Leadership

Great leadership requires great listening. Ignoring that point is a sure way to fail. Thanks to my friend Rob Dance for this insight. Leaders who talk more than they listen: ↳Miss out on excellent ideas from others ↳Make costly mistakes by discouraging dissent ↳And drive their best people away Eventually, the only people left will be those who have nothing to say. Instead, learn to truly listen to your team. Here are 8 ways to do so more effectively: 1) Actively Prioritize Listening Over Talking ↳Aim to listen more than you speak during meetings or conversations ↳Make a conscious effort to give others the floor 2) Ask Open-Ended Questions ↳Get your people talking with questions - the more open-ended the better ↳Ask things that can't be answered with a yes or no, like: "What challenges are you facing?" or "How do you think we can improve this?" 3) Make Feedback Safe ↳Create an environment where employees feel safe to give input without fear of judgment or punishment ↳Explicitly invite openness and assure confidentiality when necessary 4) Listen Without Judgment ↳Avoid jumping to conclusions or interrupting ↳Let the person finish before responding, and keep an open mind 5) Be Present ↳Eliminate distractions such as checking your phone or multitasking ↳Give the person your full attention, face them, and make eye contact 6) Have Regular One-on-One Check-Ins ↳Dedicate time for individual conversations ↳Use them to understand concerns, goals, and suggestions 7) Allow Anonymous Feedback ↳Use tools like surveys or suggestion boxes (which can be virtual)  ↳This allows employees to share candid thoughts they might not feel comfortable expressing in person 8) Follow Up ↳Show you listened by taking action on feedback or providing updates ↳If an employee suggests a tool to improve productivity, for example, explore it and report back A leader who really listens creates a culture where people feel valued and appreciated. That then encourages them to keep contributing and keep working harder, Which has powerful results. Are there other techniques you use to make sure you're truly listening? --- ♻️ Repost to help others understand the importance of listening. And follow me George Stern for more content like this.

New CMO: We're moving 50% of the marketing budget to brand / top of funnel. VP Growth: Hell no. My ROAS will drop, and my bonus depends on hitting a ROAS target. New CMO: Not anymore. Your bonus is tied to two metrics: 1. Total contribution dollars generated by the business (at 35% contribution margin). 2. Contribution dollar lifetime value (rolling 30, 60, 180, and 365 days) for our owned business. VP Growth: wtf?! How can I own this? New CMO: Metrics aren't about individual ownership—they're team-driven. The real challenge is choosing the right ones. VP Growth: How do we know these are the right metrics? New CMO: The right metrics grow business health and fundamental enterprise value. If we increase these metrics, while keeping fixed costs flat, we become more profitable. Are they perfect? Maybe not. But they're miles better than short-term ROAS or new customers acquired, which have far less of a direct connection to fundamental business health when we increase those numbers. VP Growth: How can you say that? New CMO: For ROAS, you can hit any number by: 1. Spending less. 2. Doubling down on branded keywords, existing customers, or retargeting. 3. Running more discount events. But ROAS lacks incentives to drive incremental revenue—what actually grows the business—and says nothing about the cost to generate it. And for new customers acquired, there is no notion of customer quality. A massive sale drives high ROAS but attracts discount hunters who won't buy at full price unless we run bigger sales. Both of these metrics lack context on quality and long term profit, which is ultimately the fundamental goal of business. VP Growth: Ok, I'll buy that, but how can I be responsible for overall contribution dollars? New CMO: As a singular individual, you can't. That's why half of your budget will now be based on team performance. For you though, it'll drive you to make better decisions with how you spend our marketing dollars VP Growth: What do you mean? New CMO: You're free from short-term ROAS pressure to pad stats and can focus on incremental profitable growth. You can step back and do the things you know are right to drive net new incremental demand (meaning: you would not have gotten that revenue if you didn't spend that ad dollar) even if it's low ROAS. VP Growth: And the mythical purse string holders are bought in? New CMO: Yup - the CFO and board now understand that the real goal for our marketing investments is both short and long term incremental contribution dollar generation at the highest possible contribution margin. That was my one condition for agreeing to accept the offer to join VP Growth: Well butter my biscuits, let's do this. New CMO: Please never say that again

𝐖𝐡𝐲 𝐝𝐨 𝐬𝐨𝐦𝐞 𝐩𝐞𝐨𝐩𝐥𝐞 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐟𝐚𝐬𝐭𝐞𝐫, 𝐡𝐞𝐚𝐫𝐝 𝐦𝐨𝐫𝐞 𝐨𝐟𝐭𝐞𝐧, 𝐚𝐧𝐝 𝐭𝐫𝐮𝐬𝐭𝐞𝐝 𝐦𝐨𝐫𝐞 𝐝𝐞𝐞𝐩𝐥𝐲? Of all the topics people ask me about, executive presence is near the top of the list. The challenge with executive presence is that it’s hard to define. It’s not a checklist you can tick off. It’s more like taste or intuition. Some people develop it early. Others build it over time. More often, it’s a lack of context, coaching, or exposure to what “good” looks like. Here’s what I’ve learned over the years, both from getting it wrong and from watching others get it right. 1. 𝐋𝐚𝐧𝐝 𝐲𝐨𝐮𝐫 𝐦𝐞𝐬𝐬𝐚𝐠𝐞 People early in their careers often feel the need to prove they know the details. But executive presence isn’t about detail. It’s about clarity. If your message would sound the same to a peer, your manager, and your CEO, you’re not tailoring it enough. Meet your audience where they are. 2. 𝐔𝐩𝐥𝐞𝐯𝐞𝐥 𝐭𝐡𝐞 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧 Executives care about outcomes, strategy, and alignment. One of my teammates once struggled with this. Brilliant at the work, but too deep in the weeds to communicate its impact. With coaching, she learned to reframe her updates, and her influence grew exponentially. 3. 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐬𝐮𝐛𝐭𝐞𝐱𝐭 Every meeting has an undercurrent: past dynamics, relationships, history. Navigating this well often requires a trusted guide who can explain what’s going on behind the scenes. 4. 𝐏𝐫𝐨𝐯𝐢𝐝𝐞 𝐜𝐨𝐧𝐭𝐞𝐱𝐭 Just because something is your entire world doesn’t mean others know about it. I’ve had conversations where I assumed someone knew what I was talking about, but they didn't. Context is a gift. Give it freely. 5. 𝐂𝐨𝐦𝐞 𝐰𝐢𝐭𝐡 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 Early in my career, I brought problems to my manager. Now, I appreciate the people who bring potential paths forward. It’s not about having the perfect solution. It’s about showing you’re engaged in solving the problem. 6. 𝐊𝐧𝐨𝐰 𝐰𝐡𝐚𝐭 𝐭𝐡𝐞𝐲 𝐜𝐚𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 Every leader is solving a different set of problems. Step into their shoes. Show how your work connects to what’s top of mind for them. This is how you build alignment and earn trust. 7. 𝐁𝐮𝐢𝐥𝐝 𝐜𝐨𝐧𝐧𝐞𝐜𝐭𝐢𝐨𝐧 Years ago, a founder cold emailed me. We didn’t know each other, but we were both Duke alums. That one point of connection turned a cold outreach into a real conversation. 8. 𝐃𝐫𝐢𝐯𝐞 𝐭𝐨 𝐜𝐥𝐚𝐫𝐢𝐭𝐲 𝐚𝐧𝐝 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧 Before you walk into a meeting, ask yourself what outcome you’re trying to drive. Wandering conversations erode credibility. Precision matters. So does preparation. 𝐅𝐢𝐧𝐚𝐥 𝐭𝐡𝐨𝐮𝐠𝐡𝐭 Executive presence isn’t about dominating a room or having all the answers. It’s about clarity, connection, and conviction. And like any muscle, it gets stronger with intentional practice.

There’s a lot of buzz about “founder mode” and how to scale an organization effectively. While I’m not the founder of Snowflake, I’ve been a founder before, and now my focus is on scaling a rapidly growing business. Here’s what “founder mode” means to me: When I became CEO of Snowflake, I understood the importance of a relentless growth mindset. What worked yesterday may not work today. To be a high growth company, you need to reinvent constantly for the new reality, and complacency is not an option. To achieve this level of dynamism, accountability and transparency are non-negotiable. Accountability means setting clear objectives and rigorously tracking progress. I ask my teams for daily updates on our key goals—whether it’s sales, product delivery, or company OKRs. This keeps us proactive, addressing potential issues before they escalate and ensuring we stay true to our commitments. It’s not about micromanagement, it’s about everyone feeling involved and accountable. While we embrace risk, we dig deep early and often, making adjustments as needed. Transparency means that everyone should operate with the same information. There is no “managing up” at Snowflake. Decisions are made as a team, with everyone holding equal information. And our conclusions are based on facts rather than opinions. I firmly believe you must “trust but verify” - this helps us make decisions in predictable ways. Finally, growth depends on investing in people and providing opportunities. We’ve all reached our positions because someone took a chance on us. When hiring, I prioritize drive and adaptability. I seek team players who are committed to collective success, rather than individual gain. People are the bedrock of your operation and this investment in them and in the team is what helps you scale successfully.

Early in my career, I landed my dream job… and immediately felt like an imposter. On day 3, my new colleague, Rina, spotted an error in my strategic plan. My first instinct? → Defend myself. → Prove I belonged. → Protect my ego. Instead, I swallowed my pride and said: “Walk me through how you’d approach it differently.” That single conversation unlocked solutions I’d never have seen alone. Six months later, we co-led a project that saved the company $1.4M. Not because I knew more than her. But because I realized: ✅ Working with people smarter than you is a blessing, not a threat. Here’s what most leaders get wrong: • They think leadership is about being the authority in the room. • They worry that smarter colleagues will overshadow them. • They fear being seen as “less than” if they ask for help. But the highest-impact leaders I’ve coached share one trait: They’re fiercely coachable. → They seek out people who know more. → They treat differences as assets, not threats. → They let go of needing to be the hero. That’s how careers grow, not in certainty, but in curiosity. The C.H.O.I.C.E.™ Framework makes this real: • Courage: Ask, even when your ego screams “don’t.” • Humility: Recognize brilliance in others. • Openness: Let new ideas replace old assumptions. • Integration: Apply what you learn fast. • Curiosity: Keep asking “What else could be true?” • Empathy: Celebrate others’ strengths instead of competing. 🛠 3 Ways to Turn “Smarter People” into Your Career Advantage: ✅ Flip the script. → Instead of thinking “They’ll make me look bad,” ask: → “What could I learn from them that would take me years to figure out alone?” ✅ Invite co-creation. → Pull in the experts. → Say: “Can I get your eyes on this?” → Collaboration is rocket fuel for your influence. ✅ Say the magic words. → “I didn’t see that. Thanks for helping me get better.” → That’s leadership, not weakness. Here’s the truth no one wants to admit: If you’re always the smartest person in the room… you’re in the wrong room. 💭 Who’s the “smartest person” who made you better at your craft? ♻️ Tag someone who turns intelligence into collective wins. ➕ Follow Loren Rosario - Maldonado, PCC for human leadership.

Most teams aren’t unsafe— they’re afraid of what honesty might cost.👇 A confident team isn’t always a safe team. Real safety feels like trust without fear Psychological safety isn’t about being nice. It’s about building an environment where truth can exist — without penalty. Where people speak up because they believe they’ll be heard, Not just to be loud. Here’s how to create a space where honesty doesn’t feel risky: 10 Ways to Foster Psychological Safety in Your Team 1️⃣ Acknowledge mistakes openly ↳ Normalize imperfection so everyone feels safe owning up. 2️⃣ Ask for feedback on your own performance ↳ Leaders go first. 3️⃣ Celebrate questions, not just answers ↳ Curiosity signals trust. 4️⃣ Pause for the quiet voices ↳ “We haven’t heard from X yet. What do you think?” 5️⃣ Replace blame with ‘Let’s find the cause’ ↳ Shift from finger-pointing to problem-solving. 6️⃣ Speak last in discussions ↳ Let others lead; you’ll hear their raw perspectives. 7️⃣ Reinforce confidentiality ↳ Discuss ideas without fear they’ll be shared publicly. 8️⃣ Encourage respectful dissent ↳ Conflicting views spark creativity. 9️⃣ Admit you don’t know ↳ Authenticity paves the way for others to do the same. 🔟 Offer thanks for honest feedback ↳ Show appreciation for candor, even if it stings. 1️⃣1️⃣ Set clear expectations for respectful communication ↳ Clarity creates comfort and consistency. 1️⃣2️⃣ Create space for personal check-ins, not just work updates ↳ Human connection builds trust faster than status updates. 1️⃣3️⃣ Invite rotating team members to lead meetings ↳ Empowering others signals trust and grows confidence. 1️⃣4️⃣ Support team members who take thoughtful risks ↳ Reward courage even when outcomes aren’t perfect. 1️⃣5️⃣ Recognize effort and growth, not just outcomes ↳ Celebrate the process, not just the win. Psychological safety doesn’t grow from good intentions, It grows from repeated proof that honesty matters more than perfection. ❓ Which one will you try first? Let me know in the comments. ♻️ Repost to help your network create safer, more trusting workplaces. 👋 I write posts like this every day at 9:30am EST. Follow me (Dr. Chris Mullen) so you don't miss the next one.

How can you bring out the best in people? I’ve been in leadership for over 20 years, and I’ve tried just about every approach—some were great, some flopped spectacularly. But there’s one formula that Frances Frei and Anne Morriss shared in the book Unleashed that works: Deep Devotion + High Standards. (Frances and Anne are amazing btw). Get the combination right, and you unlock the best in your people. Miss the mark, and your leadership falls into traps. High Standards, Low Devotion = Judgment You push for excellence but don’t offer the support needed to reach it. Your team feels crappy. High Devotion, Low Standards = Indulgence You genuinely care but fail to challenge. I’ll admit, I’m sometimes guilty of this with my kids 🙂 Low Devotion, Low Standards = Neglect You don’t expect much, and you don’t provide much. You will not get much. ✅ High Devotion, High Standards = High Performance You’re fully invested in people’s success while holding them to a high bar. This is where great leadership happens. So how do you make sure you’re leading with both deep devotion and high standards? Here’s what’s worked for me: 1. Set clear expectations (and don’t be vague) People should always know exactly what’s expected of them—no guessing, no surprises. Regularly communicate goals and hold your team accountable. 2. Give real, direct feedback No sugarcoating, no waiting for annual reviews. Be honest, be specific, and do it often. The best feedback helps people course-correct before things go off track. 3. Go to bat for your team If they need resources—more staff, better tools, your time—make it happen. Deep devotion isn’t just a phrase; it’s action. This isn’t easy, but leadership rarely is. The best leaders challenge and support in equal measure. How do you bring out the best in your teams?

The most common misperception about leadership... …Is that great leaders have one leadership style. There is no single leadership style for all situations. The best leaders are versatile. What every business and situation needs is different. Here are 9 different leadership styles and when and how to use them: 1/ Authoritative (Commanding) Leadership: ↳ A directive style. Make quick, clear decisions and communicate them with authority. Expect immediate compliance. Useful for crises and new visions, not for experienced, autonomous teams nor when the leader is not a subject matter expert. 2/ Participative (Democratic) Leadership: ↳ A collaborative style. Regularly seek and incorporate team input through meetings and discussions. Useful for gaining consensus, not for urgent decisions or inexperienced teams. 3/ Delegative (Laissez-Faire) Leadership: ↳ A hands-off style. Empower team members with autonomy and provide support only when necessary. Useful for highly skilled, motivated teams, not for those needing more structure. 4/ Transformational Leadership: ↳ An inspirational style. Communicate a compelling vision and inspire the team to embrace innovation. Useful for inspiring change, not for stable organizations. 5/ Servant Leadership: ↳ A selfless style. Prioritize team development and well-being by serving their needs first. Useful for building relationships, not for high-pressure situations or quick decision-making. 6/ Pacesetting Leadership: ↳ A results-driven style. Set high-performance standards and exemplify them to lead by example. Useful for ambitious goals, not for inexperienced or unmotivated teams. 7/ Coaching Leadership: ↳ A developmental style. Actively mentor and provide feedback to help team members grow their skills. Useful for developing skills when time allows, not for urgent decisions or unstructured teams. 8/ Bureaucratic Leadership: ↳ A rule-oriented style. Strictly enforce rules and procedures to ensure consistency. Useful for regulated industries, not for flexible, innovative environments. 9/ Strategic Leadership: ↳ A big-picture style. Develop and communicate long-term strategic goals clearly. Useful for long-term planning, not for immediate, tactical decisions. Always start by asking: What does the business need right now? The wisdom of leadership is knowing that the right style at the right time can turn challenges into triumphs. —- ♻️ Repost to help your network become top performers. 📌 Want a high-resolution PDF of this sheet? Join my free Level Up Community. Subscribe here: https://lnkd.in/gKzZUq-b

In this video, pay close attention to where I'm 𝘕𝘖𝘛 looking. 😬 My eyes are fixated on the jet to my right. The pilot in the jet next to me also looks to his right. And on the right side of the formation, both pilots are looking left. We're not looking at airspeed, altitude, or the ground. Most of us aren't looking forward, even when we're upside down at 400 mph! 😎 In formation, our trust in each other is everything. Thunderbird #1 (aka The Boss) is the only person with a full picture of what is happening. We trust his vision and trust him, knowing there's no space for arrogance or deflecting mistakes in the cockpit or in the debrief after. This is what trust in a high-functioning team looks like. Are you building trust on your team by doing the following? ✅ Setting clear goals. ✅ Building a culture of accountability. ✅ Creating an environment for open feedback. ✅ Empowering team members to acknowledge mistakes. ✅ Equipping your team with the necessary tools. Remember - Trust builds teams while arrogance tears them down. How do you build trust on YOUR team? ------------------------ Hi, I'm Michelle. I'm a former fighter pilot turned speaker, author, and coach. If you found this helpful, consider reposting ♻️ and follow me for more content like this. #TeamTrust #HighFunctioningTeam #LeadershipLessons #ThunderbirdTeamwork #TrustInLeadership #VisionaryLeadership #BuildCulture #AccountabilityMatters #FeedbackCulture #EmpowermentLeadership #TeamworkInAction

Dear bootstrapped founders: set aside 2% equity and build an advisory board. Here’s how and why. Why: it turns out boards (when done right) are helpful. They put people in your corner who have seen the game played 100 times and can help you see around corners, avoid mistakes, etc. There are lots of great things about not having a formal board, but lack of experienced advisors is a huge downside. But you can fix this. How: - set aside a small pool of equity. We did 2% at stacker. This is for advisors, all time. - think - what are your blind spots? Where do you wish you had someone to call with burning questions, or poke holes in your strategy. This is different for everyone. For stacker we wanted someone with media operating experience, someone with corp dev experience, etc. - start networking. Do not meet someone, like them, and immediately grant them equity. Find people that are excited about your business. Be upfront you’re looking for advisors. Work on problems w them. The right people will be excited to work on problems at the start without pay, becayuae they love your business and are passionate about what you’re solving. - pick some advisors. We used the FAST framework to help choose the right equity and time commitment. Google this. - use them well. I meet w each of our advisors for 30 mins monthly(separately), and then as a group once a quarter. They hold no power, but call me on my bs. It’s so great. We didn’t do this until two years in, and we would’ve avoided so many mistakes had we started earlier. Swallow your pride, go get some amazing people in your corner.