Stacy Sharpe’s Post

In a "Pick Me" culture where most people are fighting for the spotlight, one of the biggest power moves is to NOT make it about you. Instead, show up, deliver world-class execution, and then shine the light on what comes next. True masters of their craft don't do it for the press, praise, or recognition. They do it for the joy of elevating the work of others and serving the cause that is always bigger than them. Iconic leaders don't fight to be heard, they appreciate when it's time to speak and time to listen. Seasoned greatness comes from leaning into the silence, making room for new voices to be discovered, and doing phenomenal work regardless of the headline, to ensure that lasting impact is achieved. No matter what our culture wants you to believe, true influence isn't based on visibility or popularity. Having lots of online "followers" doesn't make you a leader, and status doesn't matter as much as you think it does. I'm lucky to know several examples of great leaders: Ellie Scott (she/her), Erik Lutenegger, Devon Moody, MBA, Jennifer Bardot, MS, MA, Keisha Mabry Haymore (heyFRIEND), Paul Riat, John Simanowitz, b. Marcell Williams, Ed Morrissey, Brian Matthews, Matthew Porter, Victoria Gonzalez, Laura Burkemper, Tony Bryan, Brittany Raji Alberty, Sean Walsh, Tony Fuhrmann, Tashara Earl, MBA, MA, John Land, Sarah Shelton, Hayley Johnston, MSW, Chris Cardinal, Edwin Williams, Betsy Cohen, Sheila Burkett, Simon Huang, Stacey Fowler, Lance Marcus Knuckles, MBA, G John Chen, Nicole Mathern, MARY SCOTT, Sarah Benoit, Deanna Jannuzzi Who do you know?

At Corporate Class Inc. we are recognized as an international leader in Executive Presence, and it is a reputation we are proud of. In 2012, there was an extensive research done on determining the core traits of Executive Presence by the Center for Talent Innovatrion. Over the past decade, as a result of the pandemic, political and economic instability, social movements such as Black Lives Matter, and changing workplace technologies, what people expect from leaders has changed. This HBR article reveals how Executive Presence has evolved. https://lnkd.in/e2REWBNq #executivepresence #executivecoaching #leadershippresence #leadershipdevelopment

I’m reading “Creating Magic” by Lee Cockerell and in the part where Lee shares the strategies that leaders can incorporate to create a culture of inclusion. 1. Make sure everyone matters… and that everyone knows it. 2. Know your team. 3. Let your team get to know you. 4. Greet people sincerely. 5. Reach out to everyone on your team. 6. Make yourself available. 7. Listen to understand. 8. Communicate clearly, directly, and honestly. 9. Stand up for the excluded. 10. Forget about the chain of command. 11. Don’t micromanage. 12. Design your culture. 13. Treat your people as your would want your customers to be treated.

Your behavior as a leader is closely watched and often emulated by your team. To foster a positive company culture, consistently demonstrate the values and work ethic you wish to see in your employees. If you prioritize respect, transparency, and integrity in your interactions, your team is likely to mirror these behaviors. This creates a ripple effect, establishing a standard for how everyone in the company should conduct themselves.

Imagine you were responsible for 250,000+ people worldwide, and your company was worth $560 billion. Now, ask yourself if you would genuinely manage to be fully present in your one-on-ones with your team. That was John Donnelly, former Head of HR for JP Morgan. Whenever I sat with John, he made me feel like an audience of one. At every meeting, he intentionally moved away from his desk to a separate table with zero distractions to be present and connect. That’s why John is a role model for me. Despite his demanding executive responsibilities, John prioritized the connection. One of the simple and time-tested marks of a true leader: Being present. Are you valuing your people? Do you have other ways to make them feel valued?

These tips/reminders are so important as managers and organization leaders.

Good leaders inspire the people they lead to feel like they are working together to achieve a common goal; by creating a sense of belonging or fostering an environment where employees feel free to express their ideas and opinions.

There is a common leadership misconception that merely encouraging team members to voice their opinions will foster an environment of openness. But people won’t speak up unless they feel safe doing so. As a leader, this means you have to address the underlying reasons for employee reticence, including the individual and systemic barriers to speaking up. This article outlines several tactics that managers can use to provide alternative paths that feel safe for employees to say what’s on their minds. These include expressing genuine intent to hear diverse perspectives, employing standard questions to invite input without creating undue pressure, discussing communication preferences to align with employees’ comfort zones, leveraging your social capital to amplify the voices of underrepresented employees, and accurately attributing credit to recognize individual contributions.

  There is a common leadership misconception that merely encouraging team members to voice their opinions will foster an environment of openness. But people won’t speak up unless they feel safe doing so. As a leader, this means you have to address the underlying reasons for employee reticence, including the individual and systemic barriers to speaking up. This article outlines several tactics that managers can use to provide alternative paths that feel safe for employees to say what’s on their minds. These include expressing genuine intent to hear diverse perspectives, employing standard questions to invite input without creating undue pressure, discussing communication preferences to align with employees’ comfort zones, leveraging your social capital to amplify the voices of underrepresented employees, and accurately attributing credit to recognize individual contributions.

great leaders possess a variety of personal virtues that distinguish them from others. One of the most important of these virtues is love. Leaders who have a deep understanding of human nature and a desire for the common good are able to nurture and be nurtured by others. They are generous, appreciative, and have a solid foundation of self-esteem and self-leadership. This allows them to build strong relationships with their team members and inspire them to achieve their full potential 1. In addition, leaders who are motivated by love are able to create a positive impact on society and leave a lasting legacy. They anticipate change and generate collective enthusiasm that outlasts them. They value the power of teams and encourage diversity of opinions. They are credible, approachable, and vulnerable, and they use their power to mobilize their teams towards a common goal