Positional leadership says that to be a good leader, all you need is to be strategic and smart. But if you want to be a great leader, you must be committed to growing people as well.
In this episode, Jeff Nischwitz, Founder and Chief Story Debunker at The Nischwitz Group, talks about the ways of a 21st-century leader and why some fail at being good leaders.
We also talk about the power of vulnerability, building trust in people, and being responsible for the impact that you make as a leader.
Topics covered in this episode:
In this episode, we discuss:
[07:33] What does great leadership look like?
[14:17] Why some leaders fail
[19:22] Taking responsibility for the impact you make
[21:43] What vulnerability is and is not
[23:15] Being aware of your tolerance factor
[24:36] Giving and receiving trust
[35:11] Leaders are role models
[36:36] “Great outcomes are always preceded by great discomfort”
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Jeff Nischwitz is the Founder and Chief Story Debunker of The Nischwitz Group, a speaking, consulting and coaching company that transforms people and organizations one story at a time! Jeff helps businesses accelerate revenue, develop effective leaders, nurture high performing teams, and execute on their objectives.
Jeff is a speaker, author, accelerator, relationship builder, master storyteller, chief inquisitor, motivator, and story debunker. Jeff is the host of the Leadership Junkies Podcast.
Being responsible about the impact you create
When we build trust in people, we’re also growing our influence and therefore, our impact as well. But because of that, we might also create impact that we did not intend, and leaders need to be vulnerable enough to take ownership of that.
Why we fear vulnerability
There’s a reason vulnerability scares people. Because vulnerability is, by definition, taking risks, and we tend to naturally avoid risk.
Too often we think vulnerability is about showing emotions, and therefore, if you’re not particularly expressive, you might just back off and say, “I can’t be vulnerable”. But vulnerability isn’t about being emotional – it’s simply being human. Because in life, if we’re going to have relationships, we need to take risks.
The role of empathy in leadership
Some leaders may think, “I can’t be too empathetic because then I won’t be able to make the hard decisions.” But they’re totally unrelated. Being empathetic doesn’t mean I cannot make hard decisions or don’t set boundaries, or don’t hold accountability. I can still do these things but I just do them with empathy.
But if you’re too afraid to be empathetic because you believe it can make you less rational, then you’ll never be able to grow in that area.