Effective leadership is a cornerstone of successful organizations, but it requires continuous growth and adaptation. This comprehensive guide explores key areas for leadership development, offering practical strategies drawn from expert insights. From self-leadership to delegation, communication to tech literacy, discover actionable approaches to enhance your leadership skills and drive team success.
- Elevate Self-Leadership for Greater Team Impact
- Master Strategic Communication and Intervention Timing
- Embrace Active Listening Over Problem-Solving
- Develop Leaders Through Coaching and Trust
- Balance Vision with Execution in Leadership
- Foster Team Growth by Stepping Back
- Prioritize Tech Literacy for Effective Leadership
- Deliver Constructive Feedback to Empower Growth
- Empower Risk-Taking to Boost Team Creativity
- Delegate Responsibility While Maintaining Vision
- Adapt to Legal Tech Through Intentional Learning
- Strengthen Connections Through Active Listening Skills
- Focus on High-Leverage Leadership Activities Quarterly
- Invest in Continuous Leadership Development Strategies
- Practice Clear, Direct Feedback in Leadership
- Improve Delegation to Scale Self-Storage Operations
- Let Go of Control to Build Stronger Teams
Elevate Self-Leadership for Greater Team Impact
After decades of executive leadership, I’ve learned that developing yourself from the inside out isn’t optional—it’s the key to elevating your team and building a legacy.
The most important person I lead each day is myself.
The area I’m still actively working to improve is self-leadership—the ability to manage my mindset, energy, priorities, and presence with purpose. If you’re leading a growing team or steering a high-performing organization, you know that developing yourself from the inside out isn’t optional—it’s essential.
As my influence has expanded—from transforming school systems to advising boards and coaching executives—I’ve realized that outer success without inner alignment leads to fatigue, not fulfillment. The greater the impact, the greater the need for internal clarity and resilience.
To grow in this area, I’ve established clear rhythms:
- Each morning begins with reflection, prayer, and setting three core intentions.
- I protect white space in my calendar for strategic thinking—not just meetings.
- I now treat rest, journaling, and recovery as leadership disciplines, not luxuries.
I also work with coaches and mentors—trusted guides who challenge my assumptions, sharpen my thinking, and hold me accountable to the leader I want to be. I use the Meta Dynamics® framework to assess how I’m showing up across four leadership dimensions: Performance, People, Process, and Possibility. It’s deepened both my impact and my clarity.
What I’ve found is this: when you grow yourself, you elevate your team. The two go hand in hand. Self-leadership doesn’t just improve your performance—it creates space for others to rise with you. It’s a culture catalyst.
Whether I’m hiring a top leader, coaching a CEO, or facilitating strategic change, one truth remains:
You can’t lead others well if you’re not leading yourself well.
Self-leadership isn’t soft—it’s a strategic edge. It builds resilience, sharpens decision-making, and sustains high performance. My work in this space is ongoing, and always will be. But I’m convinced: the better I lead myself, the more I can elevate everyone around me.
And that, business leaders, is the kind of leadership that leaves a legacy.
Gearl Loden
Leadership Consultant/Speaker, Loden Leadership + Consulting
Master Strategic Communication and Intervention Timing
I am actively refining two dimensions of leadership that sit at the edge of control and clarity. One is the timing of intervention, and the other compresses strategic intent into precise, high-leverage communication.
The first dimension is about understanding when to engage and when to let a system reveal its solution. It’s easy to act, but harder to pause. However, restraint often builds more long-term capacity in complex environments than intervention. Holding space can allow people to grow their judgment, strengthening the system more than constant direction ever could.
The second dimension is mastering the ability to deliver strategic direction with greater compression and precision. I’ve led in environments where the window to influence is narrow, the stakes are high, and clarity must compete with speed. It’s not about simplifying ideas. It’s about preserving complexity while eliminating friction in how it’s received.
Drawing from how the European Central Bank manages expectations through language control and how Singapore’s Economic Development Board sustains investor confidence through advance rulings and structured disclosures, I’ve applied similar principles to how we communicate and align internally. In my work, I implement tiered communication protocols by separating tactical updates from strategic alignment sessions. Operational teams receive high-frequency briefs focused strictly on deliverables.
At the same time, executive committees are engaged through scenario-based decision reports that outline strategic intent, external dependencies, risk thresholds, and projected downstream effects. To ensure cohesion across the system, I use framing templates that anchor every communication layer in the same vocabulary, so that strategy, execution, and escalation speak the same language even when the context shifts. This reduces noise, enforces message discipline, and allows each system layer to act within its mandate without drifting from the core direction.
Maxim Sheaib
Executive Leader in Business Strategy, Policy Execution, and Geoeconomic Systems
Embrace Active Listening Over Problem-Solving
One leadership skill I’ve really been leaning into lately is learning how to hold space for others, especially when they’re going through something tough, without immediately jumping in to fix it. As both a doctor and a business owner, my instinct has always been to solve problems. That “let’s fix it” mindset has served me well in many situations, particularly in orthodontics where precision and action matter. But I’ve come to realize that when it comes to leadership and supporting my team, not every challenge calls for a solution. Sometimes, the most impactful thing I can do is simply be present.
I’ve seen firsthand how powerful it is to just sit with someone in their discomfort, acknowledge what they’re feeling, and let them know they’re not alone. Early in my career, I didn’t always recognize that jumping straight into advice could unintentionally send the message that I didn’t trust someone to work through things themselves. Over time, I’ve worked hard to shift that approach. Now, I focus more on active listening, giving my full attention, staying quiet a little longer, and asking thoughtful questions like, “How are you feeling about that?” or “What would support look like for you right now?”
That shift has deepened my relationships with my team and helped create a culture where people feel safe to speak up, to process, and to grow in their own way. It’s reminded me that presence is often more powerful than solutions. Holding space is really about trust, believing in someone’s ability to navigate their path, and just being there beside them instead of steering them. I’ve found this especially meaningful as a mentor to young professionals in our field. And personally, I continue to strengthen this skill through mindfulness, reflection, and learning from mentors who model that kind of grounded, compassionate leadership.
Randy Kunik
CEO, Kunik Orthodontics
Develop Leaders Through Coaching and Trust
One area of leadership I’m still intentionally working to improve is my ability to lead people who lead others. Early on, I was deeply involved in every detail, building the systems, guiding every student strategy, shaping messaging, and managing day-to-day execution. That made sense at the time. But as the organization grew, I had to evolve my leadership style. Leading leaders requires a different mindset, one rooted in coaching, trust, and long-range development rather than hands-on management.
Coming from an academic and legal background, my instinct was always to delve deep, to problem-solve directly. But I’ve learned that if I want our leaders to grow, I can’t just give them answers or direction; I have to give them space to own decisions, even if that means allowing room for mistakes. That shift has required me to focus more on mentorship and clarity, asking better questions instead of jumping in with solutions, and guiding from a place of support rather than control.
To grow in this area, I’ve been working with a leadership coach who specializes in team development and organizational structure. Together, we’ve built a coaching framework that I now use in my one-on-one meetings, not just to evaluate performance, but to reflect with each leader on how they’re leading: what’s working, where they’re feeling challenged, and how I can help them develop their own leadership voice.
One small but impactful change has been dedicating part of our check-ins to leadership reflection, not just updates. That shift alone has opened up more honest conversations and better alignment. It’s still a work in progress, but it’s helping me become the kind of leader who builds leadership capacity across the organization, not just manages for outcomes. And in a mission-driven environment like ours, that kind of development creates a stronger, more resilient culture over time.
Joel Butterly
CEO, InGenius Prep
Balance Vision with Execution in Leadership
One area I’m actively working to improve is balancing strategic vision with operational execution—ensuring that big-picture thinking doesn’t come at the expense of tangible, day-to-day results.
The steps I’m taking:
1. Structured Delegation – I’ve started using a framework (like RACI) to clarify decision rights, so I’m not bottlenecking execution while still maintaining oversight.
2. Time Blocking – I allocate specific, non-negotiable blocks for deep strategic work (e.g., market positioning) and separate ones for operational reviews (e.g., KPIs, team bottlenecks).
3. Feedback Loops – I meet biweekly with my direct reports to pressure-test whether my strategic priorities are translating into actionable steps for them. If not, we adjust.
Resources I’m leveraging:
1. Peer Advisory Groups – I’m part of a small CEO forum where we dissect how others handle this tension.
2. Execution-Focused Books – “The 4 Disciplines of Execution” helped reframe how I align strategy with daily tasks.
3. Coaching – Working with an executive coach who’s pushed me to define measurable outcomes for strategic initiatives, not just high-level goals.
The biggest shift has been recognizing that strategy isn’t useful if it doesn’t change how people work—so I’m forcing myself to tie every vision-level idea to a concrete operational change.
Nathan Barz
Financial Advisor, Management Expert, Founder and CEO, DocVA
Foster Team Growth by Stepping Back
One area I’ve been actively working on is holding back from jumping in too quickly when a team hits a roadblock. It’s tempting to offer a fix or direction right away—especially when deadlines are tight or the issue touches something I’ve dealt with before. But I’ve learned that it often short-circuits the team’s thinking.
We’ve built a strong team, and people don’t need constant direction. What they need is space to think, try, and sometimes fail. So I’ve been intentionally pausing before speaking, asking questions instead of giving answers. Something as simple as, “What options do you see here?” opens up a better discussion than me offering a solution.
I also do quick debriefs with myself after one-on-ones or meetings. Just a minute or two to ask—did I coach or did I direct? That habit alone has helped me get better at staying in a supporting role, not a controlling one.
We want leaders at all levels. For that to happen, I have to stop being the fallback. That’s the part I’m still learning.
Vikrant Bhalodia
Head of Marketing & People Ops, WeblineIndia
Prioritize Tech Literacy for Effective Leadership
As a millennial, technology has always been a part of my life, but I notice that because the digital landscape is moving so quickly, it can be difficult to keep up. If I fail to engage in intentional learning, I run the risk of hindering my team’s success. For example, when we started looking into automation tools for customer service and sales management, I noticed I was leaning on others too heavily to make tech decisions. That was a wake-up call. Since then, I’ve been dedicating at least 2-3 hours a week to learning about new tools that I think would tie into our operations, be it CRM platforms like HubSpot, Salesforce, or AI-relevant analytics dashboards.
To keep up, I’ve subscribed to industry newsletters such as TechCrunch and Harvard Business Review, joined a few Slack and LinkedIn communities where founders discuss tools they’re using, and I regularly attend webinars hosted by software providers. I also rely on a few tech-savvy peers for guidance—they’ve been very helpful platforms for me to evaluate the tools before their launch. My advice for other leaders is to approach tech literacy like you would any other leadership skill: don’t shy away from asking questions and investing in it.
Aaron Whittaker
VP of Demand Generation & Marketing, Thrive Digital Marketing Agency
Deliver Constructive Feedback to Empower Growth
Providing constructive feedback has always been a challenge for me in leadership. It’s easy for me to acknowledge and praise strengths, but pointing out areas for improvement often feels uncomfortable.
I remember a specific instance where I avoided giving direct feedback on a project that lacked clarity, worried it might discourage the team member. Later, I realized that by holding back, I missed an opportunity to help them grow and improve their skills, a lesson I’ve carried with me ever since.
To work on this, I’ve started being more intentional about how I deliver feedback. I make it a point to be specific and forward-looking, focusing not just on what could be better but how to achieve it.
Recently, I had a conversation with a colleague where I outlined how they could refine their communication during meetings. I noticed they responded positively when I framed it as an opportunity to strengthen their impact rather than as criticism. Seeing them implement the suggestions and thrive reaffirmed the importance of clear, constructive input.
It’s a journey, but with every thoughtful conversation, I’m learning how giving direct yet supportive feedback can truly empower others to grow.
Volen Vulkov
Co-Founder, Enhancv
Empower Risk-Taking to Boost Team Creativity
One area of leadership I am still working on is empowering my team to take risks without overthinking the consequences. I tend to be highly involved, rechecking the work and stepping in when I see a potential misstep. However, I have learned that this can suppress creativity and hold us back.
Last quarter, I hovered a bit too much during a project rollout, and my team eventually told me that they felt hesitant to experiment because I was a bit too cautious. That hit home. Now, I’m trying to step back and allow them to take ownership of their decisions, despite the higher chance of small hiccups along the way.
To get better at this, I now set clear goals in advance and then give my team freedom to figure out how to get there. I’ve begun checking in weekly rather than daily, asking open-ended questions like, “What’s your next move?” rather than dictating steps.
To learn more about great leadership, I’m reading “Radical Candor” by Kim Scott, which is full of practical advice on getting that balance of guiding people and offering autonomy. Progress feels slow, but it’s worth it.
Matt Harrison
Svp of Product and Client Experience, Authority Builders
Delegate Responsibility While Maintaining Vision
Letting go of control has been the hardest leadership skill for me. Early on, I thought being a good leader meant catching every mistake. In reality, it just slowed everyone down and killed ownership.
Now I force myself to delegate messy, imperfect projects—on purpose. I give context, not instructions. I ask for drafts, not finished products. Then I coach through feedback instead of rewriting everything myself.
The best resource? The book “The Coaching Habit” by Michael Bungay Stanier. It flipped my mindset from, “How do I fix this?” to, “How do I help them fix it?” Leadership isn’t about having all the answers—it’s about building people who can find their own.
Borets Stamenov
Co-Founder & CEO, SeekFast
Adapt to Legal Tech Through Intentional Learning
One area I’m actively working on is delegation without dilution—meaning handing off responsibility without watering down the vision. As a founder, it’s easy to get stuck in the “I’ll just do it myself” loop, especially when you’re wired to build and fix. But that mindset doesn’t scale, and more importantly, it shortchanges your team’s potential.
To grow in this area, I’ve been leaning into structured decision frameworks (like RACI) and investing time upfront in clarity—setting context, not just tasks. Weekly check-ins are less about status and more about alignment. I’ve also been working with a mentor who’s scaled teams before, and let me tell you—that outside perspective is invaluable. The goal isn’t to let go; it’s to level up how we let others lead.
Daniel Haiem
CEO, App Makers LA
Strengthen Connections Through Active Listening Skills
One growth area for me is openness to new technology—especially when it comes to law firm operations. I’ve been running my firm for over 20 years and have witnessed firsthand how much legal tech has changed. In the past, fax machines and physical filing systems were cutting-edge, but now they are obsolete. Clients now demand in-the-know dialogue, virtual document practices, and artificial intelligence research solutions.
To keep up, I’ve created what I refer to as “intentional tech immersion”—allocating one hour every week to explore, test, and train on new platforms, from cloud-based case management systems like Clio to AI-assisted drafting tools. I also rely on a peer circle of other firm owners and legal operations consultants for the latest information. We compare notes monthly on which tools are actually improving efficiency in practice. It’s not only about being current; it’s about proactively driving change with confidence so my team sees me as an asset instead of an impediment.
Seann Malloy
Managing Partner & Founding Attorney, Malloy Law Offices
Focus on High-Leverage Leadership Activities Quarterly
One skill I’m focused on improving is active listening. Listening is essential for building trust and strong team relationships. To grow in this area, I’ve started structured coaching sessions and mindfulness exercises, which help me stay present during conversations. I’ve also attended communication workshops and read leadership books to refine this skill. By listening to understand rather than immediately respond, I encourage open communication and strengthen team connections.
Rommel Regino
Evp and Chief Operating Officer | Driving Growth, Enhancing Customer and Employee Experience, INSPIRO
Invest in Continuous Leadership Development Strategies
I’m always working on identifying the best places to spend my time and energy. There are dozens of things I can do – but I shouldn’t be doing most of them. Prioritizing true leverage points in the business—where my team, my customers, and I get the most bang for our buck—has become a focus.
Each quarter, I conduct a review to identify my top one to three focus areas for the next quarter. I write them down, along with the highest leverage activities within each—what it actually looks like to work in that area. Then, the best part, I make a plan to delegate, automate, or discard everything else. Clear the decks!
I also re-read “Essentialism” by Greg McKeown once a year.
Emily Sander
Founder & CEO, Next Level Coaching, LLC
Practice Clear, Direct Feedback in Leadership
My approach to leadership centers on continuous development with a solid L&D strategy—not just hoping for the best.
Top leaders believe in “investing in others while investing in yourself,” akin to securing your own oxygen mask before assisting others.
There are so many ideas to ensure people are feeling invested in:
Join a Mastermind. Supplement your current L&D department. Add a new workshop. Get a Leadership Coach. Encourage others to get a Coach. Start a Mentoring Program. Listen to a new podcast (I recommend Unconventional Leadership by Mike Sipple Jr.!).
In our CHRO mastermind, we emphasize ongoing personal growth and organizational strategy, ensuring that both individuals and teams flourish. It’s about creating a culture where everyone’s cup is filled, empowering them to thrive and contribute meaningfully. Sadly, many organizations don’t invest in their top leaders—and we are seeing the results with burnout and turnover.
Are you making improvements? Today is the day. Carpe diem, my friends.
Melanie Booher
Engagement & Experience Officer, Talent Magnet Institute
Improve Delegation to Scale Self-Storage Operations
Across the board, I have found that leadership skills require intentional refreshers—in the form of peer-to-peer leadership groups, new books, coaches, and training. While I have embraced and often advise on creating a feedback culture, I am still a work in progress as it relates to clear, direct one-on-one feedback. As Brené Brown would say, “Clear is kind.” Using half-truths or compliment sandwiches doesn’t help anyone. I continue to practice this in leadership forum groups, and often write out key points before direct conversations.
Christy Cole
Co-Founder, Lilt Collaborative
Let Go of Control to Build Stronger Teams
One area of leadership I’m actively working to improve is delegation—something that’s especially important in the self-storage business, where there are many moving parts to manage, from customer service to facility maintenance and digital operations. It can be tempting to try and oversee everything personally, especially when you care deeply about providing consistent service. But I’ve learned that holding onto too much can slow growth and limit your team’s development.
To improve, I’ve started documenting more of our day-to-day processes and assigning clear responsibilities across the team. For example, I’ve delegated specific tasks like customer follow-ups and on-site inspections to trusted staff, with checklists and expectations in place. This ensures nothing slips through the cracks while still allowing me to step back and focus on higher-level strategy.
I’ve also been leveraging tools like cloud-based storage software, which allows team members to access what they need without always going through me. And I’ve been reading leadership-focused books and listening to podcasts that center on trust-building, communication, and operational scaling.
In a service-based business like self-storage, good leadership means building systems and empowering people—not doing it all yourself. It’s a work in progress, but every small shift in how I lead helps create a stronger, more reliable experience for our customers.
Frank Pressel
Operator, Red River Storage
