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5 Point Leadership

The document outlines five key aspects of effective leadership: how a leader shows up, sets the tone, communicates, runs meetings, and manages conflict. It emphasizes the importance of self-awareness and continuous improvement in these areas to foster trust and collaboration within a team. The author, Jeff Gibbard, encourages leaders to engage with their teams to assess and enhance their leadership practices.

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Muhammad Sabir Awan
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28 views11 pages

5 Point Leadership

The document outlines five key aspects of effective leadership: how a leader shows up, sets the tone, communicates, runs meetings, and manages conflict. It emphasizes the importance of self-awareness and continuous improvement in these areas to foster trust and collaboration within a team. The author, Jeff Gibbard, encourages leaders to engage with their teams to assess and enhance their leadership practices.

Uploaded by

Muhammad Sabir Awan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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P o i n t

Five- p
Leade rs h i
Since the United States is about to undergo a
massive shift in leadership, I was feeling inspired to
write a post about leadership. I wanted to write one
that was short and sweet

So, here it goes…

You can develop incredible leadership habits simply by


understanding the various situations that you, as a leader, will be
placed in each and every day. Deciding what you will do in these
5 situations, will define who you are as a leader.

How you show up


How you set the tone, and highlight the goal.
How you communicate
How you run meetings/gatherings
How you manage conflict

I’ll briefly touch on each of these.


How you show up

By how you “show up” I mean how do you literally enter a space, logistically
and metaphorically?
If you show up late, you need to understand that you are signaling to your
team that punctuality is not an issue. If you show up dressed casually,
you’re showing them that formality is unimportant.
If you show up and don’t get started until an hour or two after you’ve had
your first cup of coffee, how can you be mad if others don’t start right on
time?
If you walk into every meeting and take over and bulldoze everyone in your
path, then don’t be surprised when people run for cover, don’t speak up, or
emulate your behavior and run over others.
You also need to think about how you enter new situations. When people
don’t know you, how do you behave? Are you deferential? Are you
curious? Are you assertive? Are you gregarious and outgoing, or are you
reserved and observant?
Your leadership style will be judged by the average of how you show up.
You’re not stuck with your first impression, though it’s tough to shake.
You’re not sunk because of a single mistake. How you show up is a habit, a
repeatable behavior that people can look at and interpret.
Think carefully about how you enter every situation. All of these examples,
and more, are signals. Whatever you do, is an implicit endorsement of
that behavior, and in the case where it’s not, it’s just hypocritical. You
need to be thoughtful about how your behavior impacts your trust and
relationships on the team and you need to behave in such a way that you
would be ok with your team modeling your behavior.
How you set the tone, and
highlight the goal.

By how you “show up” I mean how do you literally enter a space, logistically
and metaphorically?
If you show up late, you need to understand that you are signaling to your
team that punctuality is not an issue. If you show up dressed casually,
you’re showing them that formality is unimportant.
If you show up and don’t get started until an hour or two after you’ve had
your first cup of coffee, how can you be mad if others don’t start right on
time?
If you walk into every meeting and take over and bulldoze everyone in your
path, then don’t be surprised when people run for cover, don’t speak up, or
emulate your behavior and run over others.
You also need to think about how you enter new situations. When people
don’t know you, how do you behave? Are you deferential? Are you
curious? Are you assertive? Are you gregarious and outgoing, or are you
reserved and observant?
Your leadership style will be judged by the average of how you show up.
You’re not stuck with your first impression, though it’s tough to shake.
You’re not sunk because of a single mistake. How you show up is a habit, a
repeatable behavior that people can look at and interpret.
Think carefully about how you enter every situation. All of these examples,
and more, are signals. Whatever you do, is an implicit endorsement of
that behavior, and in the case where it’s not, it’s just hypocritical. You
need to be thoughtful about how your behavior impacts your trust and
relationships on the team and you need to behave in such a way that you
would be ok with your team modeling your behavior.
How you communicate

Communication is the single most important tool that a leader has at their
disposal.

The words you use matter


The tone you use matters
Your pacing matters
How you frame conversations matters
Your ability to control attention matters

Communication, matters. In every single instance, you must have a


unifying theory about the intent and purpose of your communication.
How do you want people to feel?
What do you want people to take away from the interaction?

From my forthcoming book, the Lovable Leader, I recommend you focus on


three things in all communication:
1. Make sure they understand that you care (about them, the team,
and the mission).
2. Build trust, never harm trust. Trust is essential for great leadership.
So validate people, be interested in their goals and perspectives,
and be there to help them grow.
3. Ensure that they see your commitment to safety on the way to the
goals. It is not enough to accomplish the goal if what is sacrificed
is an safe environment for people to be free, unburdened and fully
expressed. As a leader, you must protect every member of your
team, and they in turn must protect each other.
If you focus on those three things in all communication, you will have a
team that trusts one another, cares for one another and protects one
another on the way to accomplishing great things.
How you run meetings/
gatherings

As a leader, you’re going to be running some meetings. But, are you


always the one running the meeting? Are you always the leader or do you
ever pass the reigns?
When you are leading, do you give others the chance to speak or do you
just talk over everyone? If you do encourage participation, are you being
truly fair and equitable about that? Do you use a round-robin system or is
it just Brad who gets to speak every time?
Does everyone take notes, or is always the youngest female in the room?
Are you checking yourself for biases that make the team feel less
inclusive? If so, don’t just rely on your own self-assessment, get outside
feedback to catch your blindspots.
Think about how you participate in every meeting. Pay special close
attention to how you behave in emotionally charged moments, and high
stakes situations.
How you run meetings/
gatherings

The final piece of a leaders job is to manage problems. How a leader


manages internal conflict or when something goes wrong on a project can
say more about them than anything else.
Are you punitive or do you focus on rewards? Do you play nice or do you
scold? Are you there to step in and support or are you there to lead and
hold them to a higher standard for themselves?
There are many different styles, but again, if I can make a
recommendation…
People don’t want to be wrong. They don’t want to mess up. When they
do, they often know it. Maybe they get defensive, maybe they emotionally
check out. In any of those cases, I’ve found the single most useful and
effective method is to “sit on the same side of the table.” ←that’s a Jeff
Gibbard original, if you use it, cite me.
Sitting on the same side of the table is simply taking a metaphorical seat
next to the person you’re speaking with. You’re on their side, you are close
to them and you are looking in the same direction. Think as though you
were completely on the same team, almost like a three legged race. There
is no point in a three legged race dragging the other person along. It’s
about coordination. Successful conflict resolution is no different. You’re not
talking at them, you’re talking with them and looking for a resolution for
both of you.
Practicing 5-Point Leadership

These 5 aspects of leadership comprise the lion’s share of meaningful


leadership interactions you will have with your team. By remembering
these 5 points, you have a quick and easy assessment for figuring out
where you need to improve as a leader.

Talk to your team about these areas.


Find out what you’re signaling to your team by how you show up.
Look at your results, and look at your team’s energy…do you need to
improve how you set goals and set the tone? Are you getting what you
want?
Try to continually improve your communication skills.
See if you need to change how you run meetings.
After giving someone feedback, invite them to give you feedback on
how it went.

Leadership is a practice. It’s not a talent you’re born with, it’s something
you learn. Study how you lead, commit to constant improvement.
It will all pay off when you’re able to move mountains.
JEFF GIBBARD is a strategist, consultant, speaker, and trainer,
and founder of The Superhero Institute, a coaching-certification
program that specializes in showing you how to unleash human
potential in service of making the world a safer, kinder, more
equitable place.
Jeff is also a blogger, podcaster, and author. His newsletter and
podcast Becoming Superhuman is part of his commitment to
helping you unlock the potential of leadership, communication,
strategy, and enduring growth. You may also know him as the
host of the popular Shareable and Rogue podcasts.
After earning his MBA in 2008 and spending a decade working
as a social media and content marketing strategist, Jeff took
a hard pivot in 2019 to help humanize the online world, inspire
the next wave of extraordinary leaders, and give every human
being access to the tools and training they need to be more
strategic, thoughtful, and effective.
WORK WITH JEFF

Buy the Book


Jeff is the author of The Lovable Leader, a new manager’s handbook with
frameworks and strategies for building great teams through trust, respect, and
kindness.
Get the book: http://lovableleader.com

Hire Jeff to Speak


Jeff is passionate about speaking with audiences of all sizes, online and in
person, to help people grow into the Lovable Leaders they’re meant to be.
For more information, visit https://jeffgibbard.com/speaking

Bring in Jeff for Consulting


Companies hire me to design effective strategies for growth including brand,
leadership, marketing and sales. Through purpose, creativity, and critical
thinking, I help organizations become the best versions of themselves.
To start the conversation go to http://jeffgibbard.com/consulting

Get Jeff’s Free Content


From blogging to podcasting, videos, and discussions, Jeff is a prolific content
creator. Often inspired by questions from clients, friends, and peers, he is
always looking for ways to explore interesting topics, and provide valuable
insights.
Visit http://jeffgibbard.com/content

The Superhero Institute


This coaching-certification program specializes in teaching coaches how to
unleash human potential for themselves and their clients, in service of making
the world a safer, kinder, more equitable place.
To learn more, visit http://superheroinstitute.org

Connect on Social Media:


If you want to connect with Jeff on social media, go here:
http://jgibbard.com/connect

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