 years?

Good leaders develop and guide their teams. They’re capable of making important decisions. They innovate organizations and manage change well. But some people in leadership positions value differences more than others.

Just as an example, when I owned a training company, a client wanted to increase communication on their sales team. After assessing the leadership and sales team using tools like the Myers-Briggs personality indicator, it came out that the VP of sales was essentially hiring people who were exactly like him.

While a team that operates the same way isn’t necessarily bad, it limits your scope if you don’t include people with different backgrounds and experiences. That diversity really rounds out a team and doesn’t just surround you with “yes men.” A good leader values those differences in a way that pays off for the whole company.

One significant change in leadership is it’s no longer about the person at the top. Today, it is about everyone on the team and in the organization contributing and working together to make things happen.

And how people lead has changed too. Employees now want managers who are compassionate, empathetic, authentic and motivating, rather than dominant personalities.

As a leader, how do you encourage people to apply their different experiences and speak up, even when they have a differing opinion?

You have to know your team. Some people aren’t always going to have an immediate opinion or idea;  they need time to think about a situation or conversation. To foster a creative culture where everyone brings their best, I had to realize that there are different ways to get people to participate. Extroverts may dominate the conversation, so I had to foster a space where those who may be more introverted can feel comfortable participating.

And the key here is for leaders to be observant. They must be cognizant of non-verbal communication. If I’m in a meeting and notice one person was about to say something, but another person jumps in before they speak, I want to give them the opportunity to answer. I will come back to that person and ask them for their thoughts, so they feel like this is still the time and place to share their opinion.

Is that how leaders become better listeners?

Well, when you’re talking about listening, you’re talking about reacting to what’s already been said. You need to be more proactive. Reach out and ask questions instead of waiting for someone to weigh in. Then listen to the response. A big mistake we sometimes make is assuming we know the answer or filling it in before someone is done speaking.

Some people are very driven by data, facts and logic, so they need time to consider the data and process the information. You learn as a team that there’s real substance in what those people have to say, but they may not be the most vocal people in the room. When they talk, you should sit back and listen. You learn that when you are proactive, asking questions and listening to people’s responses, it helps your team grow and work together. If you ensure that there’s adequate input from everyone in the room, people will start to understand that that’s the norm.

Any other leadership advice you can give, in particular for new managers?

I think you have to recognize that leadership is evolving. It’s not a switch that you turn on, and suddenly, you’re a great leader. You need to have the mindset of, “This is a team, and just because I’m in charge, I value everyone’s feedback and ideas.”

Understand the importance of giving people the opportunity to contribute in their own way. Be absorbent and be mindful as a leader, so others can use their expertise to make their work their own.

 

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Michele Markey is the CEO of SkillPath. A leader in the learning and development industry since 1989, SkillPath delivers more than 16,000 training sessions each year and has enriched the professional and personal lives of more than 10 million individuals worldwide. Connect with Michele Markey on LinkedIn.

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